field implementation plan jordan

field implementation plan 2014-15 jordan

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. UNRWA 2013 This Field Implementation Plan was prepared by UNRWA (Jordan 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 1-1

Contents 1 Introduction... 1 2 Situation Analysis... 2 3 Strategic Priorities... 6 4 Human Development Goals... 12 GOAL ONE: A LONG AND HEALTHY LIFE... 12 GOAL TWO: KNOWLEDGE AND SKILLS... 15 GOAL THREE: A DECENT STANDARD OF LIVING... 18 GOAL FOUR: HUMAN RIGHTS ENJOYED TO THE FULLEST... 21 GOAL FIVE: MANAGEMENT AND SUPPORT SERVICES... 23 5 Implementation, Monitoring & Reporting Results... 26 6 Annex 1: Integrated Monitoring and Budget Matrix... 28 7 Annex 2: Financial Performance by Resources... 44 8 Annex 3: Table of Priority Projects... 45 9 Annex 4: Risk Management Plan for Implementation Plans Top Risks... 46 Acronyms and Abbreviations FIP GF HIP OD Field Implementation Plan General Fund Headquarters Implementation Plan Organizational Development UNRWA United Nations Relief and Works Agency for Palestine Refugees UR US(D) Unfunded Requirement United States (Dollar) 1-2

Foreword By Filippo Grandi Commissioner-General To be added with final draft UNRWA Commissioner General Filippo Grandi 3

1 Introduction The United Nations Relief and Work Agency for Palestine refugees in the Near East (UNRWA) is currently operating under the context of a 2010-15 Medium Term Strategy (MTS) and in support of this develops biennium plans to direct and support programme implementation. This biennium plan, 2014-15, is the final biennium plan in support of the current MTS and builds on the successes and challenges of the 2012-13 biennium plan. It serves as UNRWA s strategy for assisting Palestine refugees in Jordan during 2014-15. The plan has benefited from the practical experience of last three years (2010-12) and allowed the Jordan Field to incorporate the lessons learned and best practice. The plan is based on the needs of Palestine refugees and the context within which UNRWA operates in Jordan. The needs identified in the 2008 Needs Assessment are still applicable as the basic human development needs of the Palestine refugees have not changed, though the 2008 assessment has been updated with secondary data and rapid reviews. As in the previous biennium field implementation plans, the Jordan Field is committed to maintain the current levels of service delivery despite the context of fiscal austerity. Additionally, the Jordan Field anticipates that the broader economic challenges in the region, also affecting Jordan will continue throughout the 2014-15 biennium. Meeting the needs of a growing refugee population requires adequate funding, as does quality improvement initiatives. The resources to meet the above-mentioned commitments are extremely limited. For this reason, the Jordan Field has set pragmatic and realistic programmatic priorities for the next biennium, maintaining its commitment to provide acceptable quality services to the Palestine refugees. Therefore the UNRWA Jordan Field Implementation Plan is intended to provide a comprehensive overview of the Jordan Programme strategic objectives, outcomes and outputs for the 2014-15 biennium. The plan is based on a set of four Human Development Goals, supported by a 1 management goal, established at the Agency level to promote UNRWA s mission to help Palestine refugees achieve their full potential in human development terms under the difficult circumstances in which they live. These goals encompass the strategic framework for 2010-15 as outlined in the UNRWA Medium Term Strategy 2010-15. They are: i. A long and healthy life ii. iii. iv. Acquired appropriate knowledge and skills A decent standard of living Human rights enjoyed to the fullest extent possible. v. Effective and Efficient Governance and Support This 2014-15 biennium plan also briefly highlights the impact of the Syria crisis on Palestine refugees in Jordan, and the Jordan Field operation. The response plan will continue to be funded from UNRWA s Syria Regional Response Programme. Consultation and Coordination The Jordan Field facilitated extensive consultations within UNRWA, with the field s senior managers as well as staff providing the programmatic services. Evaluations and programme and project lessons learned were incorporated into the planning process. UNRWA leveraged the planning process to strengthen staff capacity with a training session for project officers on Project Results Based Monitoring System. The implementation of the programmatic priorities outlined in this plan will be coordinated with internal departments, UNRWA Headquarters and external stakeholders. The accountability structure and a sound performance measurement system will provide the overarching framework for effective implementation of the FIP. Primary partnerships Jordan Field has long-standing partnerships with the Government of Jordan through

the Ministry of Foreign Affairs, the Ministry of Education, the Ministry of Health, the Ministry of Social Development and their respective technical departments. This partnership with the Government of Jordan will continue to be strengthened in the coming biennium through regular communication between UNRWA programme departments and their government counterparts. The Department of Palestinian Affairs remains Jordan Field s main partner and interlocutor. UNRWA as an active member of the UN Country Team and the Humanitarian Country Team (since March 2013), coordinating and cooperating with other UN organizations and contributing to the outcomes of the UN Development Assistance Framework. International and National NGOs play an important role in supporting Palestine refugees in Jordan by complementing UNRWA services with their activities. UNRWA will continue to foster rrelationships with such stakeholders to enhance the well being of refugees. 2

2 Situation Analysis Country Context The Middle East and North Africa region has been experiencing political and social change since January 2011. While Jordan has not been immune to the effects of the Arab Spring, the popular domestic expressions have largely been calling for meaningful reform and protests, generally peaceful, have been limited in scale. In response, the Government of Jordan has made a number of political and constitutional reforms. For example, under a new elections law, a national election was successfully held in January 2013 with 56.6 per cent of the population participating and mid-2013 an elected parliament chose the Prime Minister. Jordan s economy has been deeply impacted by global economic downturn. As per the projections of the International Monetary Fund 1 Jordan s real GDP growth rate will hover below 4 per cent until 2016. Unemployment stands at rough 12.5 per cent, with the highest rates of unemployment recorded in the age groups of 15 to 19 and 20 to 24. 2 In addition, fuel prices and electricity tariffs have gone up substantially in 2012-13 as subsidies are reduced. The challenging fiscal situation in Jordan has led to a decrease in national subsidies and an increase in fees in across many areas of interaction with UNRWA. These factors pose serious challenges to UNRWA s operations in Jordan. Further deepening these challenges, the Syria crisis has had a negative impact on the Jordanian economy. Syria has historically been a major trading partner with Jordan and served as the main economic route to Europe. In particular, the deteriorating situation in Syria has been felt on food prices, as many vegetables and rice sold in Jordan are imported from Syria. Adding to these challenges, the Government of Jordan 1 IMF Country Report No. 12/120, May 2012 2 Government of Jordan, Department of Statistics, http://www.dos.gov.jo/dos_home_e/main/index.htm. Visited on 27 February 2013 has reported that the Syria crisis has costed it almost USD830m (JD590m) to date. It is estimated that there are 420,000 Syrian refugees 3 currently present in the country. Most Palestine refugees seeking refuge in Jordan following the 1948 and 1967 conflicts were granted Jordanian nationality under the Jordanian Nationality Law of 1954. However, this was not extended to the Ex-Gaza Palestine refugees who fled from Gaza, at the time administered by Egypt, following the 1967 conflict. Consequently, today approximately 147,000 Ex-Gaza Palestine refugees face a number of legal restrictions that limit their rights and contribute to their particularly vulnerable living conditions in Jordan. 4 Needs Assessment Update Jordan hosts the highest number of refugees of all five Fields of UNRWA operations. The 2.1 million Palestine refugees registered with the Agency in Jordan constitute 42 per cent of all registered refugees in the Near East. Nearly 11 per cent of them live in the ten official and 3 unofficial camps and those living in the vicinity of the camps share similar socio-economic conditions. Forty five per cent of the refugee population living in camps live below the Jordanian absolute poverty line (JD814). This is significantly higher than those living outside camps, which stands at 22 per cent. The average unemployment rate in the camps is 25 per cent which is almost twice more than the national average. The female unemployment rate is significantly higher than male in the 20-24 and 25-29 age groups. Surprisingly, the 3 http://data.unhcr.org/syrianrefugees/ country.php?id=107 visited on 20 March 2013 at 19:56. 4 As non-nationals, ex-gaza Palestine refugees are generally subject to higher university fees, are ineligible for a range of social services including poverty support from the National Aid Fund, and are excluded from or have limited access to a range of employment sectors. 2

unemployment rate of Ex-Gaza Palestine Refugee appears better than other categories of refugees, but it should be noted that due to the restrictions on access to certain types of jobs, which provide better income and job security, a majority of Ex-Gaza Palestine Refugee are engaged in temporary, daily paid and low-remuneration jobs. The fact that large portion of Jerash camp population is below the Jordanian absolute poverty line corroborates that the income from the jobs of Ex-Gaza Palestine refugees is not adequate to meet the basic needs. UNRWA is the main provider of basic health and education services to the refugees living inside camps. UNRWA health centres are overwhelmed with a large number of patients, with high number of consultations and short doctorpatient contact time which does not favor quality of care. A 2012 study found that UNRWA health service users see the quality of medical care as high but waiting time, inadequate staff and level of responsiveness are major issues, as is the physical structure of health centre facilities. In 2012 the served population at UNRWA health centres was 56 per cent of URNWA s total registered population. The Ministry of Health contributes up to 80 per cent of hospitalisation costs for Palestine refugees who are Jordanian citizens. It has also extended access to treatment for kidney failures and cancer to the Ex-Gaza Palestinian refugees, who are now treated like uninsured Jordanian citizens. Non-communicable diseases or so called life style illnesses are becoming more prevalent. These are life-long, difficult to prevent and hard to control health conditions. These illnesses affect about 70,000 patients under care at UNRWA health centres by the end of 2012, and they are on the rise requiring expensive medications and lead to morbidity and increased hospitalization due to their complications. According to a study, the health insurance coverage of Palestine refugees is lower than the national average with only 3 about half of the refugee population holding some type of health insurance. Inside camps 54 per cent population are not covered by any kind of insurance, whereas this is 49 per cent for the outside camp population. In contrast, Government of Jordan schools provide basic education to approximately 71 per cent of Palestine refugee children. Palestine refugees have advanced significantly in education levels. In 1999, 62 per cent of camp refugees aged 25 and above had not completed basic schooling 5. This number dropped to 37 percent in 2012. Likewise, the number of refugees holding a Bachelor s degree or higher have doubled since 1999. Significant strides have been made also in Literacy: 85 per cent of the population aged 15 and above can read and write well and only 15 per cent are semiliterate/illiterate. The gender disparity has declined from 14 per cent to six per cent. The literacy rate is only 1 per cent below the national literacy rate. However, by national standards, those in camps still lag behind in educational attainment. For example, approximately 21 per cent of people aged 25-29 did not finish compulsory basic schooling in comparison to 17 per cent national average. Female participation in education is stronger than that of men, though still below the national average. Of specific concern is the extent of youth unemployment at the end of formal education, and the impact of this on households and individuals. Income transfer and poverty assistance is an essential income source for Palestine refugees in the camps. The main poverty assistance provider is the National Aid Fund (NAF) of Government of Jordan followed by UNRWA, and NGOs. It is reported that in 2011, as many as 16.3 percent of the households relied purely on income transfers: of which 8.3 per cent of 5 Khawaja and Tiltnes (eds). 2002, On the Margins: Migration and living conditions of Palestine cam refugees in Jordan, Fafo Report 357, 1992.

