devinitorg/iati-policy-markers huggingface dataset:
Towards social justice in Honduras, driven by inclusive and sustainable family entrepreneurship worldwide. Women and Young producers and their MBOs are empowered actors, who lead resilient and sustainable entrepreneurship towards greater social justice. As the general outcome of the 5-year program in Honduras, Trias expects those women and young producer and their MBOs AMUCAFÉ, UNIOCAFÉ, CAFESCOR, and CARUCHIL are empowered actors who lead a resilient and sustainable entrepreneurship oriented towards greater social justice. 
To achieve this outcome, the program will focus on:

-Increase active participation of women and young people in the organizational and productive fields of their MBO, as result of the mainstreaming of gender and generational approach.

-Increased skills applied (in actions) to adapt to climate change, focusing on the resilience of female members and young people.

-Improved services for business and / or productive development (training, Technical Assistance, supplies, markets) for women and young people producers of the membership.

-Amplified inclusive leadership competencies in the Board of Directors and decision makers, to exercise their role with a vision of inclusive social sustainability.

-Stru...(+24 characters extra in FundHub text) The target group is the membership of CARUCHIL, UNIOCAFE, AMUCAFE and CAFESCOR, in which excluded groups (mainly women and young people) have been prioritized to reduce gender and generational gaps. The total target group is 1,759 people (535 adult women, 221 young women, 300 young men and 703 adult men).
Towards social justice in Guinea, driven by inclusive and sustainable family entrepreneurship. Les 9 OM partenaires deviennent plus inclusives, professionnelles, transparentes, démocratiques et résilientes; mettent en œuvre des stratégies respectueuses de l'environnement et d’action climatique; nouent des alliances pour un plaidoyer efficace et améliorent la qualité et l'accessibilité de leurs services. Leurs membres deviennent des acteurs autonomes du changement au sein de leur OM et de leur communauté au sens large et développent des entreprises durables et résilientes. Trias envisage un monde dans lequel les personnes animées d’un esprit entrepreneurial sont de puissants moteurs pour un développement résilient et durable – et unissent leurs forces pour un monde plus social et plus inclusif. Ce programme qui sera mis en œuvre en Guinée en collaboration avec les organisations de membres (partenaires clés) ainsi que leurs membres (acteurs clés) vise à concrétiser cette volonté ardente de contribuer à apporter des changements systémiques nécessaires pour relever les défis auxquels sont confrontés les entrepreneurs familiaux, en se fondant sur l’approche de renforcement organisationnel et de développement Institutionnel mettant les OM au centre de l’action en les rendant responsables de leur devenir et en agissant à travers trois domaines clés (1) l’inclusion et la citoyenneté mondiale, (2) le changement climatique, (3) le développement entrepreneurial et l’accès au marché.
Trias soutiendra 9 OM et leurs membres dans 5 régions administratives et la zone spéciale de Conakry, à devenir des acteurs de changement en développant leurs capacités autonomes grâce à un entrepreneuriat résilient et durable et en améliorant leurs performances organisationnelles et institutionnelles. Ce programme, qui envisage de toucher 126 748 membres des OM dont 47% de femmes et 45% de jeunes, permettra aux entrepreneurs jeunes, femmes et personnes économiquement défavorisées de se sentir en sécurité et plus respectés dans leurs organisations et leurs communautés, d’avoir un égal accès aux services, aux ressources naturelles et à des revenus plus élevés, diversifiés et durables, de renforcer leurs capacités d’adaptation au changement climatique et de pouvoir agir sur les politiques publiques à leur avantage. Ce programme s’intègre entièrement dans les priorités du CSC pays et s’appuie sur des synergies et complémentarités avec les acteurs Belges et non Belges pour générer plus d’impacts. Au total nous toucherons 126 748 agriculteurs et entrepreneurs familiaux (acteurs clés) membres de 9 organisations de membres (partenaires clés). Parmi lesquelles 8 386 agriculteurs familiaux et entrepreneurs (groupe cible) tireront directement avantage de la diversité des actions réalisées (formations, de l’accès aux finances,..). Cet accompagnement au groupe cible susmentionné, profitable à 185 450 personnes, constituant les agriculteurs et entrepreneurs familiaux ainsi que leurs ménages.
