[{"bbox": [67, 98, 1159, 1360], "category": "Table", "text": "<table><tr><td>External elements</td><td>People in poverty are disproportionately vulnerable to external shocks (climate, pandemic)</td><td>M</td><td>M</td><td>Support evolution of the NSSS so that it responds to shocks and meets needs for crisis responses. Targeting criteria for beneficiaries and areas should be inclusive, transparent and fair.</td></tr><tr><td>Planning, processes and systems</td><td>NSSS reform agenda is delayed</td><td>M</td><td>M</td><td>Results-based five-year NSSS Action Plans available. Policy dialogue and engagement sustained at all levels. Joint approaches with like-minded development partner.</td></tr><tr><td>Planning, processes and systems</td><td>Coordination and collective action between Ministries/ Division is limited</td><td>M</td><td>M</td><td>Technical assistance in key area of NSSS Action Plan(s). Capacity of Cabinet Division strengthened for coordination and monitoring. Sustained policy engagement with MoLE and MoWCA</td></tr><tr><td>Planning, processes and systems</td><td>Effectiveness and sustainability of social security depends on fiscal system</td><td>M</td><td>M</td><td>Risks on expenditure and allocative efficiency (pro-poor and gender-responsive budgeting) are core element of policy dialogue. The EU programme to strengthen DRM and budget oversight contributes to PFM improvement.</td></tr><tr><td>Planning, processes and systems</td><td>Budget for GoB pensions and Freedom Fighters increases disproportionately</td><td>M</td><td>M</td><td>Risk monitoring feeds into policy dialogue. Targeting criteria for beneficiaries and areas should be inclusive, transparent and fair.</td></tr><tr><td>Planning, processes and systems</td><td>Roll-out of PFMRS 2016-2021 Action Plan 2018-23 is slow. Oversight is weak.</td><td>L</td><td>M</td><td>PFMRS Action Plan available with EU and DP support to roll-out. EU programme on DRM and budget oversight started. Coordination of complementary technical assistance under this action with PFM programme and SPBMU.</td></tr><tr><td>Planning, processes and systems</td><td>Corruption and weak budget controls affect implementation</td><td>M</td><td>M</td><td>Risk monitoring feeds into policy dialogue. EU programme on DRM and budget oversight contributes to overall PFM improvement. G2P expansion and introduction of M&E tools contribute to address fiduciary risks (SPBMU function)</td></tr><tr><td>People and the organisation</td><td>Capacity and resources to lead on, implement and monitor reforms show gaps</td><td>H</td><td>H</td><td>Key staff of relevant Ministries/Divisions engaged in the reforms at programmatic (MCBP, social security for workers) and coordination/monitoring (NSSS) levels. Capacity building with technical assistance support. Targeting criteria for beneficiaries and areas should be inclusive, transparent and fair. CSOs participate in monitoring of the reforms.</td></tr></table>"}, {"bbox": [79, 1372, 239, 1396], "category": "Section-header", "text": "Lessons Learnt:"}, {"bbox": [79, 1410, 1148, 1597], "category": "Text", "text": "Development partners' support to social protection in Bangladesh has remained significant over the years. It has become a renewed priority with COVID-19. While this has led to positive contributions, the overall scope and impact remained limited mainly due to a focus on social assistance, proliferation of actors with stand-alone programmes and uneven sector coordination. The NSSS provides a solid Government-led, consolidated policy framework to engage at strategic level and promote a system-oriented approach, as called for in the Communication on Social Protection in EU Development Cooperation. Partnering with key counterparts at overarching level, such as Finance and Cabinet Divisions is important to build mutual responsibility and accountability."}, {"bbox": [1039, 1662, 1157, 1686], "category": "Page-footer", "text": "Page 14 of 27"}]