[{"bbox": [92, 146, 1167, 1609], "category": "Table", "text": "<table><tr><td></td><td>1.b) Political or economic changes such as excessive national indebtedness impede the signing of financing agreements of sovereign loans with LFIs intended under the Action</td><td>M</td><td>H</td><td>-The environmental and socio-economic relevance of the projects intended under the Action will be difficult to politically abandon.<br/>-The level of concessionality due to a generous share of grant accompanying the loans, the low interest rates from the LFIs and the EU provisioning of guarantees for sovereign loans by EIB are expected to make the financing package economically and financially attractive.</td></tr><tr><td></td><td>2. Intergovernmental friction between the central and devolved governments hampers the operationalisation of slum upgrading, low-cost housing or effective EDE coordination and implementation of response, recovery and preparedness interventions</td><td>L</td><td>H</td><td><b>For the urban development programmes</b><br/>Establish clear responsibilities, explicit complementarities and synergies between central and devolved authorities' roles in the implementation of the projects.<br/><b>For NDMA operations and DRM</b><br/>Ensure that post-2022 EDE/CPF reflects intergovernmental mode of government Deepen integration of EDE/DRM priorities in county planning &amp; budgeting frameworks</td></tr><tr><td></td><td>3. Existence or emergence of competing coordination frameworks reducing effectiveness of coordination.</td><td>L</td><td>M</td><td>NDMA management and stakeholders of relevant coordination frameworks work to ensure alignment between such frameworks e.g. coordination between public agencies such as NaMATA, Kura, KRC, HUD, NT, KenHA, NMS, counties, etc.</td></tr><tr><td></td><td>4. Inability to transfer comprehensive knowledge on low-cost housing system to key decision makers</td><td>M</td><td>M</td><td><ul><li>The project can achieve relative success even if not all elements of expected reforms are implemented</li><li>The project builds on a long period of intensive policy work carried out by the World Bank and UN-Habitat.</li></ul></td></tr><tr><td></td><td>5. Inability to achieve population buy-in of new low-cost housing systems and mechanisms</td><td>M</td><td>M</td><td><ul><li>The project builds on previously evidence-based successful approaches from other countries that require tangible proof of concept for developing acceptance. Prototypes can be easily delivered to demonstrate alternatives and stimulate demand.</li><li>Local stakeholders are involved to maximum extent to ensure their local knowledge and long-term economic interests be taken into consideration in the design of the intervention.</li></ul></td></tr><tr><td><b>Planning, processes &amp; systems</b></td><td>6. Risk of corruption, fraud or malpractice by the public and/or private sectors undermine partners confidence</td><td>M</td><td>H</td><td><b>For urban development</b><br/>Corruption is inherent to construction everywhere in the world. Adherence to international procurement standards, supervision of works, technical and financial audits and methodologically sound development impact evaluations can significantly reduce the scope of corruption and fraud. Measures to increase transparency and accountability will be put in place.<br/><b>On NDMA/NDEF</b><br/>NDMA Risk Management Framework addresses fiduciary risk</td></tr></table>"}, {"bbox": [1055, 1679, 1169, 1704], "category": "Page-footer", "text": "Page 21 of 37"}]