devinitorg/iati-policy-markers huggingface dataset:
DGIS Annual Activity Report 2021 ATNI has committed to deliver the following Core Objectives. 

 
Core Objective 1	Publish two further flagship Global Indexes for c. 25 manufacturers in 2018 and 2020. 

Core Objective 2	Publish comprehensive analysis of companies' breast-milk substitutes (BMS) marketing policies and practices in both Global and Spotlight Indexes. 


Core Objective 3	Publish two India Spotlight Indexes for c. 10-20 manufacturers in 2016 and 2019.

Core Objective 4	Publish Product Profiles for all India Spotlight Indexes. 

Core Objective 5 	Extend outreach activities for different stakeholder groups, particularly investors, to amplify impact. 

 

Core Objective 6 	Develop action research activities to advance thinking and practice in key areas. 

Core Objective 7 	Develop measurement and evaluations. 

Core Objective 8	Conduct a feasibility study on expansion and innovation. 

 

Additional ATNI Objectives (funded by various, not part of prolongation) 

ATNF also sees various options for expansion, on top of the Core Objectives, for which additional funding would be needed. These include: 

 

Additional Objective 1	Developing one or more Global Indexes that assesses the performance of other key segments of the F&B industry, e.g., retailers, food service companies, fast food chains. 

Additional Objective 2 	Development of new Spotlight Indexes for other priority countries. 

Additional Objective 3 	Further development of complementary verification-type activities, such as the Product Profile (that could be expanded to assess labelling compliance and marketing spending; more or wider BMS marketing assessments, etc.). 

Extra activities 2020-2022 (funded by FCDO, not part of prolongation) 

With the additional funding support from FCDO as per amendment No. 01/2020, signed April 16, 2020, to the ongoing Accountable Grant for this project (no. 300590) ATNI will embark on the following extra activities:  

Map and monitor food and beverage (F&B) sector companies' responses to COVID-19 starting April 2020. 

Private sector commitment monitoring hub supporting 2020 Global Nutrition Summit (GNS)/Nutrition for Growth (N4G), 2021 United Nation’s Food System Summit (UNFSS) and World Health Organization (WHO) starting August 2020.  

Investor coalition starting October 2020.  

Workforce nutrition action research starting January 2021.  

Action research to assess inequities in nutritional qualities of companies' product portfolios across markets starting January 2021.  

Country approach starting July 2021.
Objective 7: Develop measurement and evaluations. Develop measurement and evaluations. Develop measurement and evaluations. Consumers, governments, CSO's, investors, academia, private sector
DGIS Q3 Activity Report 2020 ATNI has committed to deliver the following Core Objectives.

Core Objective 1
Publish two further flagship Global Indexes for c. 25 manufacturers in 2018 and 2020.
Core Objective 2
Publish comprehensive analysis of companies' breast-milk substitutes (BMS) marketing policies and practices in both Global and Spotlight Indexes.
Core Objective 3
Publish two India Spotlight Indexes for c. 10-20 manufacturers in 2016 and 2019. 
Core Objective 4
Publish Product Profiles for all India Spotlight Indexes. 
Core Objective 5 
Extend outreach activities for different stakeholder groups, particularly investors, to amplify impact.
Core Objective 6 
Develop action research activities to advance thinking and practice in key areas.
Core Objective 7 
Develop measurement and evaluations.
Core Objective 8
Conduct a feasibility study on expansion and innovation. 
Additional Objectives

ATNF also sees various options for expansion, on top of the Core Objectives, for which additional funding would be needed. These include:

Additional Objective 1 
Developing one or more Global Indexes that assesses the performance of other key segments of the F&B industry, e.g. retailers, food service companies, fast food chains.
Additional Objective 2 
Development of new Spotlight Indexes for other priority countries.
Additional Objective 3 
Further development of complementary verification-type activities, such as the Product Profile (that could be expanded to assess labelling compliance and marketing spending; more or wider BMS marketing assessments, etc.).

