devinitorg/iati-policy-markers huggingface dataset:
BOP PAMF Project The proposed project consists of a 3-year senior unsecured loan of up to US$2 million in Malagasy Ariary to Premiere Agence de Microfinance (PAMF or the Company) to enable the provision of funding to Micro and Small-sized enterprises that have been negatively impacted by the COVID-19 pandemic in Madagascar (the Project). The project will be processed under IFCs Base of the Pyramid (BOP) COVID-19 Crisis-Response Program (project #44915) and will be supported by IDA-PSW Blended Finance Facility and IDA-PSW Local Currency Facility. Project-level Outcomes: Stakeholder Effects: IFC anticipates that this Project will improve access to finance for consumers, Micro, Small and Medium-sized Enterprises to support economic activity and resilience in the aftermath of the COVID-19 crisis. 
Market-level Outcome: Resilience: IFC anticipates that the Project will support resilience amongst microfinance and BOP finance providers catalyzing investments in the sector by demonstrating the viability of lending to BOP providers and crowding in other sources of international investors in support of these lenders.
SMTP Madagascar The proposed IFC investment is to support Société Malgache de Transformation des Plastiques (SMTP) agribusiness subsidiaries, and would consist into: Capital Expenditures for expansion of Agrifarms Day Old Chicks production capacity; Permanent working capital to increase Agrivals animal feed production; Capital expenditures for a green field slaughterhouse for Mabel.  SMTP group is a conglomerate in Madagascar, with activities in agribusiness (including industrial bakery), plastics, packaging, woven polypropylene, construction and civil works, automobile dealership, real estate (residential and commercial). (i) The Project would create c. 150 direct jobs, as well as indirect employment; (ii) linkages with small holder farmers: the Project would require Agrival to increase animal feed production, including maize which is sourced from small holder farmers; (iii) the Project would create a modern slaughterhouses for poultry and help provide best practices health & safety standards for the sector.
FCS RE-Biovanilla The Project is to provide an export pre-financing facility to BIOVANILLA SARLU (Biovanilla) for the purchasing and processing of vanilla beans for exports to international offtakers. The Project is expected to have a GOOD development impact
-	At the Project level: The most significant, expected project-level outcome is the growth in the exporter's sourcing network, combined with an increase in producer vanilla yields and certification. 
-	At the Market level: IFC anticipates its investment in the Malagasy vanilla supply chain, coupled with the activities of IFC Advisory, will encourage systemic changes to the vanilla market in the country by increasing sustainability, through replication and demonstration effects and building capacity and skills.
BOP ACEP Project The proposed project consists of a 3-year senior unsecured loan of up to US$2.5 million in Malagasy Ariary to ACEP Madagascar S.A. (ACEP or the Company) to enable the provision of funding to micro and small-sized enterprises (MSEs) that have been negatively impacted by the COVID-19 pandemic in Madagascar (the Project). The Project will be processed under IFCs Base of the Pyramid (BOP) COVID-19 Crisis-Response Program (Project #44915) and will be supported by IDA Private Sector Window (PSW) Blended Finance Facility and IDA-PSW Local Currency Facility. Project-level Outcomes: Stakeholder Effects: IFC anticipates that this Project will improve access to finance for MSEs to support economic activity and recovery in the aftermath of the COVID-19 pandemic and the recent tropical cyclones.         Market-level Outcome: Resilience: IFC anticipates that the Project will support resilience amongst microfinance and BOP finance providers catalyzing investments in the sector by demonstrating the viability of lending to BOP providers and crowding in other sources of international investors in support of these lenders.
BFV-SocGen Project This project involves a joint IDA-IFC Partial Credit Guarantee (PCG) in the local currency equivalent of $6.25 million ($12.5 million portfolio size).  The PCG will apply to the portfolios of Small and Medium Enterprise (SME) loans originated by BFV-Société Générale (BFV-SG) and one of the two banks selected by the Government of Madagascar (GoM) to benefit from this PCG program.  The PCG to be issued by IFC will cover up to 50% of the credit risk of the commercial banks portfolio of new SME loans, with IDA funds of up to $1.25 million taking the first loss risk to IFC.   IDA funds will be deposited in dollars in a World Bank Trust Fund and will take 50% of the first loss risk.  The commercial banks will share all losses on a 50-50 basis with the IFC-IDA PCG.   In addition to the guarantee, the project envisages two technical assistance (TA) components:      -  TA to each commercial bank, with the objective of transferring the necessary skills and procedures to better service the SME sector and thus enhance the banks capacity to underwrite new SME loans on a profitable and sustainable basis; and    -  TA to SMEs, which aims to help bridge the gap between the SMEs and the banks by providing some basic financial and management training to the SMEs.
BOA Madagascar (BTM Privatization) Summary Of Project Information (SPI)       Project Name    Madagascar - Bank of Africa Madagascar      RegionSub-Saharan Africa   Sector   Project No009786   Projected Board DateNovember 1, 1999   Company NameBank of Africa Madagascar (BOA-M)   Technical Partner and/or Major Shareholders    	African Financial Holdings (AFH) is the government of Madagascar''s preferred bidder to become a majority shareholder and technical partner of BOA-M. AFH is the holding company for the Bank of Africa network in West Africa, a successful banking group providing a full range of retail and corporate banking and leasing services. Other shareholders include the government of Madagascar (15%), the Dutch development Agency FMO, and local private shareholders.     Project Cost Including proposed IFC investment    	Project Cost: up to US$ 8.7 million         IFC Investment: up to US$ 2.2 million (a US$1.7 million equity investment and a US$0.5 million subordinated convertible loan).     Location of project and Description of site    	Bank of Africa Madagascar will be headquartered in Antananarivo, Madagascar.    Description of Company and Purpose of Project    	The project involves the privatization of the Bankin''Ny Tantsaha Mpamokatra (BTM), one of the largest financial institutions in Madagascar. The privatization of the last state-owned commercial bank marks a pivotal step in the country''s market reform strategy, and for the first time in decades, the country will have a nation-wide banking system run on purely commercial principles.     Environmental Category and Issues    This is a Financial Intermediary (FI) Type 1 project according to IFC''s environmental and social review procedure. For relevant operations, BOA-M will be required to implement an environmental management system requiring that investments and client activities under relevant operations comply with the environmental, health and safety requirements of Madagascar. IFC will assess BOA-Ms capability to carry out environmental reviews and will work with BOA-M to develop the capacity to meet these requirements, providing training as deemed necessary BOA-M will be required to provide an annual environmental performance report to IFC.          Date SPI sent to InfoShop     September 29, 1999      This Summary of Project Information is prepared and distributed to the public in advance of consideration of the proposed transaction by the Corporations Board of Directors.  It is provided for the purpose of enhancing the transparency of IFCs activities and should not be construed as presuming the outcome of IFC Board consideration.    For Additional Information contact:  Corporate Relations Unit -   telephone: (202) 473-7711   facsimile: (202) 974-4384
Polio eradication plans implemented in partnership with the Global Polio Eradication Initiative The Secretariat will support countries to:
respond to, and protect populations from, vaccine-derived poliovirus outbreaks; and
stop transmission of wild poliovirus in Afghanistan and Pakistan and protect neighbouring countries from importation of wild poliovirus.
The Secretariat will:
work with immunization programmes to strengthen population immunity through routine immunization in order to prevent outbreaks of circulating vaccine-derived poliovirus occurring in countries with weak health systems; and
implement the research agenda for the continued development of a more efficacious vaccine.
In addition, the Secretariat will work through the Global Polio Eradication Initiative partnership
to revise the Initiative?s strategy to stop transmission of wild poliovirus by 2023 and certify eradication after that;
to continue intensive interventions in Afghanistan and Pakistan, including several rounds of campaigns to immunize all children aged under five years, and to make additional efforts to reach missed children, for example, through microplanning, enlisting community involvement by employing community-based vaccinators, and targeting mobile populations; and 
to sustain certification-level surveillance capacity in countries in which poliomyelitis is not endemic, and, as appropriate, to support countries which are free of poliomyelitis in looking for other sources to broaden (for example, to vaccine-derived poliovirus and outbreak detection) and sustain this essential activity both up to and after certification. Epidemics and pandemics prevented
Research agendas, predictive models and innovative tools, products and interventions available for high-threat pathogens The Secretariat will support countries to:
increase awareness of, and detection capacity for, high-threat health hazards, and to strengthen efforts to prepare for, and respond to, a high-threat pathogen using context-specific prevention strategies and preparedness plans; and
develop and implement innovative approaches to tackling the threat of misinformation and disinformation, such as building a new workforce of ?infodemiologists and infodemic managers?, and ensuring and promoting community engagement before, during and after emergencies.

