devinitorg/iati-policy-markers huggingface dataset:
Monte Rosa Nicaragua Grupo Monte Rosa S.A. (Monte Rosa or the Company), a wholly owned subsidiary of Pantaleon Sugar Holdings Company Ltd. (PSH), is a sugar and energy producer located in Nicaraguas Pacific Northwest, with capacity to process 16,000 tons of sugar cane per day.   The proposed financing consists of a US$15 million revolving credit facility renewable yearly for up to 4 years and a US$10 million long-term A-Loan for Monte Rosa. The proceeds of the short-term revolving credit facility will support the Companys working capital needs, while the long-term investment will fund the purchase of machinery (tractors, seeding and harvesting equipment) to assist Monte Rosa on enhancing the efficiency of its operations. The Project will play an important role in supporting the Company's operations in an uncertain macroeconomic environment. The investment is safeguarding production as well as further improving operational practices. At the market level, IFC will support a sugar producer and exporter that will help strengthen the country's standing in the global market through the continuing adoption of IFC's Performance Standards and contribute to setting world class standards across the industry in Nicaragua.
Ingenio Montelimar Consorcio Naviero Nicaraguense SA (Navinic or the Company) owns the smallest of four sugar mills in Nicaragua (Montelimar mill), with a milling capacity of 2,300 tons of sugar cane per day (tcd). The project involves an increase in the Companys sugar annual production from 33kton to 67kton and includes: i) the acquisition of 1,628 ha of land to increase own planted area to 5,262 ha, ii) investment in irrigation and other infrastructure in the field, iii) increasing milling capacity to 4,100 tcd, iv) acquiring additional harvesting and transportation equipment and v) funding incremental working capital needs (the Project). - Support Nicaragua''s economic growth and employment generation, in particular in poor rural areas, by increasing exports of locally sourced product.  - The Company will support vulnerable families in the process of titling their land. - The Project will contribute to financial transparency since the Company will hire an auditing firm satisfactory to IFC. - The Project will increase employment in the rural area of an IDA country by an estimated 1,300 new jobs.
Banco_Finanzas Banco de Finanzas (BdF or the Bank) was founded in 1992 as a privately-held bank. With assets of $386 million and equity of $37 million as of March 2007, BdF is the leader in housing loans with a 38% market share, ranking 4th and 6th among private banks in terms of total loans and total assets, respectively. The Banks strategy is focused on retail and SME lending. BdF provides mostly mortgage and consumer lending. Mortgage lending is mostly residential and on a national scale. BdF is mostly a lending institution.  

The project consists of a:

- a $15 million senior secured loan BdF to support the expansion of the middle to low income mortgage market in Nicaragua; 
- a MSME loan of up to $5 million, and 
- a trade finance Line of $3 million. The project is expected to have a strong developmental impact in the following areas: 

- it will support BdFs growth plans on the housing finance business by increasing the Banks penetration in the middle-income segment;
- it will improve the financial fundamentals of the Bank by reducing its maturity mismatch and diversifying its funding sources; 
- it will support the market leadership of a local bank;
- it will provide technical assistance in the areas of product development and best practices in mortgage lending;
- it will expand the Banks trade operations to a wider array of companies;
- it will enhance BdFs ability to support the micro and SME segments.
Banca Confia The project consists of a $5.0 million credit line to Corporación Nicaragüense Financiera (Confia, or the company) S.A.  Confia is a financial institution supervised by the Superintendency of Banks of Nicaragua and is specialized in lending to micro-entrepreneurs. Confia began operating in 2000, and since then has become the leading Nicaraguan microfinance institution.
Nicaragua Sugar Estates Limited S.A. Nicaragua Sugar Estates Limited S.A. (the company), founded in 1890, is one of the leading sugar producers in Central America.  It supplies raw and refined sugar to the domestic market in Nicaragua, and exports raw sugar to the world market, including the U.S.  The company owns 11,000 ha of sugar cane plantations, and also purchases sugar cane from independent growers.

The purpose of the project is to : 

