field implementation plan 2014-2015

gaza

ii

Biennium Plans

1. Gaza

2. Jordan

3. Lebanon

4. Syrian Arab Republic

5. West Bank

6. Headquarters Implementation Plan

This Field Implementation Plan (FIP) has been developed in accordance with the UNRWA

Medium Term Strategy for 2010-15. It articulates the field-level approaches that will guide the

work of UNRWA over the two-year period 2014-15, and the plans, activities and budgets

through which goals will be achieved locally. It describes how UNRWA seeks to accomplish its

programme objectives in a decentralised institutional setting, while allowing the operational

flexibility demanded by specific refugee needs and priorities. Indicators are also identified,

against which results can be measured.

Cover Page Picture. Shareef Sarhan, 19th march 2012, a group of students are happy to back to school after the

winter vacation.

© UNRWA 2013

This Field Implementation Plan was prepared by UNRWA (Gaza Field Office), with technical support from the

Programme Coordination and Support Unit.

About UNRWA

UNRWA is a United Nations agency established by the General Assembly in 1949 and is mandated to provide assistance

and protection to a population of some 5 million registered Palestine refugees. Its mission is to help Palestine refugees in

Jordan, Lebanon, Syria, West Bank and the Gaza Strip to achieve their full potential in human development, pending a

just solution to their plight. UNRWA‟s services encompass education, health care, relief and social services, camp

infrastructure and improvement, microfinance and emergency assistance. UNRWA is funded almost entirely by

voluntary contributions.

Programme Coordination and Support Unit

Headquarters - Amman

Amman, Jordan

Tel: +962 (6) 580 2512

www.unrwa.org

www.unrwa.org

iii

Contents

1 Introduction ...................................................................................................................... 1

2 Situation Analysis .............................................................................................................. 3

3 Strategic Priorities ............................................................................................................. 6

4 Human Development Goals ............................................................................................. 9

GOAL ONE: A LONG AND HEALTHY LIFE .................................................................................................................... 9

GOAL TWO: KNOWLEDGE AND SKILLS ..................................................................................................................... 13

GOAL THREE: A DECENT STANDARD OF LIVING ........................................................................................................... 16

GOAL FOUR: HUMAN RIGHTS ENJOYED TO THE FULLEST ............................................................................................... 20

GOAL FIVE: MANAGEMENT AND SUPPORT SERVICES ................................................................................................. 23

5 Implementation, Monitoring & Reporting Results ............................................................. 27

6 Annex 1: Integrated Monitoring and Budget Matrix ........................................................... ii

7 Annex 2: Financial Performance by Resources ............................................................ xviii

8 Annex 3: Table of Priority Projects .................................................................................. xix

9 Annex 4: Risk Management Plan for Implementation Plans – Top Risks ............................ xx

Acronyms and Abbreviations

FIP Field Implementation Plan

GF General Fund

HIP Headquarters Implementation Plan

OD Organizational Development

UNRWA United Nations Relief and Works Agency for

Palestine Refugees

UR Unfunded Requirement

US(D) United States (Dollar)

iv

Foreword

By Filippo Grandi

Commissioner-General

To be added with final draft

UNRWA Commissioner General Filippo Grandi

1

1 Introduction

The present Field Implementation Plan (FIP)

outlines the Gaza Field Office‟s 2014-15

operational strategy to “help Palestine

refugees achieve their full potential in

human development terms under the

difficult circumstances under which they

live” - the mission of the United Nations

Relief and Work Agency for Palestine

Refugees in the Near East (UNRWA). This

biennium plan builds on successes and

challenges of the 2012-13 biennium plan

and positions the Gaza Field for the next

Medium Term Strategy (2016-21). This FIP

provides a comprehensive overview of

Gaza Field‟s strategic choices, outcomes

and outputs contributing to the

achievements towards the Agency‟s four

human development goals, seventeen

strategic objectives and measurable

indicators for the 2014-15 biennium. The

plan was developed within the context of

ongoing political, security, economic and

access constraints as well as the chronic

underfunding of the General Fund and

Emergency Appeal.

The people of Gaza continue to face the

brunt of a man-made, protracted

humanitarian crisis that is causing

potentially irrevocable human, economic

and environmental damage. The overall

socioeconomic situation of refugees in

Gaza (70 per cent of the population) is

similar to non-refugees as de-

development affects the entire population

of Gaza. The crisis has negatively

impacted daily life in Gaza for over a

decade and impedes the achievement of

basic human development goals in the

areas of education, health, social welfare

and human rights.

The Gaza FIP therefore presents a

consolidated strategy to address both the

human development aspirations and the

pressing humanitarian needs of the

Palestine refugees in Gaza. UNRWA

remains the largest UN agency in Gaza,

responsible for providing direct services to

1,263,312 registered refugees (including

23,137 women Married to Non Refugee

beneficiaries), directly employing nearly

12,000 of whom over 11,000 are refugees

themselves, and operating a combined

annual expenditure of approximately 500

million USD (2012). UNRWA‟s budget is

estimated to correspond to approximately

17 per cent of the Gaza GDP. The

operating budget reflects $230 million in

contributions from the General Fund, an

estimated $129 million through donor

pledges for the Emergency Appeal, $10

million USD in direct project assistance,

and an additional $150 million for

construction projects.

At this funding level, GFO‟s ability to

deliver on its core mandate is severely

constrained given it adds up to $193 per

refugee overall in 2012. At a more detailed

level, 2013 GFO anticipates having $687

per student enrolled in UNRWA schools,

$24 per refugee registered in HCs (health),

$40 per camp inhabitant for camp and

sanitation services (ICIP) and $100 per

impoverished beneficiary (RSSP/EP) to

cover food aid and social services directly

or through supported CBOs.

Priorities for GFO remain a continued

emphasis on ensuring core services based

on universal access (by virtue of being a

Palestine refugee) such as education and

health are maintained and progress on

related reforms is consolidated. Improved

targeting and tailored interventions for

assistance to the poor and most

vulnerable in society will guide

prioritization for the Relief and Social

Services Programme efforts to address

food insecurity amongst refugees and

bolster improvements in employment,

particularly for youth and women.

Towards achieving its objectives, UNRWA

works closely with partners in the Gaza

Strip. Initiatives with ILO on youth

employability and NRC on quality

education are expected to continue into

the 2014-15 biennium. Partnerships with

2

CBOs will be solidified through supporting

civil society capacity to provide

sustainable social services to vulnerable

refugees, as well as within Gender Initiative

efforts to promote young women leaders

and address gender based violence

(GBV). The Job Creation Programme (JCP)

will continue its engagement with

professional associations supporting the

private sector, municipalities providing

basic public services in refugee

communities, and CBOs contributing to

improved quality of life for refugees.

UNRWA is also committed to continued

engagement in the Gaza sub-clusters, the

Consolidated Appeal Process (CAP) and

United Nations Development Assistance

Framework (UNDAF). UNRWA will sustain

the strong partnership with Food and

Agriculture Organization (FAO) and World

Food Programme (WFP) in addressing

matters of food insecurity. UNRWA also

contributes to ad hoc studies and

initiatives that are undertaken in Gaza, for

example the Household Economy Analysis

(HEA) conducted in 2012 by Oxfam Italia.

Such contributions and participation

strengthen coordination among agencies,

positions the refugees to be better

reflected in initiatives, and is in line with

GFO‟s commitment to coordination and

advancing evidence-based

programming.

3

2 Situation Analysis

Country Context and Needs Assessment

Update

The regional political climate continues to

produce profound challenges to the

humanitarian situation in the oPt. Final

status issues remain trapped in a

stagnating peace process. Tangible

political progress remained elusive and

occupation continued unabated.

Similarly, little progress has been made on

intra-Palestinian political issues. Palestinian

agreement on implementing joint

legislative and presidential elections has

not yet translated into progress on the

ground - with the exception of updating

the Gaza voter registry in February 2013.

The security situation in Gaza in 2012 and

by early 2013 remains, volatile with periods

of intensified cross border hostilities.

Regular escalations of violence between

Israel and Palestinian actors in Gaza

continued throughout 2012, resulting in the

death of 255 Palestinians and the injury of

over 1,8001. An extraordinary volume of

munitions were expended by all parties

during the escalation of violence which

commenced on 14 November 2012.

During the escalation, one UNRWA staff

member was killed as a result of indirect

fire and 76 UNRWA installations were

damaged or destroyed causing $16 million

in costs to UNRWA. Gaza experienced a

period of relative calm into early 2013 as a

result of a fragile truce after the November

escalation that remains in place.

As of early 2013, socioeconomic

conditions in the Gaza Strip remain

characterized by widespread

unemployment, depressed purchasing

power, and resulting high levels of poverty

and food insecurity. Unemployment is on

the rise, reaching 32.2 per cent and as

much as 57 per cent for youth and 48 per

cent for females. An estimated 57 per cent

of the refugee population is still identified

1 UN OCHA, Monthly Humanitarian Monitor, January

2013

as either food insecure or vulnerable to

food insecurity2, while UNRWA continues to

provide in-kind food assistance and other

relief services to more than 800,000

refugees.

The primary issue in Gaza continues to be

the ongoing blockade, and despite

intermittent limited relaxations, continues

to impact nearly every aspect of life in

Gaza. Restrictions on the movement of

people and goods to and from Gaza,

particularly to the West Bank, reinforce the

deepening political, economic,

geographical and social fragmentation of

the Palestinian territory and threatens

prospects for long-term peace and

security in the region. The slight extension

of the fishing zone and decrease of the

“buffer” zone following the November

ceasefire has not had a significant impact

in terms of improvement in access to

livelihoods from fishing and agricultural

production. Despite slight relaxation in

2012 of travel restrictions through Gaza‟s

crossing with Egypt, restrictions on

movement of people in and out of Gaza

(particularly between Gaza and the West

Bank) continued in 2012; Israeli military

incursions into Gaza, Palestinian deaths

and injuries from IDF small arms fire were

again commonplace by early 2013.

Notwithstanding signs of economic

improvements over the 2010-11 biennium –

largely driven by tunnel imports and

external assistance – the enduring trade

restrictions prevent the recovery of the

Gazan economy. On the import side,

commercial and humanitarian trade

remains concentrated through one single

crossing point and restrictions on imports

are still enforced. Minor changes in daily

quotas and limited approval for use of

Rafah do not constitute a fundamental

change in the access regime: imports of

construction materials are still generally

2 2012 Socioeconomic and Food Security report,

PCBS, FAO, WFP and UNRWA.

4

banned for the private sector, while

humanitarian agencies remain bound by

long, cumbersome and costly project

approval and material accountability

requirements. The additional cost burden

to UNRWA resulting from Government of

Israel regulations was conservatively

estimated at USD5,000,000 per annum.

Meanwhile, the tunnels below the

Egyptian border still fuel the local

economy, with approximately 50 per cent

more materials entering through tunnels

than through formal crossing points. On

the export side, Gaza is left hermetically

closed, with rare exceptions that are more

symbolic than substantial. The number of

truckloads exported barely reached 4 per

cent of the 2007 level3, with no sign of

future relaxation. The ban on exports

prevents any sustainable and meaningful

recovery of the local productive economy

and its job creation capacity. In the

absence of a recovering productive

economy, UNRWA anticipates that 2014-

15 will see increased need among the

refugee population for social transfer

programming together with basic food

assistance for poor households.

Two events with potential legal

implications that received broad media

coverage in 2012 had little positive impact

in the near term, but could generate

longer term resonance for change in

Gaza were the vote on UN status and the

perceived changes in the role of Hamas in

diplomatic interactions.

The protection situation for Palestine

refugees in Gaza remains precarious, as

threats against civic, political, economic,

social and cultural rights, including the

right to development, continue.

Planning Assumptions

UNRWA‟s main planning assumptions for

the Gaza Field correspond to planning

assumptions commonly held by the wider

humanitarian community. The CAP will be

3 Pal trade data

undertaken in mid-2013, but it is expected

to reflect similar assumptions:

Blockade continues

Unabated de-development of the

productive economy coupled with a

slump in the construction industry

Continued unemployment, food

insecurity and aid dependency

pervades Gazan society

Strained resilience exposes Gazans to

increased vulnerability to shocks

No political solution with Israel; elusive

intra-Palestinian reconciliation

Engagement with host de-facto

government remains severely

constrained

Further donor fatigue

UNRWA-specific assumptions include:

Socioeconomic conditions for

refugees will remain comparable to

the general Gaza population.

UNRWA will collaborate with its

humanitarian partners, particularly in

planning and responding to

emergencies

The annual UNRWA oPt Emergency

Appeal will maintain a flat line of

contributions that is consistently

insufficient to address needs arising

from the protracted crisis

Increased beneficiary demands on

UNRWA services covered through

core and emergency funding streams

Changes to assistance in late 2013,

especially the harmonization of food

rations and improved poverty

targeting, may generate discontent

and volatility among beneficiaries

that effects 2014 operations.

UNRWA will improve its security and

risk management system that

operates in close collaboration with

the UN Department of Safety and

Security (UNDSS) and within the UN

Security Management System.

