report on unrwa’s resource mobilization strategy 2012-2015 · 2013-07-31 · report on unrwa’s...

adcom, november 2012

report on unrwa’s resource mobilization strategy 2012-2015

department of external relations and communications

Executive summary This report to the November 2012 AdCom presents the findings of the first year of implementation of the Resource Mobilization Strategy (RMS) for UNRWA 2012-2015, endorsed by the Advisory Commission (AdCom) in November 2011. The report notes the challenging context of a continued global fiscal crisis and increased needs caused by worsening regional developments. In this context, the Agency has sought to fulfill the central objective of the RMS - to deepen, diversify and develop donor relations by enhancing the Agency’s resource mobilization capacity – and reach the targets set therein. The Agency has managed successfully to increase its overall General Fund (GF) income in 2012 as compared to 2011. Despite the difficult financial environment, the Agency has also managed to deepen relations with traditional donors (TDs) as outlined in the RMS and thus retain the same overall level of contributions from TDs, despite the financial crisis negatively affecting a number of TDs. This report sets out successes in diversifying and developing donor relations in four key groups - namely Arab partners, emerging markets, non-traditional donors and private partners. It notes that the Agency’s efforts in these areas have yielded concrete results in 2012 and encouraging signs for the future – a 2012 contribution from Brazil, an unprecedented pledge from Russia for the 2013 GF, generous project funding from Turkey and project and GF increases from Arab partners. Moreover, the report highlights that private partners’ contributions for Q3 2012 already equal total 2011 funds raised, in turn underpinning that the 2 per cent RMS target is feasible. The report presents a number of other successes related to the objectives of the RMS: the closure of a substantial number of completed projects; marked improvements in project prioritization, monitoring and reporting; and further efforts to improve and streamline internal and external communications that have been or are being established (branding, internal communications, landing page and revamped website). The report concludes that deepen, diversify and develop remain the assumptions for 2013. Although significant progress has been made to date, reaching some of the goals has proved more time-consuming than expected. The provision of adequate financial and political support to the RMS will remain essential for several years in order to ensure that targets set out in the RMS are met. In this regard, TDs will continue to play a critical role until the Agency’s diversification efforts become more sustainable.

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1. Introduction

The Agency presented the Resource Mobilization Strategy (RMS) for UNRWA 2012-2015 to the Advisory Commission (AdCom) in November 2011. The strategy was subsequently adopted and implementation began. This report to the November 2012 AdCom summarizes initial findings from the first year of implementation and draws on data for 2011 as well as preliminary data for 2012. In line with its efforts to streamline and harmonize overall reporting, the Agency intends to submit an annual update against RMS indicators in March/April 2013, together with the Results Report

1 for 2012

and the 2012 annual report on reforms. The first six months of implementation gave the Agency an opportunity to ‘road test’ the indicators and targets that were set out in the RMS. The indicators were reviewed as implementation of the strategy began. Slight adjustments were made to adapt to the changing context as well as operational realities. In some cases the Agency decided to bring forward the timelines initially set to Q3 to Q2, in order to be able to more meaningfully use and apply the indicators and adjust its resource mobilization efforts in a timely manner. The final versions of the logframes and revised indicators are set out in Annex I and Annex II respectively. Resource mobilization by the Agency against the central objective encapsulated in the RMS of deepening, diversifying and developing donor relations has taken place in a challenging context of an overall global decrease in ODA levels by 2.7 per cent in 2011 and an expected stagnation of multilateral aid in 2012. Section 2 to 4 outline in more detail, the Agency’s efforts against the 3Ds – deepen, diversify and develop donor relations – of the RMS.