- improve the efficiency of the sugar mill and maximize its capacity, 
- acquire up to 1,500 ha new land; 
- purchase harvesting equipment and invest in plantation infrastructure and maintenance; 
- replace existing irrigation systems with more efficient ones;
- construct a plant alongside its sugar mill to produce and export ethanol; and 
- refinance short-term debt. The project will support the financial sustainability of an important contributor to a sector of vital importance to Nicaraguas economy, as sugar is one of Nicaraguas main exports.  The sustainability of the sugar sector will help maintain employment levels in areas highly dependent on cane-growing and milling for income.
BANEXPO (Nicaragua) Summary Of Project Information (SPI)       Project Name    Nicaragua - BANEXPO      RegionLatin America and Caribbean   Sector   Project No009556   Projected Board DateDecember 6, 1999   Company NameBanco de la Exportacion, S.A. (BANEXPO)   Technical Partner and/or Major Shareholders    	BANEXPO is owned by a group of Central American shareholders with experience in various sectors of financial markets throughout the region.    Project Cost Including proposed IFC investment    	The proposed IFC investment is a US$5.0 million A loan.    Location of project and Description of site    	BANEXPO, the borrower, is headquartered in Managua, Nicaragua''s capital. The sub-projects to be financed through the project will be located throughout Nicaragua.    Description of Company and Purpose of Project    	BANEXPO, founded in 1992, is the third largest private commercial bank in Nicaragua with $204 million in assets, and the fourth largest in terms of equity with $10.7 million as of June 30, 1999.         The proposed project will allow BANEXPO to provide long term loans to private sector enterprises in Nicaragua mainly for their modernization, expansion, and financial restructuring needs.    Environmental Category and Issues    	This is a Financial Intermediary (FI) Type 2 project according to IFC''s environmental review procedure. BANEXPO will be required to carry out an environmental review of each subproject to ensure compliance with host country requirements, IFC environmental and social safeguard policies, and, if applicable, World Bank Group environmental, health and safety guidelines. IFC will assess BANEXPOs capability to carry out environmental reviews. BANEXPO must obtain IFC clearance prior to making any investment with IFC funds in any Category A project.        Date SPI sent to InfoShop     November 4, 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  Environmental documents for this project are available at http://www.ifc.org and from the World Bank InfoShop (http://www.worldbank.org/html/pic/aboutinfo.html).
BDF Sub-Debt The proposed project consists of $15 million subordinated loan to Banco de Finanzas S.A. (BDF or the Bank). The subordinated debt will be used to increase BDFs Tier 2 capital to allow it to continue to expand its lending activities, including a focus on SME lending. The loan will also help the Bank diversify and extend its sources of funding, as well as reduce its balance sheet maturity-mismatch  IFC has a long standing relationship with BDF, where the Bank considers IFC as a key partner that support its development and growth. BDF remains the market leader in housing finance with 31.0% market share in Nicaragua in 2012. As BDF continues to focus growing its commercial lending portfolio, both trade and SMEs have become priorities for the Bank. Increase banking penetration and access to financial services: Nicaragua''s private sector credit to GDP ratio is below the regional average and declining. Support for a local bank and leader in housing finance to expand lending will allow for increased access to credit.  Growth of SME sector: Increased access to funding to underserved SMEs in Nicaragua will allow them to expand and improve operations.  Employment generation: SME is a large employment generator in Nicaragua and increased access to credit will translate into larger production scales requiring more workers.
OCHA Jordan, support the response to the Syria crisis OCHA Jordan, support the response to the Syria crisis Office for the Coordination on Humanitarian Affairs (OCHA) Jordan coordinates the strategic planning of the Humanitarian Partnership Forum, on which UN agencies, development partners, international and local NGOs are represented. Increasingly, humanitarian and development goals are being pursued, beyond the refugee sphere, through complementary initiatives under the Humanitarian and Development Partners Group. The country office plays a core role in coordination with other humanitarian and development actors to define and implement the ‘Triple Nexus’ approach and localization agenda for Jordan. OCHA’s work in Jordan focuses on assisting the most vulnerable by coordinating the delivery of effective humanitarian aid and principled humanitarian action. To this end, OCHA contributes to humanitarian action in Jordan, focusing on three priority areas: humanitarian Coordination; humanitarian Financing; readiness/early Warning. يقوم مكتب تنسيق الشؤون الإنسانية (أوتشا) في الأردن بتنسيق التخطيط الاستراتيجي لمنتدى الشراكة الإنسانية، الذي يمثّل فيه وكالات الأمم المتحدة وشركاء التنمية والمنظمات غير الحكومية الدولية والمحلية. ويتزايد السعي وراء الأهداف الإنسانية والإنمائية، ليتخطى نطاق اللاجئين، من خلال مبادرات تكميلية في إطار مجموعة شركاء التنمية والعمل الإنساني. كما يلعب المكتب القطري دورًا أساسيًا بالتنسيق مع الجهات الفاعلة الإنسانية والإنمائية الأخرى لتحديد وتنفيذ نهج "الترابط الثلاثي" وجدول أعمال التوطين للأردن. يركز عمل مكتب تنسيق الشؤون الإنسانية في الأردن على مساعدة الفئات الأكثر ضعفًا من خلال تنسيق إيصال المساعدات الإنسانية الفعّالة والعمل الإنساني القائم على المبادئ. وتحقيقًا لهذا الهدف، يساهم مكتب تنسيق الشؤون الإنسانية في العمل الإنساني في الأردن، مع التركيز على ثلاثة مجالات ذات الأولوية، وهي: التنسيق الإنساني؛ التمويل الإنساني؛ التأهب/الإنذار المبكّر.
JAMAICA: SOCIAL PROTECTION FOR INCREASED RESILIENCE AND OPPORTUNITY (SPIRO) The Project development objective is to expand coverage of social protection in Jamaica and to strengthen its social protection delivery system, particularly its capacity to respond to shocks.
Jamaica Integrated Community Development Project The Project Development Objective is to enhance access to basic urban infrastructure and services, and contribute towards increased community safety in selected economically vulnerable and socially volatile inner city communities of Jamaica.
Jamaica First Economic Resilience DPL The Program Development Objectives are to (a) Support Fiscal Sustainability and Inclusion; (b)  Enhance Fiscal and Financial Resilience against Natural Disaster Risks; and (c) Improve the Investment Climate for Sustainable Growth.
JM Education Transformation Capacity Building The objective of the Project is to build the capacity of the key agencies established to support the national Education System Transformation Programme (ESTP).
Jamaica Energy Security and Efficiency Enhancement Project The objective of the Project is to increase energy efficiency and security through the implementation of the Borrower'sNationalEnergy Policy.
Jamaica COVID-19 Response and Recovery Development Policy Financing The development objective of this operation is to assist in Jamaica's response to the COVID-19 crisis by: (i) protecting poor and vulnerable people; (ii) supporting sustainable business growth and job creation; and (iii) strengthening policies and institutions for resilient and sustainable recovery.
Jamaica Second HIV/AIDS Project The project development objectives are to assist in the implementation of the Governmentâs national HIV/AIDS program through support to: (i) deepening of prevention  interventions targeted at high risk groups and for the general population (ii) increasing of access to treatment, care and support services for infected and affected individuals; (iii) strengthening of program management and analysis  to identify priorities for  strengthening the health sector capacity to respond to the HIV/AIDS epidemic and other priority health problems.
First Competitiveness and Fiscal Management Programmatic DPL The First Competitiveness and Fiscal Management Programmatic Development Policy Series supports policies aimed at (i) improving investment climate and competitiveness and (ii) sustaining fiscal consolidation and enhancing public financial management .&amp;nbsp;</em> 

