devinitorg/iati-policy-markers huggingface dataset:
U.S. Peace Corps Volunteer Medical Support All costs associated with the medical support of volunteers in Armenia. Includes costs of medical staff and care, staff and Volunteer medical-related travel, Volunteer medevac accompaniment travel, medical supplies, and distinct medical unit costs.
U.S. Peace Corps Volunteer Medical Support All costs associated with the medical support of volunteers in Armenia directly associated with Volunteer and staff safety (preparedness and training), and the physical security of Peace Corps-leased properties. Includes guard services, security staff, security-related travel, supplies, equipment, physical property upgrades, and the Office of Safety and Security.
U.S. Peace Corps Volunteer In-Service Training All costs incurred for in-service training of volunteers in Armenia during their service, including language tutoring, workshops, and conferences.
U.S. Peace Corps Overseas Program Support - Administrative Overseas program support costs in Armenia. Includes overseas staff salaries and benefit costs, leases, staff travel, communications, conferences, supplies, equipment and International Cooperative Administrative Support Services (ICASS). Excludes costs for training, medical and security.
U.S. Peace Corps Volunteer In-Service Training - Administrative All costs incurred for in-service training of volunteers in Armenia during their service, including language tutoring, workshops, and conferences.
U.S. Peace Corps Overseas Program Support Overseas program support costs in Armenia, including allowances, travel, supplies and equipment. Excludes costs for training or medical support costs.
U.S. Peace Corps Volunteer Safety and Security - Administrative Volunteer safety and security costs in Armenia directly associated with Volunteer and staff safety (preparedness and training), and the physical security of Peace Corps-leased properties. Includes guard services, security staff, security-related travel, supplies, equipment, physical property upgrades, and the Office of Safety and Security.
U.S. Peace Corps Overseas Program Support Overseas program support costs in Armenia directly associated with Volunteer and staff safety (preparedness and training), and the physical security of Peace Corps-leased properties. Includes guard services, security staff, security-related travel, supplies, equipment, physical property upgrades, and the Office of Safety and Security.
U.S. Peace Corps Volunteer In-Service Training All costs incurred for in-service training of volunteers in Armenia including pre-service training in the U.S., pre-departure staging costs, and pre-service training overseas.
U.S. Peace Corps Volunteer Pre-Service Training - Administrative All costs incurred for pre-Service training of volunteers in Armenia including pre-service training in the U.S., pre-departure staging costs, and pre-service training overseas.
U.S. Peace Corps Overseas Program Support Overseas program support costs in Armenia including pre-service training in the U.S., pre-departure staging costs, and pre-service training overseas.
U.S. Peace Corps Volunteer Pre-Service Training All costs incurred for pre-Service training of volunteers in Armenia directly associated with Volunteer and staff safety (preparedness and training), and the physical security of Peace Corps-leased properties. Includes guard services, security staff, security-related travel, supplies, equipment, physical property upgrades, and the Office of Safety and Security.
U.S. Peace Corps Volunteer Safety and Security Volunteer safety and security costs in Armenia directly associated with Volunteer and staff safety (preparedness and training), and the physical security of Peace Corps-leased properties. Includes guard services, security staff, security-related travel, supplies, equipment, physical property upgrades, and the Office of Safety and Security.
U.S. Peace Corps Volunteer Medical Support All costs associated with the medical support of volunteers in Armenia. Includes costs related to HQ salaries and benefits for direct overseas support, travel, rent, communications, printing, supplies, equipment, and computer/technical support.
U.S. Peace Corps Volunteer Safety and Security Volunteer safety and security costs in Armenia. Includes overseas staff salaries and benefit costs, leases, staff travel, communications, conferences, supplies, equipment and International Cooperative Administrative Support Services (ICASS). Excludes costs for training, medical and security.
U.S. Peace Corps Direct Volunteer Support Support costs incurred for direct support of volunteers in Armenia including pre-service training in the U.S., pre-departure staging costs, and pre-service training overseas.
U.S. Peace Corps Direct Volunteer Support - Administrative Support costs incurred for direct support of volunteers in Armenia, including allowances, travel, supplies and equipment. Excludes costs for training or medical support costs.
Towards social justice in Brazil, driven by inclusive and sustainable family entrepreneurship. Our partners become: a) more inclusive, innovative, transparent, democratic, and resilient; b) awareness on environmental-friendly; c) bridge builders for alliances; d) experts on quality & accessible services, considering member’s needs; e) accessibility to healthy food by building sustainable connection mechanisms with rural & urban areas. FFEs & NFEs, their MBOs and broader communities as empowered change actors, aware of their abilities to consume & develop innovative sustainable businesses Trias aims, together with MBOs to empower women, youth, and underprivileged people in both rural and urban areas in the North & Northeast subregions. This programme also aims at increasing climate awareness related to production & consumption, and to make businesses more sustainable. 