the households relied utterly on assistance from the Government, UNRWA or other institutions; 4.5 percent depended on transfer from relatives or friends; and 3.5 percent lived off transfer income from both institutions and private sources. In addition, the Department of Palestinian Affairs plays a crucial role in providing infrastructure, social and housing services inside the camps. Palestine refugees in Syria are increasingly finding themselves in danger, displaced, becoming the target of violence, and caught in between conflicting parties; hence many have sought refuge in Jordan, Lebanon, Turkey and Egypt. Initially the flow of Palestine Refugees from Syria (PRS) into Jordan was limited and until April 2012, Palestinians were allowed to enter into Jordan similar to Syrians. As of May 2012 this option was revoked; as a result, the challenges facing this vulnerable population to secure refuge in Jordan have increased and cases of refoulement have risen significantly. Nonetheless, by March 2013 over 2500 PRS, comprising 77 per cent women and children have approached the Jordan Field for services. Since May 2012, UNRWA has supplemented other UN and NGO services to PRS in Cyber City (with a mixed population of Syrian and 219 Palestinians as of December 31) with primary health care, hospitalization, protection services and a weekly mobile dental clinic accessible. During the summer of 2012, fresh fruits and vegetables were provided to all residents as the World Food Programme shifted from hot meals to dry rations. Over the course of 2012 protection concerns for PRS in Jordan have increased for UNRWA, with a commensurate scaling up of services. Planning Context and Scenarios Given that UNRWA as a whole operates in a very fluid regional and local environment and uncertain financial environment, the Jordan Field is making the following planning assumptions: 4 The on-going political developments in Jordan as well as in the region are likely to continue in 2014-15. Radical changes to the existing political environment in Jordan is not expected, however the increasing demand for political reform and the possibility of spill-over effect of the developments in the region in general and the Syria crisis in particular are real. Any increase in public sector salary and benefits is likely to cause a serious impact on Jordan Field capacity to deliver services. Budgeting process will have to take this scenario into consideration. Operational and non-staff costs will continue to rise as a result of inflation, rise in cost of energy and water, increase in hospitalization costs, and increase in refugee population. The general Fund budget envelope allotted to Jordan Field for 2014 15 will be augmented from the 2013 level to cover contractual salary increments for Area Staff. In addition, while the size of project funds has significantly increased in 2012 and the Field will make joint efforts with HQ to continue this trend, especially for the Syria Regional Response, dramatic increase is not expected in 2014-15. Fundraising for UNRWA projects in Jordan has always been more difficult than in other Fields because many key donors have given it a lower priority because of relatively stable environment and middle-income status. Protracted global financial crisis and competing priorities for the donor community, not to mention the Syria humanitarian crisis, do not provide a favourable environment. Emergency Response to PRS will remain a major task for a foreseeable period. Risk and Risk Monitoring Donor funding has not kept pace with the needs of a growing refugee population

and Agency-wide funding per refugee has decreased from 94.85 USD in 1989 to 66.51 USD in 2007. This affects UNRWA s ability to deliver core services. In July 2012, funding shortages forced Jordan Field to identify savings to assist in preventing the Agency from suspending operations or delays in salary payment. In addition, any inflation related adjustments in the public sector salary scale in 2014-15 will pose a major financial problem to Jordan Field. Equally, financial losses and consequential legal liabilities due to natural disasters are potential risks as majority of installations do not have insurance coverage due to budgetary constraints. Except for periodic incidents of vandalism and theft of assets in the field, UNRWA does not anticipate any major security or damage issues in the 2014-15 biennium. Nonetheless, security concerns in Jordan are increasing and in order to protect its beneficiaries and staff, the Jordan Field will have to reallocate some funds from programme activities to enhance security measures in service delivery installations. As a result of the conflict in Syria, Jordan Field has to deal with the influx of Palestine refugees taking refuge in Jordan. The possibility of a large scale influx of Palestine refugees from Syria must be planned for. In order to manage and respond to the risks, Jordan Field will periodically review and update its risk register, working closely with finance teams. 5

3 Strategic Priorities UNRWA s four human development goals will guide its strategic proirities. Added to this framework is a fifth goal which focuses on the delivery of quality management and services. Taking availability of resources and reform priorities into consideration Jordan Field will focus its efforts on the following strategic priorities: 1. Maintaining the existing levels of core services to the greatest extent possible within the funding constraint, 2. Ensuring human, operational and logistical capacities necessary for effective delivery of Goals 1 to 5, 3. Delivering the greatest level of service quality possible in a challenging financial environment by: i. Pursuing quality improvement measures that can be taken without additional costs. ii. Continuing to implement only the most urgent quality improvement initiatives from core funding, iii. Continuing its commitment to contribute to the Agency-wide reform initiative aimed at improving the quality and efficiency of the programmes, and iv. Continuing to build on the success of 2012-13 in mobilizing project funds, other non-gf funding and partnership to make improvements in those services to which such resources can be attracted. To achieve these priorities, the Jordan Field will continue implementing the following austerity measures: 1. A headcount freeze, i.e., one in one out policy, on total GF-funded posts; project posts will be staffed only on temporary modalities, 2. A freeze on GF capital expenditures, except for the replacement of unsafe and unserviceable equipment, and GF-relieving investments with rapid payback periods. 3. Continue 2012-13 biennium initiatives to maintain the life of school textbooks between 50 per cent and 150 per cent longer than government schools and to contain costs of medicines through rational drug use and demand management measures, and 4. Focus project fundraising on GF relieving activities and forego projects that increase GF operating costs. Despite these measures, the draft budget for 2014 shows a significant deficit in 2014-15. Strategic Priorities by Human Development Goal Goal 1: A long and healthy life Under the Goal 1 the Jordan Field will continue to strive to maintain the current levels of healthcare services and improve quality and efficiency of service delivery. This will be done through managing demand and increasing patient doctor time through the behavioural changes among the medical staff. The continued rational use of drugs will be a priority, utilising beneficiary education, the maintenance of the essential drug list and the monitoring of prescriptions. Management information systems will be improved to better utilize evidence based decision making techniques and the expenditure management of up to 10 Health Centres will be decentralized to build in incentives for cost efficiencies. The Family Health Team approach will be expanded to all 24 health centres in Jordan and e-health reforms will continue. Effective hearing screenings will be prioritized, as will the provision of remedial devices/support to the children to eliminate factors that affect academic achievement. The infrastructure of health centres will be rehabilitated by mobilizing project funds. Environmental health component will aim at making Solid Waste Management operation efficient, effective and environmentally friendly. 6

Partnerships with the Government of Jordan will remain a priority to maintain current level of support for hospitalization and other emergency care. Goal 2: Knowledge and skills Under Goal 2 General Education, the Jordan Field will strive to maintain its current level of service delivery. In doing this the Agency will undertake the following reform initiatives: Implement the School-Based Teacher Development (SBTD) initiative; Strengthen school leadership through implementing the Leading for the Future programme based on teacher capacity development; Roll out a system for Monitoring of Learning Achievement testing to accurately determine student learning with a view to helping address the learning needs of students; Promote initiatives that help move forward on the vision set out in the Agency s Inclusive Education Policy; and Support the implementation of the Agency-wide General Education Management and Information System (EMIS) to improve educational policy, planning and management procedures. School governance will be promoted through the strengthening of Parent- Teacher Association participation and the empowerment of student parliaments. School rehabilitation will be prioritised through the building of new schools to replace rented schools in need of urgent repairs, and the undertaking of maintenance on school buildings. Environmental issues will be mainstreamed in design and construction of the buildings. The Faculty of Educational Sciences and Arts (FESA) will be reformed to produce high quality teachers and launch new specializations such as geography and mathematics to meet UNRWA school needs as well as to create employment opportunities for Palestine refugees. In tandem, it will work to enhance teacher efficiency, transparency and cost effectiveness by applying e-testing as part of selection procedure for the appointment of new teaching staff, and applying clear and accountable measures with regard to teacher and head teacher selection and promotion. Human rights principles will be promoted through learning to create a safe and stimulating school environment, and a school-based code of conduct will be developed. Linked to this, efforts will be undertaken to identify the cause of declining trends in student numbers and continued drop-outs, with a view of developing measures to address these concerns. While this is on-going, UNRWA will strive to ensure it has in place the human, operational and logistical capacities necessary for effective delivery of education in emergencies, including psycho-social support for the children of PRS. Goal 3: A decent standard of living A number of UNRWA initiatives will work in collaboration to support Palestine refugees in Jordan to acquire a decent standard of living. The UNRWA Social Safety Net Programme will continue the provision of food and cash subsidies to abject poor refugees, and social protection services will be provided to poor refugees vulnerable to socioeconomic shocks. This will be prioritized amidst the uncertainty of donor funding beyond 2013 for the food commodities. To support the maintenance of the benefits obtained from social transfers, the Jordan Field will continue addressing improvements in the urban environment in the camps, with a focus on tackling substandard shelters by mobilizing project funds. It will seek to address human development needs through an integrated, participative and sustainable approach to improvement of the camp environment, and continue promoting self- 7

