devinitorg/iati-policy-markers huggingface dataset:
Dutch NGO’s Joint Humanitarian Response for South Sudan COVID-19 Joint Response The COVID-19 pandemic is spreading rapidly in South Sudan. The COVID-19 crisis in South Sudan is more than a national health emergency. In South Sudan, from April 6 to August 31st, 2020, there have been 2.527 confirmed cases of COVID-19 with 47 deaths . While the number of cases in South Sudan might seem low, limited testing and social stigma obscure the true magnitude of the pandemic .

The COVID-19 outbreak in South Sudan comes against the backdrop of an already dire humanitarian situation. People’s access to basic services was very limited already before the outbreak, and COVID-19 related restrictions on movement and service provision have only made the situation worse. 56 per cent of the nearly 12 million population in South Sudan does not have access to primary health care services. Out of approximately 2,300 health facilities, more than 1,300 are non-functional . The DRA partners have designed their response based on needs and gaps in line with HRP COVID-19 addendum and the National Action Plan, and in line with their technical expertise and complementarity with other interventions to maximize impact. In line with FSL Cluster recommendations, DRA partners will support vulnerable households, including households with suspected or confirmed COVID cases, with emergency life-saving food assistance, and complement with livelihood and livestock support in order to address immediate and longer term needs. The DRA partners will implement a WASH program which focuses primarily on containing the spread of COVID-19 pandemic and decrease morbidity and mortality, outlined as the first strategic objective of the COVID-19 addendum to the HRP. DRA partners will ensure the provision of critical protection related assistance and specialized services in all targeted locations. DRA partners aim to contribute to the specific objectives of the Health Cluster, supporting in containing the spread of the COVID-19 outbreak and avoid excess morbidity and mortality. The DRA partners will target both host and IDP communities, as well as returnees, to ensure a conflict-sensitive approach.
South Sudan Joint Response 2022-2023 programme While the ceasefire has been holding in many parts of the country since the signing of the revitalized peace agreement in 2018, its implementation has not reduced the humanitarian needs of the South Sudanese people. Progress on key components of the revitalized peace agreement remains slow, and lack of durable peace and limited investment in basic services continue to hold people in South Sudan back from stability and sustainable development. Through this SSJR intervention, SCI and partners CEF and CEDS support the humanitarian response system through integrated protection, FSL, multi-purpose cash and WASH response which will lead to reduced mortality and morbidity, improved health and nutrition outcomes, improved mental and psychosocial wellbeing, ensuring communities affected by multi-faceted humanitarian crises are protected from all forms of violence, abuse, and neglect through integrated assistance. The complex context, exacerbated by floods, COVID-19, economic hardships, and conflict have continued to exacerbate existing vulnerabilities across the target locations, with disproportionate impact on the host communities, IDPs and returnees. Therefore, the SSJR 2022-2023 will continue to target the most vulnerable households amongst IDPs, returnees and host communities, with a particular focus on women-headed households, child-headed households, households with elderly and disabled people, households with malnourished children, women (especially PLW), (adolescent) boys and girls, and persons in need of specialised mental health and psychosocial support.
South Sudan Joint Response 2020 - Implementation South Sudan remains in the grip of a serious humanitarian crisis, with the effects of years of conflict, displacement and lack of basic services continued to be felt throughout the country. Following a reassessment of humanitarian need at the end of the dry season in 2019, the overall number of people in need increased from the 7.1 million stated in the 2019 Humanitarian Needs Overview, to 7.2 million after the first quarter, leaving 63% of the 11.4 million total population of South Sudan in need. The South-Sudan Joint Response will focus on implementing life-saving activities in 2020. Considering the current humanitarian context in South Sudan, the SSJR programs will aim to enhance the transition from humanitarian assistance to resilience programming, addressing root causes, enabling vulnerable and at-risk communities to build resilience to acute shocks and chronic stresses, and recover from crisis. Lastly, the SSJR program will continue to address critical problems relating to physical and mental wellbeing, strongly reinforcing protection throughout the program, both integrated within other sectors, and as a separate sector. SSJR will focus on vulnerable households amongst IDPS, returnees and host communities, with a particular focus of FSL, WASH and MPC interventions targeting child-headed households, female headed households, PLW, elderly, households with children facing SAM/MAM, and people with disabilities. Vulnerable youth and adolescent boys and girls are specifically targeted in specific Protection activities as well.