2. Deepening relationships with donors The economic crisis in Europe has affected UNRWA's TDs and the Agency has faced a decline or in some cases discontinuation in contribution levels from some donors. Preliminary 2012 data shows that in proportional terms the TD’s share of GF support remained more or less consistent when compared with previous years (91.7 per cent of the total GF in 2012 as compared to 90.7 per cent in 2011).The 2012 aggregate GF income from TDs has not resulted in a net decline because some TDs were able to increase their contributions. The Agency continued to deepen its relationship with traditional and other donors by: broadening its outreach to domestic constituencies through targeted communication activities of its revamped Communications Division outlined in more detail in Section 4; reinvigorating and increasing the quality of its engagement in meetings of the Advisory Commission and its Sub-Committee; ensuring more extensive engagement with key stakeholders through well-targeted missions, as well as the efforts of the Agency’s representative offices in Brussels, Geneva, Washington DC and New York, its national committees and its newly established Partnerships Division (as outlined in more detail in Section 3.4). To improve the quality of communication provided to donors, UNRWA also introduced a bi-weekly donor communiqué in August (see Annex 1, Log Frame 1.1.2) and increased its interactions/briefings with TDs. Set against the above context, UNRWA’s strategy is to continue to deepen relations with TDs. As outlined in the RMS, it is evident that for 2013 and some years to come, until UNRWA is able to further diversify its donor base, the Agency will continue to rely on the critical support of TDs.

1 In November 2012, the Agency decided to change the name of the Harmonized Donor Report (also known as the Harmonized

Reporting Framework) to the Results Report, to better reflect aid effectiveness principles as well as views expressed by SubCom members in discussions on the Harmonized Donor Report that have taken place during SubCom and other meetings in 2012.

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UNRWA will continue its systematic outreach to TDs by expanding levels of contacts through dialogue and by improving its communication, in particular the quality and frequency of information it provides. Strengthening donor relations with TDs also requires the Agency to continue working on reforms whilst ensuring transparency and accountability in its programs and reporting. Furthermore, UNRWA will strive to secure additional multi-year agreements, or set multi-year mutual expectations where multi-year agreements are not possible (see Annex 1, Log Frame 1.1.1).

3. Diversifying the donor base Since the latter part of 2011, the Agency has worked hard on diversifying its donor base focusing on four groups: Arab partners, emerging markets, non-traditional donors and private partners as set out in the RMS. In 2012, UNRWA witnessed increased contributions from all four groups showing that the strategy is yielding results, albeit at a slower pace than initially envisaged. Moving forward, the Agency will continue to build on the substantial progress made to date.

3.1. Arab partners

The Agency has seen a steady increase in Arab contributions over the past couple of years. This applies both to projects and GF contributions. According to figures obtained for Q3 2012, contributions from Arab partners represent 4.5 per cent of the total estimated 2012 GF income, assuming that all forecasted 2012 contributions will be secured. This means that Arab partners have exceeded the RMS target of 4 per cent (see Annex 1, Log Frame 1.2.3). In terms of overall income, Arab partners’ contributions in 2011 amounted to USD 145.6m or 14.96 per cent, which is almost a threefold increase from 2010. In light of the substantial progress made to date, UNRWA will continue to further diversify its relationship with Arab partners through increased interaction, focusing on high-level visits, the launching of a new section of the website dedicated to Arab audiences and by tailoring projects in line with the Agency’s programmatic priorities and the interests of Arab donors.

3.2. Emerging markets In 2011, UNRWA’s ambition to reach out to emerging markets for GF contributions bore fruit. Brazil substantially increased its contribution in 2012 to USD 7.5m (compared to USD 960,000 in 2011) and Russia pledged USD 2m for the first time in UNRWA’s history. Brazil’s contribution alone means that in Q3 2012 income from emerging markets exceeded the 1 per cent RMS target totaling 1.4 per cent of GF income (see Annex 1, Log Frame 1.2.1). In 2012, the Commissioner-General visited Brazil for the first time and high-level missions to Chile and Argentina also took place. The Agency assigned two staff members in the Donor Relations Division to manage emerging markets portfolios. In addition, a consultant was hired in New York to perform market research. This resulted in two reports providing valuable insights and recommendations to UNRWA on how best to engage with emerging markets. In addition to consolidating 2012 relationships, UNRWA is planning to target additional emerging markets in 2013. The plan is to focus primarily on China, India and South Korea in addition to other countries in South East Asia and Latin America. High-level visits are on the horizon, namely two to Asia and one to Russia. Furthermore, the Agency has hired a local expert in Brazil to consolidate UNRWA’s relationship with the Government and is exploring the possibility of partnering with UN Agencies in Brazil to establish a presence there.

