devinitorg/iati-policy-markers huggingface dataset:
Energy Sector Cleanup and Land Reclamation Project CLRPâ€™s objectives are to: (a) address environmental legacy issues related to open dumping of ashes on land from KEKâ€™s Kosovo A thermal power plant; (b) enable KEK to free land for community development purposes currently taken by overburden material and to enableKEK to remediate the Kosovo A Ash Dump; and (c) support KEK and MESP to implement continued clean-up operations and environmental good practices in the mining and energy sector.
Kosovo Cleanup and Land Reclamation Dutch Trust Fund The specific purpose of the Trust Fund is: (i) to assist KEK to contain and clean up hazardous substances present at the abandoned gasification plant site and mitigate an urgent risk to public health and the environment and (ii) support in KEK, Ministry of Environment and Spatial Planning (MESP) and other environmental institutions continued cleanup operations and environmentally good practice in the mining and energy sector of Kosovo.
Election Polling Agents Projec <p>To contribute to free, fair, credible, peaceful, legitimate and democratic 2023 elections through inclusive training and deployment of election polling agents throughout all Zimbabwe¿s polling stations</p>
Support to strengthen community resilience to prevent violence, promote social cohesion and human security This 18-month action aims at supporting existing community conflict transformation structures to prevent violence and mitigate conflict in selected violence hotspots. The action will support existing local peace committees in church parishes, whicT
ExM Zimbabwe 2023 Contract related to: ExM Zimbabwe 2023 - Financing decision for the years 2022 and 2023 for financing EU electoral missions and complementary activities.
EFM Zimbabwe 2022 <p>Election Follow-up Mission to Zimbabwe in 2022</p>-EFM Zimbabwe 2022
EU EOM Zimbabwe 2023 Contract related to: EU EOM Zimbabwe 2023 - Financing decision for the years 2022 and 2023 for financing EU electoral missions and complementary activities.
Zero Tolerance: Advocating for an end to Violence Against Women in Political and Electoral Processes <p>The overall objective of this initiative is to contribute to the reduction of violence against women in politics and promote women¿s political participation.</p>
Support to preventing electoral violence and promoting women's political participation This action seeks to prevent political violence during the 2023 electoral period in Zimbabwe. It will &nbsp;provide support to political parties to train, deploy and build the capacity of Election Polling Agents to observe and monitor the electoral process, thereby protecting the votes and building confidence in the electoral process. The action also aims to mitigate violence against women and to promote women¿s participation and leadership in the electoral and political domain through raising awareness of the particular challenges and threats faced by women in the political context using an arts based approach and various communication channels.
Montenegro_National Inventory of banks of used or unwanted substances and a plan .
Country Programme for inclusive and sustainable industrial development in Montenegro 2018-2022 The Country Programme (CP) for inclusive and sustainable industrial development (ISID) in Montenegro 2018-2022 constitutes UNIDO#s strategic framework aimed at accelerating ISID in the country through the joint planning and implementation of technical cooperation activities in selected sectors with high growth potential, based on national development priorities as well as UNIDO#s comparative advantage and expertise. It was developed jointly by UNIDO and the Government of Montenegro based on the country#s request and thorough the diagnostic analysis.  The CP includes a list of project proposals identified jointly by UNIDO and the Government. These proposals have been tailored with due consideration to the country#s needs and are aligned with the COVID-19 Socio-Economic Response and Recovery Plan.  CP Montenegro focuses on the following thematic components: 1) Strengthening industrial competitiveness; 2) Boosting rural development and job creation; 3) Environmental management and sustainable energy. Since the CP is a flexible framework, it allows for new projects and initiatives to be included at any stage in line with the country#s priorities and needs.  In 2021, the duration of the CP was officially adjusted from 2017-2021 to 2018-2022.
Supporting the transition to Tourism Industry 4.0. in Montenegro driven by digital technologies In June 2022, UNIDO received a request from the Ministry of Economic Development and Tourism of Montenegro to develop a project proposal focusing on the tourism industry upgrading driven by digital innovation. This initiative stems from Montenegro#s interest to shape the tourism industry of the future by replicating Slovenia#s best practices piloted under a project called #Digital innovation of cultural heritage# (DICH) successfully implemented by the Ministry of Economic Development and Technology in cooperation with Tourism 4.0 Partnership.  In response, UNIDO has developed a project proposal aimed at harnessing the full potential of digital transformation technologies and methodologies, and enable cultural heritage preservation, while furthering the transition to tourism 4.0, supporting to unlock the tourist sector#s contribution to inclusive and sustainable industrial development (ISID), and helping create conditions that support the additional uptake of new technologies in manufacturing and other sectors.  The proposed project seeks to strengthen the technological capabilities in Montenegro through the introduction of digital technologies and the encouragement of innovation in the tourism, cultural and related economy sectors. This project is aimed at elevating competitiveness, fostering the creation of hi
Transfer of Environmentally Sound Technologies (TEST) for the treatment of biological sludge from Mojkovac#s municipal waste water treatment plant The immediate objective of the project is to facilitate the Transfer of Environmentally Sound Technology (TEST), to establish a pilot sludge drying unit in Mojkovac town using constructed reed bed filters and to strengthen institutional capacities for the sustainable use of this environmentally sound technology.