South Sudan Joint Response 2021 - Coordination At the Netherlands level, the day-to-day support to the SSJR is handled by humanitarian staff from Save the Children, who are responsible for (i.e.): resolving any arising issues during implementation of the program which require consultation and resolution at the Netherlands level; maintaining contact with the DRA Committee, MoFA and the partner NGO Netherlands Offices; maintaining contact with the SSJR internal coordination team South Sudan; consolidate reporting to MoFA; and generating visibility to the Ministry as well as to the Dutch public. At the South Sudan level, the day-to-day management of the program is handled by the SSJR field coordinator, who is responsible for (i.e.): monitoring the overall program implementation (by consulting, meetings, field visits, consolidate progress to key stakeholders); resolving any arising issues during implementation of the program; visiting and supporting location ‘hubs’ during implementing, support in coordination, support hubs in facilitation of joint initiatives; representing SSJR towards the Dutch Embassy; support the Dutch Embassy wherever requested during meetings; maintaining contact with UN(OCHA); maintaining contact with the Lead in the Netherlands; lead on implementing the joint Grand Bargaining Commitments made by the JR partners; supporting collaboration amongst the partners and coordination, organizing the Real Time Review and evaluation; generating visibility (including being the focal point for Dutch media) and take forward issues for joint lobby & advocacy towards key stakeholders
South Sudan Acute Food Insecurity JR - Coordination At the Netherlands level, the ‘day-to-day’ support to the DRA Food Insecurity JR in South Sudan is handled by humanitarian staff from Save the Children, who are responsible for (i.e.): resolving any arising issues during implementation of the programme which require consultation and resolution at the Netherlands level; maintaining contact with the DRA Committee, the Ministry of Foreign Affairs and the partner NGO main offices; maintaining contact with the field coordination team in South Sudan; consolidating reporting to the Ministry of Foreign Affairs; organizing the meta-audit; and contributing to visibility to the Ministry but also the Dutch public. In South Sudan, the day-to-day management of the programme is handled by the Field Coordinator, who is responsible for (i.e.): monitoring the overall programme implementation (by consulting, meetings, field visits); resolving any arising issues during implementation of the program; representing partners and relevant stakeholders; maintaining contact with UN(OCHA); maintaining contact with the Lead in the Netherlands; supporting cooperation amongst the partners and coordination, investigate opportunities to generate added value; organizing the evaluation; generating visibility and taking forward issues for joint lobby & advocacy towards key stakeholders
South Sudan Joint Response 2020 - Coordination At the Netherlands level, the day-to-day support to the SSJR is handled by humanitarian staff from Save the Children, who are responsible for (i.e.): resolving any arising issues during implementation of the program which require consultation and resolution at the Netherlands level; maintaining contact with the DRA Committee, MoFA and the partner NGO Netherlands Offices; maintaining contact with the SSJR internal coordination team South Sudan; consolidate reporting to MoFA; and generating visibility to the Ministry as well as to the Dutch public. At the South Sudan level, the day-to-day management of the program is handled by the SSJR field coordinator, who is responsible for (i.e.): monitoring the overall program implementation (by consulting, meetings, field visits, consolidate progress to key stakeholders); resolving any arising issues during implementation of the program; visiting and supporting location ‘hubs’ during implementing, support in coordination, support hubs in facilitation of joint initiatives; representing SSJR towards the Dutch Embassy; support the Dutch Embassy wherever requested during meetings; maintaining contact with UN(OCHA); maintaining contact with the Lead in the Netherlands; lead on implementing the joint Grand Bargaining Commitments made by the JR partners; supporting collaboration amongst the partners and coordination, organizing the Real Time Review and evaluation; generating visibility (including being the focal point for Dutch media) and take forward issues for joint lobby & advocacy towards key stakeholders.
South Sudan Joint Response 2019 - Coordination At the Netherlands level, the day-to-day support to the SSJR is handled by humanitarian staff from Save the Children, who are responsible for (i.e.): resolving any arising issues during implementation of the program which require consultation and resolution at the Netherlands level; maintaining contact with the DRA Committee, MoFA and the partner NGO Netherlands Offices; maintaining contact with the SSJR internal coordination team South Sudan; consolidate reporting to MoFA; and generating visibility to the Ministry as well as to the Dutch public. At the South Sudan level, the day-to-day management of the program is handled by the SSJR field coordinator, who is responsible for (i.e.): monitoring the overall program implementation (by consulting, meetings, field visits, consolidate progress to key stakeholders); resolving any arising issues during implementation of the program; visiting and supporting location ‘hubs’ during implementing, support in coordination, support hubs in facilitation of joint initiatives; representing SSJR towards the Dutch Embassy; support the Dutch Embassy wherever requested during meetings; maintaining contact with UN(OCHA); maintaining contact with the Lead in the Netherlands; lead on implementing the joint Grand Bargaining Commitments made by the JR partners; supporting collaboration amongst the partners and coordination, organizing the Real Time Review and evaluation; generating visibility (including being the focal point for Dutch media) and take forward issues for joint lobby & advocacy towards key stakeholders.