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3.3. Non-traditional donors In 2011, non-traditional donors (NTDs) contributed USD 11.1m representing 2.05 per cent of total GF income. In 2012, UNRWA benefited from continued and reliable support from NTDs with an estimated total contribution of USD 10.9m equivalent to 2.07 per cent of the estimated total GF income (see Annex 1, Log Frame 1.2.2). The contribution by Turkey deserves to be singled out. Even though its GF contribution increased only slightly, its project and food contributions to Gaza were significant and Turkey’s project support is likely to increase in the years to come. In 2013, one of the Agency’s key priorities will be to systematically work on increasing NTD contributions to GF. UNRWA’s 2015 target for NTDs is 4 per cent. The Agency has shifted the responsibility for some of the NTD portfolios to its representative office in Brussels in order to improve UNRWA’s proximity to these donors and deepen its relationship with them.

3.4. Private partners The Partnerships Division was established in late 2011. In the same year, UNRWA, with support from its national committees, raised USD 6.2m from private partners. In 2012, multiple steps were taken. Collaboration with the two existing national committees in Spain and the US was enhanced, a third committee was opened in Italy and a preliminary study for opening a fourth in Switzerland was completed. Further important steps include the attention dedicated to individual donors. A website for online donations from private individuals was launched and the Syria emergency response appeal targeting the private sector and local governments was initiated, raising USD 331,788 by Q3 2012. Overall, by Q3 2012, the Partnerships Division had raised USD 6.2m from private partners. The Q3 amount already equals the total raised in 2011. This suggests that the 2 per cent target envisaged by the strategy is feasible (see Annex 1, Log Frame 1.2.4). In 2013, UNRWA plans to substantially increase resources from private partners by building on the Agency’s private sector fundraising tools and its partnerships staff. Furthermore, a Washington-based consultant is being recruited to target US foundations and the Agency is posting a partnerships officer in Brussels to add impetus to resource mobilization in Northern Europe.

4. Developing agency capacity to mobilize resources and manage donor relations

The Agency recognizes the importance of having adequate management capacity. Improved human resources will help to mobilize funds, to ensure more timely and efficient reporting as well as more effective project management, including closing of projects. UNRWA has been systematically reviewing all existing projects with the aim of closing projects within three to four months of completion. The initiative has led to a significant reduction in the backlog of old open projects in UNRWA’s Financial Management System. Since January 2012, 601 of the 767 completed projects with remaining balances, were successfully closed. In 2012, the Agency has worked on enhancing its results-based management (RBM) system. This will allow field directors and project managers to swiftly obtain a project status overview. The Aggregate Project Reporting project is being piloted in Gaza and Lebanon in November (see Annex 1, Log Frame 1.3.3). Moreover, further steps have been taken to hone and improve the Results Report (previously named Harmonized Donor Framework as outlined in Section 1). Since the launch of the Harmonized Donor Framework initiative, four additional donors are now participating in this initiative, bringing it to a total of eight (see Annex 1, Log Frame 1.1).