UNRWA upholds a strict adherence to

the non-contact policy with de-facto

authorities

5

UNRWA relationship with Israel

enables continued access of goods

with no improvement in the costs to

the agency to fulfil imposed

requirements

Contingency Planning

The cyclical nature of violence and

destruction in Gaza necessitates proactive

contingency planning and preparedness

initiative. Gaza Field contingency planning

focuses on the continuity of basic service

operations and supply chains with the

capacity to ramp up emergency response

to accommodate IDPs in UNRWA

installations.

Palestine Refugees from Syria to Gaza

As at 15 March 2013, nearly 200 Palestine refugee families had fled the two-year old

conflict in Syria and arrived in the Gaza Strip. Palestine refugees from Syria (PRS) began

arriving in Gaza in early to mid 2011. Having arrived, many families are not able to keep

their travel documents up to date and are otherwise essentially „trapped‟.

The key needs of PRS families are shelter assistance, employment opportunities and

support updating or obtaining proper identity and travel documents. PRS families have

not been able to find secure, affordable and appropriate housing in Gaza, furthermore,

the high price of basic goods and the sudden transition from self-sufficiency to

dependency came as a shock. Many families have experienced high levels of distress,

owing to the severe nature of the conflict in Syria and to the ongoing conflict between

Gaza and Israel. In adjusting to life in Gaza, families also suffer culture shock, owing to the

large difference between the culture of Palestinians in Syria and those in Gaza.

UNRWA provides PRS with education, health care, emergency NFI and food assistance

services on an equal basis with other registered Palestine refugees in Gaza. As funding

from the Syria appeal permits, UNRWA PRS are also eligible for transitional shelter cash

assistance, to help offset the costs of housing. This is similar to assistance UNRWA provides

to Palestine refugees in Gaza whose homes have been destroyed by Israeli military

operations. During the upcoming biennium, UNRWA intends to provide dedicated

assistance to PRS to assist them in adapting to life in Gaza and ensure any new needs,

such as academic problems of children, are quickly identified and addressed.

6

3 Strategic Priorities

Guided by the 2010-15 Medium Term

Strategy and the 2012-13 FIP, the Gaza

Field has prioritized quality service and

tailored initiatives that contribute to

achievements against the established

human development goals for Palestine

refugees:

A long and healthy life

Acquired appropriate knowledge and

skills

A decent standard of living

Human rights enjoyed to the fullest

extent possible.

The Gaza field intends to define minimum

standards of care and ensure that even in

the face of increasingly constrained

funding, UNRWA is able to fulfil its mandate

in Gaza and strives to meet international

standards. This final biennium of the MTS

will maintain emphasis on core services, as

well as improved proxy means targeting of

the most poor among refugees through its

Relief and Social Services Programme.

GFO commits to further consolidate

progress on education, health and relief

reforms underway since 2010. This is further

elaborated in the goal specific sections.

GFO acknowledges that important issues

remain beyond its scope for prioritization.

Of particular concern is the right to water;

the aquifer – Gaza‟s main source of water

– is likely to be damaged beyond repair as

early as 2016 with most tap water unsafe

for human consumption. Fewer than 5 per

cent of refugees have access to potable

water that meets WHO standards.

Strategic Priorities by Human Development

Goal

The following provides a short summary of

the key strategic priorities that UNRWA will

focus on in 2014-15. These are further

elaborated on in under section 4 of this

document and in the logical framework.

Goal 1 – A long and healthy life

UNRWA will continue to implement e-

Health and solidify the Family Health Team

approach in its 21 health centres providing

primary and secondary health care to

refugees across the Gaza Strip. In addition

to increased attention to preventative

care, especially for NCD management,

dental and maternal and child health,

UNRWA will continue to provide essential

medicines and laboratory testing for

refugees. Raising awareness towards an

aim of prevention and care for those

affected by GBV will remain at the core of

the integrated programming for overall

wellbeing that links mental health, legal,

medical and relief assistance.

Goal 2 – Acquired appropriate knowledge

and skills

UNRWA will continue to focus on providing

quality education to refugees and to

ensure Education Reforms are

implemented. Access and effectiveness

are top priorities. As such, educational

reform in the classroom and support

initiatives as envisioned through the

Inclusive Education Policy will contribute to

improved educational environment and

promote improved academic

performance. In Gaza this is advanced

through Special Children Special Needs

(including the expansion of the Interactive

Learning programme for elementary

students), the Respect and Discipline

initiative and educational programming

available through the satellite channel.

Moreover, the satellite channel will be

expanded, offering supplementary

educational support that encourages

parental involvement in study habits of

students as well as functions as a general

communication tool for messages from

UNRWA for broad community

consumption, such as during emergencies.

Given the combination of double shifting

and population growth, expanded

academic infrastructure through new

7

building and extensions of UNRWA school

facilities remains at the forefront. Some of

these needs are captured in the Gaza

Reconstruction and Recovery Plan (GRRP).

In addition to the 100 GRRP schools to be

completed, the increase in school

enrolment necessitates building 4 buildings

annually, each hosting two schools, in

order to contain the double- shifting rate.

Goal 3 – A decent standard of living

UNRWA will continue to work towards

addressing food insecurity and

unemployment. Social transfers, including

food as well as job opportunities through

the JCP, remain central to the reduction of

abject poverty. Social protection will be

advanced through established

programmes for youth and children,

women, and persons with disability. GFO‟s

ability to coherently address humanitarian

and developmental needs will be

improved through the organizational

restructuring underway in 2013. During the

2014-15 biennium, GFO will address the

urban environment needs through camp

improvement projects, veering away from

previous strategy of constructing new

housing developments. The main goal of

camp improvement is re-planning the

area of the camp in order to widen the

roads, improve the existing environmental

infrastructure and provide more green

space, to improve ventilation for the

remaining houses and to provide space

for adequate public facilities such as

health centres, schools and public

buildings to be built inside the camps.

Given limitation on capacity and

expected funding, this shift will begin with

a pilot project in one camp - Deir El Balah

camp.

Reforms in TVET programming are

intended to ensure that courses offered

are more responsive to market needs and

result in increased employability of

graduates.

Additionally, despite restrictions that

notably constrain UNRWA‟s ability to

expand its microfinance services, UNRWA

seeks to maintain a range of credit

products that support a stable clientele,

especially for vulnerable groups and youth

demonstrating entrepreneurial potential.

Goal 4 – Human rights enjoyed to the

fullest extent possible

Protection programming will remain a key

priority of the agency. The Gaza Field

intends to shift resources strategically to

enable practical protection approaches

for the refugee community receiving

services from UNRWA. Recognizing the

importance of strengthening refugee

capacity to provide sustainable social

services, UNRWA will solidify partnerships

with CBOS providing meaningful social

services to refugees in Gaza. GFO will also

work towards improved efficiencies for

registration and eligibility practices for

Palestine refugees in Gaza ensuring that

refugees‟ entitlements and rights are

protected.

Goal 5 – Effective and Efficient

Governance and Support

Executive management, operational and

administrative support through GFO Front

Office and support services will ensure

UNRWA‟s ability to fulfil its mandate

towards Palestine refugees in Gaza. Key

support service provision from HR,

Procurement, Logistics, Information

Systems, Finance, and Security are

focused on quality support and increased

efficiency.

Cross-cutting issues

Disability: Multiple plans are in place to

mainstream disability into programming.

This includes intentionality to offer more

JCP opportunities to people with

disabilities, provision of needed assistive

devices – primarily through referral to

partner CBOs, and early screening for

students in Grades 1 and 4 to identify

physical and learning disabilities. By the

end of the biennium, UNRWA installations

8

(schools, health clinics, distribution centres,

offices, etc) will have fully implemented

standards intended to facilitate access for

people with disabilities. In addition, staff

practices during service provision,

especially food distribution, will consistently

reflect particular care to protect and

facilitate access for people with

disabilities.

Gender: GFO will continue to mainstream

gender into overall programming and

support services, while furthering specific

gender initiatives more tailored to

empowering women and girls.

Programmatically, through Education,

UNRWA will ensure that gender is

incorporated into the curriculum review

and offers initiatives to address specific

gender-related factors leading to drop out

and poor academic performance.

UNRWA will strive to create better

opportunities for gender equity in

leadership positions at the field level. The

long term key to this is the development of

skills and leadership abilities which are key

components of the Young Women‟s

Leadership Programme. The GBV Referral

System will continue to be refined and

promoted in an effort to provide better

support to those affected by gender

based violence.

Youth: GFO will continue to search for

programming opportunities to address the

ever growing youth population in Gaza

and uphold the 10 commitments to youth

made by the Commissioner General in

2012 at the Youth Conference in Brussels.

Protection: UNRWA‟s provision of services

plays a crucial role in ensuring access to

several basic rights, such as the right to

education and health care. With the

Palestine refugee population comprising

more than 70 per cent of the total

population in Gaza, UNRWA has a unique

ability to promote respect for human rights

in Gaza, both now and over the years to

come. In 2014-15, recent gains in these

areas must be consolidated and

reinforced. Basic services must continue,

and further improvements will be made in

accessibility, impartiality, and safety and

dignity for both refugees and staff

members.

The mainstreaming of protection into all

aspects of programming will be achieved

by both targeting and tailoring services to

the protection needs of more vulnerable

refugees. The field will continue to ensure

that Agency‟s registration activities are

implemented in a way that is fair and

equitable. GFO will continue to insist on

the highest standards of political neutrality

of its staff and operations.

Safety and Security: UNRWA will move to

professionalize the safety and security

workforce, ensuring that all staff and

beneficiaries have access to a working

and service provision environment that is

free from violence and crime.

9

4 Human Development Goals

GOAL ONE: A long and healthy life

Results from the 2012-13 Biennium

Across UNRWA‟s five fields, the GFO has

the highest percentage of beneficiaries

accessing UNRWA health services (84 per

cent in 2012) and the least number (21 as

at Jan2013) of primary health centres

(PHC) available - all of which provide full

services. These 21 facilities served 1,224,382

refugees in 2012. An additional 110 PHCs

are operated by the private sector, Ministry

of Health and NGOs. Despite having the

fewest number of PHCs, UNRWA

consistently serves the highest number of

patients and the rate of consultations have

increased annually.

Year Consultations % of

increase

2009 3,908,086

2010 4,306,317 9 %

2011 4,383,785 2%

2012 4,515,249 3 %

At the outset of 2013, the Gaza Field is

implementing Family Health Team (FHT)

approach in 14 health centres and shifting

from manual administrative processes to e

health in 8 health centres. The FHT

approach, the cornerstone of UNRWA‟s

health reform approach, is proving to be a

vehicle for change: an opportunity to

improve quality of care while increasing

patient and staff satisfaction. Indications

from piloting the reform are that the

approach positively affects UNRWA service

in general outpatient care, maternal and

child health care, and NCD care

management. In practical terms, the FHT

approach is increasing contact time with

patients (medical officer daily consultation

was reduced from 122.8 in 2011 to 101.5 in

2012) through teamwork and an

appointment system; the improved

communication and strengthened doctor-

patient relationship is leading to improved

technical content of consultations. UNRWA

is also finding an unplanned benefit –

through the new approach health care

workers are increasingly able to identify

clients in need of psychosocial support and

those who may be at risk or experiencing

gender-based violence. Psychosocial care

referrals increased from 3000 cases in 2011

to 4500 referrals in 2012.

Maternal and child health (MCH)

continues to be a central focus for the

Gaza Field. In 2012, over 60,000 women

attended the PHCs for family planning. The

Health Programme has also enhanced

complete Breast Self-Examination and

Clinical Breast Examination as a screening

for any breast abnormalities. Thousands of

women were informed, taught, and

examined - 19 cases were confirmed as

breast cancer in 2011 and 38 cases in 2012.

Since the beginning of 2011 preventative

dental consultations were included in MCH

by screening all registered children at two

years old, in addition to screening, as part

of preconception care.

The PHCs also now host legal advisors as

part of the UNRWA integrated initiative to

address gender based violence. This in

effect has created “One-Stop Centres”

where clients can access healthcare,

psychosocial support and legal aid in one

location, making services more readily

available for women who would otherwise

face difficulties accessing these services.

Through a client survey, UNRWA learned

that availability of these services at UNRWA

installations is critical; 90 per cent of the

respondents indicated that they would not

have accessed any services in relation to

their GBV problems had they not been

available at UNRWA. PHC reports indicate

that the rate of detected cases of GBV

within those health centres implementing

the FHT approach has increased by 50 per

cent in 2012 compared to 2011.

GFO is increasingly engaged in community

outreach and public health campaigns in

order to promote healthy living and raise

awareness on a wide range of health

10

issues. All health centres have active

Community Friendship Committees which

serve as a mechanism for continuous

dialogue and for engaging the community

more effectively in health promotion

activities. The committees have played a

significant role in introducing the FHT

approach and e-health across the health

centres.

Community outreach activities have

successfully discovered non-

communicable diseases (NCD) cases and

other morbidity cases; health staff records

show that 82.8 per cent of the cases then

sought care in the PHCs. The most

prominent NCDs are linked by common

preventable risk factors related to life-style.

In seeking to improve coverage and

quality of NCD care, GFO also focuses on

secondary prevention - reinforcing early

detection and appropriate intervention, as

feasible, with an aim to reverse, halt or at

least retard the progress of the condition.