help approaches to shelter rehabilitation. Environmentally friendly measures (rainwater harvesting and reduction in use of fossil fuel energy) will be expanded drawing upon the lessons from a 2013 pilot in Jordan s Jerash camp. Unemployment among Palestine refugee men and women will be tacked through working to improve the relevance of Technical and Vocational Education and Training (TVET) through the promotion of competency-based technical and trade courses and labour market studies to tailor the design and delivery of courses to meet the market needs. A strategy will be developed to strengthen the linkages between VTCs and job-markets in Jordan and oversees. A priority will be on tackling the unemployment of youth and as such, to increase their opportunity for, and participation in TVET, 25 per cent of all places will be reserved for the youth of vulnerable social groups among Palestine refugees. A Professional Career Guidance and Counselling Service and student tracking system will be instituted to support these reforms. Complementing this will be microfinance support (placeholder). Goal 4: Human rights enjoyed to the fullest In supporting the implementation of Goal 4 the Relief and Social Services Programme has prioritised to resolve the legal status of Community Based Organizations to pave the path for effective collaboration with CBOs for the implementation of interventions targeted to the most vulnerable refugees. It will expedite the registration of Palestine refugees and build on the campaigns of 2013 encouraging refugees to update their records. A Case Management Approach will be piloted and if successful, mainstreamed into the Jordan Field s service delivery system. Jordan Field will continue to facilitate, monitor, and report on the incorporation of protection standards in and through programming and service delivery while also implementing strategies to promote the welfare and rights of Ex-Gaza Palestine refugees and to target UNRWA services to them as much as possible. 8 Goal 5: Effective and efficient governance and support The support services of the Jordan Field will work together to ensure efficient, consistent and effective systems are in place to enable UNRWA s programming. The Director s Front Office will provide effective operational leadership and advocacy for funding for the Field s operations, including its response to the Syria crisis, as well as lobbying on protection issues for PRS. Cost-efficiency measures will be championed, including for environmentally friendly initiatives. Result Based Management, Programme/Project Cycle Management, Area Level Result Bases Monitoring will be prioritized and strengthened. The Legal Office will enhance the conformity of Jordan Field operation with the Agency's regulatory framework, UN jurisprudence and international law. The Finance team will focus on the implementation of the Enterprise Resource Planning system. Procurement and logistics will focus on the continued provision of appropriate goods in a timely and cost-effective manner with an increased focus on supplier selection and better communication with client departments. Communication in general, both internal and external, will be enhanced targeting the use and delivery of services. Human resources teams will facilitate the efficient recruitment and deployment of staff while improving gender balance in the employment of women in senior positions. Security risk management and maintaining the safety and security of UNRWA personnel, premises and assets will be mainstreamed throughout the Agency s operations by, inter alia, having emergency preparedness in place, monitoring and reporting incidents and taking measures to mitigate risk. Cross-cutting themes The Jordan Field has identified the following five priority cross-cutting themes for the 2014-15 biennium. Drawing on the Agency-wide prevailing and new policies and strategies, the Jordan Field will continue to mainstream cross-cutting

themes in annual operational work plans and to ensure the systematic implementation, monitoring and reporting of the ensuing results. Gender: The GBV Referral System is in operation in 9 camps and 8 health centres. 61 per cent of GBV cases reported show that children (both sexes) between the ages of 7 and 17 constitute the majority of victims. Physical assault (45 per cent), psychological abuse (28 per cent), and sexual assault not including rape (11 per cent) are the three major types of violence. The main perpetrators are husbands (31 per cent) and fathers (28 per cent). Continuous improvement in the referral function and monitoring of referral services of external parties is therefore a major priority for 2014-15. In view of capacity, both financial and human, Jordan Field will continue expanding the referral system to provide access to services for victims of genderbased violence and other gender issues. In Jordan, the referral system is being rolled out to all ten camps. The quality of services provided by the service providers will be monitored. All new frontline staff will be trained in detection and referral. Early marriage, one element of GBV, is a key social issue. A mapping carried out at three camps showed 28 per cent of pregnant women who availed services of the three health centres were married before the age of 18. Among other effects, early marriage is affecting attainment of girl s basic education. The Jordan Field is conducting advocacy to highlight the detrimental health effects of early marriage, and to ensure access to UNRWA schools for all eligible refugees. Women Married to Non Refugees (MNR) and their children s access to health and TVET services will be assured, to the greatest extent possible, in line with the UN principle of non-discrimination and the UN Convention on the Rights of the Child. The Education Programme will strive to eliminate residual gender stereotyping while reviewing textbooks to apply the curriculum framework. In addition, it will 9 effectively address gender specific issues in school dropout. Health Programme will actively promote men s participation in pre-conception care and family planning. TVET Programme will commence degendering of a select a number of TVET courses to widen women s career choices in a culturally sensitive manner and advocate for removal of barriers faced by women in employment. The RSS Programme will increase the awareness on gender issues, particularly on GBV, through Area Relief and Social Officers and Social Workers. Reporting will include gender disaggregated analytical reports to monitor gender parity on key indicators. With UNRWA Headquarters policy and operational support efforts, will continue to increase the ratio of qualified female staff in management positions. A full-time Gender Mainstreaming Officer will be hired from non-gf resources to spearhead the tasks. Protection: Drawing on the UNRWA 2012 Protection Policy, Jordan Field will continue to mainstream protection through its programming and service delivery by assessing programme alignment with UNRWA Protection Standards and taking actions to enhance the degree of alignment. In addition, it will also continue to promote, to the greatest extent possible, the welfare and rights of specifically marginalised and vulnerable categories of Palestine refugees, including SSN beneficiaries, Ex-Gaza Palestine refugees and PRS, through both service provision and advocacy efforts. Four Area Protection Working Groups will continue identifying protection priorities from the Area perspective to develop and implement thematic protection interventions and responses. With the support of the Jordan Field, the Groups will build on the initiatives started in 2012, focusing on enhancing systematic implementation, monitoring and reporting. Furthermore, Jordan Field plans to assess progress by incorporating beneficiary input/feed-back.

Palestine refugees living in under-served areas will be identified and efforts will be made to increase their access to UNRWA services subject to availability of funds. The Jordan Field will continue to implement a quota system targeting SSN (and abject and absolute poor not covered by SSN) to enhance access to TVET and FESA. Agency-wide systems will continue to be implemented for all UNRWA service locations, and strengthen education in emergencies responses. Another priority for Jordan Field will be fulfilling the protection needs of PRS who have crossed into Jordan, including interventions with key stakeholders to ensure non-discriminatory treatment of those seeking to take refuge in Jordan. In line with the overall Agency approach and to strengthen child protection, Jordan Field will seek to strengthen linkages between programmes and ensure, subject to additional funding, a more comprehensive response to child protection, including children subjected to GBV. Youth: Seventy per cent of Jordan s population is under the age of 30. Young people, aged 15-24, account for about 50 per cent of the unemployed and youth unemployment is 28 per cent, which is among the highest in the world. Gender disparity in youth unemployment is stark as female youth unemployment is twice that of males at 46 per cent. Jordan Field will explore possibilities of expanding youth employment opportunities in UNRWA funded construction work drawing on pilot experience of the improvement of Living Conditions of Vulnerable Palestine Refugees of in Jerash Camp project. Interventions to increase quality and relevance of education and to enhance participatory skills through student parliaments will be implemented. Adolescent reproductive and sexual health/peer education will be promoted under a healthy lifestyles intervention. 30 per cent of the Micro Credit Support Programme loans, subject to its continuation, will be reserved for youth (18-29 year old) and they will be linked with outreach support through enhanced referrals to specialized institutions. FESA and VTCs will also increase the number of scholarships being provided to vulnerable youths. Disability: A lack of census data on disability has been a major challenge in disability response planning. A UNICEF study in 2001 estimated, on the basis of disabled centres in Jordan that the total percentage of persons with disabilities in Jordan is 12.6 per cent. The United Nations Statistics Office estimated 196,100 (approximately 4 per cent) and 524,700 (approximately 10 per cent), respectively in 2002. The educational level of persons with disabilities in Jordan is significantly lower than the national average. In any given year an estimated one-third of students will start the academic school year with unidentified, undiagnosed hearinglistening and language-speech disabilities. The number of persons with disabilities accessing vocational training in Jordan is also very low. Correspondingly, rates of employment of persons with disabilities in Jordan, particularly women, are significantly lower than the general population. Community Based Rehabilitation Centres (CBRCs) have become the main service providers to refugees with disabilities. Inside UNRWA schools, children with disabilities are taught either in separate classes or integrated with students without disabilities in same classes. Jordan Field is implementing Inclusive Education Policy which addresses disability among other issues. Disability awareness will be included as a component in any technical training provided by Programmes; any staff induction training will include a component of disability awareness; Staff will be trained on guidelines for mainstreaming disability in UNRWA 10

activities; Persons with disabilities will continue to receive needed assistive devices under Goal 1, either through direct service delivery or referral; consistently implement disability-friendly standards for UNRWA Offices, shelter rehabilitation and all new constructions in line with the construction norms. Neonatal screening for congenital diseases and vision and hearing screening of school children will allow early detection, and treatment to prevent disability Environment: Jordan is one among the water poorest countries in the world. The sustainability of human development in Jordan is dependent on the availability of secure, adequate and clean energy sources which is threatened by the decline in both the quantity and quality of water resources. Jordan heavily relies on fossil fuel to meet its energy needs. High government subsidies are being progressively and rapidly removed. In 2012 Jordan Field introduced Green Initiatives on a pilot basis to be in line with UNRWA commitments to the UN environment agenda as well as to reduce the burden on the General Fund by achieving operational efficiency in consumption of energy and water. Jordan Field will continue scaling up the Green Initiatives to cover Area Offices, health centres, VTCs, and new school buildings. It will lead in implementation of design and construction of buildings in an environmentally sustainable way. Likewise solar water heating systems will be piloted in health centres and Schools, and use of gray water will be expanded to other installations after successful piloting in a few schools. 11

4 Human Development Goals GOAL ONE: A long and healthy life Results from the 2012-13 Biennium Across 2011, the Health Programme continued to provide comprehensive primary health care to 1.075 million Palestine refugees through 24 health centres, four school health teams, three upgraded/extended centres and four Mobile Dental Teams. There was a 25,000 patient (2.25 per cent) increase from 2010. The increase in part accounts for the increasing economic hardship in Jordan which forces Palestine refugees to rely on UNRWA services instead of other health providers. The average expenditure per beneficiary in the health programme was lowered by 8.25 per cent over the same time period through cancelling supplementary feeding for pregnant and nursing mothers and more rational use of drugs. In 2012-13 the quality of UNRWA s Health Services has been maintained and in some cases, improved. In 2012 the average daily medical consultation per medical officer declined by nearly 10 per cent from 95 (2011) to 86. Despite the improvement the rate still remains above target, due to the low medical staff/population ratio. Progress in NCD screening exceeded the targets for both males and females on all accounts. Patients with Diabetes Mellitus have control rate of 51.15 per cent compared to the target of 30 per cent. Increased detection rate is a result of multiple activities but it is a serious concern that NCD cases are increasing both in number and complexity across the country and the region. The antibiotic prescription rate declined 3 per cent from the base line and 1 per cent below the target as a result of staff training, beneficiary education as well as better monitoring of rational drug use. At the end of 2012 incidents of stock rupture in medicines were eliminated as a result of effective management of supply, demand and expenditure. Family Health Team approach and e-health modules are being implemented at 6 (25 per cent) 12 health centres. Work on the Emergency Preparedness Plans will be completed in 2013 in coordination with HQ and other Fields. The negotiations over the Ministry of Health (MoH) request for a large price increase for hospitalization has led to a decrease in the number of referred cases from health centres to MoH hospitals. Negotiations on this will continue in 2013-14. The number of women enrolled in preconception care reached a cumulative total of 3174, which was 3 per cent higher than the 2012 target. On the other hand, the percentage of women attending four ante-natal visits and postnatal care is less than the baseline and far from the biennium target. The precise reason(s) for this situation will be identified in 2013 in collaboration with HQ. Linked to this, the number of family planning acceptors has exceeded the target of 41,131 by almost 4 times. The achievement is due to the effectiveness of counselling and health education services. Medical staffs from a total of 9 of the 24 HCs staff were trained on GBV referrals in 2012. No vaccine preventable outbreaks were reported as a result of high vaccine coverage, good environmental health services, favourable hygiene, and awareness among refugee population. Expanded Programme of Immunization is continuing and reached the coverage rate of 98.99 per cent which is 0.03 per cent above the target. A study on solid waste management (SWM) was conducted to identify means of improving the service. A shortage of sanitation labourers continues to be an issue in a few camps, as is user behaviour in respect of waste disposal services. There has been an improvement in the detection of tuberculosis as six incidences against the target of 5 were detected and reported. It suggests that the TB

