devinitorg/iati-policy-markers huggingface dataset:
Aeropuertos Dominicanos Siglo XXI, S.A. This is a follow-on investment to the Aerodom Airport project approved in 2004.  Aeropuertos Dominicanos Siglo XXI, S.A. (Aerodom or the company) operates six airports in the Dominican Republic under a 30-year build-operate-transfer concession agreement. Aerodoms airports served over 4.1 million passengers in 2005 and historically accounts for about 50% of total passenger traffic in the Dominican Republic.  The project is to help Aerodom complete certain infrastructure projects designed to increase the service levels, operating efficiency, security, and commercial potential at Aerodoms airports.  Such projects include the expansion of the immigration and customs areas, the streamlining of duty free areas, and the addition of new passenger boarding bridges, x-ray equipment and air conditioning systems.
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         The proposed project will provide Banco Múltiple BHD León, S.A. (BHDL or The Bank), an up to 5-year senior loan and an up to 10-year subordinated debt for the growth of the Banks small and medium enterprise (SME) portfolio for an amount of up to US$50 million. The subordinated loan will be structured to qualify as Tier II capital under Dominican regulations. IFC anticipates that the Project will increase access to finance for small and medium enterprises. IFC expects the Project to benefit SMEs that face substantial financing gaps of an estimated US$12.9 billion in the Dominican Republic as identified in the SME Finance Gap Report, with only 21 percent of SMEs having access to formal financing.
FONDESA Gender F The proposed investment (the Project) consists of a local currency loan of DOP 200 million for Fondo para el Desarrollo, Inc. (FONDESA or the Company) mostly to finance the expansion of women owned businesses. With an average loan size of approximately US$800, FONDESA is an NGO focused in providing financial services to micro entrepreneurs, in rural populations and frontier regions across the Dominican Republic. IFC''s long-term financing is expected to: 1) Increase financial inclusion to women-owned business and their access to credit and overall economic contribution, employment generation and poverty reduction; 2) Increase access to finance to micro-entrepreneurs throughout Dominican Republic.
Sans Souci Ports, S.A. Sans Soucí Ports, S.A. (SSP or the company) is executing a 40-year build-operate-transfer concession to expand and operate the Sans Soucí and Don Diego cruise ship terminals in Santo Domingo, the capital city of the Dominican Republic.  The project is to help correct infrastructure and river management problems that historically plagued the cruise industry in Santo Domingo.  The project would:   - rehabilitate and renovate the existing infrastructure at the Terminals,  - manage pollution issues currently affecting the Ozama River basin, and  - upgrade the navigational channel, including navigational aids and turning basin.    This would enable SSP to provide the infrastructure needed to handle todays cruise ships and provide the level of service expected by cruise operators and passengers. The project is expected to revitalize the Santo Domingo waterfront and produce a significant development impact for the city and the Dominican Republic. The reintroduction of the cruise industry to Santo Domingo will support the citys long-term economic growth and the Dominican Republics efforts to develop its tourism industry.  Efficient management of the Terminals will attract cruise lines to call at Santo Domingo and bring in significant numbers of cruise passengers.  The influx of passengers will generate tourism revenues for the city and help develop and support local businesses serving the tourist market.  Through its payment of Concession charges and taxes, the company will also provide funds for the development and maintenance of the citys historic sites.  Finally, the project will ensure environmentally sound management practices at the Terminals and introduce and maintain waste management practices to clean up the Ozama River basin.  This will create a more attractive waterfront for all users.
Caucedo Container Port The project consists of construction and operation of a new container terminal, with two berths totaling 600 meters and five gantry cranes.    The project company, CII, is a new company created by the sponsors to carry out the venture.  T  he existing main port of the Dominican Republic, Rio Haina, is severely congested.  Additionally, shipping companies are precluded from serving the country with larger vessels due to limited water depth and the channels narrow turning basin.  The new Caucedo terminal will have a deep-water (15 m) harbor, enabling shipping companies to serve DR with Panamax size vessels and thereby gain economies of scale. The terminal will also provide easy access to the Caucedo free trade zone and support its development.     IFC will play a key role in creating an appropriate financial structure.  It will also provide comfort to other lenders of the project given the political risks associated with this concession-based project.
