UNHCR 2014

This report presents the findings of an assessment of the United Nations High Commissioner for Refugees (UNHCR) conducted by the Multilateral Organisation Performance Assessment Network (MOPAN).
MOPAN reports provide an assessment of four dimensions of organisational effectiveness (strategic management, operational management, relationship management, and knowledge management), an
assessment of the organisation’s relevance and reporting on its humanitarian results, and snapshots of UNHCR performance in each of the five countries included in the survey.

Main Findings

KEY STRENGTHS OF UNHCR

  • UNHCR is a unique multilateral agency that, since its founding in 1950, has adapted to vastly changed world circumstances and humanitarian needs.
  • UNHCR has a relevant, clear and valued mandate that has evolved over time to protect, provide assistance and seek permanent solutions for refugees as well as other persons of concern.
  • UNHCR is continuing delegation of authority for operational and management decisions to country and regional offices.
  • UNHCR has taken key steps to apply the Inter-Agency Standing Committee (IASC) Transformative Agenda. This Humanitarian Reform process was initiated by the Emergency Relief Coordinator in 2005 to improve the effectiveness of humanitarian response through greater predictability, accountability, responsibility and partnership.
  • UNHCR has a good reputation for the quality of its policy dialogue and how it uses advocacy to enhance protection for refugees and other persons of concern.
  • UNHCR uses reliable needs-assessments to inform its humanitarian operations.


KEY AREAS FOR IMPROVEMENT FOR UNHCR

  • UNHCR is seen as making positive contributions to results. However, at the moment the organisation’s reporting and performance measurement systems do not provide a clear and complete picture of how it is improving the circumstances and well-being of persons of concern.
  • UNHCR could better link its corporate results framework with its strategic plan, so that organisation-wide results can be clearly articulated and measured.
  • Greater structural independence may be required for the evaluation function, in combination with adequate financial support and management buy-in. UNHCR should also develop a regular and systematic process for follow-up on evaluation recommendations.
  • UNHCR has been working actively to improve its relationships with its implementing and operational partners but further improvements are needed.
  • As with other organisations engaged in humanitarian action, there is room for improvement in the use of evidence in decision making and reporting.

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