prevalence is on the rise among the refugee population, though still very low. To improve the quality of and access to health services, Jerash Health Centre was extended and remodelled for e-health. E- health is has been expanded to 6 HCs as per 2012 plan. Expected results for 2014-15 In 2014-15 the Jordan Field will maintain outpatient services, including laboratory, radiology and physical rehabilitation services. Medical supplies will remain a nocost service to the refugees. For oral health, the priority will be prevention through fluoride, health education and preventive dentistry, in order to eventually reduce the need for curative treatment. The Agency will maintain the service of partial reimbursement of hospitalisation care at Government hospitals and managing implications of the reduced but still significant Ministry of Health price increase to public hospital charges, while also focusing on the treatment and control of NCDs such as diabetes mellitus, hypertension and cardiovascular diseases. Primary prevention of NCDs is critical to avoid more expensive treatments and interventions. Primary prevention consists of promoting a healthy lifestyle and increasing knowledge among the community about the risk factors associated with chronic diseases and the importance of active screening, early detection and timely management. The prevention of communicable diseases will be prioritized through immunization, and disease surveillance. Comprehensive health care for women of reproductive age will continue to focus on the provision of preconception care, antenatal care and post-natal care, family planning services and treatment for sexually transmitted diseases. Infant and child health care will be maintained including the provision of hearing screening, hearing aids, neonatal screening for congenital diseases to prevent disability, and vitamin A supplementation. The environmental health programme will continue to ensure water quality, solid waste management, vector control, the maintenance of school 13 sanitation, and increased community awareness around environmental health concerns in all camps. The quality and efficiency of health service will be improved by influencing healthcare-seeking behaviour through health education and community participation. Education and awareness will focus on the best use of health services and rational use of drugs. As part of on-going reform, E-health will support improved health management and will be rolled out to 16 health centres. The Appointment System will be expanded to all health centres and the decentralisation of budget expenditure management to the health centre level will be scaled up based on 2013 success. All current health centres will be maintained to ensure the safety of heath-care seekers and subject to the availability of funds, some of the rented premises will be replaced with permanent structures. Implementation Summary for 2014-15 UNRWA s medical services in Jordan are staffed by a total of 717 medical professionals, including 113 doctors (both general practitioners and specialists), 30 dental surgeons, 267 nursing staff, 133 paramedical staff, and 174 support staff. Bearing in mind financial constraints, the priorities outlined for 2014-15 will be implemented through the Family Health

Team (FHT) approach and in cooperation with the Government of Jordan. The FHT approach will be expanded to all 24 health centres by 2015 subject to availability of funding. Staff training, communication with the beneficiaries and community, and enforcement of the appointment system will be carried out by health teams at the Field and health centre level. FHT and e-health system will be funded and supported from Headquarters and Jordan Field Project fund mobilization efforts. Cost centres will be established for all health centres for gradual decentralization of budget and expenditure management. GBV will be tackled by continuing close coordination with and extending support to other GBV programmes and projects, and in the training of doctors and nurses from all health centres. The Agency will maintain close cooperation with the Jordan Government s Ministry of Health for implementation of Expanded Programme on Immunization, family planning support and TB management for Palestine refugees. Vaccines and contraceptives will be received from the Ministry of Health. The Ministry of Health continues to offer secondary and tertiary hospital care services and support UNRWA in referral of clients for hospital care. UNRWA will continue to participate in the Higher Council of Health thus allowing UNRWA to ensure that the requirements of the Palestine refugees are considered in national health policy planning and decision-making. The Agency will pursue, through on-going and pipeline projects for construction of health centres and in close coordination with Field Engineering and Construction Services Department, environmental friendly and operationally efficient Green Approaches focusing on energy and water efficiency to fulfil UN commitments and to achieve savings in health centre costs. In relation to this, solid waste management will be strengthened through the reorganization of the current workforce and improved working conditions for Sanitation Laborers. As part of this, an expert will be engaged to review the current solid waste management system with the aim of implementing a pilot project to be gradually rolled out over all camps where UNRWA is responsible for this work. 14

GOAL TWO: Knowledge and skills Results from the 2012-13 Biennium In the 2011-12 academic year, the Education Programme provided 119,671 children with access to elementary and preparatory levels of education through 172 administrative schools. 40 (23 per cent) of these schools were in rented buildings; 156 (90.7 per cent) were double shift schools. The student population and the programme expenditure per student went down by 2.13 per cent and 4.69 per cent, respectively compared to the previous academic year. The proportion of students from Social Safety Net families remained the same as the base line at 6 per cent against the target of 4 per cent. In 2012 male drop-out rates for elementary and preparatory levels decreased while female drop-out rates increased. The disparity warrants an investigation to analyze the causes and identify solutions. Collecting reliable and accurate data on drop-outs was not possible due to the lack of proper understanding of drop-outs ; training is being conducted in 2013 to address this. Male student survival rate to the end of basic education was 88.37 per cent and the rate for female was 85.13 per cent; the rate for girls was more than 2 per cent below the target. To further address issues of female drop-out, a study of early marriage is being conducted in 3 camps, the results of which will be integrated into programming for 2014-15. The average pupil-teacher ratio for elementary grades improved at 1:22.8 in comparison to the target of 1:24. Likewise, the ratio for preparatory grades improved at 1:28.4 in comparison to the target of 1:29. In 2012, the student to teacher ratio improved by almost 1 per cent compared to the 2011 average. Progress in school infrastructure improvement work was satisfactory. Funds for construction of a replacement building for Nuzha School was secured; Jerash Preparatory Boys School for Grade 8 to 10, built by an NGO Manshiat Bani Hashem, is ready for takeover by UNRWA; Construction of the multipurpose Swiss wing at Baqa'a Preparatory Girls School No 1 and 2 is on- going. Funds for expansion of Husn Boys School and Husn Girls Schools were secured and preliminary designs and bid documents are ready. In addition, eight schools were comprehensively maintained. The number of rented school buildings remained unchanged due to funding scarcity and lack of available land. The 3rd round of Unified Tests were conducted for grades 1-10 in all school subjects in December 2012. As is common, UNRWA students performed better in the Government of Jordan s annual test. Effective preparation, production and administration of Unified Tests has motivated teachers, students and parents and encouraged administration of the test on a yearly basis. The Human Rights, Conflict Resolution and Tolerance Programme policy was launched and disseminated to schools in October 2012. The training on the Programme was completed by 62 education specialists, 172 Head teachers, 142 Assistant Head teachers, 12 School Counsellors and 70 teachers constituting 10 per cent of the targeted 20 per cent of staff. As part of the in-service teacher training programme, four one-year training courses are being provided to 214 new teachers, teacher counsellors and head teachers. Likewise, 250 teachers and local community members were trained on GBV Concepts and Referral System. Expected results for 2014-15 In 2014-15 the Jordan Field will continue to provide basic education (grades 1 to 10) to approximately 116,000 students through 172 schools while also seeking to improve its quality. In doing this it will use limited funds and capacities to replace the worn out textbooks, start addressing student dropout and transfers, and ensure access to education in an environment conducive to learning by maintaining, upgrading and replacing dilapidated and inadequate schools. UNRWA will seek to address the diverse needs of students through the framework of inclusive education and will gradually extend, within the broader 15

framework of the education programme reform, the move to generalist class teachers from the 3rd grade to the 4th grade. Student parliaments will be harnessed to foster inclusive decisionmaking and student involvement. In addition the quality of education will be addressed with reference to changes required under education reform. Implementation of Human Rights Conflict Resolution and Tolerance (HRCRT) policy and Leading for Future strategy will continue. In-service training will be provided to newly appointed teachers, head-teachers and education specialists through EDC, in addition to offering specialised courses on health and counselling. The Agency will address the increasing demand for quality teachers and job opportunities among Palestine refugees through implementing parallel programmes in FESA as per agreed guidelines. The Unified Test system will be strengthened and the practice of implementing tests twice a year will continue, in addition to revising analysis procedures. The Agency will meet Higher Education Accreditation Commission requirements and will seek to accommodate the needs arising from increased number of students by expanding FESA facilities with no cost to General Fund. To monitor the results of this a new performance evaluation system for teaching staff will be implemented and the Monitoring of Learning Achievement system will be rolled out, following up on analysis and taking corrective measures where needed. The Jordan Field will participate in the development and implementation of an Agency-wide General Education Management Information System (EMIS). As needed, UNRWA will continue to provide Education in Emergency for PRS, addressing issues of equity in and access to education as well as child protection through education. However, since many of these initiatives are part of the reform initiative or outside of UNRWA s core services, they will be implemented subject to receipt of adequate funds. Implementation Summary for 2014-15 UNRWA s Education Programme is the largest programme in Jordan with 66 per cent share of the total Field Office budget. It employs 4826 staff for design and delivery of basic and teacher education services. The Jordan Field will strengthen collaboration with UNRWA s Headquarters Education Department to draw on available technical capacities necessary for effective implementation of the above mentioned education reform initiatives. Quality enhancement will be achieved by re-defining the roles, responsibilities and relationships between head teachers, assistant head teachers, education specialists, area education officers and student and the community at large to improve the school management and the responsiveness to the needs. Head teachers will be trained to lead schools effectively and all teachers will be trained in HRCRT teacher toolkit. In-service teacher training courses will be provided to education staff in collaboration with Teacher Development and School Empowerment Unit at UNRWA Headquarters. The courses will be monitored by the Education Development Centre. The Education Programme will also study the feasibility of extending generalist class teachers to the 4th Grade in collaboration with the Jordan Field Human Resource Office and the Headquarters Education Department. The FESA will continue to be relied on to meet the increasing demand for quality teachers 16

and job opportunities among Palestine refugees. Currently, it serves about 1200 students, 90 per cent of whom are females, enrolled in Class Teacher, Arabic & English specialties. To address the underrepresentation of male students, FESA will amend admission criteria with a view to achieving a gradual balance between male and female ratio. Effective response to the educational needs of the PRS children will be met by continuously strengthening staff capacities, delivering education through UNRWA schools from non-gf funds. Moreover, it will pursue collaborations with international and national NGOs and government bodies to address issues related to early marriage, reproductive health, psychosocial support, scholarships, etc. Most importantly, in order to remain focused and results oriented as well as to better manage time of education staff at all levels, the Education Programme will seek and accept external financial and material assistance, including I/NGO projects, which directly support implementation of FIP. 17