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Jamaica DPL Support the Government of Jamaica's implementation of a set of policy and institutional reforms to increase competitiveness and improve fiscal management.
Jamaica Early Childhood Development Project The Project endorses the objectives of the National Strategic Plan.  Its development objectives are to:  improve parentingeducation and support programs; (ii) improve monitoring of children's development, the screening of household level risks, and therisk mitigation and early intervention systems, (iii) enhance the quality of early childhood schools and care facilities; and (iv)strengthen ealy childhood organizations and institutions.
Second Rural Economic Development Initiative (REDI II) Project To enhance access to markets and to climate resilient approaches for targeted beneficiaries.
JM Inner City Basic Services for the Poor Project The project development objective is to improve quality of life in 12 Jamaican inner-city areas and poor urban informal settlements through improved access to basic urban infrastructure, financial services, land tenure regularization, enhanced community capacity and improvements in public safety.  Specifically, the project will: (a) increase access and improve the quality of water, sanitation, solid waste collection systems, electricity, roads, drainage and related community infrastructure for over 60,000 residents of poor urban informal settlements through capital investments and innovative arrangements for operations and maintenance; (b) facilitate access to microfinance for enterprise development and incremental home improvement for entrepreneurs and residents in project areas; (c) increase security of tenure for eligible households in project areas; and (d) enhance public safety through mediation services, community capacity building, skills training and related social services.
Social Protection Project The Project will support Jamaica in strengthening its social protection system.  To this end, it will: (i) further improve the effectiveness of the Program for Advancement Through Health and Education (PATH) to foster investment by poor families in human capital accumulation; (ii) develop a structured system for assisting working-age persons of PATH households seek and retain employment; (iii) enable the formulation of a reform program for the pension schemes for public sector workers; and (iv) develop a social protection strategy.
Rural Economic Development Initiative The Project Development Objective (PDO) of the proposed REDI project is to improve market access for micro and small-scale rural agricultural producers and tourism product and service providers.
JM Youth Employment in Digital and Animation Industries The Proposed Development Objective for this operation is to support youth employment in the digital and animation industries in Jamaica
Jamaica Education Project The Project Development Objective (PDO) is to improve teaching practices and learning conditions in secondary education, and the use of information for decision-making in the education system.
Jamaica Disaster Vulnerability Reduction Project The Project Development Objective is to enhance Jamaica's resilience to disaster and climate risk.
Access to Finance for MSMEs The Project Development Objective (PDO) is to improve access to finance for micro, small, and medium enterprises (MSMEs).
Jamaica Foundations for Competitiveness and Growth To strengthen the business environment in Jamaica for private sector investment.
Life-saving reproductive health interventions in Darfur and Blue Nile This SHF project proposal addresses the urgent life-saving reproductive health needs of 29,219 of most vulnerable populations (19,273 women, 3,200 men, 2,200 boys and 4,546 girls), affected by chronic and acute emergency situations in Central Darfur (Nertiti and Golo), Blue Nile (Kurmuk), North Darfur (Tawilla and Kabkabia) and South Darfur (Shattaya), Specifically, aiming to ensure a comprehensive and coherent response to vulnerable people within a locality  and the 24 hour availability of Minimum Initial Service Package (MISP) for reproductive health  through medically equipped gender balanced staff to assist  Women at Reproductive Age and GBV survivors. The project is also paying attention to important group within the affected population that often missed, the needs of young group was also addressed. 