Improving livelihood and employment opportunities in Montenegro through the promotion of green jobs, cluster development and institutional capacity-building UNIDO component.
HCFC phase-out management plan (stage II) Preparation for HCFC phase-out investment activities (stage II) (refrigeration and air-conditioning manufacturing sector) The objective of the HPMP - Stage II is to develop the second stage of a Compliance Strategy and corresponding Action Plan for the substances controlled under Annex C Group I (HCFCs) of the Montreal Protocol, for the period 2015 to 2020, such that the consumption of HCFCs is reduced by 35% from the baseline.
Montenegro ODS alternatives survey Preparation of a survey on the availability of alternative technologies to ozone depleting substances (ODSs) in Montenegro.
Transfer of Environmentally Sound Technologies (TEST) for the treatment of biological sludge from Mojkovac#s municipal waste water treatment plant STC submission
Transfer of Environmentally Sound Technologies (TEST) for the clean-up of Port Milena Channel The overall objective of the project is to develop a comprehensive concept for the ecological rehabilitation of the Port Milena Channel as the basis for the Transfer of Environmentally Sound Technologies. The concept will be integrated into the plan to interconnect Bojana river with lake Zoganjska - Port Milena ecosystem and with the Strategic Action Programme for the extended Drin River Basin and will be complementary to the KfW funded activities to build a waste water collection and treatment system in Ulcinj municipality North of Port Milena Channel.
Improving livlihood and employment opportunities in Montenegro through the promotion of green jobs, cluster development and institutional capacity-building - UNIDO component.
Enhancing the competitiveness of local SMEs in Montenegro through cluster development The purpose of the proposed project is to strengthen the competitiveness and market access of selected clusters and networks in Montenegro, with a special emphasis on the more impoverished Northern region and less developed municipalities. In this context it will foster a more equitable integration of small and medium scale businesses in that region into domestic and international value/supply chains of through enhanced dynamism, collective efficiency, productivity and viable business partnerships with private sector investors. A cluster approach will help local firms move beyond their individual capacities, organizing themselves in dynamic production networks, developing strategic relationships with other firms and institutions to improve their competitive advantages based on economies of scale, innovation and learning. The proposed project will also strengthen the relevant business support institutions and government bodies to provide required services and assistance schemes to these clusters, thus building local and national capabilities by training and coaching.  In this way, project will also support the implementation of the Strategy for Sustainable Economic Growth through the Development of Business Clusters (2012-2016) as a tool for competitiveness enhancement of SMEs and also facilitate the implementat
ESTABLISHMENT AND OPERATION OF A NATIONAL CLEANER PRODUCTION PROGRAMME IN MONTENEGRO
HCFC PHASE-OUT MANAGEMENT PLAN (STAGE I) HCFC PHASE-OUT MANAGEMENT PLAN (STAGE I) This HCFC Phase out Management Plan for the Montenegro will be implemented through the combination of investment and non-investment activities in the refrigeration and air-conditioning service sectors of the Montenegro over a period of ten years. Stage I of the Plan will result in the phase out of 10% by 2015, 35% by 2020 and Stage II from 2020 till 2040 in a complete phase out of 100%.
Enabling activities for HFC phase-down in Montenegro The main objective of these enabling activities is to prepare Montenegro for the ratification and early implementation of the Kigali Amendment to the Montreal Protocol, with regard to the current HFC's consumption and through the following lines of action: -Support the institutional arrangements -Support the early ratification of the Kigali Amendment
(2022-2023) CHN.S3 Strategic information In accordance with its mandate to collect pertinent data from countries and report progress towards global HIV response targets, the UNAIDS Secretariat leads the HIV response tracking and reporting, support the identification of inequalities in the HIV response and enhance countries’ strategic information capacities on the HIV epidemic and response with regards to: epidemiological status; demographic impact; HIV financial flows and expenditures; prevention, treatment and care gaps; laws and policies and the scale-up and implementation of monitoring and evaluation efforts.