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As part of UNRWA’s commitment to strengthen project management, a senior external relations officer position has been converted into a senior project officer position to ensure improved oversight of project monitoring and reporting. This new function will be effective as of January 2013. Projects have also been included in the annual internal budget hearings in October. Effective immediately, all project proposals are subject to ERCD and program department scrutiny to ensure that they are in line with the Agency’s funding and overall programmatic priorities. This process is strengthened with Executive Office oversight. Approved projects have been translated into a resource mobilization plan which was subsequently discussed internally and later approved by the Commissioner-General (see Annex 1, Log Frame 1.3.1). Another significant tool in support of the strategy has been the strengthening of the Agency’s communication capacity and the establishment of a landing page, an independent easy-to-access UNRWA website dedicated to private individuals, in English and Arabic. The landing page will allow UNRWA to increase its outreach to the general public by raising awareness of and funding for the Agency. A specially designed section of the Arabic website dedicated to Arab audiences is foreseen in 2013. The Communications Division is also in its final stages of revamping the Agency’s main website (www.unrwa.org) which will integrate the landing pages and is set for completion in early 2013. An Agency-wide streamlining of communications is underway. The first annual communications workshop took place in October, with the aim of drafting a cross-cutting communications workplan for 2013. The draft foresees coordinated activities in the Agency’s five fields and will facilitate effectiveness and consistency in messaging (see Annex 1, Log Frame 1.3.3). UNRWA also launched a branding guideline in mid-2012. Training on the correct use of the UNRWA brand took place in July followed by targeted software training in November (see Annex 1, Log Frame 1.3.3).

5. Viability of the RMS The overall assumptions of the RMS at the time of endorsement remain valid and, as this report shows, significant progress has been made to date with regard to Arab partners, emerging markets, private partners and non-traditional donors. UNRWA will continue to rely on the extensive generosity of TDs, whilst working systematically to diversify its donor base. Efforts on diversification, however, will be more time-consuming because of the time required to perform market research and develop solid and sustainable relationships. Continued support and funding for the RMS remains critical. As is shown in Annex III, roughly one third of the RMS budget for 2012-13 was funded thanks to the generous contribution from the Swiss Development Cooperation (SDC) which will be utilized by end June 2013. The majority of the project funding was allocated to strengthen the Agency’s human resource capacity in the newly established Partnerships Division. This will enable UNRWA to boost efforts with private partners, conduct crucial market research and better identify targets and opportunities. The funding is also being used to support essential communication activities (landing page, website, branding) required to further develop UNRWA’s public profile. The absence of additional funding for the RMS in the future could undermine some of the gains made in the first year of RMS implementation. In such a case, the prioritization of the allocation of GF funds would need to be considered against the Agency’s core services. Hence, continuous additional funding for the RMS over the next two to three years is essential to ensure activities become institutionalized and sustainable.

http://www.unrwa.org/

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Annex I: RMS log frames

1. Master log frame 2012-2015

Intervention Logic Indicators Sources of Verification Assumptions

Goal

per cent of GF income pledged by Q2;

per cent of EA income pledged by Q2;

Share of TD in GF income 89 per cent to 84 per cent;

UNRWA EA contribution level;

Financial Management System

ERCD Annual Resource Mobilization Report

Commissioner General’s report to the General Assembly

Stable or declining global environment of natural and man-made disasters/ Global political environment permits Palestine refuge issue to maintain its level of priority.

Growth in global economy and in overall ODA policy of traditional donor governments as per strategy.

Stable political and security environment in Host Countries

Agency capacities and competencies are sufficient to implement Strategy

Stable, predictable revenue sufficient to implement UNRWA program and support operations benefiting Palestine refugees

Outcome

Effective and efficient resource mobilization provides requisite funding

Outputs

1.1 Traditional donor partnerships strengthened (see table 1.2)

Traditional donors cover 60 per cent of GF increase;

Number of signed GF multi-year framework agreements increase by 100 per cent;

Income from GF multi-year framework agreements increases by 25 per cent.

1.2 Diversified donor base contributing increasingly to resource needs (see table 1.3)

Diversified sources cover 40 per cent of GF increase;

1.3 Enabling environment established supporting donor relationship management (see table 1.4)

Annual Agency wide workplans established for resource mobilization and communications;

Activities are not specified at the Master-Log Frame level.

