devinitorg/iati-policy-markers huggingface dataset:
Fiji Media Capacity Development Initiative The Fiji Media Capacity Development Initiative will contirbute to an enabling envirionment for good governance in accordance with Pillar 2 of the Fiji Engagement Framework. Current assistance is focussed towards an organisation review of the Fiji Media Council and the procurement of supplies for the Fashion Institute of Technology (FIT) School of Journalism to assist the delivery of their Certificate and Diploma courses. The total value of this initiative is $0.1 million expensed over 2 years, starting 2008-09.
Fiji Health Sector Support Program Funding under this initiative supports a program for development assistance in the health sector in Fiji, targeting millennium Development Goals for maternal and child health, and non-communicable diseases, specifically: the institutionalisation of a 'safe motherhood' program to address critical issues regarding 'safe motherhood', improving staff skills in antenatal and post-natal care and the upgrade and refurbishment of 8 rural hospitals to meet World Health Organisations "baby safe' standards; institutionalisation of a 'healthy child' program to support immunisation and provide essential neonatal equipment for improved paediatric care in rural hospitals and district health centres and around 500 health workers in primary and secondary health care services will be trained in 'Integrated Management of Childhood Illnesses" to target common peri-natal causes of child mortality and support to immunisation services; improve prevention and management of diabetes and hypertension by providi
Fiji Bilateral Governance Program Fiji Bilateral Governance Program funding is used for enhancing Australian engagement with the Fiji Public Sector together with continued support for the September General Elections. This Initiative covers all planned Governance Activities that the Fiji (Bilateral) team will be carrying out with the Government of Fiji. It includes costs for Parliamentary Assistance Program, ad-Hoc requests from and assistance to the Fiji Government and administrative costs. The total value of this initiative is 1.2 million over 3 years, starting 2013-14.
Support to Fiji -Climate Change related Activities Funding under this investment provided support to the Government of Fiji for their climate change efforts, specifically the presidency responsibilities of the United Nations Framework Convention on Climate Change Conference of the Parties (COP). Fiji will host a Climate Action Pacific Partnership event, a major pre-COP meeting and preside over the COP itself. The total value of this investment is $6.0 million to be expended during the 2016-17 financial year.
World Food Programme Pacific Australian Civilian Corps deployments to the World Food Programme in the Pacific (Fiji)
WHO TSA Measles Rubella Polio Campaign Technical Services Agreement with WHO in support of Measles Rubella Polio Campaign with introduction of new vaccine in Kampala, Uganda from 16-20 Oct 2019
3.2 STRENGTHENED NATIONAL AND LOCAL PROTECTION INSTITUTIONAL CAPACITIES 3.2 Local Protection Subsystem institutions and the National Comprehensive Protection System have strengthened capacities
(Offer)
FINANCIAL AND ADMINISTRATIVE MANAGEMENT 5.6.0. Staff Cost: Technical assistance in the implementation of the CPD 2023-2027
4.1 STRENGTHENING OF POLICY AND NORMATIVE FRAMEWORKS 4.1 Strengthens of policy and normative frameworks towards better access, shock- resilience, effectiveness and sufficiency of
resources.(Context)
VIOLENCE PREVENTION MODELS By 2022, social sector institutions will have strengthened their capacities to efficiently and innovatively design, manage, monitor
and evaluate public policies in areas linked to the Cooperation Program.
CHANGES IN BEHAVIOR AND KNOWLEDGE 3.1.1 By 2017, the program will contribute with integration initiatives and programmatic coordination to raise awareness about
populations that have been excluded and promote changes in behavior and knowledge.
CHILD FRIENDLY SCHOOLS Improved quality of education and strengthened educational communities through a national level Child Friendly Schools programme
5.5 PROGRAMME EVALUATIONS 5.3.0 Staff Costs: Technical assistance in the implementation of the CPD 2023-2027
KNOWLEDGE MANAGEMENT By 2022, the public sector, civil society, private sector, academia, media and adolescents have strengthened their dialogue and
evidence based advocacy capacities for reaching social agreements towards the fulfillment of Children and Adolescent Rights and the
reduction of their main inequalities.
