[{"bbox": [82, 147, 1167, 603], "category": "Table", "text": "<table><tr><td></td><td>area of anti-corruption support. Not to be expected in the Gender Equality component).</td><td></td><td></td><td></td></tr><tr><td>2<br>Planning, processes and systems</td><td>Weak organizational capacity to implement agreements under the Action</td><td>M</td><td>H</td><td>Activities under the action shall specifically support strengthening OMAs and CSOs organizational capacities.<br>Demand-driven capacity development training in favour of OMAs and CSOs in order to improve their implementation capacities. Support to OMAs could upon demand also be reinforced by peer-to-peer technical assistance, e.g. TAIEX.</td></tr></table>"}, {"bbox": [92, 606, 252, 630], "category": "Section-header", "text": "Lessons Learnt:"}, {"bbox": [92, 648, 1162, 1192], "category": "Text", "text": "**Anti-Corruption:** According to available good practices about interventions in the field of anti-corruption, there is no one-size fits all approach, as anti-corruption measures do not only constitute a technical process (e.g. through the implementation of key areas spelled out in a national action plan), but they are also embedded in a highly political context, in which the determining factors (change of leadership, new personnel on the top of a specific agency) may change, for the good or for the worse. Anti-corruption measures must therefore be based on a thorough analysis of political economy and its contexts and it is important to keep the action design as open and flexible as possible, in order to be able to also respond to unexpected changes in a flexible manner. The assumption is that with a flexible approach and targeted actions, the intervention will deliver significant results. Technical support to the ACC and to the national integrity system to implement anti-corruption measures to date has been limited, both in terms of involvement of development partners (where UNDP and UNDESA were the only partners) and in financial support to the implementation of the NACSAP. The lessons learned so far have been incorporated in the action design of this action document. They relate mainly to lack of data and information on the implementation of the NACSAP, the lack of capacity and expertise at the ACC, the unavailability of financial resources and the lack of coordination of parts of integrity system. This action aims to address these bottlenecks at various levels. Furthermore, the proposed intervention will try to strike a balance between specific anti-corruption tools (which tools serve **only** corruption) and a larger framework (which tools **also** serve corruption). Recognising that any significant change in corrupt practices depends on the entire chain of governance, the intervention is proposing support to both **key institutions** of the integrity system, **to specific/key sectors** (natural resources management, amongst others) that have a strong impact on national economics and to **key processes vulnerable to corruption** (e.g. procurement)."}, {"bbox": [92, 1209, 1162, 1638], "category": "Text", "text": "**Gender Equality/Combating GBV:** The fight against gender-based violence and for gender equality, despite being high on the political, media and citizen's agenda, has not really gained speed during the past years. Gender-based violence has even increased during the last years. Many actors, CSOs, foundations – national and international – are active in the field, and their work and achievements are commendable, however, the overall results remain fragmented and sometimes limited to few locations and regions in Namibia. The national coordination mechanism (Clusters) led by the MGEPESW is operational, but it is not efficient: There is no allocation to CSOs by the MGEPESW to actually implement the National Action Plan for combatting GBV, the ministry's budgetary means are limited and the coordination of the above mentioned relevant stakeholders (Ministry of Health and Social Services, Police, Social workers etc.) is insufficient. Lessons learned point to the importance of more effective coordination to enhance synergies, resource maximization, mutual accountability and the promoting of programme sustainability. Processes and services must be streamlined at national level. Capacity development at various level facilitates involvement of lawmakers, duty bearers etc. and is key for dissemination and enforcement of GBV related laws. Lessons learned also imply that a continued engagement in capacity development on existing laws and policy framework for duty bearers remains pivotal to implement and enforce both Gender Equality and GBV legislative and policy frameworks. Another important lesson learned is that translation and popularization of GBV related laws and policy frameworks will"}, {"bbox": [1026, 1680, 1142, 1704], "category": "Page-footer", "text": "Page 16 of 29"}]