Towards social justice in Ecuador, driven by inclusive and sustainable family entrepreneurship. MBOs of family farmers and entrepreneurs, especially women, youth and economically vulnerable people, achieve their inclusive social economic sustainability by positioning themselves in fairer markets with sustainable and climate change resilient agri-food systems, acting collectively for a more inclusive and just society In the 2022-2026 Program we specifically intend that the Member Based Organizations (MBOs) are sensitized and act with gender equity in their governance structures (Assembly, board and technical team), raising the self-esteem of women and generating economic entrepreneurship for economic autonomy.  Similarly contribute in their territories with a greater awareness of their role in environmental sustainability, implementing adaptation and mitigation practices to climate change and promoting healthy and responsible consumption in society, also in the promotion of participatory and collaborative governance with new inclusive leadership with generational balance and diversity; also that the MBOs have profitable businesses giving added value to their products with quality and positioned in fairer markets; and finally the ability to defend and influence system changes at local and regional level. The expected results are: 
- MBOs of Family Farmers and Entrepreneurs improve inclusiveness with Women and Youth in governance structures, proactively participating with sustainable businesses. 
- OBMs of family farmers and entrepreneurs implement climate change management, adaptation and mitigation practices for environmental sustainability.
- OBMs of family farmers and entrepreneurs have active leaders and governance processes for organizational strengthening.
- OBMs of family farmers and entrepreneurs achieve economic sustainability to meet their objectives.
- OBMs of family farmers and entrepreneurs provide integrated services to ensure better market access for their business development.
- Farmers' and family entrepreneurs' MBOs establish strategic alliances and actively participate in dialogue spaces to propose actions that benefit the agricultural sector, women and rural youth Our Direct Target group are the members (9,487) of 8 MBOs of Family Farmers and Entrepreneurs: 
COPROBICH (Quinoa), UNOCACE (Cocoa and associated crops), KALLARI (Cocoa and Vanilla), WIÑAK (cocoa and Guayusa), APROSANAMY (Andean grains), AGROPAPA (potato), RED AGROECOLOGICA (organic vegetables and fruits), MARÍA AUXILIADORA (handicrafts with palm leaves “Paja Toquilla”).
Towards social justice in Guatemala, driven by inclusive and sustainable family entrepreneurship. Women and Young producers and their MBOs are empowered actors, who lead resilient and sustainable entrepreneurship towards greater social justice. As the general outcome of the 5-year program in Guatemala, Trias expects that “Women and young producers and their MBOs ACODIHUE, CCDA and FECCEG are empowered actors who lead a resilient and sustainable entrepreneurship oriented towards greater social justice.
To achieve this outcome, the program will focus on:
-improved integration of women and youth in the MBO as result of the mainstreaming of gender and generational approach.
-Increased competencies, especially of women and youth, to take integrated actions related to gender, climate change and livelihoods of the members
-	Increased services for business development and market access in function of the women and young producers
-improved capacities of MBOs and small-scale enterprises, including those of women and youth, to manage the business and commercial relations with coffee and cacao companies.
-Structured knowledge management and learning to incorporate good practices and sustainability of the inclusion and climate resi...(+13 characters extra in FundHub text) The target group are the 42,553 rural families (Mam, K´iché, Kaqchiquel, Tz´utujil, Q´eqchí, Ixil), members of ACODIHUE, FECCEG and CCDA. Direct target group are 2,546 persons involved in organizational strengthening and inclusive entrepreneurship (women 1,439 adults, 568 young; men 118 adults 421 young), prioritizing excluded groups to reduce gender and generational gaps.
Towards social justice worldwide, driven by inclusive and sustainable family entrepreneurship. 5 year program designed and implemented by an accredited Belgian non-gouvernemental actor, funded by the Belgian Development Cooperation.
Towards social justice in Belgium, driven by inclusive and sustainable family entrepreneurship. A significant number of members and actors from the broad network of Trias acts inclusively, sustainably and solidary; their organisations are more inclusive, and they can work together within a network of strong strategic and Trias programme partners, to strive towards global justice. The programme of Trias Belgium seeks to address global challenges in climate change, inclusion and sustainable business development, by working on a local and national level. The programme is anchored on the belief that member-based organizations (MBOs) of family farming and non-farming entrepreneurs, when empowered, can become change agents, contributing to more social justice worldwide. 