Extra activities 2020-2022

With the additional funding support from FCDO as per amendment No. 01/2020, signed April 16th 2020, to the ongoing Accountable Grant for this project (no. 300590) ATNI will embark on the following extra activities: 

1. Map and monitor food and beverage (F&B) sector companies' responses to COVID-19 starting April 2020.
2. Private sector commitment monitoring hub supporting 2020 GNS/Nutrition for Growth (N4G), 2021 FSS and World Health Organization (WHO) starting August 2020. 
3. Investor coalition starting October 2020. 
4. Workforce nutrition action research starting January 2021. 
5. Action research to assess inequities in nutritional qualities of companies' product portfolios across markets starting January 2021. 
6. Country approach starting July 2021.
Objective 5: Extend outreach activities for different stakeholder groups, particularly investors, to amplify impact. Extend outreach activities for different stakeholder groups, particularly investors, to amplify impact. Overall Objective: Extend outreach activities for different stakeholder groups, particularly investors, to amplify impact. Consumers, CSOs, Governements, private sector, Investors, Academia
Objective 2: BMS/CF marketing policies and practices Comprehensive analysis of companies’ BMS/CF marketing policies and practices in both Global and Spotlight Indexes Overall objective: publish comprehensive analysis of companies’ BMS marketing policies and practices in both Global and Spotlight Indexes  Jan-june 2017 Objective: Develop and publish BMS/CF methodologies, prepare and start research BMS 1 (Corporate profile) & 2 (in-country) for Global Index 2018. Prepare and start research BMS 1 for US Spotlight Index. Consumers, CSO's, Governments, Private sector, Academia
DGIS Q1 Activity Report 2021 ATNI has committed to deliver the following Core Objectives.

Core Objective 1	Publish two further flagship Global Indexes for c. 25 manufacturers in 2018 and 2020.
Core Objective 2	Publish comprehensive analysis of companies' breast-milk substitutes (BMS) marketing policies and practices in both Global and Spotlight Indexes.

Core Objective 3	Publish two India Spotlight Indexes for c. 10-20 manufacturers in 2016 and 2019. 
Core Objective 4	Publish Product Profiles for all India Spotlight Indexes. 
Core Objective 5 	Extend outreach activities for different stakeholder groups, particularly investors, to amplify impact.

Core Objective 6 	Develop action research activities to advance thinking and practice in key areas.
Core Objective 7 	Develop measurement and evaluations.
Core Objective 8	Conduct a feasibility study on expansion and innovation. 

Additional ATNI Objectives (funded by various, not part of prolongation)

ATNF also sees various options for expansion, on top of the Core Objectives, for which additional funding would be needed. These include:

Additional Objective 1	Developing one or more Global Indexes that assesses the performance of other key segments of the F&B industry, e.g., retailers, food service companies, fast food chains.
Additional Objective 2 	Development of new Spotlight Indexes for other priority countries.
Additional Objective 3 	Further development of complementary verification-type activities, such as the Product Profile (that could be expanded to assess labelling compliance and marketing spending; more or wider BMS marketing assessments, etc.).

Extra ATNI activities 2020-2022 (funded by FCDO, not part of prolongation)
With the additional funding support from FCDO as per amendment No. 01/2020, signed April 16, 2020, to the ongoing Accountable Grant for this project (no. 300590) ATNI has embarked on the following extra activities: 

1.	Map and monitor food and beverage (F&B) sector companies' responses to Covid-19 starting April 2020.
2.	Private sector commitment monitoring hub supporting 2020 Global Nutrition Summit (GNS)/Nutrition for Growth (N4G), 2021 United Nation’s Food System Summit (UN FSS) and World Health Organization (WHO) starting August 2020. 
3.	Investor coalition starting October 2020. 
4.	Workforce nutrition action research starting January 2021. 
5.	Action research to assess inequities in nutritional qualities of companies' product portfolios across markets starting January 2021. 
6.	Country approach starting July 2021.
ENPI East Countries Forest Law Enforcement and Governance(FLEG) II Complementary Measures for Georgia and Armenia The Project will support Georgia and Armenia in strengthening forest governance through improving implementation of relevant international processes, enhancing their forest policy, legislation and institutional arrangements, and developing, testing and evaluating sustainable forest management models at the local level on a pilot basis for future replication.
 