Active screening of beneficiaries for

diabetes mellitus and hypertension forms

the core of the programme, combined

with counselling on healthy living both at a

clinic level and community level. In 2012,

screenings for diabetes mellitus focused on

the registered refugee population over 40

years old and reached 24 per cent of

males and 38 per cent of females. As per

criteria outlined in UNRWA Technical

Instructions, 43 per cent of diabetic cases

qualify as controlled cases; GFO aims to

maintain that rate. The number of NCD

patients seeking care at UNRWA health

centres is a growing burden on limited

resources. In 2010 the total number of NCD

patients who received NCD services was

56,891 – this increased to 60,431 in 2011

and 62,828 in 2012.

The majority of refugees turn to UNRWA for

assistance as they are unable to pay for

their own hospital costs or medical

insurance. In 2012 UNRWA expanded its

outsourcing for refugee secondary and

tertiary health services by contracting

hospitals – offering better service and

improved proximity for patients. UNRWA‟s

system of hospital care is two-fold: 1)

providing reimbursement to refugees for

costs incurred for qualifying care in local

hospitals and, in exceptional cases, for

care received in hospitals outside of Gaza;

and 2) directly contracting hospitals. To

meet needs, UNRWA contracted an

additional three hospitals in 2012 into its

referral network. These hospitals provide

comprehensive secondary and tertiary

care services and delivering services along

Gaza Strip governorates. In addition,

access to physiotherapy services increased

in 2012 with the opening of a new

physiotherapy clinic in North Gaza Health

Centre enabling 11,345 new cases to be

treated.

As part of the emergency preparedness,

GFO health established first level

emergency units within the treatment

rooms in all health centres able to provide

lifesaving procedures before referring

patients to the nearest hospital for more

advanced and complicated procedures.

Staff are trained to provide this life-saving

care. Due to effective preparedness and

pharmaceutical stock management,

UNRWA was also able to support WHO to

provide urgently needed medicine and

consumables for the emergency response

efforts in November 2012.

Expected focus for 2014-15

Anticipating increased demand for health

services juxtaposed with continued funding

constraints, the Health Programme focus

will be on maintaining quality services

offered with efficiencies generated

through the Family Health Team approach

and e-Health. GFO will continue to: a)

11

improve the quality and efficiency of

existing services, b) strengthen the

availability and management of

information to improve decision making,

and c) cultivate partnerships to expand

access and improve support for refugee

health care. Moreover, all core

components of General Clinic services

such as physiotherapy, dentistry, and

laboratory services will continue operating

at maximum capacity and preventive

dental care will be prioritized, with an

expectation of reaching a 35:65 ratio of

preventative to curative care.

Based on UNRWA registration statistics,

women of reproductive age and children

below 15 years of age comprise

approximately two-thirds of the refugee

population. Therefore, further investment

will focus on attaining the widest possible

coverage of high quality maternal and

child health care and family planning

services designed to protect and promote

the health of Palestine refugee women,

children and families by providing

preconception, pre-natal, natal, post-

natal, and family planning services that are

complementary and are fully integrated

within the Agency‟s primary health care

activities. GFO anticipates continued

success with family planning reflected by

annual increases in participation and

intends to maintain a 100 per cent

postnatal care for antenatal care clients.

PHCs will continue to host a Community

Mental Health Programme (CMHP)

counsellor in the 2014-15 biennium to

address post-partum depression and other

psychosocial support needs among

refugees. UNRWA is also committed to

reducing GBV in Gaza and providing

multifaceted care for those affected, and

these services will continue to link to

maternal health programming and the

PHCs.

The Community Friendship Committees will

continue to be a cornerstone for

promoting good health, tackling NCD‟s

and ensuring that refugee participation

informs the UNRWA health care system. The

number of NCD patients seeking care at

UNRWA health centres is a challenge to

limited resources - 8,820 new cases are

expected to join the programme by 2015.

Implementation strategies for 2014-15

To overcome the high number of patient

daily consultations, GFO is furthering task

shifting, redeployment of staff, and

efficient utilization of available resources.

As daily medical consultation numbers

decrease, the doctor/ patient consultation

time increases - it is expected to nearly

double by the end of the 2014-15 biennium

(from 2 to 4 minutes). GFO health will

continue to facilitate this approach of task

management, and will focus on improving

the appointment system in all parts of each

FHT. To support the maintenance of this

quality of care, UNRWA will reconstruct two

health centres and upgrade existing health

centres in order to have 100 per cent of

them meeting UNRWA‟s infrastructure

security and safety standards.

However, growing beneficiary numbers

and deteriorating environmental health

conditions have placed an increased

burden on the GFO Infrastructure and

Camp Improvement Program. This brings

with it growing concerns that the

environmental infrastructure will soon reach

a critical point, particularly in relation to

water management. Maintaining current

environmental health levels will require

more active engagement from GFO in the

form of infrastructure projects. As part of

the initiative to improve environmental

health services, the Gaza Field will

complete shelter connections to the public

sewerage network to achieve a 100 per

cent connection rate by 2015. The Gaza

Strip suffers from chronic problems related

to poor water quality. Between 90 and 95

per cent of water from the Gaza aquifer

does not meet international standards due

to the infiltration of sewage and sea salt.

Gaza residents, refugees included, use an

average of 85 liters of water per day - far

below the WHO standard of 150 liters per

person per day. Households are spending

part of their income on drinking water, of

which 75-90 per cent is procured from

12

private sources, which are subject to little

or no regulation and quality control.4

4 Although UNRWA tracks the refugee access to

potable water, UNRWA is not an independent

provider of water nor is it positioned to take actions

that would improve the quality of water for refugees.

13

GOAL TWO: Knowledge and skills

Results from the 2012-13 Biennium

The Gaza Field operates 245 schools out of

133 buildings (including 5 PA schools for

which UNRWA uses the afternoon sessions),

of which 88.9 per cent operate on a

double-shift basis, accommodating over

224,500 students in 2012. By December

2012, UNRWA had completed or initiated

construction on a total of 58 out of the 100

schools originally foreseen through the 2009

Gaza Reconstruction and Recovery Plan

(GRRP). At the outset of 2013, 37 schools

were awaiting approval from COGAT;

UNRWA submitted the remaining five

education projects for COGAT approval in

early 2013. Demographic pressures are

expected to add strains on already

overstretched school infrastructure and

resources. While there are currently 18,701

students in grade 9, the number of students

in grade 1 has reached 29,189 students.

Despite these continued enrolment

increases and funding constraints, GFO has

maintained an average class size of 38

students throughout the 2012-13 biennium.

Education at UNRWA schools in Gaza is in

accordance with the Palestinian Authority

curriculum for Grades 1-9; UNRWA is unable

to provide education to the compulsory

Grade 10 level. To promote human rights, a

seventh subject in Human Rights Conflict

Resolution and Tolerance (HRCRT) for all

children in all grades is delivered by

specially trained teachers.

To support the work of the Education

Programme and improve basic literacy

and numeracy GFO developed two

innovative approaches to learning in the

2012-13 biennium – an online Interactive

Learning Program (ILP) and the UNRWA

satellite television channel which airs

lessons in Arabic and Math for Grades 4 to

9. UNRWA TV broadcasts 16 hours of daily

educational programming on Nilesat,

available to millions in the region. In Gaza

alone, 200,000 children are regularly tuning

in with their families. Further, there are

several indications that children throughout

the region are regularly watching.

According to a survey conducted in 2012,

81 per cent of students who watch UNRWA

TV feel that there has been an

improvement in their studies. Their parents

echo this sentiment with 88 per cent noting

their children‟s basic literacy and

numeracy improved after starting to watch

UNRWA TV. Furthermore, the channel

proved a useful tool during the November

2012 escalation that forced school closures

– it offered both a semi-structured

educational schedule and a tool for

communication of basic messages that

UNRWA sought to share with the broader

Gaza refugee community. UNRWA is

considering how to leverage the potential

for both the Gaza viewership and

potentially for other volatile fields, such as

Syria and neighbouring countries that are

hosting Palestine refugees from Syria.

Another key initiative working to improve

quality of education is the Respect and

Discipline Initiative (R&DI). Participation has

grown from 21 schools since its 2008-09 pilot

to 136 schools in the 2012-13 school year.

The initiative has been developed in

collaboration with a team of Palestinian

professors for the Palestinian audience. The

initiative aims to reduce the level of

violence in schools and directly improve

behaviour and norms of students while

ultimately contributing to the improved

academic achievement of students. As

part of each student‟s yearly report, a

behavioural report is included alongside

the academic report. A key tool in the

monitoring of the impact of the R&DI is the

effective use of the Code of Conduct for

identifying and responding to a range of

infractions, as well as a data-base

providing daily updates across a range of

indicators such as nonattendance, late

arrivals, bringing in of weapons into the

school, and other offences. In addition, the

R&DI provides practical support to

teachers and students alike towards

eradicating corporal punishment.

As set forth in the Education Reform

Strategy, UNRWA strives to explicitly ensure

that certain groups, such as persons with

disabilities, vulnerable and marginalised

14

groups, or children and youth with special

learning needs do not face stigma,

attitudinal, or other barriers to

participation. Accordingly, GFO is

advancing inclusive education

approaches in education practice to

assure the rights of all refugee children -

regardless of gender, abilities, disabilities,

impairments, health conditions and socio-

economic status - to equal access to a

meaningful and quality education. Two

core initiatives in GFO towards this end are

Special Children Special Needs (SCSN) and

the ILP. In 2012, the SCSN initiative focused

on the examination, referral and follow up

of approximately 12,000 children who

failed all 6 subjects of the unified

examination, presented serious morbidities,

or were enrolled in the ILP. In-depth health

assessments were conducted during the

summer for all incoming first graders to

enable children‟s needs to be

accommodated prior to beginning the

school year. Follow up care for students in

the SCSN initiative was provided by both

the school health officers and health

centre doctors. Those with impairments

were provided with eye glasses, hearing

aids, orthopaedic shoes or speech therapy

sessions according to their individual

needs.

Unified exams underwent a

methodological revision to better test

critical thinking and writing skills through

more open-ended questions. It reflects a

shift away from pure focus on knowledge

and better incorporates skills being taught

through the curriculum and in the

classroom. This testing change meant that

the test results are not purely comparable

to previous years. Further, student test

taking skills need time to adjust. GFO saw a

slight regression in academic performance

across the board.

The fifth annual Summer Learning term was

attended by 44,526 students. It was an

opportunity for 4th-9th grade students who

did not pass Arabic, math or both to study

the basic skills of the two subjects for 6

weeks over the summer. At the end of the

term, students retake the unified exams; in

2012, 84.39 per cent of the students passed

and successfully moved to the next grade.

UNRWA invited the Norwegian Refugee

Committee (NRC) to undertake a study of

Summer Learning in which they piloted a

tool designed to assist in the identification

of children with learning difficulties and

grade attainment level.

Expected focus for 2014-15

Education will continue to be GFO‟s first

priority in the 2014-15 biennium due to the

critical importance of improving academic

achievement paired with good behaviour

and solid values amongst refugee children

in Gaza to counter the negative impact of

the volatile living environment. GFO‟s aim

is to provide quality education for all

Palestine refugees according to their

abilities and potential, enabling them to

master life skills and practical skills to

become upstanding citizens in their

community contributing to Palestinian

culture and respect of humanity and

human rights.

UNRWA‟s student population in Gaza is the

largest of all UNRWA fields and the only

one growing at a significant rate. This

reflects both population growth and the

current age pyramid of the Gaza Strip

(53.54 per cent of the population of Gaza

is under 18yrs of age with a population

growth of 3.8 per cent). GFO anticipates

that its school population will grow by 8,000

students in the 2013-14 school year and

may reach 230,000 by 2015. As such,

construction and securing funds for yet

more schools will be a strategic priority for

the Gaza field if UNRWA is to contain the

double-shift rate. By the end of the 2014-15

biennium, 40 new school buildings will

become operational. All new schools

constructed will conform to UNRWA

standards in relation to safety, security and

access of all students, including people

with disabilities. The additional schools are

expected to improve the learning

environment, provide more opportunities

for extracurricular activities which are

currently unavailable and better

educational opportunities for learners with

special needs.

15

In tandem, the Gaza Field will work to

improve the quality of the educational

experience of its students by addressing: 1)

the academic achievement of its students

through the provision of basic education,

2) the behaviour and norms of its students

through its Respect and Discipline Initiative,

and by 3) improving the teaching/learning

process.

Implementation strategies for 2014-15

The forthcoming Agency-wide Teacher

Policy sets out standards for teacher

recruitment, induction, career progression,

and professional development; its

adoption awaits approval of the

Commissioner General and LSU. GFO‟s

ability to implement the Teacher Training

Policy and SBTDP will be dependent on

donor funding to this core component of

the Education Programs‟ reform strategy

which will be steered at an Agency-wide

level. Furthermore, within the framework of

the reforms, GFO started the School Based

Teacher Development Programme (SBTDP)

for teachers in Grades 1-6 and will ensure

its comprehensive roll out across all areas

during the 2014-15 biennium. The learning

from a pilot of Leading for the Future

training conducted in 2012-13 will be

reflected upon and then integrated into

planning for expanding the training to

cover all principals across the five areas.