The specific aim of the programme is that a significant number of individuals and actors, from the constituency and the broader network of Trias, will act inclusively, sustainably and in solidarity; and that they can count on a network of strong strategic partners to strive towards global justice.   

To achieve this goal, Trias will work with its 6 programme-partners, who are the founders of Trias and who are member-based organisations. Trias will work on 3 levels.  

On the organisation level Trias will work on building the capacity of its programme-partners. As this is new for Trias Belgium...(+12 characters extra in FundHub text) Our target group are 6 selected Flemish Member-Based Organisations and their 305 000 members. We distinguish between 2 types: 

1) MBOs that offer professional support to (agricultural and non-agricultural) family entrepreneurs  
2) MBOs that strive for the socio-cultural organisation and development of (women/youth) entrepreneurs and/or residents of rural areas 

Trias Belgium also targets specific strategic partners: actors from the private and educational sector, and other development actors.
Towards social justice in Tanzania, driven by inclusive and sustainable family entrepreneurship. Our 7 MBO-partners (a) become more inclusive, professional, transparent, democratic and resilient; (b) implement environmentally friendly & climate action strategies; (c) build powerful alliances for effective L&A, and (d) improve the quality and accessibility of their services. Their members become empowered actors of change within their MBO and the broader community and are developing more sustainable, resilient and professional businesses The aim of the programme in Tanzania is to have strong member-based organisations of farmers, entrepreneurs, and pastoralists that are strong agents of change in society. More specifically, these organisations will become role models advocating for the rights and participation of women and youth in society and in the economy. They become important actors for climate change adaptation and mitigation and champion market access and business development for women, youth and other underprivileged groups. We will work with 8 MBOs (1 national and 3 sub-national chambers of commerce); of farmers (1 national and 2 sub-national farmer organisations) and 1 sub-national women pastoralist organisation which are mandated and able to have a significant impact on social justice, climate change and the business environment in Tanzania. In total we will reach 81,296 people (40,574 farmers, 33,765 entrepreneurs and 6,955 pastoralists).  We will focus mainly on women and youth when it comes to direct interventions.  Considering the principles of Leaving No One Behind (LNOB) we will make extra efforts to also reach the most underprivileged members of the organisations.  
 