The programme objectives are:
1.	On People: MBO's empower their members, including women, youth, and disadvantaged people about their role within the organisation by giving them a voice and opportunities to develop their capacities. This will make the cooperative and business environment more inclusive and increase the awareness on environmental sustainability.
2.	On Planet: Members expand food production areas under environmentally sustainable techniques, ensuring the vitality of the soil and biomes of the North and Northeast subregions (Cerrado, Amazon, Caatinga, and Atlantic Forest) being preserved, to guarantee sustenance in food production, resilience to climate change and access to quality water for current and future generations in urban and rural areas.
3.	On Profit: MBOs develop innovative business & market access for their members in an innovative way, considering integrative digital and social technologies, diverse identities, and relationships based on cultural interaction and diversification.
4.	Alliances: Capable leaders and MBOs partners generate strategic connections that make Cooperativism an instrument for the empowerment of farmers, women, and youth through knowledge and awareness of climate challenges, diverse political environments, enabling the creation of bridges that ensure rights, social equity, and environmental sustainability.

Trias will work with 4 strategic MBOs (Cresol Baser, CSA Brazil, Unicafes National & Rondônia), expecting to achieve 181,003 FFEs & NFEs (62,687 women, 30,397 youth, 118,316 men).

Key collaboration with Kiyo, ACV-CSC, Infocos & Agricord, UNB and ABD Our target group are selected membership-based organisations (MBOs) of family entrepreneurs and their members. We focus on the one hand on MBOs of smallholder farmers (Farmer Family Entrepreneurs, FFE), as well as family entrepreneurs that do not derive their income from farming or farming related activities (Non-farmer Family Entrepreneurs, NFE).
Pour la justice sociale au Burkina Faso, sous l’impulsion de l’entreprenariat familial inclusif et durable dans le monde. Les entrepreneurs familiaux et leurs organisations ont développé un éveil de conscience, des compétences et des capacités et sont des acteurs clés de changement économique durable et inclusif 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 inclusif. Au Burkina Faso, en collaboration avec les organisations de membres (partenaires clés) ainsi que leurs membres (acteurs clés), Trias 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 (RODI) mettant les OM au centre de l’action en les rendant responsables de leur devenir, et en agissant à travers trois domaines clés (i) l’inclusion et la citoyenneté mondiale, (ii) le changement climatique, (iii) le développement entrepreneurial et l’accès au marché.
Trias soutiendra 10 OM ; 1 IMF et leurs membres dans quatre régions du Burkina Faso, 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 toucher 262 778 agriculteurs et entrepreneurs familiaux dont 51% de femmes et 36% 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, d’avoir accès 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’impact. Au total nous toucherons 262 778 agriculteurs et entrepreneurs familiaux (acteurs clés) membres de 10 OM partenaires. Parmi lesquelles 9 697 agriculteurs et entrepreneurs familiaux dont 54% de femmes et 37% de jeunes (groupe cible) tireront directement avantage de la diversité des actions qui seront réalisées. Cet accompagnement au groupe cible susmentionné, profitera à 306 025 personnes (bénéficiaires), constituant les agriculteurs et entrepreneurs familiaux ainsi que leurs ménages
Pour la justice sociale en RD Congo à travers l’entreprenariat familial inclusif et durable dans le monde Les 8 organisations de membres deviennent plus inclusives et professionnelles ; sensibles à l’environnement ; renforcent leurs actions de plaidoyer ; et améliorent la qualité et l'accessibilité de leurs services. Leurs membres, spécifiquement les femmes et jeunes, deviennent plus résilients économiquement, ont acquis des compétences pour développer des activités entrepreneuriales durables et sont connectés aux marchés. Ils sont devenus des acteurs du changement dans leur communauté En appuyant 8 partenaires organisations de membres (OM) en RDC, Trias contribuera à réaliser son ambition de voir les membres des OM et leur personnel devenir des agents de changement et contribuer activement à leur sécurité alimentaire, à leurs propres moyens de subsistance et à leur développement socioéconomique et politique, ainsi qu'à ceux d'autres personnes entreprenantes dans le monde, tout en défendant un monde plus inclusif et durable. Une condition importante pour que ce changement se produise au niveau de tous les membres de manière inclusive, est que les organisations de membres