[{"bbox": [85, 151, 424, 180], "category": "Section-header", "text": "## 3.4 Risks and Lessons Learnt"}, {"bbox": [81, 193, 1167, 1638], "category": "Table", "text": "<table><thead><tr><td>Category</td><td>Risks</td><td>Likelihood</td><td>Impact</td><td>Mitigating measures</td></tr></thead><tbody><tr><td>External environment</td><td>Risk 1: Political instability following the 2022 presidential elections and changing priorities of the beneficiary institutions.</td><td>Medium</td><td>Medium</td><td>EU will engage in political dialogue with the Government to promote a culture of justice and accountability. The project aims to strengthen criminal justice institutions and to build the public trust in them. It will strengthen the independence of the judiciary which has a key role in adjudicating cases related to the elections.</td></tr><tr><td>People and organisation</td><td>Risk 2: The establishment of a fully functional and properly manned NCAA Secretariat is delayed.</td><td>Low</td><td>Medium</td><td>NCAJ has made significant progress during PLEAD I. The continued success of NCAA as a coordination mechanism will facilitate its prioritisation amongst decision makers. EU will emphasise the need for the Secretariat to be fully operationalized. Visibility events will also assist in highlighting the role that NCAA plays within the justice system.</td></tr><tr><td>Communication and information</td><td>Risk 3: Donors do not coordinate their interventions.</td><td>Low</td><td>Low</td><td>Implementing partners will be active in the existing donor coordination groups on Judiciary, ODPP, and anti-corruption. UNODC will establish a corrections donor group (for PACS and KPS). Moreover, it will engage with partners implementing large-scale interventions in relevant areas (e.g. GIZ, IDLO, RWI) to seek synergies and prevent overlap.</td></tr><tr><td>People and organisation</td><td>Risk 4: Lack of institutional capacities, especially to tackle grand corruption and maintain independence.</td><td>Low</td><td>High</td><td>Strong capacity building support is one of the main activities, reinforced by peer-to-peer technical assistance and permanent and innovative methods such as mentoring and specific operational guidance.</td></tr><tr><td>People and organisation</td><td>Risk 5: Failure by beneficiary institutions to maintain automated systems and procure and sustain IT equipment to ensure functionality of such systems.</td><td>Medium</td><td>Medium</td><td>Systems will be designed in a way to minimize recurring costs. They will also be designed and implemented in an incremental way to mirror institutional capacities. Change management processes will highlight the benefits associated to automation and the need for prioritizing resources to such initiatives.</td></tr><tr><td>People and organisation</td><td>Risk 6: Resistance to change by criminal justice practitioners, obstructing integrity, human rights and gender initiatives</td><td>Low</td><td>Medium</td><td>The action will involve beneficiary institutions at every stage of implementation and will closely monitor the impact of capacity building / training. It will involve senior leadership of the</td></tr></tbody></table>"}, {"bbox": [1026, 1680, 1143, 1704], "category": "Page-footer", "text": "Page 15 of 33"}]