devinitorg/iati-policy-markers huggingface dataset:
Promoting Mental Health and Development in Jarkhand and Bihar The central aim of the proejct is to address the needs and promote the rights of people with mental illness or epilepsy in two states in India.  This will be achieved through the implementation of the mental health and development model.  BasicNeeds will build the capacity of NBJK to fully implement and train other organisations on the mental health and development model. ;
Human Resources and Contract Management Support for UNHCR Nigeria UNHCR, the UN Refugee Agency, is a global organization dedicated to saving lives, protecting rights and building a better future for refugees, forcibly displaced communities and stateless people.\nUNOPS provides specialist human resources and contract management support to UNHCR.\n
Monitoring and Evaluation of the Climate Private Public Partnership The overall aim of the CP3 project is to increase the role of private sector finance in driving low carbon, climate resilient growth in developing countries. CP3 aims to increase the amount of funding in Private Equity (PE) in the climate friendly space both by directly funding two commercially run PE Funds (who in turn fund sub funds and projects which would therefore be able to conclude their investments) and thus inducing a leveraging effect, i.e. bringing on board other donors and other institutional investors (sovereign wealth funds, pension funds and insurance funds), as well as by making direct investments in the climate area.
Independent Evaluation of the Humanitarian Emergency
Operations and Stabilisation Programme The Humanitarian Emergency Response Operations and Stabilisation (HEROS) programme
(£81.35m over October 2017‐ December 2022) is a flagship programme of the Foreign,
Commonwealth and Development Office (FCDO) and Stabilisation Unit (SU). This is an independant end‐of‐programme performance evaluation of the programme.
Disaster Vulnerability and Climate Risk Reduction Project / Additional Financing to the Regional Disaster Vulnerability Reduction Project (RDVRP) Provide financial and technical assistance for climate-proofing key infrastructure, increasing the capacity of the National Disaster Management Agency, and improving the capacity of the Physical Planning Unit to conduct climate monitoring and hazard planning
ODA Project for Women's empowerment(Indonesia) - Improve Indonesian women's participation in economic activities by operating a gender-integrated vocational training model
- Establish the foundation for a system that connects vocational training with employment & startup opportunities so as to ensure the transition to decent jobs
- Provide support for reinforcing gender-sensitive policy capacity to improve the institutions on women's vocational training and gender mainstreaming
Caribbean Region - 4th Fruit Fly Technical Working Group Meeting Greater Caribbean Safeguarding Initiative - Technical Coordination
DFID Syria Independent Monitoring (SIM) Contract II The UK Department for International Development (DFID) has been managing a complex and high-risk independent monitoring contract in Syria since 2016. DFID is seeking a supplier to undertake independent monitoring from March 2020. The contract is expected to run for three years (up to March 2023). It will deliver against five core outputs, including field monitoring visits to DFID-funded projects in Syria. It is intended to give DFID greater assurance of results being achieved by implementing partners, increase accountability to project beneficiaries and reduce the risk of aid diversion and fraud. It will also gather evidence that will help DFID and our implementing partners improve project design and enhance DFID’s due diligence.
Agricultural Development: Family Farming Productivity and Resilience Support Project The purpose of PREFER is to improve food security, nutrition and livelihoods of the rural poor in Comoros. To this end, the project will contribute to the sustainable increase of the availability of local food produce and farm incomes of the supported households. Specifically the project outcomes will be to: (i) improve the natural productive capital, resilience to climate change and structure farmer's organizations to better serve their members; and (ii) increase agricultural productivity for the targeted rural households. The PREFER project will be built around three main components, namely: (i) improving the productive natural capital and structure small holder farmers; (Ii) improving agricultural productivity and nutrition of the rural households; and (iii) coordination and project management of the project.
Research/Extension/Training: Pilot Agricultural Services Project Research/Extension/Training: Pilot Agricultural Services Project
Rural Development: Nioumakélé Small Producers Support Project Rural Development: Nioumakélé Small Producers Support Project
Agricultural Development: National Programme for Sustainable Human Development The overall goal of the programme is to reduce poverty by promoting better naturalresource management in order to raise agricultural production. This will in turn increasehousehold income and food security.The specific objectives are to: (a) support to farmer organisations and local governance of natural resources, including village development associations, producer groups, and private sector intermediary organisations; (b) land rehabilitation and sustainable local land management, including environmental conservation and crop production, livestock development, and support to artisan fisheries; (c) support to local initiatives in close partnership with migrants associations.
Rural Development: Support to Economic Grass Roots Initiatives Project Rural Development: Support to Economic Grass Roots Initiatives Project
Agricultural Development: Rural Services Project Agricultural Development: Rural Services Project
ZMB.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
ZMB.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
ZMB.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
(2022-2023) ZMB.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.
(2022-2023) ZMB.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.