CHN.S3 Strategic information for an evidence informed response and global political agenda The UNAIDS Secretariat advocates for and facilitates the generation of strategic information for an optimally effective, evidence-informed, rights-based and gender-sensitive AIDS response. The Secretariat provides guidance on the collection of relevant data through surveillance, surveys and programme monitoring, collects and synthesizes key data on the epidemic and the response to track and evaluate progress towards ending the AIDS epidemic by 2030
CHN.S1 Leadership, advocacy and communication to fast track the AIDS response The UNAIDS Secretariat continue its leadership role to establish an inclusive, result-driven global agenda for the Strategic Directions outlined in the UNAIDS Strategy for 2016-2021. It works across all Action Areas in collaboration with convening Cosponsors according to UNAIDS Division of Labour. The Secretariat raises awareness, advocates and builds commitment for Fast-Tracking the AIDS response to end the epidemic by 2030. Through leadership and advocacy the Secretariat works to keep HIV high on the global agenda and builds the vision, momentum and foundations for robust, sustainable political commitment to predictable and fully financed AIDS responses with higher returns on HIV investments
(2022-2023) CHN.S4 Coordination, convening and country implementation support Building on the accumulated expertise, systems and partnerships of the HIV response and on broader health and development efforts, the UNAIDS Secretariat works with countries and communities to strengthen national mechanisms for effective coordination and coherence. UN Joint Teams on AIDS in countries and other regional interagency mechanisms support inclusive and sustainable national HIV responses that promote a whole-of-government and whole-of society efforts to end inequalities and end AIDS as a public health threat. Together with communities and duty bearers, the Joint Teams use an inequalities lens to identify people who are being left behind and to urgently reduce the inequalities, inequities and exclusion experienced by people living with, affected by and at risk of HIV, including in humanitarian or other extreme circumstances.
(2022-2023) CHN.S1 Leadership, advocacy and communications The UNAIDS Secretariat engages political leaders, high level platforms, activists, champions and other key stakeholders to maintain and enhance the multisectoral response, in order to address the multidimensional nature of the global AIDS epidemic and in support of ending AIDS, reducing inequalities and accelerating progress towards the Sustainable Development Goals.
(2022-2023) CHN.S5 Governance and Mutual Accountability The UNAIDS Secretariat mobilizes, facilitate and support Member States’ and other PCB stakeholders’ equal and effective engagement in the work and governance of the Joint Programme and in its contribution to deliver on the Global AIDS Strategy and the 2030 Agenda for Sustainable Development. Lead the Joint Programme’s mutual accountability mechanisms for results and resources, including quality reporting.
CHN.S5 Mutual accountability The Secretariat is responsible for ensuring mutual accountability of the Joint Programme to optimally deliver on the Joint Programme’s shared mission, vision and Strategy. This demands strategic coherence, a results-based focus, alignment of resources with corporate priorities, and ensuring that the Joint Programme speaks with one voice. In collaboration with partners, the Joint Programme will work to generate political momentum and capital to position AIDS and the Joint Programme in the wider post-2015 development agenda and leverage the unique experience of the Joint Programme to strengthen effective UN governance, in particular by strengthening the means of implementation and revitalizing the global partnership for sustainable development to end the AIDS epidemic as a public health threat by 2030, as provided in the SDGs
CHN.S4 Coordination, coherence and convening The ECOSOC Resolution (E/RES/2013/11) cites the Joint Programme as an example of good practice for the UN as a whole to enhance strategic coherence, coordination and results-based focus and country-level impact in the post-2015 period. In 2016-2021, the Joint Programme will support a ‘One United Nations’, working closely with Cosponsors, maximizing comparative advantages at country level in relation to other development partners, and supporting national efforts to Fast-Track the AIDS response towards ending the AIDS epidemic as a public health threat by 2030. The Secretariat will broker, strengthen and leverage synergy and accountability between technical support mechanisms and providers of essential HIV services
(2022-2023) CHN.S2 Partnerships, mobilization and innovation The UNAIDS Secretariat enhances political will, convene strategic initiatives and partnerships, and foster mobilization of sustainable resources. It provides thought leadership, advocacy, knowledge management and communities of practice, and normative and operational guidance, tools and implementation support for a rights-based, gender transformative response––including through innovative, community- and youth-led approaches. The aim is to achieve expanded access to HIV services, catalyze action on societal enablers, engender increasingly competent and resilient communities, including in the face of human rights and health crises, and increase accountability from duty bearers to rights holders.