Domicem Project The project is to design, construct and operate a greenfield, integrated, dry process cement plant of 800,000 tons per year (tpy) clinker capacity and 900,000 tpy cement capacity at an estimated cost of $84 million in the Dominican Republic.  The Domicem plant is expected to be commissioned by May 2005 and to sell 90% of its production in the domestic market and 10% as exports.

As of March 16, 2005, there has been a modification to this project, which is covered under a new project, Domicem II  Project No.24209.  Total Project Cost has also been revised to US$113.5 million.
Punta Cana Airpt The proposed investment is to help Corporación Aeroportuaria del Este, S.A. (CAE) finance its 2009-2010 capital expansion program. CAE operates the Punta Cana International Airport located on the east coast of the Dominican Republic.  The airport serves the Punta Cana and Bavaro regions and is the countrys busiest and fastest growing airport.  During 2008, CAE handled approximately 4 million passengers and accounted for 42.4% of total air passengers in the Dominican Republic.  

Punta Cana is one of Dominican Republics key tourist areas along with Puerto Plata, La Romana and the developing Samaná area. As passenger arrivals increase with the growing popularity of tourist resorts in Punta Cana and Bavaro, CAE needs to invest in new infrastructure and facilities to expand its capacity and manage the increasing demand. The capital expansion program is expected to include (i) the construction of a new runway and taxiway suitable for larger aircraft, (ii) the expansion of the existing passenger terminal, (iii) the installation of additional safety equipment and (iv) the repair of the existing runway. The proposed financing would benefit the Dominican economy and help develop the important tourism industry, one of the key earners of foreign exchange for the country.  The expansion of the Punta Cana International Airport is also a high priority for the Dominican Government to increase passenger throughput and develop, and increase fiscal revenues from, the tourism industry.  The capital expansion program will allow the airport to increase passenger handling capacity, raise service levels, and expand its ability to grow and diversify destination markets. It will also help the airport meet and maintain international performance and security standards to ensure the highest levels of service to all stakeholders (carriers, tenants and users).  Furthermore, the success of this project will encourage foreign investments and further private sector participation in other infrastructure sectors such as roads and ports.
ADOPEM Loan The proposed project consists of a local currency senior loan of up to DOP 450 million (approximately US$10 million) for up to seven years (the Project) to Banco de Ahorro y Credito Adopem SA (ADOPEM or the Bank), a leading microfinance institution in the Dominican Republic and a long-standing partner of IFC. The purpose of the Project is to support the Banks lending program to micro and small enterprises at the bottom of the pyramid. This project is expected to have the following developmental impact: 1. Access to finance: ADOPEM provides financial services to low income segments of the Dominican population living in rural areas with limited or no credit opportunities. Moreover the Project will contribute creating a credit and savings culture amongst this low-income population; and; 2. Greater Commitment to Creating Opportunities to Disadvantages Groups: The Project will support productive small enterprises and low-income micro entrepreneurs which consequently will positively impact employment and income generation in the frontier regions where ADOPEM operates.
CF - Banco BHD Subordinated Debt The proposed project entails financing of approximately US$25 million to Banco BHD (BHD or The Bank), a longstanding client and partner of the IFC, in Subordinated Debt through the IFC Capitalization Fund. The loan, structured to qualify as Tier II capital under Dominican regulations, is aimed to support the growth of BHDs loan portfolio which contains an important component of Small and Medium Enterprises (SMEs) and a new portfolio of EE projects.    The project is consistent with IFC''s Strategy in the Dominican Republic by emphasizing and strengthening linkages with existing clients in order to support their sustainability and expansion. Increase access to finance The Project will enhance BHD''s capital structure maintaining its ability to continue growing and supporting the SME segment which will increase access to finance in a market with low banking penetration. Greater access to finance is expected to stimulate the growth of businesses and, in turn, employment generation.   Resource Mobilization The capacity to mobilize other investors through the AMC to provide a significant amount of funding at a time of global instability.
