devinitorg/iati-policy-markers huggingface dataset:
Not Applicable Burkina Faso - Non-allocated Funds - Non-allocated Funds activity: Compact Development Funding (CDF) is used pre-compact for key project preparation work such as the feasibility and environmental impact studies, engineering designs, baseline surveys, financial management and procurement technical assistance, and other specialized analysis to help MCC determine the final suitability and scope of investments, costs, implementation risks, and mitigation measures.
609g agreement/Compact signed Burkina Faso - Legal and Regulatory - 609g agreement/Compact signed activity: Due Diligence funding is used to obtain sufficient information to evaluate, assess and appraise projects during program development, effectively oversee and monitor program implementation, conduct quality assurance, and then evaluate the results of the project once complete. In this particular project, due diligence funds were used to hire external technical assistance to support MCC's assessment and oversight of the MCA's land administration project to ensure country-led designs and subsequent implementation were consistent with MCC guidance.
Human Capital Project Burkina Faso II - Human Capital Project: Compact Development Funding (CDF) is used pre-compact for key project preparation work such as the feasibility and environmental impact studies, engineering designs, baseline surveys, financial management and procurement technical assistance, and other specialized analysis to help MCC determine the final suitability and scope of investments, costs, implementation risks, and mitigation measures.
Incentive Matching Fund for Periodic Road Maintenance (IMFP) Activity Burkina Faso - Roads Project - Incentive Matching Fund for Periodic Road Maintenance (IMFP) Activity: The activity is designed to set the Government on a path toward long-term, sustainable funding of periodic maintenance on the full road network in Burkina Faso. MCC Funding will be used to finance periodic road maintenance works through an incentive matching fund that will match annual increases in the Government's dedicated funding for periodic maintenance, subject to measurable indicators of performance on maintenance planning, capacity, and implementation. MCC and the Government envision that the IMFP will be administered by the Road Maintenance Fund of Burkina (Fonds d'Entretien Routier du Burkina - FER-B), an institution established by the Government in cooperation with the World Bank (the "Road Fund"). MCC Funding of the IMFP is subject to the fulfillment of the following conditions, as such conditions are further specified in the Program Implementation Agreement: (i) the preparation and delivery by the ANNEX I - 13 Government of a five-year road maintenance plan that will be updated annually; (ii) the presentation by the Government of evidence, satisfactory to MCC, that Direction Generale des Routes ("DGR") and Direction Generale des Pistes Rurales ("DGPR") have improved procurement, contract management and implementation oversight capacities; (iii) the presentation by the Government of evidence, satisfactory to MCC, that the Road Fund has adopted appropriate financial controls (including cash management and accounting controls) and operational systems (including with respect to contract management), and such mechanisms are formalized, implemented and verified pursuant to technical and financial audits conducted in accordance with the by-laws (Cahier de Charges) of the Road Fund approved by MCC; and (iv) the establishment of the relative contributions of the Government and MCC to the IMFP, as agreed upon between MCC and the Government, and the provision by the Government of evidence of financing sufficient to meet the Government's share of such contributions. In connection with this sub-section (d), the Parties shall use their best efforts to consult with other donors where appropriate.
Not Applicable Burkina Faso II - HEALTH SECTOR PROJECT - Non-allocated Funds activity: Due Diligence funding is used to obtain sufficient information to evaluate, assess and appraise projects during program development, effectively oversee and monitor program implementation, conduct quality assurance, and then evaluate the results of the project once complete. In this particular project, due diligence funds were used to hire external technical assistance to support MCC's assessment and oversight of the MCA's health sector project to ensure country-led designs and subsequent implementation were consistent with MCC guidance.
Not Applicable Burkina Faso II - Non-allocated Funds - Non-allocated Funds activity: Compact Development Funding (CDF) is used pre-compact for key project preparation work such as the feasibility and environmental impact studies, engineering designs, baseline surveys, financial management and procurement technical assistance, and other specialized analysis to help MCC determine the final suitability and scope of investments, costs, implementation risks, and mitigation measures.
Technical Assistance and Capacity Building Burkina Faso - BRIGHT 2 SCHOOL PROJECT - Technical Assistance and Capacity Building activity: the activity was used in the past for accounting purposes but it is not currently an active activity for the program. It has no funds either committed or disbursed against it and has a sector code of 99810 (sector not specified).