2.2 STRENGTHENED NATIONAL AND LOCAL EDUCATION INSTITUTIONAL CAPACITIES 2.2 National and local institutions have strengthened capacities (Offer)
PROTECTIVE ENVIRONMENTS & VULNERABILITY Children and adolescents of 14 socially disadvantaged communities, with high levels of vulnerability, live in and participate in
protective environments coordinated by local actors for the effective protection of rights and the promotion of equity and
interculturalism.
3.1 CHILD PROTECTION REGULATIONS, POLICIES AND PROCEDURES 3.1 Strengthens regulations, policies and procedures to protect children and adolescents (Context)
EARLY CHILDHOOD DEVELOPMENT By 2022, child development and pre-school education institutions offer relevant services for children and their families, with
coordination mechanisms, quality standards and programs to support institutional capacity-building.
FINANCIAL RESOURCES AND STEWARDSHIP Effective and efficient management and stewardship of financial resources related to office administration.
M&E Monitored, evaluated and reviewed the performance and progress in achieving results of the UNICEF Programme of Cooperation with the
Government of Costa Rica.
2.1 PROPER ALLOCATION, MANAGMENT OF RESOURSES AND QUALITY OF THE POLICY FRAMEWORK 2.1 Proper allocation, managment of resourses and quality of the policy framework (Context)
4.3 GENDER-TRANSFORMATIVE AND PRO-EDUCATION SOCIAL NORMS 4.3 Children, adolescents, families and society assume key gender-transformative and pro-education social norms.(Demand)
QUALITY EDUCATION 1.1.1 By 2017, an enhanced education system resulted in an increased number of children and adolescents living in regions with the
greatest social/education inequities that complete primary and secondary within the standard timeframes.
5.4 FUNDRAISING AND PARTNERSHIPS WITH THE PRIVATE SECTOR Developing and leveraging resources and partnerships for children.
GOVERNANCE AND SYSTEMS 5.6.0. Staff Cost: Technical assistance in the implementation of the CPD 2023-2027
HUMAN CAPACITY Effective and efficient management of Human capacity including staff development and learning and staff well-being.
C4D Designed and implemented strategies for Communication for Development (C4D),  information and partnerships in order to position the rights of children on the
national agenda, promote positive changes in knowledge, attitudes and practices, and generate resources for the sustainability of
the cooperation program.
COVID 19 RESPONSE FOR SOCIAL INCLUSION Children and adolescents, as well as their families and caregivers, in homes and institutions access critical evidence,
communications and social protection policies that aim to reduce the possibility of COVID-19 transmission and its impact on the
realization of children's rights and their best interests.
ADVOCACY AND PARTICIPATION IN M&E 2.1.2 By 2017, Costa Rican social sectors and civil society organizations have increased capacity to monitor equity-based results
and undertake evidence-based advocacy.
ENVIRONMENTS LOCAL PROTECTION 1.2.1 By 2017, 20 cantons with the lowest welfare indicators have improved protection services against the different forms of
violence for children and adolescents, in the family, the community and the school.
PROJECT SUPPORT Adequate support resource to ensure implementation of project implementation
3.3 PROMOTION, AWARENESS AND TOOLS FOR POSITIVE PARENTING AND VIOLENCE PREVENTION 3.2.3 Generation of evidence and relevant information on violence against children.Strengthen the generation of evidence and
evaluation, through information systems at the national and local levels, to generate an integrated, relevant and standardized
information system on violence against children.
NATIONAL CHILD PROTECTION SYSTEMS 1.2.2 By 2017 the National Integrated Child Protection System (SNPI) has an established mechanism to monitor and evaluate its
performance and results.