GOAL THREE: A decent standard of living Results from the 2012-13 Biennium In 2011, 56 per cent abject poor and 44 per cent churning poor categories benefitted from food and cash assistance. The average cost indicates an increase in the cost of ration delivery by over 21 per cent, mainly due to global increase in the food prices and also staff cost increases. In 2011, the Programme could not enrol 800 abject poor families who were on the waiting list. As of December 2012, 15,037 families comprising 58,058 persons were enrolled in the Social Safety Net Programme (SSNP). The RSS programme managed to transfer 2,663 unutilized rations from West Bank to Jordan meet the increasing demand on the SSNP. Moreover, the Programme is successfully targeting the abject poor among the refugee population through the closure of SSN cases classified as churning poor class 3 or not poor. In 2012, a total of 500 churning poor class 3 families were closed, allowing entry of new abject poor families into the SSNP. In addition, a total of 324 Palestinian families fleeing from Syria comprising 1,502 persons were enrolled in the SSNP. Cash distribution via Jordan Postal Company was extended to all 4 areas in Jordan, following a successful pilot in Suf and Jerash camps with a view to giving refugees more choice over when to collect rations and spend less time queuing. In total, 15,014 families were referred to 98 post offices to receive their cash subsidy. It is worth noting that some SSN families raised concerns regarding this new mechanism as they have to collect their food and cash subsidy from two different places. The Relief and Social Services Programme will conduct an assessment of the effectiveness and benefits of this mechanism in early 2013. One of the main challenges facing the Relief Programme is the limited ceiling available for the SSNP. Despite the transfer of 2,663 rations to Jordan field from West Bank field, there are more than 3,500 families on the waiting list for the SSNP. Another challenge facing the RSSP is the Social Workers case load. At the end of 2012, each SW had 295 active cases, excluding new applications. In addition, the Syria Crisis has added extra workload on them affecting their ability to provide quality services. Discussion on the need to increase the number of social workers to meet the normal caseload of 200 cases per SW is taking place. The impact of economic shocks was mitigated by providing selective cash assistance to 487 persons from SSN and non SSN families. In addition, RSS staff facilitated the provision of US$12,818 which was provided through individual donors as well as other in-kind assistance to other SSN families. The need for selective cash assistance is increasing while the allocated budget remains the same. The biennium target for the overall percentage of male graduates working or continuing their studies has exceed by 3 per cent (94.9 per cent) whereas the progress in case of female graduates (80.5 per cent) is 5.5 per cent behind the biennium target. Access to technical and vocational training for SSN students increased by 3.1 per cent as a result of the 25 per cent quota introduced in Jordan to address poverty. The quota was not fully met due to few applications from SSN category. Out of the 43 courses offered by two VTCs, 18.6 per cent (8 courses) are following the CBT approach, ahead of the target by 3.6 per cent. An initiative to track all VTCs graduates who have changed their contact numbers and were unreachable has commenced. The percentage of unreachable graduates was 8 per cent which is 2 per cent below the critical edge. The Community Managed Fund successfully extended financial services to refugees in 2012 by providing 1513 small loans helping refugee families to meet a variety of needs such as health care, education, home improvement, essential electronic devices, etc. The Fund successfully maintained a 96 per cent repayment rate with zero defaults since 18

2010. The Micro Credit Support Programme disbursed 76 loans with a total value of $81,695. The improvement of urban environment is dependent on project funding and therefore none of the common indicators related to it were met in 2012. However, additional project funding was raised and progress will exceed the target of 60 by the end of the current biennium. Preparation for rehabilitation of 6 shelters in Jerash and, 55 shelters in Husn Camp and Talbieyh Camp is in process. Talbieyh Camp Improvement Plan was prepared in 2009 and Husn Camp Improvement Plan is in final draft stage. On the basis of the plans 7 socio-economic projects 4 in Talbieh and 3 in Husn - were implemented as well as formation of two NGOs, one in each camp, to facilitate development in the camps. Expected results for 2014-15 In the 2014-15 biennium the Jordan Field will focus its support under Goal 3 to the provision of relief, the upgrading of shelters, the provision of skills and employment, and microfinance. However in delivering social services, the Agency is severely limited in the distribution of food ration and cash subsidies to the most vulnerable refugees because of funding constraints. Moreover, uncertainty in continuance of donor has compounded the problem. Nonetheless, 19 the agency plans to continue to implement the Social Safety Net (SSN) methodology, shifting from a status-based to a poverty-based approach targeting the abject poor among the poor refugee population. Substantial re-targeting of resources to the very poorest since 2012 will be continued by following the proxy means testing formula. The aim is to reach 100 per cent of the abject poor population in the SSN programme, subject to the availability of funds. In response to emergency needs the Jordan Field will provide small one time selected/emergency cash grants to all families who become highly vulnerable due to socio-economic shocks. Set criteria will be applied in the identification of these families. Vulnerable refugee families will be provided with family and child protection services as needed and RSSP will continue to coordinate and support planning and delivery of various services for Palestinians displaced from Syria to Jordan to reduce their vulnerability and restore their dignity. Rehabilitation works will target shelters in the Jerash, Husn and Talbiyeh camps, and greening will be piloted through test Rain Water Harvesting Systems and Solar Water Heating systems in Jerash Camp. UNRWA Headquarters will concurrently develop and finalize procedures for the implementation of rehabilitation self-help projects. The improvement of the relevance of TVET through labour market studies and competency-based training will be a priority, while courses that are not in demand will be phased out and integration of life skills components in the training courses will be scaled-up. Collaboration with the SSN programme will target those eligible for SSN for TVET courses. An environment will be created whereby TVET instructors are encouraged to periodically return to the market to maintain up-to-date skills and the programme will seek partnerships with private sector companies and regional governments to increase financial sustainability and expand job placement opportunities. TVET course will continue to be provided through two training centres

in Jordan and safe dormitory services will be maintained for female students from remote areas. [Microfinance to be added in the next draft] Implementation summary for 2014-15 In implementing the RSSP programme the Agency will improve targeting mechanisms to reach the maximum number of abject poor by closing SSN cases classified as churning class 2 & 1, to incorporate the pending abject cases into the SSNP. It will also seek to reduce the effects of family crisis, such as the death of the family breadwinner, or medical emergency, through emergency cash assistance to ensure that poverty does not cross generations and become endemic. The capacity of social workers will be enhanced to better identify refugees needs and assist them, especially the churning poor, out of poverty. Linked to this, a review of the role of social workers will be undertaken on a pilot basis in Marka camp to enable them to engage in more holistic refugee case management. An integrated approach to service delivery will be promoted through improving crossprogramme collaboration. In this regard UNRWA will continue to build on the successful initiatives of 2012 and 2013 such as linking TVET programming with SSN students to support SSN families to break the cycle of poverty; supporting TVET and FESA to collaborate in meeting the poverty based admission target set to break the poverty cycle faced by the target households, and continuing to work with rehabilitation teams to ensure targeting of shelters of SSN families as the priority. In addition, female headed households will be prioritised for the introduction of solar power and enhanced water facilities. TVET will utilize the Amman Training Centre and the Wadi Seer Training Centre for trainings, both of which provide boarding facilities for students coming from remote areas and SSN families. To support these students, complementary personnel will be hired to deliver quality Placement and Career Guidance services. Funds permitting, counsellors will reach out to youth who have not completed basic education to encourage them to gain accreditation. UNRWA will partner with UN Agencies to advocate removal of pervasive socio-cultural barriers faced by women willing to enter into job market. Operational savings will be sought through enhancing efficiency and, possible, the piloting of green approaches. 20

GOAL FOUR: Human rights enjoyed to the fullest Results from the 2012-13 Biennium A 2011 assessment of the degree of alignment of Jordan Field programme with the five common protection standards showed 31 per cent alignment, which exceeded the biennium target of 30 per cent but remained below the Agency Target of 50 per cent. A 2012 assessment of the degree of alignment with protection standards showed that programme alignment has noticeably improved. In fact, Jordan Field achievement is 2 per cent greater than the target. Whilst Education and Health Programmes alignments with the minimum protection standards has increased significantly, RSSP improvement is marginal. It is acknowledged that the nature of RSSP s work (food distribution, social work, registration) is likely to score lower on the standards because the programme has been facing acute financial shortage to provide/maintain various vital services to the refugees. Area Protection Working Groups continue to implement their Action Plans. Whilst some delays in implementing Action Plan activities have occurred, all APWGs have to date implemented the majority of activities contained in their theme-specific action plans in addition to other protection-related activities. 2013 APWG action plans are finalized and are being implemented. A Capacity Assessment Tool was successfully implemented covering all Community Based Rehabilitation Centres and Women s Programme Centres. The assessment shows that CBO s have exceeded the 70 per cent target set for the level of performance against management, technical and financial standards by 8.5 per cent. The efforts of Local Administrative Committees in addressing a number of weak areas identified during the pilot implementation of CAT in January contributed to positive achievement. CBOs have prepared their Annual Action Plan for 2013 as per Capacity Assessment Tool. Seven CBOs successfully forged partnerships with different external organizations resulting in financial and technical support of USD160,400 thus increasing the pool of resources and allowing them to introduce 6 new services benefitting people with disability. Absence of a legal framework with clear governance and accountability structures of CBOs has been a major hurdle in improvement of collaboration. CBRCs served 11,277 refugees with disabilities through home visits, home modifications, therapy and recreation programs for all types of disabilities, assistive devices, referral services, etc. In addition, 23,579 women and children, including 1,938 youth, benefited from a range of services provided by the WPCs. In spite of escalating crisis in Syria resulting in an increase in the work load on the registration staff in Jordan, refugee registration has been a success. 67,472 applications were processed in 2012 and 67 per cent of them received Family Registration Card. Progress exceeded the biennium target by 7.56 per cent. The updating of refugees address details is progressing as planned - 104,349 address records of families have been updated and all applications were processed with no pending cases. The data cleaning exercise scrutinized around 1,038 family records on RRIS resulting in 634 corrections and assignment of the same number of new family registration numbers. Moreover, a notable progress in the cleaning of migrated data of 28,621 individuals has been processed out of the target of 36.000. The pilot joint initiatives between RSSD and Health Dept at Jabal Hussein Health Clinic where registration transactions are processed directly by assigning a Registration Clerk to the clinic have expedited refugee registration process. Plans for the replication of this initiative in other health clinics are under consideration. 21