deviennent l'exemple des changements envisagés. Nous aimerions en effet qu'elles deviennent des organisations plus inclusives, professionnelles, transparentes, et résilientes, qui influencent efficacement les politiques publiques et donnent accès aux informations et aux services de qualité adaptés aux besoins de leurs membres, en particulier féminins, jeunes et économiquement défavorisés. Nos actions, conjointes à celles d’autres acteurs contribueront à ce qu’elles deviennent véritablement inclusives, qu'elles adoptent des stratégies respectueuses de l'environnement et d'atténuation du changement climatique, qu'elles nouent de puissantes alliances avec différents types de parties prenantes ; qu'elles améliorent la qualité, l'accessibilité de leurs services et l’accès au marché et qu’elles défendent mieux les intérêts des membres. Cette orientation sur l’action commune et le plaidoyer, spécifiquement dans un contexte de fragilité et d’un espace démocratique ‘limité’ est extrêmement important pour contribuer à l’instauration de l’état de droit et d’obtenir des résultats à long terme pour une plus grande cible.
La mesure dans laquelle ces objectifs seront atteints sera influencée par entre autres la stabilité politique et sociale, le degré d'alignement entre les intérêts, les objectifs et les politiques de Trias et ceux des OM et le contexte de la R.D.C. qui les entoure Le groupe cible est constitué d'organisations de membres (OM) composés d'entrepreneurs familiaux. Nous nous concentrons d'une part sur les OM de petits producteurs agricoles (Entrepreneurs Familiaux Agricoles EFA), ainsi que sur les entrepreneurs familiaux qui ne tirent pas leurs revenus de l'agriculture (Entrepreneurs Familiaux Non-agricoles EFNA). D’une manière directe il s’agit de 9000 entrepreneurs familiaux et indirectement 524 716 membres de toutes les OM
Towards social justice in El Salvador, 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. In El Salvador, the general outcome of the 5-year program refers to “Women and young producers and their MBOs CLAC and CONFRAS 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 
•	Structured knowledge management and learning to incorporate good practices and sustainability of the inclusion and climate resilience processes in the MBO and Trias. 
Trias will consolidate the work with 2 Member based organisations in strengthening their organisational development emphasising more on the integration of inclusion, climate change and access to markets. We will approach the leadership of the third level organisations for the internal strengthening processes, and piloting inclusive entrepreneurship with women and youth producers / entrepreneurs from selected first level member organisations. Similar, with CLAC we will scale up to 5 countries interested in replicating the enhanced internal institutional process of CLAC and extend at the continental level through the corporate structure. 
Adequate knowledge management and peer learning will be key to promote systemic change towards a more inclusive society as the long-term goal.  
 
Totally 358.267 rural producers are involved, 4.475 persons will be targeted directly (78% women, 17% young adults under 30 years).   
 
Trias will cooperate with stakeholders like Via Don Bosco, ACTEC, FOS, We Effect, Universidad Gerardo Barrios and relevant actors in the local ecosystem. The target group are members of CLAC Latin America and CONFRAS representing 358,267 rural families. For strengthening of organizational capacities and lobby, we refer to men, women, being adult or young. For the inclusive entrepreneurship, the direct target group are 4,475 persons of which: women: 3,207 adults, 287 young; men 500 adults 481 young), aiming to reduce gender and generational gaps.
Towards social justice in the Philippines, driven by inclusive and sustainable family entrepreneurship. The 8 partner MBOs adhere to the values of inclusion, diversity, equity, accessibility & social justice; promote sustainable production & resilient livelihoods; improve quality & accessibility of MBO services; and build powerful alliances & influence public policy. MBO members, especially women, youth and the underprivileged, shall pursue desired changes at personal, family, enterprise, & MBO level, and implement sustainable farming- and non-farming-based entrepreneurial activities. The Philippine programme of Trias Southeast Asia seeks to address the high levels of structural inequality, exclusion, and marginalization in the country, along with the impact of climate extremes on the poor and most vulnerable. The programme is anchored in the belief that member-based organizations (MBOs) of farmer and non-farmer family entrepreneurs, when empowered, are capable of becoming change agents, contributing to systemic change and social justice. 

