ANNEX 1 . 79 UNRWA reports annually on fraud and corruption statistics annually as part of the Agency’s reporting obligations and certifications provided to the UN Board of Auditors. An annual report summarizing the activities of DIOS (including details of the number of fraud and corruption allegations and 1, 15, 24, 29, 79, 80, investigations) is prepared and shared with the Agency’s Advisory Commission and the ACIO. The 81, 115, 150 Report of the Board of Auditors and its summary of cases of fraud and presumptive fraud is a public document, as is the DIOS annual report. MI 4.6 Evidence confidence High confidence RELATIONSHIP MANAGEMENT Engaging in inclusive partnerships to support relevance, to leverage effective solutions and to maximise results (in line with Busan Partnerships commitments KPI 5: Operational planning and intervention design tools support relevance and agility (within partnerships) KPI score Satisfactory 2.69 UNRWA’s remit in terms of aligning with national priorities and development results is to ensure that its planning and programming priorities for the Palestine refugees it serves align with the priorities of host authorities to best address the humanitarian and development needs of the Palestine refugees that UNRWA is mandated to serve. UNRWA works with a range of both host governments, including Ministries of Education, Health, Social Affairs and Planning) and with UN Country Teams to ensure, to the extent possible, complementarity between its services and those provided by the host authorities. Whilst the nature of UNRWA’s mandate means it is not expected to contribute to or align to national development results, it demonstrates strong alignment with the priorities of host countries, particularly in terms of education and health. The degree of UNRWA’s coordination and collaboration with other UN agencies and formal processes (e.g. UNDAF) varies in line with host authority expectation; in Lebanon for example, UNRWA works a member of the UNCT, whereas in Jordan, UNRWA is part of a number of UN working groups but is not a member of the UNCT. UNRWA demonstrates strong contextual analysis, including of relevant contextual and cross-cutting issues in the design of intervention across most service areas. UNRWA staff are well-sighted on the operating context, gender issues and conflict and fragility but to date there is limited focus on analysis regarding environmental sustainability and climate change in the design, implementation and reporting on interventions. The organisation has robust mechanisms in place for risk management; risk assessments are undertaken as part of UNRWA’s annual planning cycle and risk management and mitigation and where necessary, contingency planning, informs Operational Plans. Specific risk registers (e.g. for Emergency Appeal) are included as annexes to the Annual Operational reports. UNRWA’s Assurance and Advisory Services Division in DIOS is tasked with assessing the effectiveness of UNRWA’s risk management. There is no specific Risk Officer within the organisation; risk is addressed by both programme and corporate actors. The agency has in place measures to support its work in emergency contexts with a recognition that there needs to be a similar approach to ensure the flexible and fast registration process of refugees in emergency contexts and to act with urgency and to be accountable to the vulnerable population affected by the consequences of emergencies in the regions where it has its presence. UNRWA’s operational planning has matured over time, with Field Office Strategic Plans, Annual Workplans, Director Compacts and further digitalisation of its monitoring systems.