The Respect and Discipline Initiative (R&DI)

will be extended to all UNRWA schools

across the Gaza Strip.

As set forth in the Education Reform

Strategy, UNRWA will continue to explicitly

ensure that children of marginalised and

vulnerable groups, and children with

special needs, do not face barriers to an

education. Current activities related to this

will continue and GFO will seek to expand

medical examinations for eligible students

and to improve management of student

cases in order to close the cases. ILP will be

extended beyond Grades 1-4 to support

grades 5 and 6 by 2015.

The Gaza Field will continue to supplement

its classroom based education with

continued online ILP and learning through

the UNRWA Satellite TV channel. The

channel will continue into the 2014-15

biennium; the programming will expand to

include additional subject(s) in response to

consistent requests from students, teachers

and parents.

GFO will participate in the Agency‟s

Monitoring of Learning Achievements

(MLA) tests scheduled to take place in

2013 and again in 2015. In addition, GFO

will continue to conduct Unified Exams as

well as the annual Summer Learning term

that offers over 40,000 students an

opportunity for review and tailored

learning of key grade-specific concepts.

16

GOAL THREE: A decent standard of living

Results from the 2012-13 Biennium

Since 2009, UNRWA has assessed poverty in

Gaza using a computer-generated Proxy

Means Test Formula (PMTF) developed by

the Agency in accordance with

international best practice. The PMTF-

based poverty assessment system has

since been continuously improved, relying

on the most updated Gaza- and refugee-

specific socioeconomic surveys5 and on a

robust home-based data collection

process. Data collected cover a range of

verifiable socioeconomic parameters

which are highly correlated with

consumption and are used to predict

family expenditure levels (a more precise

indicator than self-reported income), in

turn determining applicants‟

abject/absolute/non-poor status. Those

who are abject poor do not have the

means to meet even their most basic food

needs. Those who are absolute poor are

able to meet their most basic food needs,

but unable to meet other essential needs,

such as clothing, housing, water and

transportation. Non-poor families have

been found to be able to meet their

essential food and non-food needs.

UNRWA regularly updates the monetary

value of the abject poverty line by

recalculating the cost for refugee families

to meet their calorie requirements (an

average of 2,355 kilocalories per person

per day in oPt). The abject poverty line is

adjusted for every family based on

household composition, namely age and

gender. The monetary value of the

absolute poverty line is then determined by

adding the cost of meeting essential non-

food requirements to the abject poverty

line. Both lines are adjusted annually to

reflect changes in the consumer price

index (CPI). In 2012 UNRWA found that

abject poverty in Gaza equates to living

on less than USD $1.5 per day and absolute

poverty in Gaza equates to living on less

than USD $3.63 per day.

5 The current PMTF is derived from the 2010 PCBS

Palestinian Expenditure and Consumption Survey

(PECS).

The scale of abject poverty in the Gaza

Strip has vastly outstripped UNRWA‟s GF

funding resources and leaves the Agency

unable to meet the needs of all but a small

proportion of the abject poor with

meaningful social transfer. An estimated 23

per cent of currently identified abject poor

are assisted through the GF-funding, with

assistance to the majority of the poor

dependent on an acutely underfunded

Emergency Appeal.

Building on the PMTF, UNRWA initiated a

first large-scale reassessment cycle of its

emergency food assistance caseload over

the second half of 2012, whereby more

than 77,000 families were revisited

(including a few who were visited for the

first time). Eligibility status updates are

implemented in stages throughout 2013,

but preliminary results show no meaningful

reduction of poverty prevalence among

beneficiaries

Due to feedback related to its social

service programme, in the 2012-13

biennium RSSP pioneered the introduction

of a complaints mechanism within its

departments whereby beneficiaries can

submit complaints via its area offices.

Combined with a similarly robust

complaints mechanism introduced by the

Emergency Programme GFO aims to

ensure transparency towards its

beneficiaries in relation to eligibility and

receipt of all its services but with

particularly emphasis on means-tested

services (food and cash assistance).

Youth continue to represent the population

subgroup most consistently affected by the

decline of the private sector in the Gaza

Strip. Unemployment stands at a record 57

per cent among the 15-24 years old (Q4

2012), a level twice that recorded in Gaza

before the second intifada (26 per cent) or

currently prevailing in the West Bank (29

per cent). More specifically, accessing the

labour market has become virtually

impossible for young female – their

unemployment rate reaching an upsetting

87.7 per cent. The overall unemployed

population in Gaza is now composed of 40

per cent of youth and approximately half

17

of active individuals who were never given

any chance to work. The labour market is

also characterized by negative returns on

education, whereby advanced schooling

does not any more constitute a sufficient

precondition to find work.

UNRWA‟s Job Creation Programme (JCP)

aims to ease the impact of widespread

poverty and protracted conflict by

providing short-term employment

opportunities to refugees. JCP injects cash

into the local economy and supports the

private sector through additional human

resources. In 2012, UNRWA job creation

programme (JCP) created approximately

830, 000 employment days, equivalent to

2,869 full time positions. These job days

provided income opportunities for 11,444

refugees. This injected an estimated $9.8

million of wage income into the local

economy. Funding levels forced

programming cuts and unfortunately

female applicants were most affected. The

share of jobs given to female applicants

dropped to 17 per cent in 2012. Based on

current funding levels and recruitment

waiting list, unskilled females applying to

JCP would wait more than 12 years to

receive a JCP opportunity.

In order to provide Gaza‟s best and

brightest university graduates with much

needed and deserved work opportunities,

JCP offers employment for graduates from

Gaza‟s universities through the Graduate

Training Programme (GTP). In 2012, 250

graduates were assigned to work for a

period of 6 months in positions relevant to

their prospective fields of study succeed by

two months relevant work covered by

universities to the supplement the

academic year. In addition, 130 graduates

in educational and scientific disciplines

were assigned as teachers to meet the

deficit in the education sector for an 8

months term linked to the school year.

UNRWA‟s Microfinance Department

endeavours to improve the quality of life of

small business owners, micro entrepreneurs

and poor households through the provision

of credit and other financial services that

sustain jobs, decrease unemployment,

reduce poverty, economically empower

women and youth and provide income-

generating and asset-building

opportunities to Palestine refugees and

other proximate poor and marginal groups.

Despite the grave economic situation in

2012 that was marked with the continuing

Blockade and ongoing sanction regime,

the UNRWA microfinance programme in

Gaza has proven to be a low-cost and

sustainable tool to provide economic and

financial resources to those at the bottom

of the social pyramid, enabling them to

become more self-reliant and

economically autonomous, During 2012,

the programme in Gaza worked in parallel

with the other fields to launch the new

Youth Start-up Loan product (YSL) that

provides investment opportunities to youth

to establish their own business activities.

Unfortunately, the lack of effective loan

collateral as a result of UNRWA ban on

using the legal system in Gaza has

constrained the outreach of the new

product to only 6 loans valued US$9,600.

To support employment and skills building,

the Gaza Field continues to operate two

VTCs (Gaza Training Centre and Khan

Younis Training Centre) that offer gender

sensitive programming including co-

educational courses as well as separate

courses for males and females. As part of

the TVET reform process and through a

Competency-Based Training (CBT)

approach, the following two year trade

courses were upgraded through CBT: Auto

Mechanics; Diesel and Construction

Equipment Mechanics; Carpentry and

Furniture Making; General Electrical

Installation; Auto Electrical Systems; Audio

& Video Equipment Maintenance;

Machining; and Welding.

Additionally, GFO has developed a

comprehensive vocational training path

for some of its most vulnerable students,

namely its „Over-Aged Students‟ (students

who are 2years or more above their age

for the grade they are in school). GFO has

introduced in the 2010-11 school year, 8

innovative short-term vocational courses

(of 4-6 month durations) creating 600

places for boys and girls as part of the

Over-Aged Student Initiative (OASI).

Courses were selected on the basis of

market research carried out in December

18

2009 by the ILO which identified specific

deficits of semiskilled workers in the

construction sector. On successful

completion of the short-term course, the

trainee joins a 6-month Apprenticeship with

local contractors and other employers in

relevant placements.

By the 2010-11 academic year, maximal

utilisation of the Gaza training Centre and

Khan Younis Training Centre resources was

achieved with both morning and

afternoon shifts used (the 8 short-term

courses for Over-Aged Students use the

afternoon shift facilities) and additional

structures will be sourced in order to ensure

expansion of the OASI VTC courses. While

the one/two year courses are GF funded,

the new short-term vocational training

courses are project funded.

Expected focus for 2014-15

Mitigating the effects of abject and

absolute poverty as well as developing

sustainable poverty alleviation strategies

remains a priority for GFO in the 2014-15

Biennium. The GFO‟s approach to poverty

alleviation combines providing

humanitarian assistance to refugees to

mitigate the immediate effects of poverty,

while at the same time developing

strategies geared toward decreasing aid

dependency and creating sustainable

livelihoods where possible within the

current economic situation. In practice this

means improving poor refugees‟

employability through short-term job

opportunities, providing tailored social

interventions and vocational training,

supporting promising entrepreneurs with

loan products, leveraging on UNRWA‟s

local procurement capacity and

continuing to invest in health and

education. In addition, a priority

intervention will be remedying the living

conditions of families whose homes have

been damaged or destroyed as a result of

military operations or natural disasters by

providing shelter repair grants or relocation

allowances.

Poverty reassessment efforts will be

continued throughout the next biennium,

with the objective of completing

comprehensive re-screening of all abject

and absolute poor refugee families on a

biannual basis and hence capture any

change in household level socio-economic

conditions. The strategy to address the

most urgent needs of both the abject and

absolute poor will be a combination of

food packages with differing values

provided to abject and absolute poor, ad

hoc assistance and temporary emergency

job creation opportunities. Social services

will work to assist the transient abject poor

and absolute poor graduating out of

poverty by developing a more

comprehensive social work approach. The

priority will be to assist the abject poor

meet their minimum survival needs.

Structural strategies to address poverty will

include: 1) the promotion of economic

development by the Micro Finance

Programme which provides credit and

savings products for enterprises, 2)

increasing access to vocational training

places to pave the way to improved

employability for youth, 3) the provision of

short-term employment opportunities

allocated in priority to poor families, and 4)

large scale camp improvement

programmes which will boost the economy

through the indirect creation of jobs in the

construction sector as well as contribute to

improving the living conditions of

beneficiaries.

However, the Agency‟s ability to activate

a credible recovery transition remains

tightly conditioned and constrained by the

current access regime. As stated

previously, the lifting of the blockade along

with the re-opening of all crossing points to

allow for large-scale importation of

construction supplies (including for the

private sector) coupled with support to

19

restart the productive economy and a

resumption of commercial exports is

essential if there is any hope for tangible

and sustainable economic improvement.

Supporting this, the Job Creation

Programme (JCP) will continue to provide

employment based on funds and

availability, maintaining the poverty

prioritization system for JCP eligibility as a

mechanism to better reach the most

needy in term of mitigating poverty and

food insecurity, particularly relevant given

poor households in Gaza spend

approximately half their cash income on

food. Specifically the JCP will aim to

increase the share of opportunities for

women to 30 per cent by 2015. The latter

will require effective fundraising, informed

prioritization, and the strengthening of

partnerships with employers to increase the

potential hosting for women. A key project

within JCP during the biennium will be the

EC-funded project designed to support the

private sector; it aims to support sustained

economic growth and restore private

sector capacity in key industries suffering

from the inability to export goods

including food, garment Industry, leather

Industry, wood Industries. The JCP will also

continue to offer employment for

graduates from Gaza‟s universities through

the GTP, with the aim of expanding it to

provide 3,500 assignments each year and

maintain a 35 per cent women beneficiary

rate.

During 2014-15, UNRWA Field Microfinance

Programme in Gaza plans to finance 6,583

loans valued at US$11.17 million. While

these plans assume the current scenario of

continuing closure and blockade, in case

of improved scenario, the programme

would be able to accommodate to meet

the market demand as it has the required

infrastructure to lead the microfinance

market in the oPt.

Annual lending in Gaza

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Year

Nu

mb

er o

f L

oan

s D

isb

ursed

0

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

No. of Loans Amount of Loans

Second

Intifada

Gaza

Withdrawal

PLC

Elections

Hamas

Military

CoupGaza

War I Gaza

War II

In support of skills building, the Vocation

Training Centres will continue to offer a

comprehensive set of courses, as well as

training path assistance for vulnerable

groups, in particular Over-Aged Students.

UNRWA will seek to achieve a 35 per cent

overall female beneficiary rate in the VTC

courses by 2015. Particular emphasis has

been placed on identifying vocational

training courses for women and girls who

are both needed in the local market and

suit Palestinian culture and values.

Implementation strategies for 2014-15

Poverty reduction assistance for the abject

and absolute poor is provided through

Gaza Field‟s Relief and Social Services

Programme (RSSP). The Emergency

Programme merged with RSS in 2013 with

the intention to create efficiencies at an

operational level and harmonize

assistance for improved equity across once

distinct caseloads. Area offices will

continue to be the primary point of access

for refugees seeking relief assistance, while

food distribution will continue to be

handled through the 21 distributions

centres across the Gaza Strip.

