[{"bbox": [96, 152, 1166, 312], "category": "Text", "text": "and DPs projects, weakly coordinated activities and a stronger focus on fiduciary controls over policy results. Attention focused on the IT side of the reform - ad hoc demands for equipments-, on ad hoc trainings and study tours that were not sustained by any underlying strategy to ensure efficiency, institutional sustainability and system strengthening. Acknowledging these challenges, in 2020 the EU Program was reoriented to spearhead efforts to move towards a system strengthening and results oriented approach with the elaboration of the PFM Strategy and the IT master plan. This 'legacy' is being used as a new baseline for this Action and future DPs progams."}, {"bbox": [96, 312, 1166, 551], "category": "Text", "text": "**5. Gradual approach and capacity development:** In Mozambique, reforms tend to be launched at once through legislation, manuals and IT developments to all public sector institution and without transition. Yet, PFM reform is complex and requires a gradual approach that considers existing capacities and strong change management strategy. Understaffing, turnover, limited number of qualified staff (e.g. a little share of the MEF's staff has an economic or public finance background) and low productivity are major implementation challenges. Sustainable capacity development strategies that consider institutional strengthening (e.g functional reviews, civil service, legislative works etc), organisational development (e.g. internal/external communication strategy to ensure buy in or horizontal/vertical coordination mechanisms, organisational reeingeneering, etc) and individual capacity development (e.g. tailored national training programs and systems) are crucial for long-term success."}, {"bbox": [96, 551, 1166, 630], "category": "Text", "text": "**6. Adaptive management:** flexible program design and adaptive management are necessary to adjust to crises and changing priorities effectively. This requires prioritising continuous engagement and regular light monitoring and engagement, over too heavy formal coordination and monitoring platforms, especially in times of crisis and volatility."}, {"bbox": [96, 630, 1166, 709], "category": "Text", "text": "**7. Reduce transaction costs:** in the context of weak capacities aggravated by emergency management, measures should be taken to reduce transaction costs for the government, such as coordinating programs with other development partners and aligning monitoring mechanisms."}, {"bbox": [96, 709, 1152, 763], "category": "Text", "text": "**8. Leverage comparative advantage:** Leveraging the comparative advantages of different stakeholders and DPs is necessary to ensure synergies in strengthening PFM reform efforts."}, {"bbox": [96, 763, 1152, 843], "category": "Text", "text": "These lessons underscore the importance of strategic planning, stakeholder engagement, capacity development at institutional, organisation and individual levels, as well as the need for adaptive management in the implementation of the PFM programs in support to PFM reforms in Mozambique."}, {"bbox": [1027, 1681, 1144, 1706], "category": "Page-footer", "text": "Page 14 of 24"}]