[{"bbox": [134, 147, 1134, 201], "category": "Section-header", "text": "a) General mandate, technical and operational expertise in the sector of transparency and fight against corruption"}, {"bbox": [96, 201, 1134, 414], "category": "Text", "text": "As guardianship of the United Nations Convention against Corruption (UNCAC) and the United Nations Convention on Transnational Organized Crime (UNTOC), its three protocols, and its expertise in providing technical assistance to states, UNODC is an important political and strategic interlocutor and can will play a pivotal role as a critical implementer for the implementation of this Action. To help stop and fight corruption, economic fraud, and identity-related crimes, UNODC has created several tools, manuals, and publications. They are also constantly developing new ones to improve knowledge of the challenges, policies, and best practices in implementing UNCAC, especially based on what the Review Mechanism says is needed. These tools can be adapted to regional and national needs upon request."}, {"bbox": [134, 465, 778, 492], "category": "Section-header", "text": "b) Working methods and capacity for multi-stakeholder coordination"}, {"bbox": [96, 492, 1134, 706], "category": "Text", "text": "The core of UNODC's work is joining forces with governments, anti-corruption practitioners, the private sector, and civil society, including youth and academia, to address corruption at all levels and restore trust where it has been eroded. UNODC has supported the Government of Honduras in legislative reforms and capacity building in areas specifically related to corruption and transparency. It provided technical support to the Government of Honduras in designing the National Transparency and Anti-Corruption Strategy and the Open State Action Plan of Honduras (2023-2025), together with EU support. In these anti-corruption public policy documents, UNODC achieved the integration of the actors of the National Transparency and Anti-Corruption System and validated the process in all departments of the country."}, {"bbox": [134, 717, 389, 744], "category": "Section-header", "text": "c) Presence on the ground"}, {"bbox": [96, 756, 1134, 917], "category": "Text", "text": "In recent years, UNODC has expanded its presence on the ground to bring its support closer to the point of delivery. Through Regional Anti-Corruption Platforms and Hubs, and enhanced field-based activities and respond faster to the anti-corruption priorities and technical assistance needs identified at the regional and country levels. In 2023, UNODC launched the Central American platform in Honduras to accelerate the UNCAC implementation, comprising six countries: Costa Rica, El Salvador, Guatemala, Honduras, Panama, and the Dominican Republic. These joint and tailored efforts accelerate the implementation of the UN Convention against Corruption."}, {"bbox": [96, 954, 679, 981], "category": "Section-header", "text": "d) Innovative approach aligned to the Global Gateway Strategy"}, {"bbox": [96, 981, 1134, 1244], "category": "Text", "text": "In 2023, UNODC started to analyse the impact of corruption on global efforts to respond to climate change. The aim is to integrate anti-corruption considerations into the international climate policy agenda, highlighting the need to tackle corruption to reach international climate goals. Under this new initiative, UNODC aims to prevent corruption that worsens the causes and consequences of climate change. Finally, UNODC's value is enshrined in its vision. Only by uniting against corruption and implementing a whole-of-government and societal approach can state parties accelerate the implementation of UNCAC and the Sustainable Development Goals (SDGs), fostering the path to more inclusive and resilient societies. In line with the Global Gateway Investment Agenda in Honduras, UNODC will promote high-standard and transparent infrastructure partnership with an increased citizen oversight of public infrastructure GG projects, thus improving climate resilience and addressing corruption risks in climate finance and action."}, {"bbox": [96, 1257, 1134, 1313], "category": "Text", "text": "In case the envisaged entity would need to be replaced, the Commission's services may select a replacement entity using the same criteria. If the entity is replaced, the decision to replace it needs to be justified.¹⁵"}, {"bbox": [85, 1338, 1144, 1396], "category": "Section-header", "text": "### 4.3.3 Changes from indirect to direct management mode (and vice versa) due to exceptional circumstances (one alternative second option)"}, {"bbox": [96, 1408, 1134, 1516], "category": "Text", "text": "In case negotiations with the proposed entity for the implementation of activities under Outcomes 1 and 2, in indirect management fail, the same may be implemented in direct management through grants awarded through call for proposals with international/national NGOs or public bodies established in Honduras and demonstrated capacity to achieve the same level of results."}, {"bbox": [85, 1571, 1144, 1648], "category": "Footnote", "text": "¹⁵ It is reminded that, during the implementation of the action, in case it is decided to select another entity, the same criteria may be used for justifying such selection, without going through a substantial modification of the Financing Decision. Consequently, beyond the justifications provided for selecting a given entity, it is important to define clear selection criteria."}, {"bbox": [1027, 1681, 1144, 1707], "category": "Page-footer", "text": "Page 26 of 33"}]