[{"bbox": [128, 147, 1186, 588], "category": "Table", "text": "<table><tr><td>Institutional capacity</td><td>The ability of the MACs to realise and implement lacking national and sectoral policies</td><td>High</td><td>High</td><td><ul><li>Use policy dialogue to reach agreements with the relevant MACs about capacity shortcomings before launching any complementary measures.</li><li>Encourage the use of common platforms and hubs, and provide a strategic approach to technical support.</li><li>Focus on capacity building to contribute to the implementation of reforms.</li></ul></td></tr><tr><td>Institutional capacity</td><td>Limited commitment to gender equality and women's empowerment, the (HRBA) and the inclusion of PWD by the targeted institutions and non-state actors.</td><td>High</td><td>High</td><td><ul><li>Provide sufficient means to work with institutions and non-state actors on the importance of mainstreaming gender equality, the HRBA and the rights of PWD.</li></ul></td></tr></table>"}, {"bbox": [140, 601, 314, 626], "category": "Section-header", "text": "## Lessons Learned:"}, {"bbox": [140, 639, 1175, 772], "category": "Text", "text": "Liberian citizens demonstrate weak trust in the capacities of public institutions and their leaders to commit to and engage in public reforms. However, lessons show that CSOs are committed to engaging and supporting national reforms when given the opportunity. Existing hubs can be further used to reconcile private and public interests. Interactions between civil society and national institutions can be deepened, including in the area of anti-corruption within the natural resources sector."}, {"bbox": [140, 785, 1175, 943], "category": "Text", "text": "The lack of technical capacities is a significant challenge. Coordination and policy dialogue with stakeholders involved in various sectors are instrumental. Encouraging regular formal and informal contacts and working interactions is essential. It is also crucial to involve the Legislature in activities and dialogue around the programme to discuss oversight and transparency-related objectives. Regular high-level political dialogue on PFM should be organised between the Government and relevant development partners to discuss ongoing reforms, challenges and solutions."}, {"bbox": [140, 956, 1175, 1038], "category": "Text", "text": "Lessons learned from the previous State and Resilience Building Contracts with Liberia 'Moving Liberia Forward', which ended in 2020, and 'State-building Contract Liberia' completed in 2017, suggest the following recommendations to mitigate risks related to the limited capacity of Liberian institutions:"}, {"bbox": [140, 1049, 1175, 1129], "category": "List-item", "text": "* Pay more attention to the organisational and individual capacities in the MFDP to ensure ownership and implementation of the revised PFM reform strategy. The same attention should be given to line ministries and agencies;"}, {"bbox": [140, 1141, 1175, 1195], "category": "List-item", "text": "* Ensure political engagement and develop a roadmap for the envisaged reforms. Establish clear and measurable outcomes indicators to identify the midterm pathway towards achieving specific objectives;"}, {"bbox": [140, 1207, 1175, 1261], "category": "List-item", "text": "* Maintain continuous political and policy dialogue to facilitate the budget support operation in all its aspects and achieve the expected results in strong coordination with the IMF, the WB and the MS;"}, {"bbox": [140, 1273, 893, 1301], "category": "List-item", "text": "* Support capacity building initiatives in the MACs involved in the programme;"}, {"bbox": [140, 1312, 1175, 1338], "category": "List-item", "text": "* Ensure sufficient financial volume of the variable tranches to incentivize the focus of all counterparts involved;"}, {"bbox": [140, 1350, 1175, 1404], "category": "List-item", "text": "* Provide technical assistance on an ad hoc, demand-driven basis, focusing more on addressing specific fundamental weaknesses in PFM processes and systems in a programmatic and sequenced manner;"}, {"bbox": [140, 1429, 477, 1454], "category": "Text", "text": "Lessons learned for the forest sector:"}, {"bbox": [140, 1467, 1175, 1575], "category": "List-item", "text": "* Revitalising the industry: Liberia's once vibrant forest industry has entirely disappeared. However, the country still has significant forest cover and a wood industry, providing an opportunity to rebuild the sector. This depends on improving FDA oversight and enhancing productive infrastructure (transport, port facilities, connectivity, power supply) to allow production at competitive cost."}, {"bbox": [140, 1586, 1175, 1640], "category": "List-item", "text": "* Strengthening FDA capacity: the limited capacity of the FDA requires extra efforts to enhance self-regulation within the forest sector. This can be achieved by auditing forest operations through FDA field staff; engaging"}, {"bbox": [1026, 1679, 1141, 1703], "category": "Page-footer", "text": "Page 19 of 33"}]