CHN.S2 Effective and inclusive partnerships for impact and sustainability The UNAIDS Secretariat continues to strengthen dialogue between governments, affected communities, and other stakeholders for progressive global policy. The evolving context and development agenda demands a renewed Joint Programme approach to partnerships
CMI! 2.0 Power of Voice Movements (JASS)-Africa Through movement building, CMI! will engage in Cross movement alliance building to develop mutually supportive relationships between CMI! members and to partner with allies and potential allies. emergency interventions and take advantage of political opportunities to advance the rights of women and girls Institutional capacity-building to be optimally equipped to develop and implement strategic approaches to L&A
CMI! -2.0 Power of Voices- Change (JASS)-Africa Within this strategy, the aim is for all CMI!’s members and strategic allies to engage in L&A for sustainable resourcing of WROs and movements, for law and policy change and implementation, and for shifts in social norms. The content and approach of CMI!’s L&A will be dependent on the category of key target actors such as donors, political
CMI! 2.0 Power of Voice Movements (JASS)-LAC Through movement building, CMI! will engage in Cross movement alliance building to develop mutually supportive relationships between CMI! members and to partner with allies and potential allies. emergency interventions and take advantage of political opportunities to advance the rights of women and girls Institutional capacity-building to be optimally equipped to develop and implement strategic approaches to L&A
CMI! -2.0 Power of Voices- Change (JASS)-Asia Within this strategy, the aim is for all CMI!’s members and strategic allies to engage in L&A for sustainable resourcing of WROs and movements, for law and policy change and implementation, and for shifts in social norms. The content and approach of CMI!’s L&A will be dependent on the category of key target actors such as donors, political
CMI! -2.0 Power of Voices- Change (JASS)-Global Within this strategy, the aim is for all CMI!’s members and strategic allies to engage in L&A for sustainable resourcing of WROs and movements, for law and policy change and implementation, and for shifts in social norms. The content and approach of CMI!’s L&A will be dependent on the category of key target actors such as donors, political
CMI! 2.0 Power of Voice Movements (JASS)-Global Through movement building, CMI! will engage in Cross movement alliance building to develop mutually supportive relationships between CMI! members and to partner with allies and potential allies. emergency interventions and take advantage of political opportunities to advance the rights of women and girls Institutional capacity-building to be optimally equipped to develop and implement strategic approaches to L&A
CMI! -2.0 Power of Voices- Change (JASS)-LAC Within this strategy, the aim is for all CMI!’s members and strategic allies to engage in L&A for sustainable resourcing of WROs and movements, for law and policy change and implementation, and for shifts in social norms. The content and approach of CMI!’s L&A will be dependent on the category of key target actors such as donors, political
CMI! 2.0 Power of Voice Movements (JASS)-Asia Through movement building, CMI! will engage in Cross movement alliance building to develop mutually supportive relationships between CMI! members and to partner with allies and potential allies. emergency interventions and take advantage of political opportunities to advance the rights of women and girls Institutional capacity-building to be optimally equipped to develop and implement strategic approaches to L&A
CMI! 2.0 Power of Voices- JASS (2021-2025) CMI!’s vision is a gender-equal and just world, where all women, girls, and non-binary, gender non- conforming, trans and intersex people enjoy their rights fully and live to their full potential. Our role in bringing about this vision is to support movements to be resilient and leverage their power to create change from local to global, and from global to local, thereby engendering systemic and sustainable change at all levels. Our five-year strategic objective is: political actors, societal actors and donors at local, national, regional and global levels take action to recognise, protect and fulfil the human rights of all women, girls, and non-binary, gender non-conforming, trans and intersex people as a result of strong and autonomous feminist movements holding them to account. Structurally excluded women and girls (women, girls, and non-binary, gender non-conforming, trans, and intersex people) In order for feminist civil society movements to be strong and autonomous (an ambitious achievement in itself), self-led WHRDs and WROs go through three intermediate steps - resulting in CMI!’s output (see section 4 and Annex 1, our Results Framework). WHRDs and WROs must be: RESOURCED with the knowledge, resources, and skills for impact, including for L&A. COORDINATED to be able to organise together to articulate priorities and take collective action, including amplifying voices through alliances between structurally excluded movements, linking with more mainstream movements where possible. RESILIENT by having resources, networks, strength and holistic security in place to sustain their work including in the face of backlash and closing civic space, build broader support bases, and expand their work
Community-based Watershed Management Project NA Note: Disbursement data provided is cumulative and covers disbursement made by the project Agency.
PSG-Sustainable Landscape Management Project under SAWAP NA Note: Disbursement data provided is cumulative and covers disbursement made by the project Agency.
Promoting Sustainable Mini-grids in Mauritanian Provinces Through Hybrid Technologies NA Note: Disbursement data provided is cumulative and covers disbursement made by the project Agency.
Partnership to Mainstream Marine and Coastal Biodiversity into Oil and Gas Sector Development in Mauritania NA Note: Disbursement data provided is cumulative and covers disbursement made by the project Agency.
SIP: Participatory Enviornmental Protection and Poverty Reduction in the Oases of Mauritania NA Note: Disbursement data provided is cumulative and covers disbursement made by the project Agency.
Rescue Plan for the Cap Blanc Colony of the Mediterranean Monk Seal NA Note: Disbursement data provided is cumulative and covers disbursement made by the project Agency.