 The three specific Program objectives are:
 i) implementation of the 2005 St. Petersburg FLEG Ministerial Declaration and ensuring continuation of the process launched in 2005 (regional level),
 ii) formulation and implementation of sustainable forest sector policies, including legal and administrative reforms for sustainable forest management and protection (national level), and
 iii) demonstration of best sustainable forest management practices in targeted areas for further replication (sub-national level).
ENPI East Countries FLEG II Georgia and Armenia The overall objective of the project is to deliver a significant support to good forest governance, sustainable forest management a nd protection in the ENPI East countries, thereby enhancing the contribution of the regions' forests to climate change adaptation an d mitigation, to ecosystems and biodiversity protection, and to sustainable livelihoods and income sources for local populations and  national economies.  The overall objective of the project is to deliver a significant support to good forest governance, sustainable forest management and protection in the ENPI East countries, thereby enhancing the contribution of the regions' forests to climate change adaptation and mitigation, to ecosystems and biodiversity protection, and to sustainable livelihoods and income sources for local populations and national economies.
OCHA Field activities, Middle East and North Africa (regional) OCHA Field activities, Middle East and North Africa (regional) The OCHA Regional Office for Middle East and North Africa (ROMENA) based in Cairo and Amman and covers 21 countries and territories spread across the region. Several countries in the Middle East and North Africa region are experiencing political, economic and social transformations which have resulted in humanitarian crises causing an increase in human suffering and vulnerability. The situation is further compounded by hazards and natural disasters such as earthquakes, drought and floods. In this regard, OCHA ROMENA works to support and strengthen humanitarian coordination and response preparedness in the region. In countries where OCHA maintains country office presence including Iraq, Jordan, Lebanon, Libya, Syria, Turkey, Yemen and occupied Palestinian Territory, the regional office provides frontline surge capacity as required particularly to support escalating or sudden on-set emergencies. For countries without OCHA in-country presence, the ROMENA team aims to support national authorities, regional bodies, Resident Coordinators and UN Country Teams to strengthen emergency preparedness and response to effectively and efficiently respond to or prepare for emergency situations through physical deployment or remote support. يقع مكتب أوتشا الإقليمي للشرق الأوسط وشمال إفريقيا في مدينتي القاهرة وعمان ويغطي 21 دولة وإقليمًا منتشرة في جميع أنحاء المنطقة. تشهد العديد من البلدان في منطقة الشرق الأوسط وشمال إفريقيا تحولات سياسية واقتصادية واجتماعية أدت إلى أزمات إنسانية تسببت في زيادة المعاناة الإنسانية والقابلية للتأثر بالكوارث. ومما يزيد الوضع تعقيدًا الأخطار والكوارث الطبيعية مثل الزلازل والجفاف والفيضانات. في هذا الصدد، يعمل مكتب تنسيق الشؤون الإنسانية في الشرق الأوسط وشمال أفريقيا على دعم وتعزيز التنسيق الإنساني والتأهب للاستجابة في المنطقة. أما في البلدان التي يحتفظ فيها مكتب تنسيق الشؤون الإنسانية بوجود مكتب قطري، بما في ذلك العراق والأردن ولبنان وليبيا وسوريا وتركيا واليمن والأراضي الفلسطينية المحتلة، فيوفر المكتب الإقليمي قدرة احتياطية على الخطوط الأمامية وفقًا للطلب خاصة لدعم حالات الطوارئ المتصاعدة أو المفاجئة. بالنسبة للبلدان التي ليس هناك تواجد لمكتب تنسيق الشؤون الإنسانية بها، يهدف فريق المكتب الإقليمي للشرق الاوسط وشمال أفريقيا إلى دعم السلطات الوطنية والهيئات الإقليمية والمنسقين المقيمين وفرق الأمم المتحدة القطرية لتعزيز التأهب والاستجابة لحالات الطوارئ وذلك للاستجابة بفعّالية وكفاءة لحالات الطوارئ أو الاستعداد لها من خلال نشر الفرق أو تقديم الدعم عن بعد.
The Water-Energy-Food Nexus in a farm model for the Jordan River Basin: introducing solar panels on farmland With prevailing water scarcity as daily concern and rainfall becoming more erratic under climate change the sustainability of food production in the Middle East is balancing at the verge of despair. The Hashemite Kingdom of Jordan and the Palestine Territories are no exception as both neighboring countries face a raft of challenges to meet the water demand of the agricultural sector. Moreover, the strong link with energy in almost every stage of the water cycle and, vice versa, the high dependency on water in conventional energy generation are serious threats due to, respectively, the vagaries of the energy prices and the negative impact on other water users (households, municipality, agriculture, tourism). The tension is likely to mount in the near future under persistent demographic pressure, with a growing and more affluent urban population that demands its water rights but also wants food security at reasonable prices. Allocation of transboundary water resources from water rich regions like Lebanon