field implementation plan 2014-2015 gaza...example the household economy analysis (hea) conducted in...
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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
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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)
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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
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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.
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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