20

GOAL FOUR: Human rights enjoyed to the fullest

Results from the 2012-13 Biennium

The respect of Palestine refugees human

rights is foundational when aiming for

meaningful human development for

Palestine refugees and as such underpins

Goals 1, 2 and 3; whether by ensuring that

international law is upheld, quality

beneficiary services are provided, or a

robust and fair refugee registration system

remains in place. The context of Gaza

poses widespread protection and human

rights challenges for UNRWA, which the

agency works to meet through advocacy

and specific interventions. For example,

the official closure of Karni conveyor belt

on 1 March 2011 left Kerem Shalom the

sole official crossing for goods entering

Gaza. Prior to the blockade, there were

four operational crossings for goods, with a

combined capacity to transfer around

1,000 truckloads of goods per day. Even

with upgrades to its operations, it is

estimated that Kerem Shalom will only be

able to process a total of 450 truckloads of

goods into Gaza per day and the

Government of Israel dictates whether the

crossing is open. The Gaza Field‟s

advocacy efforts therefore focus first and

foremost on ending the blockade on Gaza

in order to allow for a resumption of the

economy and rebuilding of an enabling

environment in which Gazans thrive and

UNRWA can fulfil its human development

mission. Protection and other issues related

to International Humanitarian Law

affecting individuals, communities, and

UNRWA installations, are documented and

reported to the relevant authorities through

OSO programme monitoring. UNRWA is

uniquely placed through its role as a direct

service provider to document the impact

of the blockade and other protection

issues affecting the civilian population;

GFO continues to advocate for the lifting

of the blockade and improved

humanitarian access. The OSO programme

also works to uphold the integrity of

UNRWA‟s operations and both active and

perceived neutrality through regular

installations visits to protect against the

misuse of UNRWA installations.

Throughout 2012-13 advocacy was

realized in part through specific

interventions for marginalised and

vulnerable groups including: the Special

Children Special Needs and Over-Aged

Students‟ Initiatives, increasing access to

vocational training for abject poor youth,

increasing access to microfinance for

women and young entrepreneurs, Summer

Fun Weeks, Respect and Discipline

Initiative. Equally, through a solid

mainstreaming framework, “Equality in

Action” is ensuring gender equality is a

priority for UNRWA beneficiaries and staff.

Gender is mainstreamed into all of

UNRWA´s different programmes (such as

education, health and relief and social

services) ensuring the neediest, most

vulnerable and poor beneficiaries, such as

female headed-households, have access

to its services.

GFO‟s Social Services Division of the Relief

and Social Services Programme works with,

and through, community based

organizations to strengthen the capacity of

refugees to conceive and carry out

sustainable social services tailored to the

needs of their own communities. This

indirect service delivery to vulnerable

refugees is provided through a network of

16 CBOs which UNRWA supports. The

strategy of support to CBOs is based on the

principle of investing in social capital to

provide sustainable human development

solutions to chronic social problems.

Support to CBOs also assists in lessening the

pressure on UNRWA‟s direct service

provision (particularly education and

health).

The aim of UNRWA‟s social protection,

grounded in rights-based programming, is

to reduce the vulnerability of the poor and

those who are marginalised from society.

The process starts with eligibility and

registration to maintain accurate records

of Palestine refugees, for the purpose of

facilitating planning for the needs of

Palestine refugees and determining

eligibility for UNRWA services. These services

continued throughout 2012-13 and as of 31

December 2012 there are 279,608

21

registered refugee families (1,263,312

persons) in the Gaza Strip entitled to

UNRWA services.

Expected focus for 2014-15

The Gaza Field commits to full integration

of protection needs under Goals 1, 2 and 3

(through all aspects of programming and

policies). The continued blockade, chronic

conflict, lack of a durable and just political

solution pose enormous challenges to

UNRWA‟s ability to deliver services in the

Gaza Strip. While the abject poor

population is the main defined vulnerable

group, the needs of specific vulnerable

groups will be addressed. Other vulnerable

groups are children (including those with

special educational needs), youth (at

particular risk due to high unemployment

and a general lack of positive, constructive

opportunities), women (including victims of

gender-based violence, abandoned

wives, female-headed households),

persons with disabilities, and beneficiaries

living in areas of high risk of Israeli Defence

Forces incursions or in the Buffer Zone

(particularly farmers and fishermen whose

livelihoods have been profoundly impeded

by the blockade).

In the short to medium term, UNRWA must

prepare itself to cope with growing

humanitarian needs in an operational

environment where economic and human

development goals are extraordinarily

difficult to achieve. Lack of funds will

quickly translate into an inability to address

even the most urgent requirements,

including food assistance to the poorest of

the poor, which, in turn will undermine

UNRWA‟s ability to fulfil its mandate. In this

context the GFO‟s advocacy efforts must

continue to focus on easing, if not ending,

the blockade in Gaza. The GFO must also

continue to identify and advocate for

positive changes within communities and

society at large in Gaza that are in line with

Human Development Goals.

The monitoring and documentation of

protection and other issues related to

International Humanitarian Law will

continue, as will the work of the OSO

programme in ensuring UNRWA‟s neutrality.

The specific interventions to support

protection aims within the 2012-13

biennium will continue and be enhanced,

funds permitting. In order for social services

to be expanded through UNRWA‟s

community based approach another 20

CBOs (in the area of Women, Orphans,

Youth and Children, Disability, and the

Elderly) will be assessed for suitability as

referral partners. In order to enable proper

follow-up, monitoring of the referral system

will be conducted to enable UNRWA to

better understand the benefit and

sustainability of the services provided by

the CBOs to the refugees.

Refugee registration will also continue, and

records will continue to be archived.

Implementation strategies for 2014-15

Opportunities for the active engagement

of women and girls, youth, the disabled,

and elderly in UNRWA‟s work and service

delivery will be developed through the

CBO network. The development of partner

CBO‟s capacity to effectively assist in the

development and delivery of services to

targeted groups of beneficiaries is needed.

To this end, the Agency will continue to use

the Capacity Assessment Tool (CAT) which

identifies areas for intervention. The ability

of current partner CBOs to provide much

needed services to vulnerable groups

remains partly dependent on the

allocation of JCP staff which is in the long

run not a sustainable solution. Therefore,

UNRWA will look to shift towards more

strategic partnerships; this is in alignment

with Agency wide shift from stipend-

dependent CBO relationships towards

22

more strategic partnership with effective

CBOs. In addition to the ongoing work with

the poor and with young women,

particular vulnerable groups will be

supported through indirect services such

as: the provision of rehabilitation services to

people with disabilities (PWDs), providing

life skills training and counselling to

orphans, and the provision of recreational

and psycho-social services to the elderly.

In order to provide improved services to

refugees, UNRWA will continue to distribute

family registration cards “FRC” which

provide unique family

registration/individual registration numbers

created for each family/individual, to

maintain improvements made in the

verification process for UNRWA and non-

UNRWA parties. Refugees‟ related

documents will continue to be stored

electronically for improved preservation

and archiving. Data provided through the

Eligibility and Registration unit will remain

the corner stone of planning and

interventions of UNRWA.

To better provide services to the

impoverished refugee population, GFO will

solidify the changes that are affected

through the 2013 merger of RSSP and

Emergency Programme caseload in the

next biennium. To ensure we are making

responsible use of available resources,

UNRWA will continue to target and prioritize

interventions to refugees who are in

poverty.

This approach makes use of the Agency‟s

proxy-means based poverty benchmarking

mechanism to determine the level of

poverty of refugee families, and tailor its

assistance accordingly. RSS will undertake

assessments of every poor family,

regardless of abject or absolute status,

once each biennium, approximately

75,000 families each year. This 2-year cycle

is well within commonly accepted

international standards on poverty

targeting mechanisms. Families currently in

UNRWA records as non-poor are permitted

to apply at the Relief office. Social workers

collect a set of easily observable

parameters (family composition, asset

ownership and professional activity),

review their circumstances and fill out a

poverty survey form. The form is then

entered into a computer application that

generates an estimation of the family‟s

consumption and, in turn, of its poverty

level, using baseline data generated on a

regular basis by the Palestinian Central

Bureau of Statistics (PCBS). The list and

weight of variables is regularly updated

using Gaza- and refugee-specific

socioeconomic data from PCBS Palestinian

Expenditure and Consumption Survey

(PECS).

Efforts to address protection needs will be

coordinated by the GFO‟s Protection

Officer, supported by the GFO Protection

Working Group. Additional support will be

provided by the Operations Support

Officer Programme (OSO) and GFO‟s Legal

Affairs Office.

UNWRA will continue to enhance the

safety and protection of its staff through

continued training on threats and attacks

and the implementation of the Security

Information Management System to better

track and identify trends that impact staff

safety and security. The security, protection

and legal teams will work together to

effectively respond to identified trends.

23

GOAL FIVE: Management and support services

Together with committed leadership from

the Front Office, support service provision

from HR, Procurement, Logistics,

Information Systems, Finance, and Security

are focused on quality support and

increased efficiency.

The development and progressive roll out

of the new Enterprise Resource Planning

(ERP) system is expected be one of the

main priorities for support services for the

2014-15 biennium. The ERP system will be

instrumental in linking fragmented systems

through one centralized platform, thereby

enabling the Field to effectively and

efficiently manage core business functions

(finance, procurement, inventory

management, project management and

human resources). GFO looks to support

Agency ERP development needs through

an innovative IT social enterprise initiative

that would ensure required outputs for

Agency needs while offering a unique

opportunity for the Gaza IT sector.

To successfully implement the Field

Implementation Plan, close inter-

departmental coordination is required at

the Field and Area levels. Central to this is

the provision of consistent management

oversight and support at all levels of

operation. This will include but not be

limited to regular programmatic and

financial reviews, fulfilling reporting

requirements, and handling of evaluations

and audits.

The Field will also continue to emphasize a

decentralized approach that links strategic

evidence based needs, beneficiary

participation, field initiatives and

operational capacities. To this end, GFO

Area Operations will be further strengthen

by a new Area Management Team

structure that is headed by the Chief Area

Officers and includes, as of 2013,

Operations Support Officer teams.

Results from the 2012-13 Biennium

The Field Human Resources Office (FHRO)

supports Gaza Field Operations in strategic

and day-to-day matters relating to

International and Area staffing. In January

2013 there were 12,714 people delivering

UNRWA operations in Gaza, at a cost of

US$13M each month and representing

around 90 per cent of total annual

expenditure in the Field. The Field HR Office

comprises 40 people providing

organizational management, recruitment,

contracting, orientation, basic and

developmental training, career

management, payroll, performance

management, movement and

entitlements services. In 2012, 65 vacancy

notices were issued and from the 38,668

job applications received 2,056 applicants

were invited for personal interviews.

Continued commitment to professional

growth for staff contributed to the 170

promotions of fixed term staff and

provided training opportunities for 1579(907

male & 672 female) participants. The HR

team handled 1076 new appointments for

fixed term, LDC and daily paid staff. They

also supported verification and claims

processing for dependency and medical

insurance matters. Using the standard

efficiency measure (HR staff:Total Staff),

the Gaza Field HR Office is amongst the

most efficient in the Agency, with a ratio of

1:318.

GFO has maintained 100 per cent

connectivity of all UNRWA installations

enabling schools, health centres, relief and

social services to access on-line systems

including RRIS, EMIS, JCP database, e-

Health and the Staff Portal. Launched in

June 2011 in response to staff demand,

24

Gaza released a Staff Portal to provide

field level news and a set of personnel tools

in an effort to help staff feel more

respected, heard and informed. With

portal usage steadily growing, the site –

Deploys value-added information and

tools that assist staff in their professional

and personal success and improves

understanding of the Agency and

Department level strategies, initiatives

and accomplishments;

Consolidates and harmonises

resources, creating a single point of

entry and a unified platform for the

information needed by staff;

Allows collaboration among staff to

support learning and sharing of best

practice;

Provides tools (applications) that

support core operational tasks and

improve processes.

During 2011 GFO restructured its PLD

department into separate Procurement

and Logistics divisions in order to improve

capacity of a dynamic, yet overstretched

support service. GFO procures 60 per cent

of the total Agency procurement and in

2012 GFO procured more (in terms of total

value) than the combined total of four UN

agencies working in Gaza. Two key

achievements in 2012 included the first

field Procurement Plan to improve

planning process and notable reduction in

waivers, in part due to the improved

planning. Logistics also affected improved

efficiencies to support programmes. Due to

direct monitoring of the own inbound

logistics at all the stages through

established KPIs and eliminating delegating

actions to the third parties, the GFO saved

nearly $300,000 in 2012 as compared to

2011. Additionally, nearly $200,000 is saved

annually following adjustments in

palletizing standards and replacing

outsourcing with UNRWA labour. Further

cost savings will be seen in 2013 as result of

reducing from 24 to 16 warehouses in 2012.

Security Development maintained an 800-

strong guard force, drafted Building

Evacuation Plans, Mass Causality and

Causality Evacuation Plans, and increased

MOSS, MORSS and SRM compliance.

