devinitorg/iati-policy-markers huggingface dataset:
PROG2017-2021_OSS6_Droits du travail et dialogue social en Amérique Latine Contribution à la cible stratégique commune du CSC Travail Décent: Promouvoir le travail décent pour un développement durable, équitable, solidaire et inclusif: créer des emplois, garantir les droits au travail, étendre la protection sociale et promouvoir le dialogue social pour toutes et pour tous. Objectif Spécifique 6: Partenaires syndicaux renforcés pour améliorer le dialogue social en Haïti et République Dominicaine, ont promu de façon durable les droits des travailleurs/travailleuses précarisé(e)s de l'économie informelle, solidaire et formelle (y compris les sous-traitants des zones franches) - avec une attention particulière (transversale et spécifique) pour le genre, l'environnement et la durabilité financière. Los socios sindicales reforzados para mejorar el dialogo social en Haïti y en República Dominicana han promovido de forma sostenible los derechos de los trabajadores y las trabajadoras precarizados de la economía informal, solidaria y formal (incluso de las subcontrataciones de las zonas francas – maquillas) – con una atención particular (transversales y especifica) para el género, el medio ambiente y la sostenibilidad financiera. Travailleurs/travailleuses précarisé(e)s de l'économie informelle, solidaire et formelle (y compris les sous-traitants des zones franches)
PROG2017-2021_ Le Travail Décent: la création d'emplois décents, les droits au travail, la protection sociale et le dialogue social. Un programme commun de WSM, IIWE/IEOI et BIS/MSI. Les stratégies communes d'un programme commun des organisations WSM, IIWE/IEOI et BIS/MSI, consistent: * en une stratégie commune comme acteurs du groupe et CSC Travail Décent * en une stratégie commune au niveau principes, structuration et interaction en faveur de la qualité et la cohérence du programme commun.
In country workplace programmes - interventions in India (toys sector), Kenya (flowers and tea) working with local business associations and global initiatives, the in country programmes look at assessing needs and creating local strategies including workplace programmes interventions in Kenya and India to achieve progress for women
CDC Investigations and Technical Assistance: Onchocerciasis Elimination Program for the Americas U.S. Centers for Disease Control and Prevention (CDC) Investigations and Technical Assistance assists national and local health authorities and other health related organizations in controlling communicable diseases, chronic diseases and disorders, and other preventable health conditions. Investigations and evaluation of all methods of controlling or preventing disease and disability are carried out by providing epidemic aid, surveillance, technical assistance, consultation, and program support; and by providing leadership and coordination of joint national, state, and local efforts.
Protecting and Improving Health Globally: Building and Strengthening Public Health Impact, Systems, Capacity and Security Noncommunicable Disease Prevention and Health Promotion in the Region of the Americas. U.S. Centers for Disease Control and Prevention (CDC) global health efforts are to assist Ministries of Health and other international partners to plan, manage effectively, and evaluate public health programs; achieve U.S. Government program and international organization goals to improve health, including disease eradication and elimination targets; expand CDC's global health programs that focus on the leading causes of worldwide mortality, morbidity and disability, including chronic disease and injuries; generate and apply new knowledge to achieve health goals; and, strengthen health systems and their impact.
ASPR: Gorgas Memorial Institute (GMI) of Health Studies Laboratory Support for Bio-Safety Level -3 (BSL-3) Virology Suite To enhance the capacity of the Bio-Safety Level -3 (BSL-3) virology suite at GMI for the detection and diagnosis of emerging infectious threats including select bio-terrorism agents and novel influenza viruses
CDC Investigations and Technical Assistance: Non-Communicable Disease Prevention and Health Promotion in the Region U.S. Centers for Disease Control and Prevention (CDC) Investigations and Technical Assistance assists national and local health authorities and other health related organizations in controlling communicable diseases, chronic diseases and disorders, and other preventable health conditions. Investigations and evaluation of all methods of controlling or preventing disease and disability are carried out by providing epidemic aid, surveillance, technical assistance, consultation, and program support; and by providing leadership and coordination of joint national, state, and local efforts.
U.S. Centers for Disease Control and Prevention: Cooperative Agreement with Gorgas Memorial Institute on International Health Regulations Enhance regional International Health Regulations (IHR) capacities in Latin America and the Caribbean for public health emergency preparedness and response with the goal of connecting national bio surveillance and laboratory systems to fully functional IHR National Focal Points and emergency operation centers to facilitate rapid reporting of outbreaks and other public health emergencies.
Outer Island Maritime Infrastructure Project The project will help Tuvalu overcome connectivity constraints between the capital and outer islands, and promote economic and social development that is more inclusive and sustainable. It will improve maritime facilities in the three outer islands of Nukulaelae, Nanumaga, and Niutao as well as strengthen the government’s capacity in operation and maintenance (O&M) and develop a transport sector master plan.
Outer Island Maritime Infrastructure Project - Project Design Advance The proposed Outer Island Maritime Infrastructure Project will rehabilitate and improve maritime infrastructure in selected outer islands of Tuvalu; and improve safety, efficiency, and sustainability of maritime transportation between Funafuti (the capital) and the eight outer islands.
Investment Facility 1-Increasing Access to Renewable Energy Project The project, ADB's first in Tuvalu's energy sector, will help the government (i) transform the Funafuti and outer island power systems from manual, diesel-based power systems into modern, automated, power systems based on a high level of renewable energy; improve the quality, reliability, and climate resilience of service; reduce reliance on imported fuels for power generation; and reduce the cost of generation by partially replacing diesel power with solar power. The project is expected to displace 6.7 million liters of diesel fuel and avoid 17,800 tons of carbon dioxide equivalent (CO2e) in greenhouse gas emissions over its lifetime.
Preparing the Funafuti Water and Sanitation Project (formerly Integrated Urban Resilience Project) The PRF will support the government in preparing engineering designs, surveys, and other start-up activities (preparation and implementation of due diligence and procurement support) for the proposed Funafuti Water and Sanitation Project (formerly Integrated Urban Resilience Project).
Improved Financial Management Program The intended impact of the program, as set out in the policy matrix and to be supported by the program grant and supporting technical assistance (TA), is to support the achievement of sustained economic growth and fiscal stability as prioritized in Tuvalu's national plan objectives, through facilitating achievement of the PBIs. The expected outcome is improved government fiscal planning and management capacity. 