and Turkey is currently no option as it would lead to serious tensions in a region already rife with political conflicts. Hence, solutions should arise from within the countries themselves, in particular by focusing on high intensity farming systems with increasing water and energy efficiencies. Yet, this is not an easy task since an informed choice of land allocation to food cultivation and energy sources will have to be made out of many possible options. This study aims to address this Water Energy Food Nexus by creating a farm model that explores the possible profitability of installing solar panels on farm land in the Jordan River Basin (JRB)1 . In the model the farmers make an optimal selection of the activities available to them, at given land and water resources, technical options and market prices. Linkages between cropping options, water availability and location of solar panels are a crucial element of the farm model, taking into account the region’s crop calendars, rainfall patterns, and solar energy suitability rankings
Project proposal: Let the sun shine; exploitation of the Water-Energy-Food nexus in the Middle East Water scarcity is a serious constraint on the economic and social development in the Middle East, and finds expression in fierce competition between agriculture and fast growing urban settlements. The tension is likely to mount in the near future under persistent demographic pressure, while rainfall conditions are expected to worsen under climate change. Moreover, the extricate link with energy in every stage of the water cycle and, vice versa, the high dependency of water in conventional energy processes creates now serious problems because of increased energy prices and high water consumption rates by the energy sector, further reducing the water availability for agriculture and food production. The intended project aims to address this issue by introducing an integrated Water-Energy-Food approach using solar cells and introduction of efficient and affordable agricultural water management strategies. The project has a special focus on food security and family farming, horticultural development and evaporation reduction of open canals. The project implements pilots that align to practical solutions that can be upscaled to other, still, unvisited sites. Moreover, pilots constitute the empirical basis for an energy component in the water-economy model for the Jordan River Basin to evaluate, locally and across the border, the economic and ecological effects of widespread WEF policy interventions.
Amsterdam Centre for World Food Studies Annual plan 2018 Since its start in April 2016, the Amsterdam Centre for World Food Studies has developed many initiatives to bring interdisciplinary Food and Nutrition Security research and education to the fore at VU Amsterdam. After one and a half year it is now the time to look back, draw lessons, and plan for the next steps. This is done in this Annual Plan by taking two perspectives. The first perspective is retrospective with a discussion of outputs delivered and the lessons learnt since the start of the Centre. The second perspective addresses the question which activities are being planned such that future performance can be improved. The retrospective part of the present document reviews the progress made in research, education, institution building and outreach, while the future part is formulated in terms of challenges that will, and need, be addressed in the coming years, starting with 2018. The last part of this Annual Plan presents the plan of activities and the projected budget. The document proceeds in three parts: I. Review and lessons learnt; II. Challenges; III. Plan of activities and the budget for 2018. Background on the composition of its research associates, Board, programme committee and programme of the Opening Symposium are given in the Annexes.
PLANS 2019, Amsterdam Centre for World Food Studies The past year has seen continued development of the Centre, as well as change in leadership. Therefore, it is good to first look back, draw lessons, and plan for the next steps. This is done in this Annual Plan by addressing two questions. The first one is retrospective. Based on a discussion of outputs delivered and the lessons learnt, the question posed is whether the organization has delivered value for money. The second question is which activities are being planned such that future performance can be improved. The retrospective part of the present document reviews the progress made in research, education, institution building and outreach, while the future part is formulated in terms of challenges that will, and need, be addressed in 2019. The last part of this Annual Plan presents the plan of activities and the projected budget. The document proceeds in three parts: I. Review and lessons learnt; II. Challenges; III. Plan of activities and the budget for 2019. Background on the composition of its research associates, Board and programme committee is given in Annex A.
