[{"bbox": [85, 150, 382, 175], "category": "Section-header", "text": "3.4 Risks and Lessons Learnt"}, {"bbox": [73, 186, 1150, 1621], "category": "Table", "text": "<table><thead><tr><td>Category</td><td>Risks</td><td>Likelihood (High/ Medium/ Low)</td><td>Impact (High/ Medium/ Low)</td><td>Mitigating measures</td></tr></thead><tbody><tr><td>External factors</td><td>Difficulties and delays in imports experienced due to the persistence of the US embargo and the inclusion in the list of States Sponsors of Terrorism and the global economic crisis.</td><td>H</td><td>H</td><td>Explore ways to mitigate the effects of the US embargo and its extraterritorial measures through experts' advice. Development of innovative local production, repurposing and reuse solutions to replace imports. Sustained dialogue with US on how to support modern and democratic progress in Cuba and sustained political dialogue with Cuba on the impact of US coercive measures.</td></tr><tr><td>External factors</td><td>Country's macroeconomic situation prevents timely use of programme resources.</td><td>H</td><td>H</td><td>The Action will be implemented in Delegated cooperation with Pillar Assessed entities, having foreign currency accounts outside Cuba, which are not subject to the liquidity restrictions of the country.</td></tr><tr><td>External factors</td><td>Natural hazards (in particular hurricanes), health and other disasters in the beneficiary municipalities modify local priorities, divert attention and resources and cause setbacks on progress achieved.</td><td>H</td><td>H</td><td>Integration of disaster risk reduction plans as part of sustainability in the Action from design to implementation, including capacity building for local actors and beneficiaries.</td></tr><tr><td>Planning, processes and systems</td><td>Multiplicity and diversity of actors involved hinder coordination and convergence of interests.</td><td>H</td><td>H</td><td>Solid inclusive and participatory programme management structure, relying on the framework of the descentralisation policy. Detailed organisational set-up with clear responsibilities and division of labour, included in the contract and effective monitoring tools in place (e.g. regular coordination meetings).</td></tr><tr><td>People and organisation</td><td>Limited capacities of human and financial resources at municipal level, especially in view of the emerging decentralisation process.</td><td>H</td><td>H</td><td>External technical support, capacity building, including on local revenue generation by municipal authorities.</td></tr><tr><td>People and organisation</td><td>Flows of migrants and brain drain, especially youth, from the beneficiary municipalities hamper local development.</td><td>M</td><td>M</td><td>Develop initiatives facilitating local youth engagement, including initiatives to increase employment and capacity building to increase employability across the range of sectors of the Action.</td></tr><tr><td>People and organisation</td><td>Persisting cultural practices (consumption, production and participation) hamper the effective transition to a environmentally and socially</td><td>M</td><td>M</td><td>Strong component of behavioural change communication included in the Action.</td></tr></tbody></table>"}, {"bbox": [1026, 1680, 1142, 1704], "category": "Page-footer", "text": "Page 12 of 26"}]