The project was designed for the:

1. Provision of emergency reproductive health supplies and kits including Clinical Management of Rape Kits  to improve access to quality maternal and new born health services Central Darfur (Golo), Blue Nile (Kurmuk ), North Darfur (Tawilla) and South Darfur(Shattaya).

2. Rehabilitation of service infrastructure (mainly delivery rooms and maternity wards) at the health facility and provision of emergency obstetric and neonatal care equipment and supplies in Elkurmuk hospital BN, Shattaya clinic SD, and Golo in CD. Aiming to meet the stander level and precaution.

3. Capacity building of 170 (70 Male + 100 female) RH service providers with a focus on supporting durable solutions (i.e. in-service training for health care providers in different RH training including Clinical Management of Rape). The capacity building program is an opportunity to Increase the accessibility of health and reproductive health facilities that integrate GBV - health services in the targeted areas  Central Darfur (Nertiti and Golo), Blue Nile (Kurmuk), North Darfur (Tawilla and Kabkabia) and South Darfur (Shattaya).

4. Raising awareness on integrated reproductive health program, including Maternal amp Neonatal health, adolescent health, GBV, STIs and HIV in (Kurmuk, Shattaya, Golo, and Tawilla) 

5. Training of Youth peer (60 male amp 60 female) on addressing Reproductive Health (RH, HIV and GBV) in humanitarian settings in BN ElKurmuk and ND in Tawilla.

6. Support State Ministry of Health to conduct 4 on job training, monitoring and supervisory visit to targeted areas that lead by senior medical doctor or consultant, health visitors and RH coordinator Central Darfur (Golo), Blue Nile (Kurmuk), North Darfur (Tawilla) and South Darfur (Shattaya).

7. Support emergency referral of 150 complicated pregnancies and deliveries to CEmNOC and BEMOC in Central Darfur (Nertiti and Golo), Blue Nile (Kurmuk), North Darfur (Tawilla) and South Darfur(Shattaya).
Health and WASH response for AWD in White Nile The request is in response to the ongoing AWD outbreak in white Nile which is part of the National outbreak that has started in August 2016 in Kassala and rapidly spread to Gedaref, Sennar, Blue Nile, Gezira, and Khartoum states. The proposed project activities  focus in providing life-saving treatment for an estimated195,255 cases of AWD cases in targeted localities in White Nile state, until the outbreak is controlled early identification and treatment of cases, , besides saving lives,  has a major impact on controlling the outbreak  by reducing the spread of bacteria into the environment and through the rapid identification of pockets of dissemination. 
The planned activities are directly contributing to this goal and includes: additional technical support (epidemiologists, public health Officers) for the White Nile state, Outbreak Response Teams  to provide advice for surveillance/early warning, alert investigation, data analysis,  implementation of the response, and monitoring  along with constraints and solutions identification.
Better surveillance and activation of silent sites with daily reporting in affected localities to promote early detection of cases but also identify trends and ways of dissemination. Treatment centers close to the affected communities are essential to ensure prompt access to life saving treatment this includes additional skilled staff and medicines and supplies risk communication through health facilities and media essential for early referral improved health care seeking behavior, and community participation. 
The health and WASH sector activities of WHO are complemented by the UNICEF health part at community level in support to the response of the federal and states MOH. The proposed intervention will be also complemented by WASH  interventions essential to identify the risks of spread of the outbreak and the sources of dissemination through systematic water quality testing that will also guide the actions related to access to safe water and proper sanitation. This would break the chain of transmission of the diseases. 
WHO – WASH activities  will help guiding and complement other WASH activities implemented by WASH UNICEF and  MOH and other partners, and complete with the health intervention of the WHO and UNICEF the recommended response and containment package. An important factor for ensuring these complementarities is to have all the interventions simultaneously implemented in all affected locations. 
The response has been already initiated and WHO had provided substantial support to the states and federal MOH efforts, especially when the rapid spread of the outbreak challenged the local capacity.