Quarterly Progress Report February-May, 2017 This is the quarterly report on activities of the Amsterdam Centre for World Food Studies (ACWFS) for the period February-May, 2017. With this report, we comply with requirements of the Grant from the Ministry of Foreign Affairs and Economic Affairs, but we also intend to offer an interesting view on the diversity of activities undertaken. The reporting period has been one in which much attention has been devoted to bringing people together, in research, acquisition and education – the photo on the cover illustrates this. As can be seen from the contents of the report, this has already proven fruitful in a number of cases, while we are also expecting more activities to be developed in the near future. This report also provides an overview of the ways in which the grant has been used to support the establishment of the Center. At the moment of writing, preparations for the opening symposium are in full swing. There is little doubt that this event will provide new energy and momentum to the ACWFS.
Annual Report 2017 and financial report This is the annual report on activities of the Amsterdam Centre for World Food Studies (ACWFS) for 2017 and the Financial Report for the entire funding period upto May 1, 2018. With these reports, we comply with requirements of the Grant from the Ministries of Foreign Affairs and Economic Affairs, but we also offer an interesting view on the diversity of activities undertaken within ACWFS . The reporting period has been one in which the contours of the main activities undertaken by the new Centre become increasingly visible. The main activities center around research, education, outreach and dissemination, and project acquisition. In this report you will read a summary of notable activities in these areas which were started in the reporting period or for which major progress can be highlighted. I already like to mention one of the past Centre’s highlights in particular, namely the Opening Symposium organized in October 2017. This event marked the official opening of the ACWFS with inspiring keynote addresses and showcasing new initiatives in food and nutrition security research and education at VU Amsterdam. It was also a celebration of the long tradition of food and nutrition security research at our university providing the foundations to further strengthen food and nutrition security research at VU. The final part of the report provides an overview of the ways in which the grant has been used to support the establishment of the Center, from the inception to the status at December 31, 2017. I would like to thank the Ministries of Foreign Affairs and Economic Affairs for their financial and moral support to ACWFS in this period. I am also proud of my ACWFS colleagues who contributed immensely to the Centre’s activities that are reported here.
Report on use of grant DME0123642 For the period 1-5-2016 – 31-12-2016 As stated in the letter by the Ministry of Foreign Affairs, dated November 28, 2016, (reference numbers IGG-2016-814970 / ENV-2016.10219, this note provides an analytical narrative progress report for the period 1-5-2016 to 31-12-2016
CI2 DF Project: Waste-to-Energy CI2 Development Fund Project: The project is a 20 MW anaerobic digestion - waste to energy facility located in South Africa. DF2 has approved funding to strengthen the internal capacity of the project company, develop a pipeline of four facilities, and secure rights for CI2 to participate in any future pipeline across the African continent more broadly.
CI2 DF Project: Waste-to-Energy (1) CI2 Development Fund Project: The project concerns the development of a Waste to Energy (WtE) Build Own Operate (BOO) project in Thailand, which will utilise incineration technology to burn an estimated 570 tons per day of Municipal Solid Waste, (MSW) and generate 9.9MW. The project will help alleviate the risk of groundwater pollution  from landfill leachate, which is considered to be one of the most significant risks for the natural environment and human health related to the tipping of waste. The project is currently in early stage development, over the next period the developer will procure extensive feasibility studies, package the project for Ministry of Interior Approval as well as secure all outstanding waste.
CI1 CEF Project: Tra Vinh Vietnam’s growing economy is resulting in additional demand in energy. Subsequently, the country’s wind and solar energy market has been booming. 

The Tra Vinh project concerns the construction of 12 wind turbines located 4 km from shoreline, a 20 km overhead line connecting the Wind Farm Substation to the Local Grid Operator, as well as usual substation, civil works and O&M warehouse buildings.
CI1 CEF Project: Ampyr The Ampyr Project concerns two wind power projects (Balenahalli 38 MW and Mangoli 100 MW) seeking to operate under a group captive scheme in the state of Karnataka in India. The Balenahalli project is currently under construction, while the Mangoli project is in a late stage of development.