Expected results from 2014-15 UNRWA will continue to strive for higher programme alignment with the Agency Protection Standards while advocating for the rights of PRS and the easing of restrictions on job opportunities for Ex-Gaza Palestine refugees to help break poverty cycle. Scholarship programmes will target UNRWA s most vulnerable refugees, including Ex-Gaza Palestine refugees. Throughout the biennium UNRWA will continue to develop its relationship with Community Based Organizations. However, the absence of a legal framework to guide UNRWA s relationship with the CBOs with clear governance and accountability systems is likely to remain a major challenge. Jordan Field is working on finding a proper resolution for the CBOs legal status by involving all CBOs and the concerned government departments. In addition, the programme will work on the following results for 2014-15: Further building the capacity of CBOs to deliver quality, sustainable social and financial services to refugees. Providing vulnerable refugees (SSN, women, persons with disabilities, youth and Ex-Gaza Palestine refugees) with Community Managed Fund loans to improve their socio-economic conditions. Reviewing the role of Community Development Social Workers to better focus on integrated social interventions. Refugee registration will continue as a key safeguard for a vulnerable population that would otherwise be made even more vulnerable. In this regard, UNRWA will continuously update the registry archives. A Case Management Approach will be institutionalised, building a strong referral network to provide refugees with integrated social interventions related to health, education and social security. Registering Palestine refugees arriving from Syria to provide access to protection and emergency services is likely to continue in 2014-15. Implementation summary for 2014-15 The delivery of social services and protection will rely on close and continued cooperation and coordination with local NGOs and CBOs both inside camps and outside of camps. The capacity needs of these partners will be identified and where possible, training will be sought or developed to fill these gaps. A new approach to service delivery to the refugees will be pursued through integrating family and child protection interventions and reviewing roles of the Community Development Social Worker and Relief Social Workers by drawing on the experience of Family and Child Protection Pilot Project in Marka camp. Additional staff capacity will be built from emergency response projects. In addition, the UNICEF assisted Family and Child Protection Project will be implemented to refine UNRWA s approach to social services and protection. 22

GOAL FIVE: Management and support services Results from the 2012-13 Biennium In 2012-3, the Jordan Field focused on delivering quality support services to its current programming to ensure effectiveness and efficiencies. To maintain the level of programming it succeeded in mobilizing resource for projects, exceeding the annual target by USD 8.0 m by reaching USD 9.49 m. To support better planning and results based management, the initiative to translate the FIP into operational plans started with 4 programmes in 2012 and expanded to cover all 5 components for 2013. In turn, financial operations were smooth in supporting implementation without notable glitches. Jordan Field undertook action on the 2011 Audit Observations and the Audit Team from the UN Board of Auditors were fully satisfied with the quality of financial control and timely and accurate information provided to them. Through increased oversight, monitoring and enforcement as well as the implementation of number of plans, operational expenditures were lowered on services such as electricity, landline phone and cell phones. An institutional discount of 20 per cent was secured for UNRWA s landline services. In line with the UN commitment to the protection of the environment, UNRWA MTS and achievement of operational efficiency, a pilot energy saving project replacing ordinary lights with LEDs indicated mid-long term reduced monthly utility expenses. A study on solid waste management is near completion. It will allow preparation of short, medium and long term strategies to manage solid waste in camps in a more efficient way. Land was secured for the new Jabal Taj school to replace 5 rented schools, and an interested donor was identified. Amidst budget reductions, budget and expenditure management has allowed for acquisition of school furniture and equipment, particularly computers for a number of schools. Procurement, warehouse and distribution teams implemented a new Fixed Asset 23 Manual and related bar-coding system. Stock-outs due to delays of international shipments were covered on short notice by initiating local purchases of the respective quantities. PLD maintained its distribution schedule throughout the reporting period. Implementation of the new fleet control software applications is scheduled to take place in early 2013. Development of Minimum Operating Security Standards, Minimum Operating Residential Security Standards and Security Risk Management was completed. The Emergency Response Plan including Business Continuity Plan, the draft Mass Casualty and Casualty Evacuation Plans are completed and under final review. The Jordan Field Building Evacuation Plan and the Standard Operating Procedure for access control were finalized and an SMS alert system is in place with Camera Surveillance System being installed. A total of 297 installation heads and managers were trained in basic safety and security. As a result of improvements in recruitment planning, follow up and selection schedules, Jordan Field achieved 50 days average recruitment against the target of 90 days at the end of 2012 Sixty-eight percent of staff completed the new results based performance evaluation and implementation of the Online Ethics Training is no-going during 2013. Teacher recruitment rate was at 98.05 per cent against the baseline of 98 per cent. Some delays were encountered due to difficulty in attracting fully qualified candidates and Union negotiations on the new norm for class formation. Vacant posts were filled with daily paid staff at interim to ensure smooth operation of academic calendar. Number of female staff in Grade 16 and above declined from baseline of 23 per cent to 18.75 per cent due to retirement. Limited number of vacant posts in G16, shortage of female candidates and prevailing socio-cultural mind-set are key hindrances to success. As the response to the Syrian crisis has demanded considerable time and effort,

programmatic responses are largely in place but access and protection for PRS remains a vast problem. Expected results from 2014-15 The support services of the Jordan Field will work together to ensure efficient, consistent and effective systems are in place to enable UNRWA s programming. The Director s Front Office will provide effective operational leadership and advocacy for funding for the Field s operations, including its response to the Syria crisis, as well as lobbying on protection issues for PRS. Cost-efficiency measures will be championed, including for environmentally friendly initiatives. Results Based Management, planning, monitoring and reporting processes will be prioritized and strengthened, with a focus on monitoring delivery against this field implementation plan. A system of career management and succession planning will be introduced. The Finance team will continue to ensure that prompt and accurate payments of claims and settlements are made, and will manage the Field Quarterly Budget review process. It will additionally focus on the implementation of the Enterprise Resource Planning system. The Administrative Department will improve effectiveness and efficiency of property management function, strengthen management of rental leases, and continue to implement cost-effective Green interventions in all UNRWA installations according to an agreed plan. New and cheaper communication technologies will be sought to meet increasing demand and budget constraints, while inventory records will be maintained using the new bar-coding system. The Information Services Department will ensure the smooth operations of all ICT equipment, safeguard the system from all kinds of risks, and continue to support department reforms related to computer based information systems. Procurement and logistics team will focus on the continued provision of appropriate goods in a timely and cost-effective manner with an increased focus on supplier selection and better 24 communication with client departments. It will seek to increase the pool of registered, qualified and local supplies in order to allow for a wider selection, more competition and greater value for money. Medical warehouses will be extended and cold chain facilities will be replaced to accommodate basic requirements in terms of best practices and WHO standards in the management of medicines and medical items. The creation of physical space will allow, for example, temperature controlled storage, first expired first out policy and batch tracking. The Engineering and construction team will continue to provide quality routine and planned maintenance of 208 installations by prioritizing maintenance works for Agency installations to match the constraints on maintenance budget. The Human Resources Office will implement the human resources modules of the ERP by facilitating smooth transition to the new human resources business procedures; and ensure efficient recruitment and deployment of staff while improving gender balance in senior positions. The legal office will advise Front Office on legal issues to promote compliance and mitigate risks as well as collaborate with HR Office to ensure personnel related disciplinary or administrative actions are in conformity with the Agency regulatory framework and UN jurisprudence. Security risk management and maintaining the safety and security of UNRWA personnel, premises and assets will be mainstreamed throughout the Agency s operations by, inter alia, having emergency preparedness in place, monitoring and reporting incidents and taking measures to mitigate risk, as outlined by UNRWA s Framework of Accountability. Implementation Summary for 2014-15 In implementing these results the Support Service teams at the Jordan Field will utilize lessons learned and key strategies. Many of these will remain similar to operations from 2012-13. However some approaches and changes are worth highlighting. To support UNRWA s protection mandate, and its functions for Palestine refugees the Jordan Field Front Office will continue to

strengthen understanding and rapport through periodic direct contacts with refugees and government officials; regularly participating in UN Country Team meetings and events and enhance UNRWA participation in issues that concerns with the interest of Palestine refugees. It will foster its working relationship with the Department of Palestinian Affairs through frequent dialogue and by ensuring the sharing of information of relevant key issues and build relationship with new international and local partners and donors. Legal office team will provide sound legal analysis and advice on matters of privileges and immunities and contractual provisions; deal with staff and beneficiary protection issues as well as conduct investigations on alleged cases of misconduct. It will maintain good communication with HQ Department of Legal Affairs on legal matters. Communication with external parties will be strengthened by regularly highlighting work of Jordan Field through audio-visual, broadcast and print media as well as through the Internet and social media. This work will be linked to resource mobilization for the delivery of core services and additional needs such as those related to PRS. Finance Office will ensure effective implementation of ERP System and support the Front Office in managing the budget and expenditure in the most efficient manner. Budget reviews will be linked with the RBM System to the extent Financial Management System allows for it. The Procurement and Logistics Department will intensify dialogue with the client departments in order to enhance transparency in the procurement process, to receive complete product specifications and requirements as well as to improve supplier identification/selection process. Web tools will be utilized for tendering and supplier contacts, including international suppliers in local tenders and considering environmental aspects as selection criteria for the procurement of goods and services. close coordination and communication with concerned departments, and by outsourcing a number of tasks to achieve cost and operational efficiency. The Administration Department will train staff in the use of new systems (e.g. fleet management and bar coding software), while continuing to coordinate with the Government of Jordan to identify land to construct purpose-built schools to replace the rented as well as the double-shift schools. Information Service Department staff will keep the information structure up-to-date and secure for smooth operation of Jordan Field, and provide efficient technical support service to the satisfaction of staff. HR Department will seek to strengthen the knowledge and skills base of line managers as per the Fields priority needs. Open communication with hiring departments and guidance on recruitment function will be provided, and all stages of recruitment will be closely monitored. HR staff will be fully prepared for ERP module and the necessary support will be acquired from ERP/HQ team to address the practical issues. In addition, gender disparity will be addressed by increasing the number of female applicants, sensitising the recruitment team to the UN s commitment to gender equality, and working with HQ on strategies necessary to achieve the aim. In its application of security structures, the Security team will prioritize risk management, strengthen field emergency preparedness and response, ensure compliance with UNRWA standards, and work with the Human Resources team to ensure that 5 per cent of its security personnel are female. Engineering and Construction Service Department will execute routine and planned maintenance work by ensuring 25