The intervention strategy is awareness creation and skill development of key actors i.e members, promotors and leaders with a focus on women and youth in the member-based organisations.  By building their capacities and skills and investments in organisational development (financial management, resource mobilisation, HR, etc.), we will increase the MBO’s self-confidence to become real actors of change, be better placed to advocate for the above- mentioned changes and take up civil society roles. The assumption is these actions will have a spill-over effect to the broader society through policy change (because of the advocacy work done by the partners) and ‘learning by example’ where the wider community will copy positive behaviour of their leaders and influential people in the organisation and community In Tanzania we opt to work with 7 member-based organisations (4 of entrepreneurs (1 national and 3 sub-national); 3 of farmers (1 national and 2 sub-national) and 1 sub-national women pastoralists). In total we will reach 81,295 members: 40,574 farmers, 33,765 entrepreneurs and 6,955 pastoralists. Main focus will be on women and youth in direct interventions, and for the Leaving No One Behind principle we will focus on most underprivileged defined in the value discussions
Towards social justice in Uganda, driven by inclusive and sustainable family entrepreneurship. Our 11 partner MBOs (a) become more inclusive, professional, transparent, democratic and resilient; (b) implement environmentally friendly & climate action strategies; (c) build powerful alliances for effective L&A; and (d) improve the quality and accessibility of their services. Their members become empowered actors of change within their MBO and broader community, and are developing more sustainable, resilient and professional businesses. The aim of the programme is to improve livelihoods, growth opportunities and resilient markets for less privileged entrepreneurial people in Uganda by strengthening the capacity improvements of their organisations to become agents of change. The programme will focus on supporting the MBOs to increase in (1) Inclusion of women, youth and economically underprivileged people, (2) Institutional management; (3) Climate change and environment; (4) Financial planning and management; (5) Entrepreneurship-oriented service delivery and (6) Lobby, advocacy & networking. 
This will in turn contribute to the MBOs staff and key members’ knowledge, awareness and skills to (1) Be more inclusive, democratic, professional & resilient; (2) Implement green strategies & climate actions; (3) Build powerful alliances; (4) Influence more effectively public policy & other actors; (5) Improve the quality and accessibility of their services. These improvements at MBO level will create value for the members in the form of conformed services and representation, which will result in enhanced confidence and relevant skills of members, leading to better farm production and businesses, uptake of leadership roles in MBOs, business and communities, sharing of new knowledge and insights with peers and a better working environment for themselves. 
For this to happen, Trias Uganda adopts different roles: OS/ID process facilitator, change agent and policy influencer, technical assistant, financer, and bridge builder. The execution of these roles is based in participatory principles, use of empowering tools and spaces to build consensus on how to give effect to the collective aspirations of their members. In this way, the MBO staff and key members achieve the capabilities to drive the socio-economic improvements of the members alluded to above. Our target group (defined as “key actors” in the Trias-strategy ) Includes 11 organisations of family entrepreneurs with an overall membership of 177,045 members (167,240 farmers, 9,805 entrepreneurs, 50% women, 38% youth). By 2026 the overall membership is targeted to increase to 202,586 (188,230 farmers and 14,356 entrepreneurs, 65% women, 45% youth)
Agricultural Development: National Smallholders Support Programme Agricultural Development: National Smallholders Support Programme
Agricultural Development: Commercialization, agricultural productivity and nutrition project COMPRAN is intended to sustainably improve incomes and food and nutritional security for
smallholder producers, particularly women and young people.
Agricultural Development: Participatory Smallholder Agriculture and Artisanal Fisheries Development Programme Overall, the main objective of the programme is to continue providing support to improvementin the living conditions and incomes of women and men in rural smallholder agriculture and artisanalfisheries. More specifically, the programme will:(a) continue providing support towards the restructuring of the rural sector, in terms ofstrengthening grass-roots organizations and of preparing the ground for futuredecentralized local development;(b) contribute to support for a pool of professional service providers capable of responding tothe needs and demands of the target group; and(c) empower the target group to undertake economic activities and take advantage of theincome-earning opportunities offered by the development of new products, the capture ofniche markets and diversification of activities.
Rural Development: Smallholder Commercial Agriculture Project The overall objective of PAPAC will be to continue the work undertaken by the
National Family Farming Promotion Programme (PNAPAF), then by PAPAFPA, in
reducing rural poverty and food insecurity. The specific objective is to provide
4,750 of the country's most vulnerable rural households, or 18,500 people, with
sustainable opportunities to access income from fair trade of their plant and animal
products in niche export markets and the domestic market.
Agricultural Development: Pilot Food Crop Development Project Agricultural Development: Pilot Food Crop Development Project
Fisheries: Second Artisanal Fisheries Development Project Fisheries: Second Artisanal Fisheries Development Project
Mobile money management tools for SMEs in rural Kenya Providing and training 40 rural Kenyan enterprises/schools/NGOs with a mobile payment management software to better track their incoming and outgoing payments.;
Scalable Low-Cost Mobile Technology for Civil Society Organizations Social Impact lab will create and host a series of web-based trainings to support 35 civil society organizations in their efforts to use mobile technology to broaden citizen participation in democratic processes. Based on our years of training experience, we will develop an innovative guided curriculum aimed at exploring applications of mobile technology for accessing information and monitoring civic engagement, as well as outlining challenges in the use of technology to engage members of society. We will also develop an online resource toolkit aimed at improving mobile engagement efforts for civil society organizations all over the world.   ;
Grant SPA_DEV 2022-2025 disbursement - Type 2 XM-DAC-3-1-286705-35478 disbursement
SPA top up_HUM 2022-2025 - type 2 Activity type 2 

