[{"bbox": [96, 152, 1133, 247], "category": "Text", "text": "- Strengthen strategic communication and public diplomacy, including visibility actions on EU cooperation and public diplomacy specific interventions to promote EU policies as well as its multilateral agenda in Bolivia.\n\nThe overall budget of the Action is EUR 2 million, to be implemented in direct management."}, {"bbox": [85, 286, 323, 318], "category": "Section-header", "text": "# 2 RATIONALE"}, {"bbox": [85, 352, 235, 379], "category": "Section-header", "text": "## 2.1 Context"}, {"bbox": [96, 397, 1134, 771], "category": "Text", "text": "The Plurinational State of Bolivia is a lower-middle-income country characterized by solid inclusive growth during the last 15 years. According to the World Bank, 25% of Bolivia's GDP comes from the export of goods and services, of which natural gas represents the main one (68% of export value and 7% of GDP). For its high dependency on natural gas and minerals, the Bolivian economy is highly vulnerable to international price fluctuations. The country experienced a major political, institutional, and social crisis following the failed 2019 elections. After a convulsed period, the *Movimiento al Socialismo* (MAS) won in October 2020 national elections with an absolute majority. However, the country remains highly polarized, and the risks of conflict due to societal divides, political struggles, and unmet social demands are high. After a sharp GDP contraction in 2020, the economy recovered from 2021 (with a 4% growth in 2022 and a 5% forecasted for 2023), thanks to high public investments, emphasizing the productive sector and imports substitution (main objectives of the Economic and Social Development Plan - PDES 2021-2025 adopted in October 2021). To face the pandemic and its socioeconomic forecasted adverse effects, the Government of Bolivia committed to promote an important boost of economic growth and employment for Bolivians. From the EU perspective, this economic growth should be compatible with an environmental, economic and social sustainability, based on good governance."}, {"bbox": [85, 796, 341, 827], "category": "Section-header", "text": "## 2.2 Problem Analysis"}, {"bbox": [96, 843, 318, 870], "category": "Text", "text": "Short problem analysis:"}, {"bbox": [96, 881, 1133, 989], "category": "Text", "text": "In recent years geopolitical objectives have risen strongly in importance and account for an important share of the workload of Delegation staff assigned to the implementation of international cooperation. However, this staff is already largely occupied by day to day management of programme portfolios and related policy dialogue. With the Team Europe approach, coordination tasks with Member States have also increased strongly."}, {"bbox": [96, 1000, 1134, 1158], "category": "Text", "text": "In addition, staff profiles are much focused on policy dialogue and general programme management. Sector experts are scarce or the exception and in-house expertise on some specific topics and instruments e.g. financial is largely missing. The capacity to carry out additional tasks, cover new topics, work on studies or formulation exercises, is consequently limited. Available staff numbers and profiles contrast with an increasingly wide definition of cooperation, an increasingly broad array of thematics to be covered in the geopolitical interest of the Union and the Commission."}, {"bbox": [96, 1172, 1133, 1253], "category": "Text", "text": "The proposed Support Measures/Cooperation Facility aim to fill this gap. It will provide technical assistance linked to the identification, formulation, monitoring and evaluation activities necessary to the efficient implementation of the country and regional programmes."}, {"bbox": [96, 1265, 1073, 1320], "category": "Text", "text": "Identification of main stakeholders and corresponding institutional and/or organisational issues (mandates, potential roles, and capacities) to be covered by the action:"}, {"bbox": [96, 1330, 1133, 1411], "category": "Text", "text": "**State institutions** are the primary stakeholders. Building capacities at central, regional and local level (municipal entities), enforcing public sector accountability, ensuring a higher level of transparency are key to enhancing the public sector."}, {"bbox": [96, 1422, 1133, 1477], "category": "Text", "text": "**EU Member States**, their technical and financial cooperation institutions are part of Team Europe, partners in most sectors. Coordination is an important task of the Delegation."}, {"bbox": [96, 1488, 1133, 1543], "category": "Text", "text": "**Civil society** is an important partner in implementation and the promotion of democracy and values. They are beneficiaries of specific funding and support."}, {"bbox": [96, 1554, 1133, 1635], "category": "Text", "text": "**Decision-makers from all sectors** are target groups of strategic EU communication and public diplomacy. It will be increasingly important for the EU to build partnerships and promote its geopolitical objectives, e.g. referring to energy sourcing, strategic raw materials, political alliances for the defence of common values, etc. Possible"}, {"bbox": [1038, 1681, 1144, 1707], "category": "Page-footer", "text": "Page 4 of 12"}]