In producing technical products on norms/standard, data and research, the Secretariat will:
work with partners to develop or accelerate: (i) clinical designs and protocols to evaluate the efficacy of vaccines and medicines; (ii) target product profiles and research and development road maps; (iii) a knowledge bank of evidence for vaccines, therapeutics and diagnostics for priority diseases; and (iv) an annual prioritized list of emerging pathogen threats requiring research and development. This will be under the aegis of the R&amp;D Blueprint. The Secretariat will also maintain, expand or establish clinical, research and innovation networks for rapid activation during, and prior to, emergencies in order to develop new vaccines, therapeutics and diagnostics with key stakeholders;
develop a public health research agenda, including operational research in emergencies to fast track diagnostics, therapeutics and vaccines for new global health threats, with relevant monitoring and evaluation frameworks to build evidence-based public health and social interventions, at national and subnational levels;
develop and adapt, based on growing body of evidence, guidance and minimum standards of clinical care for highly infectious disease outbreak settings for first responders, linked with guidance, tools and equipment for IPC;
develop guidance and training materials for the implementation of innovative diagnostic tools and approaches for high-threat pathogens, including recommendations for decision-makers on infodemic management, risk communication and community engagement; and
update guidance on managing epidemics, including key facts and decision-making and forecasting tools, in line with all available evidence. Epidemics and pandemics prevented
Cultural change fostered and organizational performance enhanced through coordination of the WHO-wide transformation agenda The Secretariat will track, monitor and report on the full scope of transformation initiatives using dashboards and related instruments to ensure that the Secretariat stays focused and aligned for impact.
In addition, the Organization will adopt a culture and practice of continuous improvement to reinforce and consolidate changes introduced within the Organization under the transformation agenda and other reforms.
The principles reflected in the new WHO Values Charter will be promulgated and change management and organization development approaches will be used to unlock the underlying mindsets, behaviours and practices needed to realize and sustain a fully transformed WHO.
To engage and empower the entire WHO workforce in this continuous improvement and transformation agenda, internal communications will focus on the corporate direction and workforce needs with a view to enhancing three-level alignment using the most appropriate technologies and channels. Strengthened leadership, governance and advocacy for health
Improved and more equitable access to health products through global market shaping and supporting countries to monitor and ensure efficient and transparent procurement and supply systems Essential medicines and other health technologies; public health, innovation and intellectual property; neglected tropical diseases; vaccines (incl. technology transfer programme for influenza vaccine); disabilities; eye care; ear disease and hearing loss. Improved access to essential medicines, vaccines, diagnostics and devices for primary health care
Countries enabled to produce and analyse information on financial risk protection, equity and health expenditures and to use this information to track progress and inform decision-making National health financing strategies Reduced number of people suffering financial hardship
Timely access to quality-assured influenza pandemic products is supported Timely access to quality-assured influenza pandemic products is supported Pandemic Influenza Preparedness (PIP) Framework (Programme)
Countries enabled to improve institutional capacity for transparent decision-making in priority-setting and resource allocation and analysis of the impact of health in the national economy The Secretariat will step up its leadership by:
convening countries and experts to share their best practices on institutionalizing their priority-setting processes in WHO-hosted and in other international meetings;
 assisting and setting up regional networks to facilitate the technical work of health technology assessment;
collaborating with technical partners to ensure that guidance is consistent and country work is synergistic.; working with global health initiatives to ensure an integrated approach to incorporating their priority interventions into a single package; and
building technical and political networks to support the recommendations of the WHO Council on the Economics on Health for All.