Addressing emergency nutrition needs for vulnerable groups in Aweil West Centre, NBeG State [South Sudan] The aim of this project is to reduce under-five mortality and morbidity by providing malnourished children with treatment for severe acute malnutrition as well as underlying infectious diseases. [South Sudan]
Addressing emergency nutrition needs for vulnerable groups in Aweil West Centre, NBeG State The aim of this project is to reduce under-five mortality and morbidity by providing malnourished children with treatment for severe acute malnutrition as well as underlying infectious diseases.
USPTO FY2012 Technical Assistance Activities IP Day National Seminar, Rally and Exhibition
Technical Assistance for Operations Technical Assistance Programs provide long-term, resident advisors or short-term, intermittent advisors.
KEN.S3 Strategic information for an evidence informed response and global political agenda The UNAIDS Secretariat advocates for and facilitates the generation of strategic information for an optimally effective, evidence-informed, rights-based and gender-sensitive AIDS response. The Secretariat provides guidance on the collection of relevant data through surveillance, surveys and programme monitoring, collects and synthesizes key data on the epidemic and the response to track and evaluate progress towards ending the AIDS epidemic by 2030
KEN.S4 Coordination, coherence and convening The ECOSOC Resolution (E/RES/2013/11) cites the Joint Programme as an example of good practice for the UN as a whole to enhance strategic coherence, coordination and results-based focus and country-level impact in the post-2015 period. In 2016-2021, the Joint Programme will support a ‘One United Nations’, working closely with Cosponsors, maximizing comparative advantages at country level in relation to other development partners, and supporting national efforts to Fast-Track the AIDS response towards ending the AIDS epidemic as a public health threat by 2030. The Secretariat will broker, strengthen and leverage synergy and accountability between technical support mechanisms and providers of essential HIV services
KEN.S2 Effective and inclusive partnerships for impact and sustainability The UNAIDS Secretariat continues to strengthen dialogue between governments, affected communities, and other stakeholders for progressive global policy. The evolving context and development agenda demands a renewed Joint Programme approach to partnerships
KEN.S1 Leadership, advocacy and communication to fast track the AIDS response The UNAIDS Secretariat continue its leadership role to establish an inclusive, result-driven global agenda for the Strategic Directions outlined in the UNAIDS Strategy for 2016-2021. It works across all Action Areas in collaboration with convening Cosponsors according to UNAIDS Division of Labour. The Secretariat raises awareness, advocates and builds commitment for Fast-Tracking the AIDS response to end the epidemic by 2030. Through leadership and advocacy the Secretariat works to keep HIV high on the global agenda and builds the vision, momentum and foundations for robust, sustainable political commitment to predictable and fully financed AIDS responses with higher returns on HIV investments
(2022-2023) KEN.S3 Strategic information In accordance with its mandate to collect pertinent data from countries and report progress towards global HIV response targets, the UNAIDS Secretariat leads the HIV response tracking and reporting, support the identification of inequalities in the HIV response and enhance countries’ strategic information capacities on the HIV epidemic and response with regards to: epidemiological status; demographic impact; HIV financial flows and expenditures; prevention, treatment and care gaps; laws and policies and the scale-up and implementation of monitoring and evaluation efforts.