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1.1 Deepen partnerships log frame


Outcome

Traditional donors cover 60 per cent of GF increase;

TD subscribing to the Harmonized Donor Reporting matrix increase from 4 to 10;


UNRWA Donor Harmonized Reporting Framework

Quarterly donor e-newsletter

Palestine refugee needs adequately met by existing UNRWA services

Donors agree and commit to Resource Mobilization Strategy in line with the Paris Declaration and Accra Accords

1.1 Traditional donor partnerships strengthened

Outputs

1.1.1 Institutional relationships with TDs improved

Number of multi-year framework agreements increase by 100 per cent;

Income from multi-year agreements increases by 25 per cent.

1.1.2 Systematic communications with traditional donors established

Publication of bi-weekly donor newsletter;

Activities

1. Broaden UNRWA networks with constituencies in Traditional Donor countries

UNRWA Outreach in capitals with key decision makers and political constituencies

Proactive marketing (locally and in Capitals) of thematic field visits

2. Build deeper understanding of identity and priorities of key decision makers

Annual Political and Financial Risk/Opportunity Assessments to update country-plans

3. Seek multi-year framework agreements with all Traditional Donors

4. Set multi-year mutual expectations for Traditional Donors with no multi-year agreements

5. Undertake joint exploration with Traditional Donors towards establishing new donor relationships

6. Reinvigorate multi-lateral for a (AdCom, HDM)

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1.2 - Diversified donor base log frame


Outcome

Diversified sources cover 40 per cent of GF increase;

Overall GF contribution from diversified sources goes from 11 per cent 2011 to 16 per cent 2015;



Adequate capacity in Partnerships Division

1.2 Diversified donor base contributing increasingly to resource needs

Outputs

1.2.1 Developed relationships with EM

EM share of GF income increases from 0.3 per cent to 1 per cent;

1.2.2 Improved relationships with NTD

NTD share of GF income increases from 3 per cent to 4 per cent;

1.2.3 Consolidated relationship with Arab partners

Arab share of GF income increases from 3 per cent to 4 per cent;

1.2.4 Established functional private sector fundraising

Overall income from private sources increases from 0.2 per cent to 2 per cent.

Activities

1. Establish systematic communications from UNRWA toward diversified donor base

2. Emerging Markets

Develop targeted work-plans for prioritized EM opportunities

Outreach to and engagement with Embassies and Rep offices (Jerusalem, Amman, Tel Aviv, New York, Brussels, Geneva)

EM's familiarization with UNRWA fields of operations (field visits with local reps and officials from Capitals)

UNRWA Outreach in capitals with key decision makers and political constituencies

3. ‘Non-Traditional’ Donors (NTD)

Develop targeted work-plans for newer EU members (‘EU12’)

Prepare Marketing and Communications tools tailored to Individual EU 12 markets (including translation in local language)

Expand UNRWA networks with constituencies in key NTD countries

Mapping and nurturing of external support network (think tanks, local NGOs, lobby groups in Brussels)

UNRWA Outreach in capitals and in Brussels with key decision makers and political constituencies

4. Arab partners

Develop targeted work-plan for Arab partners that supports existing government and institutional relationships

5. Private sources

Pilot outsourced fundraising in Europe and replicate if successful

Extend NatComs concept to new countries

Enhance online donations through improved communications design and upgraded technology

Improve definition and management of collaborative partnerships

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1.4 Agency capacity developed Log Frame


Outcome

Per cent of projects, monitored in the new Aggregate Project Reporting Template, that are submitted in a timely manner;


Annual work-plans (RM and Communication)


Results-based Monitoring System

Adequate capacity in ERCD, Finance, PCSU and Fields

PPCM is used and adhered with for ERCD-led, non-GF resourced initiatives

Sufficient capacity and competencies of project monitoring and reporting stakeholders

Establishment of Aggregate Project Reporting in RBM system

Sufficient data in information systems systematically available to stakeholders

1.3 Enabling environment established to support donor relationship management

Outputs

1.3.1 Corporate alignment in resource mobilization

Agreed corporate RM work-plans;

ACRA sets framework for RM priorities;

1.3.2 Institutionalization of PPCM

Common framework in place to monitor and report (i.e., RBM-based Aggregate Project Monitoring);

1.3.3 Communication structures and systems harmonized

Annual communications workplan;

Media articles in support of donor visibility;

Application of Agency branding guidelines.