This programme works directly with key members of 8 partner-MBOs (board-members, management, staff and others).  Using organizational strengthening and institutional development (OS/ID) as its main strategy and approach, Trias will build the competencies, skills and awareness of these key members around 6 core areas: (a) inclusion, (b) leadership, governance and management, (c) climate change and environment, (d) financial health, (e) entrepreneurship-oriented service delivery and (f) networking and advocacy.  The MBO-partners are expected to grow into inclusive, professional, transparent, democratic, and resilient organisations. The improvement in the performance of these MBOs is seen as having an impact on the broader membership base.  Specifically, individual MBO members who are considered economically underprivileged, like women and youth, become likewise transformed, more confident in lending their voice to raise exclusion and power issues, and more active in building their own entrepreneurial initiatives that will close the inequality gaps. 

The final impact envisioned for the programme is to achieve 8 empowered MBOs that have influenced policy and practice changes towards achieving sustainable economic development and social justice and improved livelihoods for women, youth, and other economically underprivileged farmer and non-farmer family entrepreneurs Trias will collaborate with MBOs and their leaders and members as social and economic change actors. At result/intervention level, Trias works directly with MBO key members (board-members, managers, staff, informal but influential leaders and members that are women, youth and/or regarded as economically underprivileged). The final indirect beneficiaries are all the female, young and economically underprivileged MBO-members and members of their families.
Towards social justice in Peru, driven by inclusive and sustainable family entrepreneurship. The MBOs of Family Farmers and entrepreneurs, especially women, youth and economically vulnerable people, achieve their inclusive social and economic sustainability, 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 target group are the members (8,387) of 6 MBOs of family farmers and entrepreneurs:
CECAFE (Coffee), SOL&CAFE (Coffee), APROCAM (Cocoa), AGROPIA (Native Potato) AGROFERIAS CAMPESINAS (agroecological products). JNC/Plataforma de Gremios (Advocacy for Family Agriculture).
Towards social justice in Cameroon, driven by inclusive and sustainable family entrepreneurship. Les 2 organisations de membres (OM) deviennent plus inclusives et professionnelles, sensibles à l’environnement, renforcent leurs actions de plaidoyer et améliorent la qualité et l'accessibilité de leurs services. Leurs membres, plus spécifiquement les femmes et les jeunes, deviennent ainsi plus résilients, ont acquis des compétences pour développer des activités entrepreneuriales durables et sont connectés aux marchés. Ils sont devenus des acteurs de changement au sein de leur communauté. Au Cameroun, comme décrit dans la théorie de changement, Trias coopérera avec 2 Organisations des Membres (OM) : une plateforme régionale défendant l’agriculture familiale et une confédération nationale - actives dans la filière cacao qui est parmi les filières les plus importantes du Cameroun - autour des défis liés à l’inclusion, à la durabilité écologique, au plaidoyer pour l’agriculture familiale durable et à la prestation des services aux membres en les connectant aux marchés porteurs. En appuyant ces partenaires, Trias contribuera à réaliser l’ambition de voir les membres des OM et leur personnel devenir des agents de changement et contribuer activement à l’amélioration des moyens de subsistance et au développement socioéconomique et politique des membres, ainsi qu'à ceux d'autres personnes dans le monde, tout en défendant un monde plus inclusif et durable à travers une dimension nationale et régionale. Une condition importante pour que ce changement se produise de manière inclus...(+1 characters extra in FundHub text) Le groupe cible est constitué de 2 organisations de membres (OM) composés d'entrepreneurs familiaux agricoles. Il s’agit d’une organisation réunissant les producteurs agricoles familiaux de 10 pays de l’Afrique centrale (PROPAC) et une autre organisation réunissant des producteurs de cacao au Cameroun (CONAPROCAM). Il s’agit d’un groupe cible de 3500 entrepreneurs familiaux et de 3 250 000 bénéficiaires (membres des OM) dans toute l’Afrique centrale dont 859 000 au Cameroun.