1.2 STRENGTHENED INSTITUTIONAL CAPACITIES TO PROMOTE HEALTH, NUTRITION, CEED 1.2.2 Promote inter-institutional coordination to carry out a comprehensive approach to health and environmental
protectionPromote inter-institutional coordination to carry out a comprehensive approach to health and environmental protection,
climate change and disaster risk management (education, social development, environment, etc.), also through the promotion of local
alliances with NGOs, private sector, among others.
5.3 COMMUNICATION AND PUBLIC ADVOCACY 5.3.0 Staff Costs: Technical assistance in the implementation of the CPD 2023-2027
1.3 PROMOTION OF HEALTH AND SELF-CARE PRACTICES BY CHILDREN AND FAMILIES 1.3 Children and adolescents, their families and communities promote health and self-care practices. (Demand)
1.1 POLICY, BUDGETING AND FINANCING FRAMEWORK 1.3 Children and adolescents, their families and communities promote health and self-care practices. (Demand)
ADVOCACY, COMMUNICATION AND PARTICIPATION By 2022, the public sector, civil society, private sector, academia, media and adolescents have strengthened their dialogue and
evidence based advocacy capacities for reaching social agreements towards the fulfillment of Children and Adolescent Rights and the
reduction of their main inequalities.
COVID 19 RESPONSE FOR CHILD PROTECTION Highly vulnerable  children, adolescents and women at increased risk of violence, exploitation, abuse and neglect, due to COVID-19,
are protected through social and protection services.
FINANCIAL RESOURCES AND STEWARDSHIP Efficient and effective management of financial resources.
4.2 IMPROVEMENT OF WELFARE SYSTEMS  SOCIAL PROTECTION AND YOUTH EMPLOYABILITY 4.2 The welfare and social assistance institutions greatly improve their management and coordination capacities.(Offer)
INCLUSIVE QUALITY EDUCATION By 2022, the Ministry of Education and other institutions in charge of education for children and adolescents, offer well-
structured and relevant education alternatives, which lead to a decrease in school exclusion, particularly in areas with higher
exclusion levels, populations with disabilities and other vulnerable groups, all in accordance with diverse  intercultural settings.
CHILD REARING PATTERNS By 2012, child-rearing practices that are respect children's rights are promoted amongst parents and caregivers in order to bring
about behaviour and culture change.
EDUCATION AND GENDER EQUALITY Secondary school dropouts in vulnerable communities decreased as a result of curriculum reforms, contextualization and the
promotion of coexistence and adolescent participation program using an equity, intercultural and gender approach.
JOINT PROGRAMME YOUTH EMPLOYMT MIGRATION By 2012, early childhood care services strengthened and alternative forms of care developed in the areas of Upala and Desamparados.
5.6 PROGRAMME COORDINATION PLANNING, MONITORING AND EVALUATION Programme Coordination, Planning, monitoring and Evaluation
EARLY CHILDHOOD DEVELOPMENT 1.1.2 By 2017 in regions of greatest social exclusion, a targeted integrated early childhood development policy is applied,
implemented by the relevant government agencies granting access to child care services for the most vulnerable children ages 0-7
2.3 AWARENESS, PROMOTION AND TOOLS FOR BEHAVIOUR AND SOCIAL NORMS CHANGE 2.3 Children, their families and education community have the knowledge and tools (Demand)
ADOLESCENT - FRIENDLY HEALTH & EDUCATION A model for the prevention of HIV and the promotion of healthy lifestyles that includes adolescent-friendly health and education
services adopted
POLICY AND INFORMATION SYSTEM 2.1.1 By 2017, the Children and Adolescents' Information System (SINA) generates information that informs policy makers  for the
formulation and revisions of legislations, public policies and programs targeted at reducing inequities .
JOINT PROGRAMME PROMOTION OF PEACE Public institutions and civil society organizations implement models for the prevention of violence and the promotion of peaceful
coexistence, using a Right's based approach and promoting the active participation of children and adolescents.
COVID 19 RESPONSE IN QE AND Early Child Development (ECD) SECTORS Highly vulnerable  children and adolescents continue to learn and develop during the COVID-19 pandemic and safely return to early
childcare development and school facilities.