Agriculture Project Burkina Faso - Agriculture Project: Due Diligence funding is used to obtain sufficient information to evaluate, assess and appraise projects during program development, effectively oversee and monitor program implementation, conduct quality assurance, and then evaluate the results of the project once complete. In this particular project, due diligence funds were used to hire external technical assistance to support MCC's assessment and oversight of the MCA's agriculture projects to ensure country-led designs and subsequent implementation were consistent with MCC guidance.
609g agreement/Pre-compact signing Burkina Faso - Legal and Regulatory - 609g agreement/Pre-compact signing activity: Due Diligence funding is used to obtain sufficient information to evaluate, assess and appraise projects during program development, effectively oversee and monitor program implementation, conduct quality assurance, and then evaluate the results of the project once complete. In this particular project, due diligence funds were used to hire external technical assistance to support MCC's assessment and oversight of the MCA's land administration project to ensure country-led designs and subsequent implementation were consistent with MCC guidance.
LAND TENURE PROJECT Burkina Faso - LAND TENURE PROJECT: This project aims to increase rural productivity and investment in land through legal and procedural changes; community outreach; institutional  development and capacity building for land services delivery; and land tenure interventions in selected communes.
Energy Sector Activity Burkina Faso II - Energy Sector Project - Energy Sector Activity: Compact Development Funding (CDF) is used pre-compact for key project preparation work such as the feasibility and environmental impact studies, engineering designs, baseline surveys, financial management and procurement technical assistance, and other specialized analysis to help MCC determine the final suitability and scope of investments, costs, implementation risks, and mitigation measures.
Operating Budget - BIBEC Project Transparency International Bangladesh aims to promote a more enabling environment for reducing corruption through BIBEC project activities.
GPW 13 impacts and outcomes, global and regional health trends, Sustainable Development Goal indicators, health inequalities and disaggregated data monitored Monitoring global, regional and country health situation; noncommunicable diseases (cardiovascular, cancer, diabetes, chronic respiratory diseases); disorders caused by alcohol, psychoactive drugs and addictive behaviours; ageing; nutrition. Strengthened country capacity in data and innovation
Proven prevention strategies for priority/epidemic-prone diseases implemented at scale The Secretariat will step up its leadership by:
advocating and providing support for the implementation of global disease strategies, including the equitable management of scarce resources at the global and regional level, through the International Coordinating Group on Vaccine Provision; 
managing the global emergency vaccine, medicine and reagent stockpiles, including through forecasting vaccine stocks and negotiating vaccine prices, will continue through WHO?s networks and partners to ensure availability and access;
spearheading the development of a global strategy on viral haemorrhagic fevers; and
advocating for the elimination of measles and rubella as part of the Immunization Agenda 2030.
The Secretariat will support countries to:
implement local prevention and control measures, ensuring access to life-saving interventions, such as vaccines, and to contextualize and implement global strategies, including those for yellow fever, cholera and meningitis;
improve cooperation in, and coordination of, epidemic preparedness and response by strengthening regional and subregional networks with partners, including institutes of public health and national centres for disease control, professional associations and international partners; and
develop country capabilities for the prevention, detection and control of cholera, viral haemorrhagic fevers, meningitis and yellow fever, including strengthening coordination to build surveillance and laboratory capacity, and scaled-up capabilities to ensure that front-line health workers are protected and able to implement infection prevention and control best practices. 
The Secretariat will:
produce normative products, including outbreak investigation guidance, to shorten the time to confirmation and response for all epidemic-prone diseases; 
scale up the implementation of strategies for epidemic-prone diseases, including the adoption of new and enabling technologies;
implement the global strategy for defeating meningitis by 2030, and together with expert networks, develop global prevention and control policies and guidance; and 
work with partners and countries to develop a global strategy to prevent and control viral haemorrhagic fevers. Epidemics and pandemics prevented
Countries enabled to improve patient safety and quality of services, and patient empowerment within the context of universal health coverage Countries enabled to improve patient safety and quality of services, and patient empowerment within the context of universal health coverage Policies, financing and human resources in place to increase access to integrated, people centred health services
Countries enabled to develop and implement equitable health financing strategies and reforms to sustain progress towards universal health coverage The Secretariat will step up its leadership by:
intensifying dissemination of WHO ?desirable attributes? in health financing to make progress towards universal health coverage, to drive consensus about priorities among key stakeholders ? countries, international partners, academia and civil society ? ultimately to shape the policy agenda at global and regional levels, for example through the Sustainable Financing Accelerator of the Global Action Plan for Healthy Lives and Well-Being for All, the P4H network and the Regional Economic Communities in Africa.