(2022-2023) KEN.S4 Coordination, convening and country implementation support Building on the accumulated expertise, systems and partnerships of the HIV response and on broader health and development efforts, the UNAIDS Secretariat works with countries and communities to strengthen national mechanisms for effective coordination and coherence. UN Joint Teams on AIDS in countries and other regional interagency mechanisms support inclusive and sustainable national HIV responses that promote a whole-of-government and whole-of society efforts to end inequalities and end AIDS as a public health threat. Together with communities and duty bearers, the Joint Teams use an inequalities lens to identify people who are being left behind and to urgently reduce the inequalities, inequities and exclusion experienced by people living with, affected by and at risk of HIV, including in humanitarian or other extreme circumstances.
KEN.S5 Mutual accountability The Secretariat is responsible for ensuring mutual accountability of the Joint Programme to optimally deliver on the Joint Programme’s shared mission, vision and Strategy. This demands strategic coherence, a results-based focus, alignment of resources with corporate priorities, and ensuring that the Joint Programme speaks with one voice. In collaboration with partners, the Joint Programme will work to generate political momentum and capital to position AIDS and the Joint Programme in the wider post-2015 development agenda and leverage the unique experience of the Joint Programme to strengthen effective UN governance, in particular by strengthening the means of implementation and revitalizing the global partnership for sustainable development to end the AIDS epidemic as a public health threat by 2030, as provided in the SDGs
(2022-2023) KEN.S1 Leadership, advocacy and communications The UNAIDS Secretariat engages political leaders, high level platforms, activists, champions and other key stakeholders to maintain and enhance the multisectoral response, in order to address the multidimensional nature of the global AIDS epidemic and in support of ending AIDS, reducing inequalities and accelerating progress towards the Sustainable Development Goals.
(2022-2023) KEN.S5 Governance and Mutual Accountability The UNAIDS Secretariat mobilizes, facilitate and support Member States’ and other PCB stakeholders’ equal and effective engagement in the work and governance of the Joint Programme and in its contribution to deliver on the Global AIDS Strategy and the 2030 Agenda for Sustainable Development. Lead the Joint Programme’s mutual accountability mechanisms for results and resources, including quality reporting.
(2022-2023) KEN.S2 Partnerships, mobilization and innovation The UNAIDS Secretariat enhances political will, convene strategic initiatives and partnerships, and foster mobilization of sustainable resources. It provides thought leadership, advocacy, knowledge management and communities of practice, and normative and operational guidance, tools and implementation support for a rights-based, gender transformative response––including through innovative, community- and youth-led approaches. The aim is to achieve expanded access to HIV services, catalyze action on societal enablers, engender increasingly competent and resilient communities, including in the face of human rights and health crises, and increase accountability from duty bearers to rights holders.
Strengthening household capacity for climate adaptive and resilient livelihoods to tackle food insecurity and under-nutrition in southern Bangladesh (BDH4L) The project aims to promote a climate smart and adaptive livelihood for the targeted households to achieve food and nutrition security. The project will introduce new model and production techniques for CCA  and enhance homestead food production. Asset building and diversification of livelihoods with market linkage will be another aspect of the intervention to ensure sustainable income to address chronic food and nutrition insecurity.
Consortium Project to improve well-being and health amongst the refugee and host communities in Cox's Bazar Phase V To improve the well-being and health among the refugee and host communities in Cox's Bazar. Action Against Hunger will lead a consortium of 7 partners who will implement specific parts of the project. The project directly contributes to the ISCG joint Response Plan and complements other projects being deliveres by Consortium partners in Cox's Bazar. The project focuses on protection, equitable and non-descriminative access to services, specially targeting the most vulnerable (women, children, pregnant/lactating related to the context, in a participatory process, to inform the projecct's appropriate messaging, awarness raising and to plan an inclusive implementation of activities and delivery of services. These activities will include the provision of healthcare and nutrition services through 22 centres (including 13 multi service points, 3 maternity clinics, 24 satellite clinic teams and 24 mobile teams). Primary health care consultations and nutrition treatment for SAM children/adults and Reproductive Heealthcare services will be given. Protection services will include information and awarness-raising sessions, individual and group prychological support, skill development and risk reduction activities , focusinng on women and girls and children and youth. Inclusive education includes working with children with disabilities and their families to provide support and develop education plans. There will also be a team working to identify physical challenges and improve accessibility to schools e.g ramps. To improve food security and livelihoods, there will be a distribution of NFI via vouchers and support for the construction of traditional shelters. Wash - New water points and ensuring the continued operation of water treatment plans and pipelines will reduce water scarcity. New latrines will be constructed and older ones will be maintaines, with an ongoing focus on hygiene promotion. Logistical support will be provided to ensure the safety and security of goods, staff and beneficiaries.