POLICY MONITORING AND EVALUATION By 2022, the public sector, civil society, private sector, academia, media and adolescents have strengthened their dialogue and
evidence based advocacy capacities for reaching social agreements towards the fulfillment of Children and Adolescent Rights and the
reduction of their main inequalities.
KNOWLEDGE GENERATION Generated information and knowledge concerning socio-economic trends, progress in national goals and international commitments and
changes in the situation of children and adolescents for the purposes of advocacy and social mobilization.
COMPREHENSIVE CARE By 2012, national capacity strengthened to provide quality services for the comprehensive care of children, with an emphasis on
early childhood in districts with high vulnerability and low social development indicators.
CHANGING SOCIAL NORMS By 2022, social sector institutions will have strengthened their capacities to efficiently and innovatively design, manage, monitor
and evaluate public policies in areas linked to the Cooperation Program.
NATIONAL PROTECTION SYSTEM STRENGTHENING Culturally relevant policies, instruments and mechanisms that focus on excluded and socially disadvantaged populations are promoted
and serve to monitor fullfillment of rights at the local and national level.
GOVERNANCE AND SYSTEMS Effective and efficient governance and systems to manage risks and achieve programme results.
DZA.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) DZA.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) DZA.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.
DZA.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) DZA.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.
DZA.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
DZA.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
(2022-2023) DZA.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.
DZA.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
(2022-2023) DZA.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.
Strengthening Accountability and the Fiduciary Environment (SAFE) in South East Europe and Central Asia Parallel to TF071422 NA
Support the national Malaria, TB, and HIV programs in scaling up interventions, treatment and care services nationwide, among the most affected populations Djibouti - Multicomponent - United Nations Development Programme - UNDP Djibouti.  This program has the following goals: Réduire de moitié les nouvelles infections par le VIH d'ici à 2022 / Reduce new HIV infections by half by 2022..  Allonger l'espérance de vie et la qualité de vie des personnes infectés  et affectés par le VIH et les agents de co-morbidité / Increase the life expectancy and quality of life of people infected and affected by HIV and co-morbidities..  Mettre fin à la tuberculose » à l’horizon 2030 / End  Tuberculosis  by 2030..  Contribuer à l’amélioration de l’état de santé de la population de la République de Djibouti par la réduction du fardeau humain et socio-économique dus au paludisme / To contribute to the improvement of the population of the Republic of Djibouti state of health by reducing the human and socio-economic burden due to malaria.. The objectives of this program are: Au moins 90% des PVVIH connaissent leur statut sérologique d’ici à 2022 / At least 90% of PLHIV know their HIV status by 2022..  Le taux de survie à 12, 24 et 36 mois est de respectivement de 95%, 93% et 90%, d’ici 2022 / Retention rates at 12, 24 and 36 months are 95%, 93% and 90%, respectively, by 2022..  Identifier au moins 9.000 cas de tuberculose sensible et au moins 300 TB-MR d’ici à fin 2024 / Identify at least 9,000 cases of drug-susceptible TB and at least 300 MDR-TB by the end of 2024..  Guérir au moins 90% des tuberculoses prouvées bactériologiquement et plus de 75% des tuberculoses résistantes à la rifampicine d’ici 2024 / Cure at least 90% of bacteriologically proven tuberculosis and more than 75% of rifampicin-resistant tuberculosis by 2024..  Prévention de la tuberculose / Prevent tuberculosis..  Renforcer les capacités managériales et d’intervention de l’unité centrale du programme / Strengthen the managerial and intervention capacities of the programme's central unit..  Réduire la mortalité due au paludisme dans les formations sanitaires d’ici fin 2024 / Reduce malaria mortality in health facilities by the end of 2024..  Réduire la morbidité liée au paludisme de 50% d’ici 2024, par rapport aux données de 2019 en vue d’atteindre zéro cas autochtone d’ici fin 2030 / Reduce malaria morbidity by 50% by 2024, compared to 2019 data, with the aim of reaching zero indigenous cases by the end of 2030.