Furthermore, a total of 200 installation

managers and guards were trained in

basic safety and security following specific

requests by area staff.

GFO supported the Agency transition from

UNSAS to IPSAS. This transition provides

greater accountability and transparency

of the Agency‟s financial records to donors

and provides better financial information

for making informed decisions to the

Agency‟s leadership.

Tables Charting KPI Trends

- Demurrage comparison 2011-12.

- Demurrage trend 2010-12.6

- Average days from ATA to delivery day

2010-2012.

- Average clearance days 2010-12.

- Average delivery after clearance days

2010-12.

6 In May UNRWA paid a demurrage in total amount

NIS 3,441.00 caused by HQA, delay in sending

shipping docs. In Oct UNRWA paid a demurrage cost

in total amount NIS 2,943.00 caused by WB-PLD delay

in sending 380 form

25

Expected focus for 2014-15

In light of current funding constraints,

particular emphasis is being placed on

cost efficiency, eliminating redundancies

and streamlining business processes;

enhancing information resources and tools

to measure and improve efficiency; and

developing innovations that advance

UNRWA‟s ability to support Palestine

refugees‟ attainment in human

development goals. For example, the 2013

merge of Emergency and RSS programmes

is intended to create such efficiencies and

expedite business processes – this

organizational restructuring will require

review in 2014 and is expected to affect

cost savings and improved service

provision in 2015.

Implementation strategies for 2014-15

The Field Human Resources Office will focus

on advancing the performance

management culture, strengthening

career development opportunities,

embedding HR and Workforce Planning,

and continue providing support to

programmes and installations towards

improved staff management practices.

Furthermore, HR will work with counterparts

in programmes and support services to

continue a focus on core general staff

training requirements including safety and

security, ethics, installation management,

induction and pre-retirement. HR processes

will also remain a priority, with intentionality

to embed the SAP HR module and expand

use of e-applications in HR management.

The staff portal is one of several

mechanisms for field level communication

that will continue to reinforce GFO‟s

human resources objectives. Technical

advancements will focus on increasing

usability and developing applications

suitable for staff needs. Recent tools

include a survey mechanism and a

breaking news bar to highlight urgent

information. Even during the November

2012 escalation, UNRWA found that staff

continued to access the portal and sought

information from the field office regarding

service provision and expectations

regarding staff attendance. During the

2014-15 biennium, GFO will continue

advancing the tools available through the

portal, e.g. an eLibrary where staff can

share documents such as teaching

materials, a human resources page,

redesigned department pages and

improved public page including a

response mechanism tool for beneficiaries.

Security will prioritize guard force

management. Additional priorities for the

biennium include risk management,

supporting field emergency preparedness

26

and response efforts, and progressing

UNRWA‟s fulfilment of commitments to the

UNSMS (including MOSS/MORSS). GFO will

consolidate benefits of the full

implementation of SIMS which is expected

to be fully in place by the launch of the

2014-15 biennium.

The Legal Office aims to offer legal support

to enhance effective, and efficient,

governance and support in UNRWA. In

particular, the Legal Office sets out in 2014-

15 to build confidence in, and the integrity

of, the GFO Misconduct Investigation

process through the delivery of a properly

resourced, procedurally compliant and

demonstratively fair Misconduct

Investigation product.

The provision of optimal financial services

will be ensured by providing management

information and advice, financial

transaction processing, accounting and

reporting, compliant with IPSAS.

Continued efficiencies are expected as

GFO Procurement and Logistics teams

maintain improvements put in motion in

2012. Streamlining of food distribution to be

managed entirely by Logistics, rather than

split between Logistics and Emergency

Programme in the previous biennium, is

anticipated to affect both cost savings

and improved systems in terms of planning,

accountability and end delivery to the

beneficiary.

Emergency preparedness remains at the

forefront of GFO planning for the future.

The volatile security environment can

negatively impact programming and

operations. GFO will continue to prepare to

respond to any emergency through pre-

positioning of material and enhancing the

capacity of staff through theoretical and

practical training programs.

27

5 Implementation, Monitoring & Reporting Results

Overall responsibility for implementation of

the biennium plan lies with the leadership

and direction of the Director of UNRWA

Operations. In accordance with

Organizational Development (OD)

principles, while final responsibility lies with

the director of the field office, roles and

responsibilities for the implementation of the

FIP and delivery of services is delegated to

relevant programme chiefs and managers.

Monitoring and evaluation is an integral

part of programme management. The

UNRWA Results Based Monitoring (RBM)

System is the main tool used for systematic

programme monitoring of biennium plans.

The Integrated Monitoring and Budget

Matrix (Annex 1) includes the indicators

used to monitor the implementation and

progress of UNRWA programmes against

planned targets. The Agency uses common

and field specific indicators to assess

progress.

Field Offices conduct Quarterly

Management Reviews using quantitative

and qualitative information at an

operational level. In addition, on a semi-

annual basis the Agency holds a mid-year

Results, and Expenditure Review to assess

Agency-wide progress. These reviews aim to

provide an implementation status update

for programmes and support services

against plan.

Finally, UNRWA also provides reporting to

the Advisory Commission and its

Subcommittee in the form of the annual

Harmonized Results Review. This reporting

uses a prescribed sub-set of indicators from

the biennium plans, complemented by a

narrative analysis used to report on progress

and achievements of Strategic Objectives.

The Harmonized Results Report is produced

in accordance with the Aid Effectiveness

Agenda and the Principles of Good

Humanitarian Donorship.

The existing monitoring and evaluation unit

in the Gaza Field was established in 2008 as

a part of the Emergency Programme (EP) to

monitor the implementation of the EP

activities. In 2012 M&E Unit was moved

within PSU and its scope expanded with the

intention to provide M&E support to all GFO

departments and programmes. The team

systematically monitoring EA funded

activities such as food distribution, poverty

survey assessments, school feeding

programme and transitional cash

assistance. M&E team also conducts

specific studies to guide evidence-based

management and programming, such as

the post-distribution household survey, JCP

beneficiary survey, school feeding student

survey.

The M&E team, composed of one M&E

officer and seven M&E assistants, focuses on

ensuring monitoring efforts lead to

constructive and realistic recommendations

that are submitted and discussed with the

concerned department and/or

programme. Agreed upon

recommendations are then translated into

action plans for each

Programme/Department and the M&E

team is involved to encourage follow-

through of recommendations.

During the course of the 2014-15 biennium,

the M&E Unit will work more closely with HQ

Evaluation in an effort to bolster the

evaluation efforts in GFO.

i

Annexes:

Integrated Monitoring and Budget Matrix

Financial Performance by Resources (Staff costs and Non-Staff Costs)

Consolidated list of projects

Risk Register

ii

Annex 1: Integrated Monitoring and Budget Matrix

Intervention Logic

Monitoring of Results Budget USD (2014-15)

Indicator

Baseline Target General Funds

Project

Funds

Emergency

Funds

UR

GOAL 1: A LONG AND HEALTHY LIFE To be completed by June

SO 1

Ensure universal access to quality comprehensive primary health care

Outcome 1.1 Quality

of health services

maintained and

improved

1.1.a) Average daily medical consultation per doctor 107.99 83

1.1.b) Level of satisfaction by direct users with newly

constructed and/or upgraded HCs

84.62 90

1.1.c) Average consultation time per doctor 2 4

1.1.d) Percentage of health centres meeting UNRWA's

infrastructure security and safety standards [field specific]

85 100

Output 1.1.1: Family

health team and

general outpatient

services improved

1.1.1.a) Antimicrobial prescription rate 26.21 25

1.1.1.b) Percentage of preventive dental consultation of total

dental consultation

18.93 35

1.1.1.c) Percentage of 4th grade school children identified with

vision defect

14 15

1.1.1.d) Number of health centres implementing FHT approach 16 21

1.1.1.e) Number of patient consultations at HCs [field specific] 4,650,705 4,933,932

1.1.1.f) Percentage of men accessing HCs [field specific] 39 40

1.1.1.g) Percentage of women accessing HCs [field specific] 61 60

1.1.1.h) Number of new physiotherapy patients (per year) [field

specific]

11,600 12,350

1.1.1.i) Number of dental consultations (school and general

dental services) per year [field specific]

418,560 444,070

1.1.1.j) Percentage of school children received sealing (over

total of 1st grade entrance students) [field specific]

63 65

1.1.1.k) Laboratory workload (unit/hour) [field specific] 75 50

iii

1.1.1.l) Number of individual beneficiaries seen through CMHP

per year - (male ) [field specific]

1,277 1,355

1.1.1.m) Number of individual beneficiaries seen through CMHP

per year - ( Female) [field specific]

3,450 3,650

Output 1.1.2 Access to

hospital care ensured

1.1.2.a) Total number of hospitalization (secondary and tertiary) 9,756 15961

Output 1.1.3 Health

management support

strengthened

1.1.3.a) Percentage of health centres implementing at least one

e-Health module

33.33 100

Output 1.1.4 Drug

management system

in place

1.1.4.a) Percentage of HCs with no stock out of 12 tracer items 98.8 100

Output 1.1.5

Emergency

preparedness

planning

1.1.5.a) Percentage of HCs with emergency preparedness plans

in place

100 100

Output 1.1.6 Health

centres infrastructure

improved

1.1.6.a) Percentage of upgraded HCs meeting UNRWA's

infrastructure security, safety and accessibility standards against

number of all upgraded HCs in the biennium

85.71 100

SO 2

Protect and promote family health

Outcome 2.1

Coverage and quality

of maternal & child

health services

maintained &

improved

2.1.a) Percentage of pregnant women attending at least 4

ANC visits

93 93.5

2.1.b) Percentage of 18 months old children that received 2

doses of Vitamin A

100 100

Output 2.1.1

Comprehensive MCH

services delivered

2.1.1.a) Number of women newly enrolled in Pre-Conception

Care programme

6,773 9000

2.1.1.b) Percentage of women attending PNC within 6 weeks of

delivery

100 100

2.1.1.c) Number of continuing family planning acceptors 234,099 75300

2.1.1.d) Percentage of HCs with at least one clinical staff

member trained on detection and referral of GBV cases

100 100

2.1.1.e) Number of new detected cases of children with growth

problem 0-5 yrs (per year) [field specific]

6,867 7,285

iv

Output 2.1.2 School

health services

strengthened

2.1.2.a) Diphtheria and tetanus (dT) coverage among targeted

students

100 100

2.1.2.b) Percentage of students screened in grades 1,4 and 7

[field specific]

100 100

2.1.2.c) Percentage of school children identified with hearing

defect that received hearing aids (male and female) [field

specific]

100 100

2.1.2.d) Percentage of school children identified with a vision

defect that receive vision aids (male and female) [field specific]

100 100

SO 3

Prevent and control diseases

Outcome 3.1

Coverage and quality

NCD care improved

3.1.a) Percentage of targeted population 40 years and above

screened for diabetes mellitus

23 25

3.1.b) Percentage of patients with diabetes under control

according to defined criteria

43.13 43

3.1.c) Percentage of patients with hypertension under control

according to defined criteria

64 64

Output 3.1.1.

Appropriate

management of NCDs

ensured

3.1.1.a) Total number of new NCD patients in programme (DM,

HT, DM+HT) 8000

8820

3.1.1.b) Total number of NCD patients in programme (DM, HT,

DM+HT) 66000

72800

3.1.1.c) Percentage of NCD patients coming to HC regularly

with appointment New

New

3.1.1.d) Percentage of late complication among NCD patients 9 9

Outcome 3.2

Communicable

diseases contained

and controlled

3.2.a) Number of EPI vaccine preventable diseases outbreaks 0 0

Output 3.2.1

Prevention and

control of

communicable

diseases maintained

3.2.1.a) Percentage of 18 months old children that have

received all EPI vaccinations according to host country

requirements

99.79 100

3.2.1.b) Number of new TB cases detected 9 15

Output 3.2.2

Environmental health

3.2.2.a) Percentage of shelters connected to UNRWA/Municipal

water network

100 100

v

services and

environmental

infrastructure

maintained/improved

3.2.2.b) Percentage of shelters connected to public sewerage

network

96.29 100

3.2.2.c) Number of litres of water per day per person (in the

camps) [field specific]

85 85

3.2.2.d) Percentage of beneficiaries with access to potable

water according to WHO standards [field specific]

0 5

GOAL 2: KNOWLEDGE AND SKILLS

SO4

Ensure universal access to and coverage of basic education

Outcome 4.1. Basic

education for all

Palestine refugee

children

4.1.a) Cumulative drop-out rates for preparatory – male 4.68 3.5

4.1.b) Cumulative drop-out rates for preparatory – female 2.33 1.5

4.1.c) Cumulative drop-out rates for elementary – male 2.44 1.5

4.1.d) Cumulative drop-out rates for elementary – female 0.77 0.22

4.1.e) Survival rate to the end of basic education – male 91.43 92.4

4.1.f) Survival rate to the end of basic education – female 96.43 97.4

4.1.g) Internal efficiency of the education programme 0.89 0.93

4.1.h) Level of satisfaction by direct users with newly constructed

and/or upgraded schools

90 90

4.1.i) Number of schools [field specific] 245 255

Output 4.1.1

Education access,

retention and

completion in a

conducive learning

environment

4.1.1.a) Pupil-to-teacher ratio for preparatory education 23.8 23.8

4.1.1.b) Pupil-to-teacher ratio for elementary education 31.9 31.9

4.1.1.c) Input unit costs in the education programme

(disaggregated by rented schools, small isolated Agency

schools, and other schools)

721 721

4.1.1.d) Percentage of double-shift schools 88.98 71

Output 4.1.2 Physical

infrastructure and/or

equipment of schools

provided, maintained

4.1.2.a) % of existing school buildings upgraded to meet

UNRWA's infrastructure security, safety and accessibility

standards against number of all upgraded school buildings in

the biennium

100 100

vi

or improved

4.1.2.b) Number of school buildings constructed or extended

[field specific]

6 76

SO5

Enhance education quality and outcomes against set standards

Outcome 5.1

Improved

effectiveness of the

UNRWA educational

system

5.1.a) Teaching/Learning practices aligned with education

reform

New New

5.1.b) Number of teachers that do not hold a degree – male 384 200

5.1.c) Number of teachers that do not hold a degree – female 557 300

5.1.d) Percentage of head teachers that meet or exceed

ratings in their annual performance reviews.