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. and operations in programme/project cycle management. 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 semiannual 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 Harmonised 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 Harmonised Results Report is produced in accordance with the Aid Effectiveness Agenda and the Principles of Good Humanitarian Donorship. The Programme Support Team, comprising Field Programme Support Officer, Project Development and Coordination Officer, and Planning Monitoring and Reporting Officer supported by an assistant will continue to strengthen the programmes 26

Annexes: Integrated Monitoring and Budget Matrix Financial Performance by Resources (Staff costs and Non-Staff Costs) Consolidated list of projects Risk Register 27

Annex 1: Integrated Monitoring and Budget Matrix Monitoring of Results Budget USD (2014-15) Intervention Logic 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 1.1.b) Level of satisfaction by direct users with newly constructed and/or upgraded HCs 85.64 80.00 95 1.1.c) Average consultation time per doctor 2 4 Output 1.1.1: Family health team and general outpatient services improved 1.1.1.a) Antimicrobial prescription rate 26 25 1.1.1.b) Percentage of preventive dental consultation of total dental consultation 23.37 30 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 6 24 Output 1.1.2 Access to 1.1.2.a) Total number of hospitalization (secondary and tertiary) hospital care ensured 14,481 22,000 Output 1.1.3 Health management support 1.1.3.a) Percentage of health centres implementing at least one e-health module 25 100 strengthened Output 1.1.4 Drug 1.1.4.a) Percentage of HCs with no stock out of 12 tracer items management system 92.71 100 in place Output 1.1.5 1.1.5.a) Percentage of HCs with emergency preparedness plans Emergency in place preparedness 0 100 planning Output 1.1.6 Health 1.1.6.a) Percentage of upgraded HCs meeting UNRWA's 100 100 28

centres infrastructure infrastructure security, safety and accessibility standards against improved number of all upgraded HCs in the biennium SO 2 Protect and promote family health Outcome 2.1 Coverage and quality of maternal & child health services maintained & improved Output 2.1.1 Comprehensive MCH services delivered Output 2.1.2 School health services strengthened SO 3 Prevent and control diseases Outcome 3.1 Coverage and quality NCD care improved 2.1.a) Percentage of pregnant women attending at least 4 ANC visits 81.51 85 2.1.b) Percentage of 18 months old children that received 2 doses of Vitamin A 98.95 99.5 2.1.1.a) Number of women newly enrolled in Pre-Conception Care programme 2.1.1.b) Percentage of women attending PNC within 6 weeks of delivery 3,174 8062 85.16 87 2.1.1.c) Number of continuing family planning acceptors 39612 45843 2.1.1.d) Percentage of HCs with at least one clinical staff member trained on detection and referral of GBV cases 37.5 100 2.1.2.a) Diphtheria and tetanus (dt) coverage among targeted students 98.09 99 3.1.a) Percentage of targeted population 40 years and above screened for diabetes mellitus 3.1.b) Percentage of patients with diabetes under control according to defined criteria 8 10.5 12.6 30 Output 3.1.1. Appropriate management of NCDs ensured 3.1.c) Percentage of patients with hypertension under control according to defined criteria 3.1.1.a) Total number of new NCD patients in programme (DM, HT, DM+HT) 3.1.1.b) Total number of NCD patients in programme (DM, HT, DM+HT) 57 60 6,983 15,783 69,627 74,981 3.1.1.c) Percentage of NCD patients coming to HC regularly NA 84 29

with appointment 3.1.1.d) Percentage of late complication among NCD patients 9 10 Outcome 3.2 Communicable diseases contained and controlled Output 3.2.1 Prevention and control of communicable diseases maintained Output 3.2.2 Environmental health services and environmental infrastructure maintained/improved 3.2.a) Number of EPI vaccine preventable diseases outbreaks 3.2.1.a) Percentage of 18 months old children that have received all EPI vaccinations according to host country requirements 0 0 98.99 99.5 3.2.1.b) Number of new TB cases detected 6 9 3.2.2.a) Percentage of shelters connected to UNRWA/Municipal water network 3.2.2.b) Percentage of shelters connected to public sewerage network 3.2.2.c) Percentage of solid waste collection points free of home flies [field specific] - - - - 80 80 3.2.2.d) Percentage of camp shelters treated for cockroaches infestation [field specific] 3.2.2.e) Percentage of camp shelters treated for rats infestation [field specific] 5 5 4 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 8.08 7.50 4.1.b) Cumulative drop-out rates for preparatory female 9.77 9.00 4.1.c) Cumulative drop-out rates for elementary male 2.42 2.00 4.1.d) Cumulative drop-out rates for elementary female 3.67 3.00 4.1.e) Survival rate to the end of basic education male 88.37 89.00 4.1.f) Survival rate to the end of basic education female 85.13 85.75 4.1.g) Internal efficiency of the education programme 0.86 0.88 30

4.1.h) Level of satisfaction by direct users with newly constructed and/or upgraded schools 95.00 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 22.8 22.50 4.1.1.b) Pupil-to-teacher ratio for elementary education 28.4 28.00 4.1.1.c) Input unit costs in the education programme (disaggregated by rented schools, small isolated Agency schools, and other schools) 1,304 4.1.1.d) Percentage of double-shift schools 90.7 89.5 4.1.1.e) Number of rented school buildings [field specific] 40 Output 4.1.2 Physical infrastructure and/or equipment of schools provided, maintained or improved 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 0 100 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 5.1.b) Number of teachers that do not hold a degree male 21 17 5.1.c) % of head teachers that meet or exceed ratings in their annual performance reviews. New To be obtained from HR To be established with FHRO 5.1.d) Number of teachers that do not hold a degree female 64 60 5.1.e) Student mean score on MLA math 4 th grade male 40.81 41.63 5.1.f) Student mean score on MLA math 4 th grade female 46.61 47.54 5.1.g) Student mean score on MLA math 8 th grade male 40.26 41.07 5.1.h) Student mean score on MLA math 8 th grade male 42.86 43.72 31

5.1.i) Student mean score on MLA Arabic 4 th grade male 35.98 36.70 5.1.j) Student mean score on MLA Arabic 4 th grade female 45.26 46.17 5.1.k) Student mean score on MLA Arabic 8 th grade male 21.1 21.52 5.1.l) Student mean score on MLA Arabic 8 th grade female 30.05 30.65 5.1.m) Prevalence of Human Rights culture (as defined by UNRWA Policy) and practices at school level New Output 5.1.1 Professional, qualified and motivated teaching force in place 5.1.1.a) Teacher policy being implemented New Yes 5.1.1.b) % of areas where all teachers have been trained using the UNRWA-wide SBDT programme 5.1.1.c) Percentage of areas where all head teachers/school principals have been trained through the Leading for the Future training 25 100 New 100 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 5.1.2.b) % of areas where all teachers have been trained in the use of the HRCRT teacher toolkit 0 215 New 100 Output 5.1.3. Evidence-based policy making and informed decisionmaking at all levels 5.1.3.a) Percentage of schools implementing the school-based Agency-wide EMIS to report and plan 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 6.1.b) Percentage of students scoring below 30% on the MLA test math 4 th grade male 6.1.c) Percentage of students scoring below 30% on the MLA test math 4 th grade female 0 80 New 37 36.26 25.6 25.09 32

disabilities impairments, health conditions and socioeconomic status ensured 6.1.d) Percentage of students scoring below 30% on the MLA test math 8 th grade male 6.1.e) Percentage of students scoring below 30% on the MLA test math 8 th grade female 6.1.f) Percentage of students scoring below 30% on the MLA test Arabic 4 th grade male 6.1.g) Percentage of students scoring below 30% on the MLA test Arabic 4 th grade female 6.1.h) Percentage of students scoring below 30% on the MLA test Arabic 8 th grade male 6.1.i) Percentage of students scoring below 30% on the MLA test Arabic 8 th grade female 43.7 42.83 29.1 28.52 43.3 42.43 26.3 25.77 82.2 80.56 55.9 54.78 Output 6.1.1 Credible policy and tools supporting inclusive education GOAL 3: A DECENT STANDARD OF LIVING SO7 Reduce abject poverty Outcome 7.1 Ability of abject poor refugees to meet their basic food consumption needs improved Output 7.1.1 Field able to identify and classify poverty amongst refugees Output 7.1.2 Abject poor refugees provided with food assistance Outcome 7.2 Poor refugees' vulnerability to shocks reduced 6.1.1.a) Percentage of all children enrolled in UNRWA schools identified as having a disability 1.35 2.0 7.1.a) Percentage of abject poverty line covered, on average, through UNRWA's social transfer during the quarter 26.8 31 7.1.1.a) Percentage of SSNP beneficiaries who are abject poor 41 75 7.1.1.b) Percentage of abject poor refugees receiving SSNP social transfer 7.1.2.a) Percentage of SSNP ration ceiling distributed 7.2.a) Percentage of poor, vulnerable refugees participating in social protection programmes 24 34 99.4 99.6 7.8 10 33

Output 7.2.1 Access to integrated services provided to vulnerable refugees Output 7.2.2 Community-based development implemented in select communities 7.2.1.a) Percentage of vulnerable refugee families referred to and assisted by other service providers 7.2.1.b) Percentage of poor, vulnerable refugees assisted by UNRWA 7.2.1.c) Number of refugee families affected by economic shocks who receive cash assistance by type of economic shock [field specific] 7.2.2.a) Number of community-based development initiatives undertaken 7.2.2.b) Percentage of "vulnerable" refugee families referred to other service providers and assisted [field specific] 1.03 1.1 1.09 1.75 379 758 3 6 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 10,571 37,389 9.1.b) Total number of women with loans 3,771 14,058 9.1.c) Total number of youth with loans (18-30) 3,447 12,936 9.1.d) Total number of refugees with loans 8,485 30,696 9.1.e) Total number of micro-entrepreneurs with loans 7,104 25,873 9.1.f) Total number of informal enterprise with loans 8,754 25,614 9.1.g) Percentage of poor clients 12.4 12.4 9.1.h) Percentage of low-income clients 59.4 59.4 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 11,722,740 40,701,460 9.1.1.b) Number of MEC loans 4,305 16,075 9.1.1.c) Value of MEC loans 7,020,903 25,221,100 9.1.1.d) Number of MEC+ loans 37 135 34