Myanmar National Community Driven Development Project The development objective is to enable poor rural communities to benefit from improved access to and use of basic infrastructure and  services through a people-centered approach and to enhance the governmentâ€™s capacity to respond promptly and effectively to an elig ible crisis or emergency.
Cambodia Nutrition Project The PDO is to improve utilization and quality of priority maternal and child health and nutrition services for targeted groups in Cambodia.
Umbrella Facility for Gender Equality (UFGE) The broad objective of this facility is to strengthen awareness, knowledge, and capacity for gender-informed policy making and programs. It will finance initiatives with a strong â€˜public goodsâ€™ rationale, including frontier areas of knowledge, knowledge management, and improving the availability and quality of gender-related statistics.
Community Access and Urban Services Enhancement Project To improve basic infrastructure and services for vulnerable urban populations in targeted urban centers of the Recipient.
CF BCP Equity The proposed project involves an equity investment in Banque Centrale Populaire (BCP or the Bank).  BCP is the central entity of Banque Centrale Populaire Group (BCP Group), the second largest banking group in Morocco.  BCP is listed on the Casablanca Stock Exchange and controls several specialized non banking financial institutions offering leasing, consumer finance, investment banking in addition to commercial banks in Sub-Saharan Africa and Europe.  The Group has been traditionally focused on financing SMEs, mostly in the peripheral regions where it is considered Moroccos SME Bank. It is also the market leader in terms of deposit mobilization and expatriates remittances. The project is expected to achieve a significant development impact at two levels:  (a)	Contribute to increasing access to finance to micro, small and medium enterprises:  BCP''s strategy is to strengthen its positioning in the Casablanca region.  By supporting BCP, IFC will enable the Bank to gain market share and consolidate its leadership in the MSME and retail segment and therefore support economic activity and job creation.  (b)	Contribute to increasing banking penetration:  Traditionally, BCP Group has played a key role in providing banking services to low-income market and therefore in increasing banking penetration in Morocco.  The proposed project will contribute to further developing access to banking services for retail clients in Morocco.
BLS Equity Project The proposed transaction is an equity investment of up to US$36 million in primary common shares of Building Logistics S.A (BLS or the Company). BLS is a logistics service provider in Morocco and a subsidiary of H&S Invest Holding, a diversified family-owned holding company operating in FMCG, logistics, pharmaceuticals, media communication and real estate. The Company has ambitious growth plans to become a leading third-party logistics (3PL) services provider in the country. IFCs proposed investment will be used to finance BLS growth investments consisting of (i) bolt-on acquisitions of identified logistics service providers, warehouse facilities and other facilities for the group in Morocco, and (ii) a capex plan to expand BLS existing warehouse facilities and construct greenfield warehouse facilities and logistics platforms in various large cities of the country (the Project). Project Outcomes 
Grade-A warehouses involve large, modern, flexible and well-located buildings with adequate service infrastructure, constructed to optimize distribution configurations, and facilitate scale, throughput and consolidation of inventories and transportation. By offering transport services and simplifying distribution, Grade-A warehouses provide around 35 percent savings on a per-unit basis compared to Grade-B warehousing, thus increasing return on investment for tenants and improving the economic attractiveness of their investments in a target location. 80 percent of the current industrial and warehousing supply in Morocco is of low quality, inadequately managed, and geographically concentrated. The Project will significantly increase the availability of integrated 3PL services through building Grade-A warehousing space and expanding its transport network in Morocco directly addressing the access gap. Furthermore, global firms (3PL clients) are required to monitor and reduce their carbon footprint across their supply chain, which entails they will seek logistics service providers with environmental management measures.

Market Outcomes
Access to high quality and efficient 3PL services can be instrumental to the productivity of services and manufacturing firms and can influence firms decisions to invest or expand in a given country. The 3PL market in Morocco is nascent, with very few players providing integrated transport and warehousing services. The Project is expected to consolidate the market through the acquisition of smaller logistics operators and reallocate these assets to more productive use, by a Company with improved managerial and technological capabilities. As BLS gains further market share, its advanced digital capabilities can set the industrys quality standards, and its commercial success can potentially incentivize new entrants to the market.
GEF PVMTIZakoura This PVMTI subproject will facilitate the introduction of a microfinance credit scheme to accelerate the uptake of solar home systems (SHS) in rural areas of Morocco.  Zakoura, a leading  microfinance institution, will provide a range of credit packages to buyers of SHS in partnership with multiple PV suppliers selected by Zakoura, which are able to comply with the PVMTI technical guidelines.  IFC will provide a partial credit guarantee for Zakoura, so that it can access debt financing for the project locally from Société Générale Marocaine de Banques (Soc Gen).    The project is financed by the IFC/GEF Photovoltaic Market Transformation Initiative (PVMTI). The Global Environment Facility (GEF) has provided $30 million in concessional funds to IFC to support investments in private sector projects to encourage market development for photovoltaics.  PVMTI aims to address market barriers by making available appropriate financing and stimulating business activity, accelerating PV penetration to achieve reductions in greenhouse gases. By harnessing the innovation and discipline of the private sector in designing and implementing PV projects, IFC is helping to shift the design and financing of PV market activity to a more sustainable and replicable private sector context.     By investing PVMTI funds in the project, IFC intends to support the demonstration of a successful and replicable business model for the Moroccan, as well as other developing country PV markets.