The Secretariat will support countries to:
use the health financing progress matrix to identify key policies and implementation steps as inputs to reform strategies to accelerate progress towards universal health coverage, and to facilitate tracking of implementation progress, for example as part of annual monitoring;
apply deeper-dive diagnostics, where relevant, to develop detailed guidance on specific issues, such as strategic purchasing and the implications and use of digital technologies in health financing, and use analysis of financial protection to support design of protective coverage policies to address financial hardship;
support practical policy implementation by analysing political economy challenges for reforms;
complement the above with recommendations for public financial management adjustments to sustain the benefits from health financing reforms; this includes the formulation of performance, or results-oriented health budgets;
incorporate public health services and programmes into national health financing strategies, together with plans to enhance sustainable coverage in the face of external funding fluctuations and transitions;
design pro-health and pro-poor fiscal policies, aligned with broader Sustainable Development Goals; and
strengthen capacity in health financing through eLearning and face-to-face training programmes, knowledge exchanges, managed study tours and peer-to-peer learning. Reduced number of people suffering financial hardship
Countries enabled to provide high-quality, people-centred health services, based on primary health care strategies and comprehensive essential service packages The Secretariat will step up its leadership by:
providing global, regional and national stewardship to support countries most in need in reorienting their health systems towards primary health care, including essential public health functions central to regaining universal health coverage and other health-related Sustainable Development Goals and supporting the attainment of health security. This is in line with the recommendations of the WHO position paper on building health systems resilience for universal health coverage and health security during the COVID-19 pandemic and beyond; and
provide leadership at global, regional and national level for ensuring development and implementation of policies and practices that are aimed at elimination of avoidable harm in health care and improving safety and quality of care. This is in line with the strategic objectives and strategies of the Global patient safety action plan 2021-2030.

The Secretariat will support countries to:
prioritize services through context-relevant service packages that are designed for implementation and reflect models of care that are primary health care-oriented;
establish service and infrastructure development plans, ensuring foundations are met and that provision of quality primary care services is scaled up;
develop and implement national policies, standards and mechanisms for quality and safety, including IPC programmes and practices and mechanisms to reduce medical errors and associated harms and enhance medication safety, in both public and private health facilities;
organize and manage service delivery platforms and how they relate with each other, including through strengthened leadership and management capacity at the subnational (i.e. district) and facility levels and improved transparency and accountability locally;
design mechanisms to facilitate access to care and patients? movements across service delivery platforms (self-care, home care, community health centres, general and specialized hospitals in both public and private sectors), with the definition care pathways and by bolstering opportunities for digital and organizational innovations;
advocate, build capacity and support empowering and engaging patients, families and communities, as core elements of efforts to the reorientation of health systems, and improve quality and patient safety, recognizing and integrating behavioural insights into policies;
implement clinical support tools to standardize and improve service delivery at the point of care, including for traditional and complementary medicine; and
continuously track progress services and learn for improvement, including by implementing the primary health care monitoring and evaluation framework, with particular emphasis on equity issues and reaching the most vulnerable. Improved access to quality essential health services irrespective of gender, age or disability
Improved national health financing strategies aimed at moving towards universal health coverage Improved national health financing strategies aimed at moving towards universal health coverage All countries have comprehensive national health policies, strategies and plans aimed at moving towards universal health coverage
Effective and efficient management and development of human resources to attract, recruit and retain talent for successful programme delivery Effective and efficient management and development of human resources to attract, recruit and retain talent for successful programme delivery Financial, human, and administrative resources managed in an efficient, effective, results-oriented and transparent manner
Countries enabled to develop or update, implement, monitor and evaluate national policies on better access to medicines and other health technologies; and to strengthen their evidence-based selection and rational use Countries enabled to develop or update, implement, monitor and evaluate national policies on better access to medicines and other health technologies; and to strengthen their evidence-based selection and rational use Improved access to, and rational use of, safe, efficacious and quality medicines and other health technologies
Countries operationally ready to assess and manage identified risks and vulnerabilities The Secretariat will support countries to:
strengthen readiness assessments with special emphasis on vulnerable communities, better identify gaps in operational and technical capacities, and strengthen the implementation of targeted activities to address those gaps. These processes will be supported by the development of hazard-specific scenario-based contingency plans; 
ensure that sufficient resources are available to implement plans and readiness measures, and accelerate the provision of support for an emerging or expected event. The assessment of countries? operational readiness will be facilitated by training and functional exercises and drills in order to measure progress and adjust strategies accordingly; and
address gaps in critical readiness capacities, including with respect to: public health surveillance; laboratory systems; an agile health emergency workforce; access to innovation and research, including investigational interventions (such as vaccines, therapeutics and diagnostic tools); and readiness to respond to food safety and zoonotic events, including capacity to rapidly exchange food safety information across sectors, stakeholders and national borders. The Secretariat will do this by leveraging global and regional networks.