ZMB.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) ZMB.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.
ZMB.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) ZMB.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.
(2022-2023) ZMB.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.
2023 Earthquake Response - Turkey PA Contribution Humanitarian response to support earthquake affected populations
Global Train and Equip Program - Peru CIDT to Enhance Info Sharing and Maritime Force Generation To conduct or support programs providing training and equipment to national security forces of foreign countries for the purpose of building capacity of partner nations. The Defense Security Cooperation Agency (DSCA) provides program management. Country teams work through DoD geographic Combatant Commands (COCOMs).
Global Train and Equip Program - Ground Interdiction To conduct or support programs providing training and equipment to national security forces of foreign countries for the purpose of building capacity of partner nations. The Defense Security Cooperation Agency (DSCA) provides program management. Country teams work through DoD geographic Combatant Commands (COCOMs).
Global Train and Equip Program - Peru - Ground Interdiction To conduct or support programs providing training and equipment to national security forces of foreign countries for the purpose of building capacity of partner nations. The Defense Security Cooperation Agency (DSCA) provides program management. Country teams work through DoD geographic Combatant Commands (COCOMs).
U.S. Department of Defense, Institutional Capacity Building Programs: William J Perry Center for Hemispheric Defense Studies Cyber Policy Development. Superintendencia de Banca, Seguros y AFP
Global Train and Equip Program - Information Sharing and Marine Force Generation To conduct or support programs providing training and equipment to national security forces of foreign countries for the purpose of building capacity of partner nations. The Defense Security Cooperation Agency (DSCA) provides program management. Country teams work through DoD geographic Combatant Commands (COCOMs).
Global Train and Equip Program - Peru CIDT to Enhance Information Sharing and Marine Force Generation To conduct or support programs providing training and equipment to national security forces of foreign countries for the purpose of building capacity of partner nations. The Defense Security Cooperation Agency (DSCA) provides program management. Country teams work through DoD geographic Combatant Commands (COCOMs).
U.S. Department of Defense, Institutional Capacity Building Programs: William J Perry Center for Hemispheric Defense Studies Defense Governance. Peru Air Force
Global Train and Equip Program - CIDT Program to Enhance Information Sharing and Marine Force Generation (EISMFG) To conduct or support programs providing training and equipment to national security forces of foreign countries for the purpose of building capacity of partner nations. The Defense Security Cooperation Agency (DSCA) provides program management. Country teams work through DoD geographic Combatant Commands (COCOMs).
U.S. Department of Defense, Institutional Capacity Building Programs: William J Perry Center for Hemispheric Defense Studies Defense Governance. Peru Ministry of Defense
U.S. Department of Defense, Institutional Capacity Building Programs: William J Perry Center for Hemispheric Defense Studies Cyber Policy Development. Peru Navy
Humanitarian and Civic Assistance - Medical/Dental Humanitarian and Civic Assistance - Medical/Dental. TM-TROPIMCAL MEDICINE-16-PER-01. The program is run through the Department of Defense's Overseas Humanitarian, Disaster and Civic Aid (OHDCA).
Global Train and Equip Program - Information Sharing To conduct or support programs providing training and equipment to national security forces of foreign countries for the purpose of building capacity of partner nations. The Defense Security Cooperation Agency (DSCA) provides program management. Country teams work through DoD geographic Combatant Commands (COCOMs).
U.S. Department of Defense, Institutional Capacity Building Programs: William J Perry Center for Hemispheric Defense Studies Cyber Policy Development. Peru Ministry of Foreign Affairs
Support to Energy Efficiency and Renewable Energy in the Republic of Nauru Support to Energy Efficiency and Renewable Energy in the Republic of Nauru -
Haiti Education for All Fast-Track Initiative Catalytic Fund The objective of the Project is to assist the Recipient in implementing its NationalEducation for All Strategy (SNA/EPT) through the improvement of: (a) access to primaryeducation for poor children aged 6-12; and (b) equity, quality and governance in theRecipientâ€™s education sector.
Haiti Education for All Multi Donor Trust Fund TO SUPPORT THE EFFECTIVE IMPLEMENTATION OF THE GOVERNMENT OF HAITI  (GoH) National Education for All Strategic Plan (Strategie nationale  daction/Education pour tous # SNA/EPT, document attached).  Specifically, the HEFA MDTF will improve access to primary education  for poor children aged 6-12 in a sustainable manner, while improving  equity, quality and governance of the education sector.
CMI! Power of Voices- Change (RUF)-Africa 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 autonomous39 (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.
CMI! Power of Voices- Movements (RUF)-Asia 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 autonomous39 (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.
CMI! Power of Voices- Money (RUF)-Global 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 autonomous39 (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.
CMI! Power of Voices- Money (RUF)-Asia 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 autonomous39 (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.