Needs to have added - budgets and transactions for activities
Strategic partnership SXKEETESAF - Type 1 Confirmation of recieved funds from MFA of Denmark 
XM-DAC-3-1 -286705-35478
Accountable Grant Arrangement for Emergency Humanitarian Secondments Syria Crisis Response Providing assistance to United Nations humanitarian efforts to reduce human suffering of Syrian refugees in countries in the region.
CANADEM Rapid-Onset Humanitarian Emergency-Experts Fund (RAP-Fund) Syria Response The purpose of the Project is to deploy Canadian humanitarian technical experts to provide surge support to the emergency humanitarian operations of the United Nations and the International Organization for Migration in response to influx of refugees from Syria into countries in the region.
Luxembourg provides the fund to Myanmar (2018) Luxembourg provides the fund to Myanmar (2018)
New Zealand provides the fund to Myanmar (2018) New Zealand provides the fund to Myanmar (2018)
United States provides the fund to Myanmar (2018) United States provides the fund to Myanmar (2018)
Switzerland provides the fund to Myanmar (2018) Switzerland provides the fund to Myanmar (2018)
Sweden provides the fund to Myanmar (2018) Sweden provides the fund to Myanmar (2018)
Germany provides the fund to Myanmar (2018) Germany provides the fund to Myanmar (2018)
Canada provides the fund to Myanmar (2018) Canada provides the fund to Myanmar (2018)
Australia provides the fund to Myanmar (2018) Australia provides the fund to Myanmar (2018)
United Kingdom provides the fund to Myanmar (2018) United Kingdom provides the fund to Myanmar (2018)
Malta provides the fund to Myanmar (2018) Malta provides the fund to Myanmar (2018)
Inclusive Education Project Supporting the implementation of Ethiopian Inclusive Education Policy in 6 districts over 3 years in Western Ethiopia;
Providing food aid consisting of 50 tons of dates to the Republic of the Philippines. Providing and delivering 625 cartons of dates to the Republic of the Philippines. Achieving the sustainable development goal (eradicating hunger).
• Achieving food security for the neediest groups and alleviating the poorest families from the burdens of life
• Helping improve the living conditions of beneficiaries
Providing food aid amounting to 50 tons of dates to the Philippines. Providing and delivering  6250 cartons of dates to the Philippines. • Achieving the sustainable development goal (eradicating hunger).
• Achieving food security for the neediest groups and alleviating the poorest families from the burdens of life.
• Helping improve the living conditions of beneficiaries.
Food assistance to the Philippines (dates). Project to provide food assistance 60 tons of dates.
Providing food assistance to the Philippines A project to provide food assistance consisting of 30 tons of dates
Providing food assistance to the Philippines A project to provide food assistance consisting of 100 tons of dates
DECP 2018-2022 Africa (West Africa) DECP aims to assist employers organisations in West African countries (in a Crosscutting setting) in building a lobbying platform that will effectively represent the interests of employers organisations within the FOPAO. As such the FOPAO should contribute to a better business climate in the countries of West Africa with the ultimate objective of creating jobs and thus alleviating poverty. FOPAO makes a start with building a lobbying platform. Board and staff of West African employers' organisations
Vwec COVID-support 2020 With permission of Netherlands Ministry Foreign Affairs DECP provided financial resources to provide information on COVID-19 to the business community. VWEC was able to promote adequate crisis measures thru social dialogue and by advising the government. Board and staff of VWEC
Coaching and assistance to the Zambia Federation of Employers (ZFE) DECP aims to strengthen the Zambia Federation of Employers so as to enable it to effectively lobby for a better business climate, with the ultimate objective of creating jobs and thus alleviating poverty. ZFE improves its lobby. Board and staff of ZFE
Partners LatinAm COVID-support 2020 With permission of Netherlands Ministry Foreign Affairs DECP provided financial resources to provide information on COVID-19 to the business community. Latin American employers organisations were able to promote adequate crisis measures thru social dialogue and by advising the government. Members of Latin American employers' organisations or federations