Activities

1. ERCD participate in annual envelope discussions to set down RM priorities and annual RM workplans

ERCD to organize quarterly follow-up meetings

2. Increasing capacity PPCM implementation and support

Aggregate Project Reporting Template created as part of the RBM system

3. Develop communication tools for different audiences

Develop proposals linking field and programme activities to economic, stability, developmental and humanitarian results

4. Actioning donor visibility concerns

Creation of donor visibility cycle

5. ERCD to organize annual cross-Agency workshop to set down an annual communications work-plan

6. Create convincing investment products illustrating social returns

7. Roll out branding guidelines and conduct trainings for key staff in Fields and Programmes

Annex II: Changes to RMS indicators

This table incorporates RMS indicators as presented to the November AdCom 2011. Adjustments to the RMS indicators are marked in blue italics, with an explanatory note in the last column. Where no adjustments have taken place, the original stands alone.

Goal Stable, predictable revenue sufficient to implement UNRWA program and support operations benefiting Palestine refugees

Indicator Baseline (2011)

Target (2015)

Frequency Comments

Outcome

1.

Effective and efficient resource mobilization provides requisite funding

Share of GF income pledged by Q3

Share of GF income pledged by Q2

92 per cent

61 per cent

95 per cent

83 per cent

Quarterly

Annual

Assessing status of income in Q3 does not allow enough time for UNRWA to respond to underfunding. Target pushed forward to Q2. Baseline and target adjusted to reflect status in Q2.

As share is calculated against EOY final figures, frequency has been therefore adjusted to annual.

Share of EA income pledged by Q2 40 per cent 50 per cent Quarterly

Annual

As share is calculated against EOY final figures, frequency has been adjusted to annual.

Share of TD in GF income declines 88 per cent

89 per cent

84 per cent Quarterly

Annual

Recalculation of income by donor category, percentage corrected, target maintained.

As share is calculated against EOY final figures, frequency has been adjusted to annual.

UNRWA EA contribution level 40 per cent 50 per cent

40 per cent

Annual In light of the WBFO EA transition, it was concluded that a better measurement of RM success would the maintenance of current EA contribution levels.

Outputs

1.1 Traditional Traditional donors cover of GF increase 89 per cent 60 per cent Annual No change.

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donor partnerships strengthened

Signed GF multi-year framework agreements 5

8

10

16

Annual

Quarterly

Baseline and target adjusted to reflect 2011 EOY figures.

Calculation is aggregate, therefore frequency changed to quarterly.

Income from multi-year framework increases by 25 per cent 221m 276m Annual The indicator ‘number of multi-year agreement’ is further qualified by measuring amount in income.

TD subscribing to the Harmonized Donor Reporting matrix 1

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10 Annual

Quarterly

Baseline and target adjusted to reflect 2011 EOY figures.

As calculation is aggregate, frequency changed to quarterly.

Number of annual consultations

DELETED

3 8 Annual Indicator does not adequately measure level of engagement with donors at the different levels. Annual consultations is a broad term and not considered indicative of UNRWA-donor relationship. Indicator therefore deleted.

Publication of quarterly e-newsletter

Publication of bi-weekly e-newsletter

0

0

4

26

Annual

Quarterly

In June 2012 it was decided that bi-weekly newsletters would better address donor information needs than a quarterly newsletter. The indicator was therefore adjusted to reflect this change.

As calculation is aggregate, frequency changed to quarterly.