BCP CMGP RSF The proposed investment consists of a package of two unfunded Risk Sharing Facilities (RSF A and RSF B, the RSF Program) to cover a target portfolio of loans to be originated by Banque Centrale Populaire (BCP or the Bank) in Morocco for an amount of up to MAD370 million (the Project). The Project will finance the acquisition of photovoltaic and drip irrigation equipment from the Compagnie Marocaine de Goutte-à-Goutte et de Pompage (CMGP or the Company) by farmers clients or distributors of CMGP. Under the proposed Project, IFC will support investments in renewable energy and efficient water management products for Moroccos agricultural sector through improving access to finance for farmers and the enterprises distributing CMGPs products in Morocco.  The project is expected to be supported by Global Small and Medium Enterprise Finance Facility (GSMEF) as described in the Blended Finance Section. The Project has an Anticipated Impact Measurement and Monitoring (AIMM) rating of Good. The most important project outcome is increased access to agricultural inputs (solar and irrigation equipment) for farmers to improve crop yields and livelihoods. Another project outcome is improved environment from water savings and the GHG emissions avoided through the solar and irrigation technologies. Beyond the project, IFC expects the investment to promote the development of the solar and irrigation equipment markets.
TMPA Facility Tanger Med Port Authority (TMPA) is a Moroccan state-owned enterprise in charge of the management and development of the Tanger Med port located in the Strait of Gibraltar, with a current handling capacity of 9 million containers.   The extension of the Tanger Med passenger and truck port will see the development of 12 berths and 86 ha of land. TMPA is seeking to increase its truck capacity to over 1 million units (the Project). The most significant expected project-level outcome is driven by the positive effects on stakeholders through enhanced access to port services in Morocco via the increase in capacity at the Tanger Med passenger and truck port with catalyzed economywide effects. Beyond the Project, at the market level, this investment is expected to contribute to better integration and economic development in Morocco through greater connection to domestic and international markets. This will strengthen economic development of the Western Mediterranean region and contribute to maintaining Tanger Meds position as a global hub.
Achmmach  Tin Kasbah Resources Limited (Kasbah, or the Company) objective is to build a successful Moroccan focused exploration and mining company.  The Companys prime exploration target is the hard rock Achmmach Tin prospect, located on the western edge of the El Hajeb province in Morocco, 110 km southeast of Rabat and 40km southwest of Meknes. Kasbah currently has an exclusive option to acquire 100% interest of the Achmmach Project from the Office National des Hydrocarbures et des Mines (ONHYM) upon the completion of a positive feasibility study by June 2011. ONHYM is Government of Moroccos (GoMs) regulatory body responsible for the exploration and promotion of national mineral and energy resources.

In December 2008, Kasbah announced a Joint Ore Reserve Committee Code (JORC) inferred resource of 6 million tonnes at 0.9% tin grade containing 52,000 tonnes of metal. It is Kasbahs intent to increase the JORC resources and progress Achmmach to the development phase.  As a result, Kasbah is seeking IFCs engagement as a strategic partner to help develop the Achmmach project in line with industry best practice in environmental and social sustainability.

IFCs investment will support: (i) underground drilling and exploration, (ii) feasibility studies and environmental and social impact assessments; and (iii) general exploration and working capital purposes. Although Morocco has considerable mineral resources, the mining sector in Morocco has been dominated by the Government of Morocco with primary focus on phosphate rock. Current Government policies and incentives aims to diversify and grow its mineral industry and attract foreign direct investment. A few international junior mining companies have started exploration programs in the country.  A successful exploration program by Kasbah would have notable demonstration effect and help establish mining as an attractive sector for private investors, supporting/promoting sustainable resource development and economic growth through infrastructure development and employment generation.

The Project is in an early exploration phase so its developmental impacts are limited in scope at this stage. However, the project is located in an under-developed part (IFC Frontier region) of the country and outside of key centers of commercial activity and will likely contribute significantly to the areas development should it transition into a full operating mine through generation of employment, improved infrastructure access, local economic development through purchased of local goods and services and payments to government in the form of royalties and taxes.

During the early exploration phase the key impacts to monitor will include: (i) finalization of drilling program, completion of the feasibility study and acquisition of mining license; (ii) number of local employees; and (iii) completion of Social and Environmental Impact Assessment (SEIA).