The Secretariat will support countries to:
develop or enhance packages that guarantee effective coverage by providing the tools to systematically assess (data) and appraise (dialogue) interventions according to their nationally-defined criteria with a focus on equity;
build institutional capacity to establish or strengthen their national mechanism for health technology assessment; and
develop technically rigorous investment cases for key policy priorities, such as primary health care, preparedness, equity-oriented health system interventions.

In producing technical products on norms/standard, data and research, the Secretariat will:
refine and improve the integrated health tool for planning and costing (one health tool online);
work with partners to develop a tool to assist countries as they make trade-offs based on their national criteria that will facilitate, visualize and document their appraisal processes;
promote the maturity model for health technology assessment and update the model and related benefit package database by implementing related surveys;
develop or refine guidelines for the development and use of investment cases; and
develop, refine or promote guidance and tools that promote allocative and technical efficiency that make use of developments in routine health information systems at the country level, including advances in information and communications technology. Reduced number of people suffering financial hardship
New knowledge, solutions and implementation strategies that respond to the health needs of disease-endemic countries developed New knowledge, solutions and implementation strategies that respond to the health needs of disease-endemic countries developed Increased and sustained access to neglected tropical disease control interventions
Cultural change fostered and organizational performance enhanced through coordination of the WHO-wide transformation agenda As the Organization shifts its strategic focus towards country impact, it will focus on empowering country offices, including leadership in country offices and establishing a core predictable country presence in every country. 

In line with GPW13?s differentiated approach WHO?s support to countries, the Secretariat will establish capacities in its country offices that are tailor-fit to the purpose of WHO?s support implementation and operations at the country level. 