1.2 Diversified donor base contributing increasingly to resource needs

Diversified sources cover of GF increase 11 per cent 40 per cent Quarterly

Annual

Share is calculated against EOY final figures, therefore frequency was adjusted to annual.

Overall GF contribution from diversified sources 11.5 per cent

11 per cent

26 per cent

16 per cent

Semi-annual

Annual

Baseline adjusted to reflect 2011 EOY figures.

Target typo corrected.

Share is calculated against EOY final figures, therefore frequency was

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adjusted to annual.

EM share of GF income increases 0.2 per cent

0.3 per cent

1 per cent Semi-annual

Quarterly

Baseline adjusted to reflect 2011 EOY figures.

Quarterly measurements allow UNRWA to follow progress and react accordingly throughout the year. Quarterly figures based on income received/pledged so far. Last value (Q4) constitutes final annual figure.

NTD share of GF income increases 3 per cent 4 per cent Semi-annual

Quarterly


Arab share of GF income increases 3 per cent 4 per cent Semi-annual

Quarterly


Increase in overall income from private sources 0.2 per cent 2 per cent Semi-annual

Quarterly


1.3

Enabling environment established supporting donor relationship management

Common framework in place to monitor and report (i.e., RBM-based Aggregate Project Monitoring)

New In place Semi-annual

Annual

Frequency changed to annual.

Degree of projects monitored in the new Aggregate Project Reporting Template submitted in a timely manner

New 80 per cent Semi-annual

Quarterly

Calculation is aggregate, frequency changed to quarterly.

Agreed corporate RM work-plans New In place Annual No change

RAC sets framework for RM priorities New In place Annual RAC was replaced by ACRA in 2012.

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ACRA sets framework for RM priorities

Annual communication work-plan New In place Annual No change

Media articles in support of donor visibility TBD TBD Quarterly Baseline to be calculated based on 2012 data.

UNRWA branding applied throughout Agency TBD TBD Quarterly Baseline to be calculated based on 2012 data.

Annex III: RMS costs covered by SDC Resource Mobilization Strategy (RMS) for UNRWA 2011 – 2015

SDC Contribution 2012-2013 (in CHF)

Outcomes Outputs Reform

budget 2012-2013

Allocated funds 2012-

2013

Unsecured funds

2012-2013 (1)

SDC Contribution 2012-2013

Unsecured funds

2012-2013 (2)

1. Deepened partnerships with traditional donors

1.1.1. Institutional relationship with TDs improved 4,816,537 2,474,929 2,341,608 2,341,608

1.1.2. Systematic communications with TDs established 1,082,834 540,842 541,992 50,400 491,592

Outcome total 5,899,371 3,015,771 2,883,600 50,400 2,833,200

2. Diversified donor base contributing increasingly to resource needs

1.2.1. Developed relationship with EM 860,496 438,617 421,879 117,000 304,879

1.2.2. Improved relationship with NTD 701,875 349,755 352,120 9,000 343,120

1.2.3. Consolidated relationships with Arab partners 2,108,500 1,057,973 1,050,527 54,000 996,527

1.2.4. Established functional private sector fundraising 6,252,854 2,899,949 3,352,905 1,594,800 1,758,105

Outcome total 9,923,725 4,746,294 5,177,431 1,774,800 3,402,631

3. Enabling environment established to support donor relationship management

1.3.1. Corporate alignment in resource mobilization 291,442 145,465 145,977 27,000 118,977

1.3.2. Institutionalization of PCM 597,442 298,465 298,977 298,977

1.3.3. Communication structures and systems harmonized 1,071,292 533,077 538,215 147,800 390,415

Outcome total 1,960,176 977,007 983,169 174,800 808,369

Totals 17,783,272 8,739,072 9,044,200 2,000,000 7,044,200

report on unrwa’s resource mobilization strategy 2012-2015 · 2013-07-31 · report on unrwa’s...

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