99 99

5.1.e) Student mean score on MLA – math 4th grade – male 45.54 47

5.1.f) Student mean score on MLA – math 4th grade –female 52.61 54

5.1.g) Student mean score on MLA – math 8th grade – male 43.12 45

5.1.h) Student mean score on MLA – math 8th grade – male 52.81 54

5.1.i) Student mean score on MLA – Arabic 4th grade – male 43.58 45

5.1.j) Student mean score on MLA – Arabic 4th grade – female 48.18 50

5.1.k) Student mean score on MLA – Arabic 8th grade – male 27.85 29

5.1.l) Student mean score on MLA – Arabic 8th grade – female 36.13 38

5.1.m) Prevalence of Human Rights culture (as defined by

UNRWA Policy) and practices at school level

New New

Output 5.1.1

Professional, qualified

and motivated

teaching force in

place

5.1.1.a) Teacher policy being implemented No Yes

5.1.1.b) Percentage of areas where all teachers have been

trained using the UNRWA-wide SBDT programme

20 100

5.1.1.c) Percentage of areas where all head teachers/school

principals have been trained through the Leading for the Future

training

20 100

vii

Output 5.1.2 Curricula

that are supporting

holistic approach to

learning and personal

development

5.1.2.a) # of textbooks reviewed at Field level using the

curriculum framework

7 24

5.1.2.b) Percentage of areas where all teachers have been

trained in the use of the HRCRT teacher toolkit

40 100

Output 5.1.3.

Evidence-based

policy making and

informed decision-

making at all levels

5.1.3.a) Percentage of schools implementing the school-based

Agency-wide EMIS to report and plan

100 100

Output 5.1.4

5.1.4.a) Class size – elementary [field specific] 37.97 39

5.1.4.b) Class size – preparatory [field specific] 38.07 39

Output 5.1.5.

Violence Free Schools

Established

5.1.5.a) Percentage of participating schools Co-ed –

preparatory [field specific]

71.4 100

5.1.5.b) Percentage of participating schools -girls – preparatory

[field specific]

65.7 100

5.1.5.c) Percentage of participating schools - boys – elementary

[field specific]

80 100

5.1.5.d) Percentage of participating schools - boys- preparatory

[field specific]

99 100

5.1.5.e) Percentage of participating schools - Girls- elementary

[field specific]

0 100

5.1.5.f) Percentage of participating schools co-ed [field specific] 10 100

5.1.5.g) Average score for schools to R+DI evaluation [field

specific]

76.25 77.7

SO6

Improve access to education opportunities for learners with special educational needs

Outcome 6.1 Equal

access to quality

education for all

Palestine refugee

children regardless of

gender, abilities,

6.1.a) Inclusive approach embedded in educational practice New New

6.1.b) Percentage of students scoring below 30% on the MLA

test – math – 4th grade – male

27.3 26.5

6.1.c) Percentage of students scoring below 30% on the MLA

test – math – 4th grade – female

13.2 12.5

viii

disabilities

impairments, health

conditions and socio-

economic status

ensured

6.1.d) Percentage of students scoring below 30% on the MLA

test – math – 8th grade – male

30.3 30

6.1.e) Percentage of students scoring below 30% on the MLA

test – math – 8th grade – female

13.5 13.2

6.1.f) Percentage of students scoring below 30% on the MLA test

– Arabic – 4th grade – male

28 27.8

6.1.g) Percentage of students scoring below 30% on the MLA

test – Arabic – 4th grade – female

16.6 16.4

6.1.h) Percentage of students scoring below 30% on the MLA

test – Arabic – 8th grade – male

65.8 65

6.1.i) Percentage of students scoring below 30% on the MLA test

– Arabic – 8th grade – female

41.3 41

Output 6.1.1 Credible

policy and tools

supporting inclusive

education

6.1.1.a) Percentage of all children enrolled in UNRWA schools

identified as having a disability

3 3.5

Output 6.1.2

Multi-disciplinary

assessment, referral

and response

provided to SCSN

6.1.2.a) percentage of students medically examined in SCSN

[field specific]

95 97

6.1.2.b) Percentage of closed cases of SCSN (completely

managed & closed) [field specific]

65 80

SO7

Reduce abject poverty

Outcome 7.1 Ability of

abject poor refugees

to meet their basic

food consumption

needs improved

7.1.a) Percentage of abject poverty line covered, on average,

through UNRWA's social transfer during the quarter

42 42

Output 7.1.1 Field able

to identify and classify

poverty amongst

refugees

7.1.1.a) Percentage of SSNP beneficiaries who are abject poor 40 40

7.1.1.b) Percentage of abject poor refugees receiving SSNP

social transfer

100 100

7.1.1.c)Number of surveyed households [field specific] 152,971 152,971

7.1.1.d)Number of Abject Poor Households [field specific] 50,667 50,667

Output 7.1.2 Abject 7.1.2.a) Percentage of SSNP ration ceiling distributed 100 100

ix

poor refugees

provided with food

assistance

7.1.2.b) Number of poor households provided with food

assistance per quarter [field specific]

152,971 152,971

7.1.2.c) Number of abject poor households benefiting from

Special distributions/donations [field specific]

New 45,800

Outcome 7.2 Poor

refugees' vulnerability

to shocks reduced

7.2.a) Percentage of poor, vulnerable refugees participating in

social protection programmes

New

Output 7.2.1 Access to

integrated services

provided to

vulnerable refugees

7.2.1.a) Percentage of vulnerable refugee families referred to

and assisted by other service providers

New 9.2

7.2.1.b) Percentage of poor, vulnerable refugees assisted by

UNRWA

New 90.8

7.2.1.c) Number of Visually Impaired (VI) referred to other

services provider and assisted [field specific]

New 120

7.2.1.d) Number of Visually Impaired (VI) persons and their

families assisted by RCVI [field specific]

186 550

Output 7.2.2

Community-based

development

implemented in select

communities

7.2.2.a) Number of community-based development initiatives

undertaken

New 2

Output 7.3.1

Job Creation

opportunities provided

7.3.1.a) Number of eligible applicants in JCP database [field

specific]

116444 120000

7.3.1.b) Number of refugees who have received JCP

opportunities [field specific]

11444 36080

7.3.1.c) Number of JCP contracts provided per year – male

[field specific]

9498 25256

7.3.1.d) Number of JCP contracts provided per year – female

[field specific]

1946 10824

7.3.1.e) Percentage of refugees who have received JCP

opportunities [field specific]

5 8

7.3.1.f) Percentage of applicants who receive a JCP contract

(on the year) [field specific]

6.5 10

x

7.3.1.g) Percentage of eligible applicants who receive a JCP

contract (on the year) [field specific]

9.83 15

7.3.1.h) Percentage of JCP contracts given to poor refugees

[field specific]

75.51 85

SO9

Offer inclusive financial services and increased access to credit and savings facilities, especially for vulnerable groups such as women, youth and the poor

Outcome 9.1 Increase

in number of clients

(including vulnerable

groups) accessing

credit and saving

products

9.1.a) Total number of clients with loans 3,608 6,583

9.1.b) Total number of women with loans 1,358 2,633

9.1.c) Total number of youth with loans (18-30) 756 1843

9.1.d) Total number of refugees with loans 3,056 5,727

9.1.e) Total number of micro-entrepreneurs with loans 2,381 4,476

9.1.f) Total number of informal enterprise with loans 2,275 4,217

9.1.g) Percentage of poor clients 33.8 33.8

9.1.h) Percentage of low-income clients 76.8 76.8

Output 9.1.1 Range of

credit products

financed through

(MEC), (MEC+), (SSE),

(SGL) (WHC), (HLP),

(CLP)

9.1.1.a) Total value of lending 5,671,466 11,172,800

9.1.1.b) Number of MEC loans 1198 2011

9.1.1.c) Value of MEC loans 1435700 2,067,500

9.1.1.d) Number of MEC+ loans 37 99

9.1.1.e) Value of MEC+ loans 335,300 844,000

9.1.1.f) Number of WHC and SGL loans 1,146 1,790

9.1.1.g) Value of WHC WHC and SGL loans 952,116 1,352,900

9.1.1.h) Number of housing loans 299 600

9.1.1.i) Value of housing loans 1,734,800 3,900,000

xi

9.1.1.j) Number of consumer loans 920 1,680

9.1.1.k) Value of consumer loans 1,167,450 2,403,900

9.1.1.l) Number of SSE loans 2 0

9.1.1.m) Value of SSE loans 36500 0

9.1.1.n) Number of YSL loans 6 403

9.1.1.o) Value of YSL loans 9,600 604,500

SO10

Improve employability

Outcome 10.1

Improved

employment

opportunities for

Palestine refugees

10.1.a) Percentage of graduates employed or continuing their

studies among active job seekers - male

63.1 66

10.1.b) Percentage of graduates employed or continuing their

studies among active job seekers - female

39.1 41

10.1.c) Percentage of graduates working in a job in relation to

their training or studying in a relevant field - male

63.1 65

10.1.d) Percentage of graduates working in a job in relation to

their training or studying in a relevant field - female

39.1 41

10.1.e) Degree of employer satisfaction with UNRWA TVET New New

10.1.f) Number of focus group discussions with employers 4 8

10.1.g) Percentage of SSNP/SHAP students among students

enrolled in VTCs

50.62 54

10.1.h) Percentage of graduates employed in a job 12 months

after graduation in a job relevant to their training (non-JCP) –

male [field specific]

67.09 70

10.1.i) Percentage of graduates employed in a job 12 months

after graduation in a job relevant to their training (non-JCP) –

female [field specific]

41.13 43.2

10.1.j) Percentage of graduates employed 12mths after

graduate in a job (not relevant to their training and non- JCP)

8.09 6

xii

[field specific]

Output 10.1.1

Appropriate and

relevant vocational

training in conducive

learning environment

10.1.1.a) Percentage of VTC courses that are using

Competency Based Training methodology

58.7 100

10.1.1.b) Technical training mean score – Male (not common

across all fields)

10.1.1.c) Technical training mean score – Female (not common

across all fields)

10.1.1.d) Percentage of female students at Co-ed technical

courses. [field specific]

69.4 72

10.1.1.e) Percentage of female students at VTC's. [field specific] 32.5 36

Output 10.1.2

Young graduates

through graduate

training programme

(GTP) employed

10.1.2.a)Number of eligible graduates in GTP database [field

specific]

27,707 60,000

10.1.2.b)Number of GTP contracts provided per year [field

specific]

1,286 7,000

10.1.2.c)Percentage of GTP contracts provided per year – male

[field specific]

53.89 65

10.1.2.d)Percentage of GTP contracts provided per year –

female [field specific]

46.11 35

SO11

Improve the urban environment through sustainable camp development and upgrading of substandard infrastructure and accommodation

Outcome 11.1

Vulnerable Families

living in improved

shelters.

11.1.a) Number of identified refugee families living in

rehabilitated shelters

15,472 23032

11.1.b) Number of identified absolute and abject poor/SSN

families living in rehabilitated shelters

2,797 9493

11.1.c) Number of shelters constructed for poor families [field

specific]

55 4655

11.1.d) Number of substandard shelters rehabilitated for poor 0 1600

xiii

families [field specific]

Output 11.1.1

Reduction in the

number of

substandard shelters

11.1.1.a) Number of substandard shelters rehabilitated 14,697 21697

Outcome 11.2

Refugees living in a

progressively

improved built

environment

11.2.a) Number of socio-economic infrastructure projects

implemented based on CIPs.

New 4

11.2.b) Number of shelters constructed /repaired for families

whose homes were demolished/damaged as a result of any

camp improvement project [field specific]

New 800

Output 11.2.1

Participatory Camp

Improvement Plans

that integrate physical

and social needs of

community prepared

and updated with

focus on the most

vulnerable groups

11.2.1.a) The top ten priorities of the community are reflected in

the CIP

New Yes

Output 11.2.2 Action

plans prepared and

implemented based

on participatory

Camp Improvement

Plans

11.2.2.a) Number of projects implemented in the Action Plan

against the total number of projects in the Action Plan.