9.1.1.e) Value of MEC+ loans 338,278 1,236,000 9.1.1.f) Number of WHC and SGL loans 2,756 11,134 9.1.1.g) Value of WHC and SGL loans 1,442,372 4,163,360 9.1.1.h) Number of housing loans NC 176 9.1.1.i) Value of housing loans NC 1,408,000 9.1.1.j) Number of consumer loans 3,467 37,389 9.1.1.k) Value of consumer loans 2,913,559 14,058 9.1.1.l) Number of Youth Start-up loans (YSL) [field specific] 6 484 9.1.1.m) Value of YSL loans [field specific] 7,627 435,600 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 10.1.b) Percentage of graduates employed or continuing their studies among active job seekers - female 10.1.c) Percentage of graduates working in a job in relation to their training or studying in a relevant field - male 10.1.d) Percentage of graduates working in a job in relation to their training or studying in a relevant field - female 10.1.e) Degree of employer satisfaction with UNRWA TVET 10.1.f) Number of focus group discussions with employers 10.1.g) Percentage of SSNP/SHAP students among students enrolled in VTCs 10.1.h) No. of new scholarships granted to students enrolled in undergraduate course in governmental universities [field specific] 95 93.5 80.5 90.5 80.4 86.5 78.9 89.5 New New 8.13 11 1033 2151 10.1.i) Cumulative no. of scholarships granted during the 88 167 35

biennium to students for undergraduate course in governmental universities [field specific] Output 10.1.1 Appropriate and relevant vocational training in conducive learning environment 10.1.j) No. of students who completed soft skills training [field specific] 10.1.k) Percentage of scholarships granted to SSN students for undergraduate course in governmental universities among SSN eligible applicants [field specific] 10.1.a) Percentage of VTC courses that are using Competency Based Training methodology 10.1.b) Technical training mean score Male (not common across all fields) 10.1.c) Technical training mean score Female (not common across all fields) New 60 13 47 18.6 New New 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. Output 11.1.1 Reduction in the number of substandard shelters Outcome 11.2 Refugees living in a progressively improved built environment Output 11.2.1 Participatory Camp Improvement Plans that integrate physical and social needs of community prepared 11.1.a) Number of identified refugee families living in rehabilitated shelters 11.1.b) Number of identified SSN families living in rehabilitated shelters 11.1.1.a) Number of substandard shelters rehabilitated 11.2.a) Number of socio-economic infrastructure projects implemented based on CIPs. 11.2.1.a) The top ten priorities of the community are reflected in the CIP 36 0 130 0 120 0 130 7 0 7 7

and updated with focus on the most vulnerable groups Output 11.2.2 Action plans prepared and implemented based on participatory Camp Improvement Plans Output 11.2.3 Improved physicalspatial conditions in the camps GOAL 4: HUMAN RIGHTS ENJOYED TO THE FULLEST 11.2.2.a) Number of projects implemented in the Action Plan against the total number of projects in the Action Plan. 11.2.3.a) Open urban spaces implemented in camps SO12 Ensure service delivery meets the protection needs of beneficiaries, including vulnerable groups New New New 2 Outcome 12.1 Protection needs are integrated through all aspects of programming and delivery of services Outputs 12.1.1 Key protection issues are being addressed 12.1.a) Degree of alignment with UNRWA protection standards across all aspects of programming 12.1.1.a) Clear organizational structure for effective integration of Protection and other Cross Cutting Issues in place [field specific] 12.1.1.b) Number of protection interventions implemented on issues identified by Area Working Group participants [field specific] 12.1.1.c) Percentage of protection issues (and other CC Issues) stated in FIP addressed in programme interventions. [field specific] 52 65 No Yes 0 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, 13.1.a) Percentage of UNRWA interventions on protection issues that prompted positive responses by authorities or other target audience 37 32 45

safety and dignity of Palestine refugees increased Output 13.1.1 Enhanced protection of fundamental refugee rights 13.1.1.a) Number of interventions related to Palestinian refugees who are not PRS [field specific] 13.1.1.b) Percentage of interventions related to Palestinian refugees who are not PRS that are properly addressed [field specific] 13.1.1.c) Number of interventions related to Palestinian Refugees from Syria [field specific] 13.1.1.d) Percentage of interventions related to Palestinian Refugees from Syria that are properly addressed [field specific] NEW NEW NEW NEW SO14 Strengthen refugee capacity to formulate and implement sustainable social services in their communities Outcome 14.1 Field s relationship with UNRWA CBOs regularized Output 14.1.1 Strategy for regularizing relationship with UNRWA CBOs implemented 14.1.a) Percentage of CBO stipends applied to partnership activities 0 70 14.1.1.a) Number of partnerships established with current UNRWA CBOs 0 8 Output 14.1.2 Capacity of CBOs to deliver quality and financial services strengthened 14.1.2.a) Number of trainings organized by RSSP for CBOs [field specific] 14.1.2.b) Number of CMF loans disbursed to poor and vulnerable groups (gender, ex-gaza refugees and people with disability) [field specific] 6 8 1,500 3,000 SO15 Ensure Palestine refugee registration and eligibility for UNRWA services are carried out in accordance with relevant international standards Outcome 15.1 Palestine refugee 15.1.a) Percentage of families issued with a family registration card 68 90.4 38

status and entitlements to UNRWA services protected Output 15.1.1 Reliable information on refugees collected and stored Output 15.1.2 Complete the digitization of refugee records under PRRP and improve the existing Family Files System Output 15.1.3 RRIS is up-to-date 15.1.1.a) Percentage of family records updated with address information 15.1.2.a) Number of scanned new inscription files that were approved by DRSS prior to RRIS implementation [field specific] 15.1.3.a) Number of amended data records migrated from FRS to RRIS [field specific] 23 45 2,560 4,000 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 semiannual Results reviews 16.1.d) Six-monthly Agency Expenditure Reviews are conducted 16.1.e) Cost efficient environmental friendly measures fully implemented in new constructions and in existing key installations. [field specific] - - - NEW 2 2 NEW 100 Output 16.1.1 Risk 16.1.1.a) Periodic review of risk registers NEW 8 39

management plans contain mitigating actions and coping mechanisms in place Output 16.1.2 Programmatic partnership developed with other agencies Output 16.1.3 Reduction in General Fund gap 16.1.1.b) Degree of completion of the annual work plan for DIOS 16.1.2.a) Number of joint programmes with other agencies in support of FIP/MTS [field specific] 16.1.3.a) Amount raised for FIP priority projects [field specific] - 80 0 2 9.5m 20m Output 16.1.4 Strengthen governance and conformity with the Agency's regulatory framework, UN jurisprudence and international law 16.1.4.a) Degree of adherence with Agency framework and UN jurisprudence with regards to personnel related decisions for which legal advice is provided [field specific] 16.1.4.b) Response time for Agency assertion of privileges and immunities [field specific] 16.1.4.c) Agency application of contractual obligations consistent with Agency framework [field specific] NEW 100 NEW NEW 5 business days 100 (TBD) Output 16.1.5 Strengthen JFO communication with stakeholders 16.1.5.a) Number of publications in support of programme visibility (newsletters and media articles) [field specific] SO17 Develop and sustain UNRWA, enabling it to carry out its mandate Outcome 17.1 Ensure 17.1.a) Degree to which ASD indicators are achieved during the optimal support biennium services provided to stakeholders Agencywide Output 17.1.1 Ensure 17.1.1.a) Average clearance time for high value contracts 40

appropriate goods, commodities and services are available to UNRWA beneficiaries in a timely and cost efficient manner (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) Output 17.1.2 To institutionalise and optimise the Security Risk Management System 17.1.1.d) Average processing time for issuing a tender 17.1.1.e) DIFOTIS 17.1.1.f) Aged-Purchase orders 17.1.1.g) Inventory accuracy rate 17.1.1.h) Percentage vehicle availability 17.1.1.j) Fuel consumption/mile/vehicle 17.1.1.k) Percentage of vehicles which fulfils one or two retirement criteria 17.1.2.a) Percentage of security risk management plans updated and adhered to 17.1.2.b) Percentage of requirements of the accountability framework adhered to. NEW 100 NEW 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 17.1.3.b) Uninterrupted 27/7 Email service. (eliminate/minimize unplanned interruptions) [field specific] 99.63 99.7 17.1.3.c) Uninterrupted Internet service during office hours. (eliminate/minimize unplanned interruptions) [field specific] 98.7 99.2 Output 17.1.4 JFO installations maintained and upgraded 17.1.4.a) Percentage of UNRWA installations maintained to meet UNRWA infrastructure, security and safety standards [field specific] NEW 100 41

Outcome 17.2. To develop a skilled and diverse workforce, equipped and motivated to provide high quality human development programmes to Palestine refugees Output 17.2.1 Enhanced HR services and HR Management processes with regards to staffing and recruitment, performance management and reward, staff development and HR planning 17.2.a) Degree to which HR indicators are achieved during the biennium 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) 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 18.75 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 17.1.l) Percentage of staff who have completed their end of cycle review on time (teachers) 17.1.m) Percentage of staff who have completed their end of 42

cycle review on time (non-teachers) 43

Annex 2: Financial Performance by Resources (Staff Costs and Non-Staff Costs) To be completed with final draft 44

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 45

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) - - - - - Event Causes Consequences Mitigation/coping mechanisms Risk Management Monitoring Financial Agency Wide 46

-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 - 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 - Prioritization of projects 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 safety and security are not covered by UNSMS framework - Lack of infrastructure maintenance leads to unsafe working conditions - Evacuation of international staff - Increased incidents of violence, accidents and/or damage and/or loss of UNRWA assets - 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 - Establish field-specific plans to mainstream safety and security - Conduct training for personnel in safety/security assessments, first aid and provision of appropriate tools - Strengthen safety and security personnel with capacity - Implementation of the Security Information Management System - Conduct periodic training in safety and security for identified personnel - 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) - - - - - 47

Operational Event Causes Consequences Mitigation/coping mechanisms Risk Management Monitoring 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) - - - - - 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 - Increase in administrative burden and transaction costs due to increase in complaints - Unfavourable media coverage targeting UNRWA - Interference in procedures and policies from external - 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 - UNRWA Representative Offices are engaged to facilitate dialogue with interlocutors and stakeholders - Periodic scanning of environment and regular updates in Management Committee Meetings 48

goods and services provision - Expanding needs due to socioeconomic situation stakeholders - Demands for increasing existing service provision or new programmes approach in service delivery Field Specific (unique risks and/or related actions undertaken by the Field Office to mitigate high likelihood and high impact risks) - Sustained and continued - Adverse changes in the level of - Increased demands for - Integrated crisis planning and influx of refugees due to safety and security education and health services fundraising and response plans the crisis in Syria that results in increased for - Predictability of and access to - Maintain coordination through various staffing, and supplies basic services mechanisms with other UN agencies consumption and international organizations - Needs of different forms of relief assistance such as; food, cash for housing and NFIs - Periodic updates to the UNRWA Syria Crisis Response plan - Demands on the Agency to open/run collective centres - Increased pressure on hosting community capacity 49

Programme Coordination and Support Unit Headquarters - Amman Amman, Jordan Tel: +962 (6) 580 2512 www.unrwa.org www.unrwa.org