[{"bbox": [81, 123, 1168, 759], "category": "Table", "text": "<table><tr><td>1</td><td>Risk 5: Elite capture, corruption, and conflicting interests of political and economic actors including linkages with illicit activities. There are many unofficial power players involved and the official key stakeholders may not be overly interested in the consequences of inclusive democratic governance, transparency and improved PFM.</td><td>M</td><td>M</td><td>This Action puts emphasis on participatory and transparent planning and budgeting, audit, strong internal control mechanisms to mitigate this risk. It will strengthen areas which are prone to corruption and mismanagement of public funds such as procurement.</td></tr><tr><td>2, 3, 5</td><td>Risk 6: Difficult to access marginalised, vulnerable, and at-risk groups including women and girls, youth, IPs, and IDPs and potential backlash related to perceived disregard or threats to gender and socio-cultural norms and socio-economic and political hierarchies.</td><td>M</td><td>M</td><td>Choose implementing partners with high levels of local knowledge, experience, and access to targeted locations and communities; and ensure that gender- and conflict-sensitive approaches are employed throughout the programme cycle. Engage community, tribal, and religious leaders as advocates for the transformation of gender norms.</td></tr><tr><td>3</td><td>Risk 7: Changes in government stakeholders, limited absorption capacity of newly elected officials, and CSOs with limited capacity results in constraints and delays during implementation.</td><td>M</td><td>M</td><td>Apply a participatory, flexible, adaptive, and experiential approach to all capacity building activities and ensure national, regional, and local ownership of the process and responsibility for the results.</td></tr></table>"}, {"bbox": [92, 761, 238, 782], "category": "Section-header", "text": "Lessons Learnt:"}, {"bbox": [92, 797, 1162, 967], "category": "Text", "text": "L1 Breaking cycles of violence requires legitimate institutions that can deliver citizen security, justice and jobs. Achieving this will take a massive investment over an extended period to help conflict-affected and underdeveloped areas bridge the development gap and catch up with the rest of the country. Furthermore, peace processes are inherently uncertain resulting in unpredictable timeframes, setbacks, and opportunities. Expectations must be managed, support has to be flexible, and donors and implementer must ensure that programmes and activities can be easily adapted to changing circumstances. They must be able to respond quickly at key political moments to fill gaps while other policies, processes, and structures are negotiated, and to revise objectives, methodologies, and interventions as the peace process evolves."}, {"bbox": [92, 978, 1162, 1147], "category": "Text", "text": "L2 Communication and Coordination within and between donors; across sectors; and between national, regional, sub-regional, and LGUs increases efficiency, effectiveness, impact, and sustainability. Lack of communication and coordination has, at times, led to duplication of efforts and inefficient use of human and financial resources. This Action will improve communication and coordination by employing the triple HDP nexus approach. It will also assist the government at various levels by continuing to work with and strengthen the BPDA including its communication and coordination with the MinDA and the National Economic and Development Authority (NEDA). Furthermore, it will facilitate improved communication and dialogue with civil society, as well as between agencies working across the HDP silos."}, {"bbox": [92, 1159, 1162, 1281], "category": "Text", "text": "L3 Lack of experienced personnel in the BTA, limited absorption capacity, delays in planning and implementation, and poor budget utilization. A major challenge for the BTA and the LGUs has not been a lack of financial resources. Most of the Ministries and LGUs have adequate funds. Rather, the challenge has been hiring and training staff and efficient and effective PFM systems. The governance component of this Action is designed to strengthen the government's capacity in PFM, especially at the local government level."}, {"bbox": [92, 1293, 1162, 1438], "category": "Text", "text": "L4 Limited peace dividends resulting in perceptions and rumours of mismanagement of public funds. The lack of strategic communications and access to accurate and regular public information also contributes to misinformation and disinformation. The normalization and HDP nexus components of this Action are designed to yield tangible results (peace dividends) that have a positive impact on people's daily lives. Also, the governance component will focus on building institutional capacity at the regional and local level in strategic communications and public information, -including the transparent use of public funds and other aspects of PFM."}, {"bbox": [92, 1450, 1162, 1571], "category": "Text", "text": "L5 The most vulnerable, marginalised, and at-risk populations are challenging to reach. Previous and ongoing socio-economic development programmes including agricultural value chain initiatives attempted to reach these populations, but the requirements and application processes were often too stringent. The normalization and HDP nexus components of this Action are designed to reach these populations. For example, when and where appropriate, the EU's implementing partners will work with local NGOs and CSOs who have existing knowledge of the context, access to and relationships with these populations. Furthermore, gender"}, {"bbox": [982, 1636, 1098, 1660], "category": "Page-footer", "text": "Page 15 of 28"}]