New

60

Output 11.2.3

Improved physical-

spatial conditions in

the camps

11.2.3.a) Open urban spaces implemented in camps New

6

GOAL 4: HUMAN RIGHTS ENJOYED TO THE FULLEST

SO12

Ensure service delivery meets the protection needs of beneficiaries, including vulnerable groups

Outcome 12.1

Protection needs are

integrated through all

aspects of

programming and

12.1.a) Degree of alignment with UNRWA protection standards

across all aspects of programming

xiv

delivery of services

SO13

Safeguard and advance the rights of Palestine refugees by promoting respect for human rights, international humanitarian law and international refugee law

Outcome 13.1

Awareness and

respect for the rights,

safety and dignity of

Palestine refugees

increased

13.1.a) Percentage of UNRWA interventions on protection issues

that prompted positive responses by authorities or other target

audience

50 50

SO14

Strengthen refugee capacity to formulate and implement sustainable social services in their communities

Outcome 14.1 Field‟s

relationship with

UNRWA CBOs

regularized

14.1.a) Percentage of CBO stipends applied to partnership

activities

Output 14.1.1 Strategy

for regularizing

relationship with

UNRWA CBOs

implemented

14.1.1.a) Number of partnerships established with current

UNRWA CBOs

SO15

Ensure Palestine refugee registration and eligibility for UNRWA services are carried out in accordance with relevant international standards

Outcome 15.1

Palestine refugee

status and

entitlements to

UNRWA services

protected

15.1.a) Percentage of families issued with a family registration

card

9.56 19.5

Output 15.1.1 Reliable

information on

refugees collected

and stored

15.1.1.a) Percentage of family records updated with address

information

3.93 7.7

15.1.1.b) # of applications/request to keep refugee records

updated [field specific]

94,500 159,000

15.1.1.c) # of FRCs printed and distributed to refugee families

[field specific]

93,000 180,000

15.1.1.d) # of documents that have been preserved (scanned)

for Palestine refugees [field specific]

183,000 364,000

xv

15.1.1.e) # of requests to verify refugee status processed and

verified [field specific]

9,000 18,000

GOAL 5: MANAGEMENT AND SUPPORT SERVICES

SO16

Provide leadership, strengthen governance and foster partnerships

Outcome16.1

Effective leadership

and direction

provided for

achieving all goals

16.1.a) Degree to which Human Development Goals are

achieved during the biennium

16.1.b) Percentage of UNBOA and DIOS audit findings

(accepted and) satisfied of total made

16.1.c) Monitoring of implementation plans through semi-

annual Results reviews

16.1.d) Six-monthly Agency Expenditure Reviews are conducted

Output 16.1.1 Risk

management plans

contain mitigating

actions and coping

mechanisms in place

16.1.1.a) Periodic review of risk registers

16.1.1.b) Degree of completion of the annual work plan for DIOS

SO17

Develop and sustain UNRWA, enabling it to carry out its mandate

Outcome 17.1 Ensure

optimal support

services provided to

stakeholders Agency-

wide

17.1.a) Degree to which ASD indicators are achieved during the

biennium

Output 17.1.1 Ensure

appropriate goods,

commodities and

services are available

to UNRWA

beneficiaries in a

timely and cost

efficient manner

17.1.1.a) Average clearance time for high value contracts

(goods)

17.1.1.b) Average clearance time for high value contracts

(services)

17.1.1.c) Average clearance time for high value contracts

(construction)

17.1.1.d) Average processing time for issuing a tender

xvi

17.1.1.e) DIFOTIS

17.1.1.f) Aged-Purchase orders

17.1.1.g) Inventory accuracy rate

17.1.1.h) % vehicle availability

17.1.1.j) Fuel consumption/mile/vehicle

17.1.1.k) % of vehicles which fulfils one or two retirement criteria

Output 17.1.2 To

institutionalise and

optimise the Security

Risk Management

System

17.1.2.a) Security and risk management plans update and

implemented

0 100

17.1.2.b) Requirements in the Framework of Accountability are

implemented.

0 100

Output 17.1.3 Provision

of effective and

efficient ICT

management and

support services to

UNRWA in fulfilling its

mandate towards the

Palestine refugees

17.1.3.a) Percentage of user satisfaction collected through

periodical surveys

Outcome 17.2. To

develop a skilled and

diverse workforce,

equipped and

motivated to provide

high quality human

development

programmes to

Palestine refugees

17.2.a) Degree to which HR indicators are achieved during the

biennium

Output 17.2.1

Enhanced HR services

and HR Management

processes with regards

to staffing and

17.2.1.a) Cost of area staff vs budget

17.2.1.b) Number of FTEs: actual vs budgeted posts

17.2.1.c)Unplanned vacancies: # of days between

advertisements and selection decision (area staff) (HQ & fields)

261

xvii

recruitment,

performance

management and

reward, staff

development and HR

planning

17.2.1.d)Unplanned vacancies: # of days between

advertisements and selection decision (int staff) (HQ & fields)

17.2.1.e) Percentage of female staff in grade 16 and above

17.2.1.f) Percentage of female applicants for posts grade 16

and above

17.2.1.g) Percentage of female appointments for posts grade 16

and above

17.2.1.h) Time to fill post

17.2.1.i) Percentage of posts filled from an established roster

17.1.j) Percentage of staff trained who have completed ROI

review to level three

17.1.k) Percentage of total Field staff that have completed the

online ethics training

0

17.1.l) Percentage of staff who have completed their end of

cycle review on time (teachers)

xviii

Annex 2: Financial Performance by Resources (Staff Costs and Non-Staff Costs)

To be added with final draft

xix

Annex 3: Table of Priority Projects

To be added with final draft

Priority

2014-15

Project Title Human Development

Goal

Output (Description) Account Code/s Budget

2014-15

Total

xx

Annex 4: Risk Management Plan for Implementation Plans – Top Risks

Event Causes Consequences Mitigation/coping mechanisms Risk Management Monitoring

Strategic/programmatic

Agency Wide

-Implementation targets

not met

-Effectiveness in

management and

governance declines

- Change (reforms) failure

- Inadequate assessment, planning

and monitoring of implementation

plans, projects and/or reform

strategies

- Resistance or lack of ownership to

targeted results

- Lack of capacity to implement

biennium plans / reform strategies

- Decrease in compliance with UNRWA

norms and standards

- Stakeholder apprehension to

adjustments in service delivery

- Organizational change/reform

fatigue

- Failure to meet and/or

demonstrate results to

stakeholders

- Status quo maintained

- Increased transition

costs and time lines for

reforms

- Increases in risk profiles

across UNRWA „Top Risks‟

- Periodic programmatic and financial

monitoring for implementation plans

and/or reform strategies

- Communication with key stakeholders

(staff, beneficiaries, hosts and donors ) in

the reform process

- Institutionalisation of project / programme

cycle management

- Regular biennium plan

implementation monitoring through

Field-based Quarterly Management

Reviews and semi-annual Results

Reviews

- Regular monitoring of reform strategies

through annual reports

- Periodic review and update of UNRWA

„Top Risks‟

- Establishment of an internal

communication policy and action plan

Field Specific (unique risks and/or related actions undertaken by the Field Office to mitigate high likelihood and high impact risks)

- - -

- Maintain coordination through various

mechanisms with other UN agencies and

international organizations

- GFO M&E work plan covers key

programmes and services

- GFO community participation and

outreach activities conducted

- UNRWA staff actively attend clusters

designated as core for coordination

efforts

xxi

Event Causes Consequences Mitigation/coping mechanisms Risk Management Monitoring

Financial

Agency Wide

-Shortfall in donor aid

commitment (i.e., General

Fund, Emergency Appeal,

and/or projects)

-Decline in purchasing

power

-Efficiency of expenditures

declines

- Donor fatigue

- Competition from other

emergencies or regional issues

- Increase in demand for services

- Price increases for goods and

services

- Incorrect financial management

and discipline

- Project(s) implemented with

recurring cost implications to GF

- Reduced donor contributions

- Increased income requirements

- Funding gap widening

- Inability to deliver services per

UNRWA mandate

- Inability achieve planned results

- Reduction in quality, decline in

reputation in UNRWA

- Strategic approach to fund raising

- Regular dialogue with donors and

hosts

- Maintain robust financial and

management reporting systems

- Accountability of budget holders

- Aligned programme and budget

planning

- Robust and transparent budget

allocation processes

- Prioritization of projects

- Implementation of the Resource

Mobilisation Strategy

- Regular dialogue through AdCom and

SubCom scheduled forums

- Development of an Accountability

framework (that includes approach for

accountability to our beneficiaries)

- Budget hearings, project prioritization

processes held annually

Field Specific (unique risks and/or related actions undertaken by the Field Office to mitigate high likelihood and high impact risks)

- - - - -

Event Causes Consequences Mitigation/coping mechanisms Risk Management Monitoring

Hazards

Agency Wide

-Man-made conflict and/or

natural disasters

-Personnel safety and

security

- Unjust or inequitable shifts in

geopolitical environment as

perceived by stakeholders

- Area staff rules and regulations for

- Evacuation of international staff

- Increased incidents of violence,

accidents and/or damage

and/or loss of UNRWA assets

- Establish field-specific plans to

mainstream safety and security

- Conduct training for personnel in

safety/security assessments, first aid

- Implementation of the Security

Information Management System

- Conduct periodic training in safety

and security for identified personnel

xxii

safety and security are not covered

by UNSMS framework

- Lack of infrastructure

maintenance leads to unsafe

working conditions

- Staff insecurity and potential for

loss of life and/or limb

- Lack of adequate duty of care

standards on safety and security

- Disruption to service delivery

and provision of appropriate tools

- Strengthen safety and security

personnel with capacity

- Ensure planned safety and security

staff posts are filled

- Maintain the UNRWA emergency staff

roster

Field Specific (unique risks and/or related actions undertaken by the Field Office to mitigate high likelihood and high impact risks)

- - -

- Maintain emergency supply lists and

critical/essential staff lists

- Maintain NFIs stock

- GFO contingency and emergency

response plans updated semi-annually

- GFO NFI stock records validated semi-

annually.

Event Causes Consequences Mitigation/coping mechanisms Risk Management Monitoring

Operational

Agency Wide

- Lack of human

resources/capacity

- Sustained disruption

and/or inadequacy of

information,

communication and

technology services (ICT)

- Procurement related

fiduciary risks

-Breach (real or perceived)

in neutrality

- Non-competitive salaries , benefits,

lack of training and/or career

development opportunities

- Inability to match market

conditions in specialized areas

- Lack of capacity and/or resources

in ICT support functions

- Poor oversight and/or processes

in place

- Misuse of goods or assets for

activities other than those intended

- Inability to achieve desired

organizational goals

- Low morale, industrial action,

increased attrition rates, and

recruitment challenges

- Loss of institutional memory,

including business continuity

- Poor systems in place to

support service delivery and

informed decision making

- Increase in audit findings

related to fiduciary risk

- Adequate workforce plans for filling

vacancies with internal staff

- Salary surveys are used to monitor

pay scales

- Proactive staff development is

undertaken

- Business continuity plans are made for

critical systems (including secondary

and tertiary redundancies)

- Robust auditing mechanism in place

- Investigate complaints regarding

breeches in neutrality

- Unplanned vacation rate, days lost to

strike action

- Annual work plan for DIOS in place

- Trainings conducted on neutrality and

ethics (e.g., induction course, ethics

course, and installation manager

training)

Field Specific (unique risks and/or related actions undertaken by the Field Office to mitigate high likelihood and high impact risks)

- - - - -

xxiii

Event Causes Consequences Mitigation/coping mechanisms Risk Management Monitoring

Socio-political

Agency Wide

- Unfavourable changes in

regulatory environment

- Beneficiary expectations

- Political motivations exploiting the

principle-agent paradigm

- Lack of understanding of UNRWA

mandate, rules and regulations

- Lack of communication and/or

misinformation regarding UNRWA

goods and services provision

- Expanding needs due to socio-

economic situation

- Increase in administrative

burden and transaction costs

due to increase in complaints

- Unfavourable media coverage

targeting UNRWA

- Interference in procedures and

policies from external

stakeholders

- Demands for increasing existing

service provision or new

programmes

- Conduct and/or ensure that trainings

are undertaken on guidance on

neutrality or embedded in relevant

training sessions

- Maintain robust dialogue with

stakeholders

- Maintain a community participatory

approach in service delivery

- UNRWA Representative Offices are

engaged to facilitate dialogue with

interlocutors and stakeholders

- Periodic scanning of environment and

regular updates in Management

Committee Meetings

Field Specific (unique risks and/or related actions undertaken by the Field Office to mitigate high likelihood and high impact risks)

- Adjustments in administrative,

procedural or management

structures

- Limitations in the availability of

goods and/or services required

for implementation

- Maintain advocacy efforts for the

lifting of the blockade and protracted

approvals process from Government of

Israel

- Tracking of approvals process from/

with Government of Israel

Programme Coordination and Support Unit

Headquarters - Amman

Amman, Jordan

Tel: +962 (6) 580 2512

www.unrwa.org

www.unrwa.org