Integrated response to Rohingya Crisis in Cox's Bazar The overarching objective of the consortium's programme is to ensure improved well-being and health amongst the refugee and host community in Cox's Bazar.
GOVERNANCE AND SYSTEMS Staff and non statt cost supporting the governance systems
IR2- SUPPLÉMENTATION 95% des enfants de 6 Ã  59 mois reÃ§oivent la supplÃ©mentation en vitamine A et sont dÃ©parasitÃ©s dans les 6 derniers mois. 80% des
femmes enceintes reÃ§oivent la supplÃ©mentation en fer et acide folique
IR 3 : EFFECTIVE AND EFFICIENT 2012 Intermediate Results (IR) 3 : Effective and efficient 2012     ment, including staff developmen t and learning, staff well-being and staff-related
security costs.
COMMUNICATION, ADVOCACY AND PARTNERSHIPS Communication, Advocacy and Partnerships
EFFECTIVE DECENTRALIZATION&DECONCENTRATION Authorities at all levels, especially in priority areas in disadvantaged prefectures, have increased capacity to make effective
the decentralization and deconcentration approaches to public services in relation to the 14 competence areas transferred to
municipalities
08-01 COORD,PLANING&REVIEWS -DEACTIVATED Coordination, Program Planning and Reviews
06-01 - POLICIES AND ADVOCACY By the end of 2017, laws, policies and programs promoting child rights and protection of girls, boys and women - with
particular attention to the most vulnerable - are strengthened and the national budget has increased by 7% for the sector
PROGRAM PLANNING/MONITORING/EVALUATION The effectiveness of the programme delivery and results is reinforced through improved quality of programme planning, monitoring
and evaluation at both central and decentralized levels.
ACCESS TO SUSTAINABLE Water, Sanitation, and Hygiene (WASH) SERVICES Institutions and rural and peri-urban communities will have increased skills and adequate infrastructure to provide sustainable
drinking water, sanitation, and hygiene services, taking into account the effects of climate change and emergencies.
02-02 Prevention of Mother to Child Transmission of HIV (PMTCT) AND PEDIATRIC AIDS By end 2017, at least 90% of HIV positive pregnant women receiving ARVs for Prevention of Mother to Child Transmission of HIV (PMTCT) and the proportion of infected children,
including adolescents living with HIV receiving anti retroviral treatment has increased by 15 points in the geographical areas
contributing more than half of the unmet needs in Prevention of Mother to Child Transmission of HIV (PMTCT) and pediatric AIDS
05-02 MANAGEMENT OF THE EDUCATIION SYST By 2017, the management, coordination, monitoring and evaluation of the implementation of the Education Sectorial Programme at
central, decentralized and community levels are supported by reliable statistical data, disaggregated by sex and area of residence
(rural / urban), produced and disseminated in time
IR3- EDUCATION NON FORMELLE 2012 IR3- Education non formelle 2012        gramme, les effectifs des enfants commenÃ§ant l'Ã©cole primaire Ã  l'Ã¢ge requis augmentent
de 10%   les effectifs des enfants bÃ©nÃ©ficiant d'une Ã©ducation de seconde chance de qualitÃ© sont accrus de 10 %   les  taux
d'abandon et de redoublement sont rÃ©duits de 20% et les taux de rÃ©ussite sont accrus de 20%.