The Secretariat will:
build on the success of the COVID-19 Partners Platform by adapting the Platform for operational readiness planning, and strengthen interoperability between the Strategic Partnership Portal for health security and the Health Resources Availability Monitoring System;
continue to expand the global Emergency Medical Teams Initiative by developing the classification process and minimum standards for emergency medical teams and promoting integration and interoperability; 
maintain, expand and/or establish clinical, research and innovation networks for rapid activation during and prior to emergencies, and implement guidance and tools for minimum standards of clinical care in highly infectious disease outbreak settings for health care personnel and other first responders e.g. infection prevention and control, to ensure that care settings do not become hubs for epidemic amplification; and
provide norms, guidance and functional exercise tools to support risk management at points of entry, in international travel and transport, and at mass gatherings. Countries prepared for health emergencies
Proven prevention strategies for priority/epidemic-prone diseases implemented at scale The Secretariat will step up leadership by:
advocating and providing support for accelerating the implementation of global disease-specific strategies, working with partners to scale these strategies to regional and national levels;
governing the International Coordination Group for Vaccine Provision to ensure equitable management of scarce resources at the global, regional and national levels;
coordinating the global emergency vaccine, medicine and reagent stockpiles, including strengthening forecast of vaccine stocks and pre-negotiated vaccine prices, working with networks and partners to ensure continuous equitable availability and access of critical countermeasures;
spearheading the development of a global strategy on viral haemorrhagic fevers; and
advocating for integrating yellow fever in catch-up multi-antigen vaccination campaigns including preventive campaigns in areas difficult to access.

The Secretariat will support countries to:
implement local prevention and control measures, ensuring access to life-saving interventions, such as vaccines, and to contextualize and implement global strategies, developing operational plans, including those for yellow fever, cholera and meningitis;
improve cooperation in, and coordination of, epidemic preparedness and response by strengthening regional and subregional networks with partners, including institutes of public health and national centres for disease control, professional associations and international partners; and
reinforce capabilities for the prevention, detection and control of cholera, viral haemorrhagic fevers, meningitis and yellow fever, including strengthening coordination to build stronger disease surveillance and laboratory systems capacities, and scaled-up capabilities to ensure that front-line health workers are protected and able to implement IPC best practices.

In producing technical products on norms/standard, data and research, the Secretariat will:
produce guidance on shortening the time taken to investigate an outbreak, confirm and respond for epidemic-prone diseases, among other guidance;
scale up the implementation of strategies for epidemic-prone diseases, including the adoption of new and enabling diagnostic technologies;
pilot the implementation of the guidance on managing risk of urban outbreaks of yellow fever in selected urban centres; and
implement the global roadmap to defeat meningitis by 2030, and together with expert networks, develop comprehensive global prevention and control policies and guidance; and
work with partners and countries to develop a global strategy to prevent and control viral haemorrhagic fevers. Epidemics and pandemics prevented
Control strategies, plans and capacities developed for diseases such as cholera, viral haemorrhagic fever, meningitis and influenza and those due to vector-borne, emerging and re-emerging pathogens Control strategies, plans and capacities developed for diseases such as cholera, viral haemorrhagic fever, meningitis and influenza and those due to vector-borne, emerging and re-emerging pathogens All countries are equipped to mitigate risks from high-threat infectious hazards