The Secretariat will commit to guaranteeing core capacities in country offices that the Organization to function as a strategic partner, technical assurance provider, policy adviser, operations coordinator or service provider whatever is needed at a certain time at the country level.

The above will be accompanied by empowering country offices not only through establishing needed capacities but also placing the most suitable and strong leadership in every country, and ways of working that demonstrate better effectiveness, efficiency, accountability and transparency. This will require greater delegation of authority for country offices to bring decision-making closer on the ground human resources, financing and operations.

The Secretariat will implement changes that ensure WHO operates better as one Organization, reducing duplication, fragmentation in all of its processes and how it delivers its work at all levels and towards driving impact in every country.

With the foundation established through the core predictable country presence model, the Secretariat will work towards bringing the right capacities from all levels of the Organization, and from other stakeholders, including United Nations and bilateral partners and collaborating centres,  to support its work.

The Secretariat will work towards turning its culture from countries at the bottom to country offices first in strengthening its three-level operating model, including communications, decision-making, resource allocation and managing the mobility of its workforce.

The Secretariat will introduce changes that enable the Organization to be agile in more concrete terms, enabling staff from different organizational groups to work more easily and coalesce around delivering certain tasks. 

The Secretariat will establish a better monitoring system, beyond staff surveys, to demonstrate the impact of its transformation initiatives and action plan. Strengthened leadership, governance and advocacy for health
Cultural change fostered and critical technical and administrative processes strengthened through a new operating model that optimizes organizational performance and enhances internal communications Cultural change fostered and critical technical and administrative processes strengthened through a new operating model that optimizes organizational performance and enhances internal communications Strengthened leadership, governance and advocacy for health
Acute health emergencies rapidly responded to, leveraging relevant national and international capacities IHR (International Health Regulations) implementation; information available to respond to public health events; timely sharing of accurate information about emergencies; health operations managed to support local and national efforts; coordinated response by operational partners; logistic and operational support; priority gaps in humanitarian policy and guidance addressed; WHO Health Emergencies Programme effectively managed
and sustainably staffed and financed; effective communication and resource mobilization; effective leadership, planning and performance management; outbreak and crisis response Health emergencies rapidly detected and responded to
Countries enabled to implement and monitor integrated strategic plans for newborn and child health, with a focus on expanding access to high-quality interventions to improve early childhood development and end preventable newborn and child deaths from pneumonia, diarrhoea and other conditions Countries enabled to implement and monitor integrated strategic plans for newborn and child health, with a focus on expanding access to high-quality interventions to improve early childhood development and end preventable newborn and child deaths from pneumonia, diarrhoea and other conditions Increased access to interventions for improving health of women, newborns, children and adolescents
Global and regional governance mechanisms used to address health determinants and multisectoral risks ?Leave no one behind? approach (equity, gender and human rights); climate change; air pollution; chemicals; occupational safety; migration; foodborne disease/food safety; healthy ageing. Healthy settings and Health-in-All Policies promoted
Polio eradication and transition plans implemented in partnership with the Global Polio Eradication Initiative Routine immunization to prevent outbreaks; research for more efficacious vaccine; safe and secure retention of polioviruses; monitoring and evaluation framework in relation to polio eradication Epidemics and pandemics prevented
Improved country policies, capacities and intersectoral actions for addressing social determinants, in order to improve health equity through Health in All Policies, and whole-of-government approaches Improved country policies, capacities and intersectoral actions for addressing social determinants, in order to improve health equity through Health in All Policies, and whole-of-government approaches Improved capacities in WHO, the health sector and across all government departments and agencies (whole-of-government) for addressing social determinants, gender inequalities and human rights in health, and producing equitable outcomes across the Sustainable Development Goals
Monitoring framework implemented to report on the progress made on the commitments contained in the Political Declaration of the High-Level Meeting of the United Nations General Assembly on the Prevention and Control of Non-communicable Diseases and in the WHO global action plan for the prevention and control of noncommunicable diseases 2013?2020 Monitoring framework implemented to report on the progress made on the commitments contained in the Political Declaration of the High-Level Meeting of the United Nations General Assembly on the Prevention and Control of Non-communicable Diseases and in the WHO global action plan for the prevention and control of noncommunicable diseases 2013?2020 Increased access to interventions to prevent and manage noncommunicable diseases and their risk factors
Transition plan for post-polio eradication era finalized and under implementation globally Transition plan for post-polio eradication era finalized and under implementation globally No case of paralysis due to wild or type-2 vaccine-related poliovirus globally
Priority gaps in humanitarian policy and guidance addressed, with specific emphasis on health Priority gaps in humanitarian policy and guidance addressed, with specific emphasis on health Populations affected by health emergencies have access to essential life-saving health services and public health interventions