The achievement of the expected outcome will be reflected in: (i) an annual budget which is in alignment with medium term fiscal objectives, (ii) Government transparently monitoring its financial support to public enterprises and presenting such information in the budget papers; (iii) public enterprises acting in compliance with all aspects of the Public Corporations Act; and (iv) improvements in key financial indicators for public enterprises.
Strengthened Public Financial Management Program The focus of ADB's program the Strengthened Public Financial Management Program (SPFMP) is consistent with the objectives of Tuvalu's National Strategy for Sustainable Development 2005-2015, known as Te Kakeega II, and ADB's Pacific Approach 2010-2014, which aims to achieve sound macroeconomic and fiscal management, and strengthened and improved public enterprise management.    The program will assist the government to address key issues affecting fiscal sustainability, specifically, weak budget credibility and poorly performing public enterprises. The SPFMP will continue ADB's support for strengthening public sector management and the environment for private sector development in Tuvalu areas of historical ADB involvement. Other development partners will focus their respective budget support programs on reforms in the health and education sectors. Appendix 1 provides basic program information.

The SPFMP will be supported by ADB technical assistance (TA) (funding of US$300,000), which is expected to be approved in June 2012. Advisors from the Pacific Economic Management (PEM) , and Private Sector Development Initiative (PSDI) regional TA projects, as well as from the IMF's Pacific Financial Technical Assistance Center (PFTAC) will also help the government to accomplish the policy actions contained in the program (and highlighted in Table 2, below). 

The SPFMP builds on lessons and outcomes of the Improved Financial Management Program (IFMP), which was ADB's first budget support operation in Tuvalu (albeit a programmatic budget support operation with multiple tranches).  This program was aimed at strengthening the governance framework for Tuvalu's public enterprises, improving the government's capacity for oversight, strengthening capacity to manage debt, and reducing the government's debt to the National Bank of Tuvalu (NBT). The IFMP was instrumental in helping the government to implement several substantive reform actions including:

-improved debt management capability via the approval of a debt risk management and mitigation policy and strategy;
-strengthened oversight of public enterprises via approval of a public enterprise governance reform strategic policy and the enactment of the Public Enterprise (Performance and Accountability) Act 2009; and
-strengthened management capacity in public enterprises via approval of an asset/liability management (liquidity) policy and a loan grading policy for NBT that allows timely collection of past due loans and advances of credit, and measuring, monitoring and maintaining adequate liquidity. The Banking Commission Act 2011, which provided the legal framework for the licensing and on-going supervision and regulation of banking institutions in Tuvalu based on the Basel core principles for effective banking supervision, was also approved by Parliament in 2011.
Strengthening Domestic Shipping Project The project is designed to improve domestic and regional maritime transport connectivity by providing a new passenger/cargo ship to replace Manu Folau and upgrading safety of navigation in the outer islands and strengthen capacity in vessel operations, coordination and maintenance.
Strengthened Fiscal Sustainability Program The program aims to achieve a strengthened fiscal position for Tuvalu. It will provide financial resources to implement selected reforms under the third and final phase of the Government of Tuvalu’s current multiyear policy reform matrix (PRM) and will build on earlier reforms supported by the Asian Development Bank (ADB) in strengthening (i) public procurement, (ii) public enterprises to improve their commercial orientation and support private sector development, and (iii) the fiscal buffer for improved fiscal sustainability.
Outer Island Maritime Infrastructure Project (Additional Financing) The proposed additional financing will scale up and extend the socioeconomic benefits of
the current project by (i) constructing a small workboat harbor in Niutao and (ii) financing cost
overruns caused by foreign currency exchange rate fluctuation and contract variations for the
works contract under the project. The additional financing is consistent with the project rationale,
will extend socioeconomic benefits to the outer island of Niutao, and is included in the country
operations business plan, 2018–2020 of the Asian Development Bank (ADB) for the 11 small
Pacific island countries
Outer Island Maritime Infrastructure Project (Second Additional Financing) The ongoing project (original project and first additional financing) is helping Tuvalu overcome domestic maritime connectivity constraints with the construction of small workboat harbors in the outer islands of Nukulaelae and Niutao, rehabilitation of boat ramps in Niutao and Nanumaga, as well as strengthening the government’s capacity in operation and maintenance of harbors, and developing a transport sector master plan.1 The second additional financing will scale up and extend the socioeconomic benefits of the ongoing project by constructing a small workboat harbor in Nui. The additional financing is consistent with the project rationale; will extend socioeconomic benefits to the outer island of Nui; and is included in the country operations business plan, 2020–2022 of the Asian Development Bank (ADB) for the 11 small Pacific island countries.
Increasing Access to Renewable Energy Project (Additional Financing) under PREIF The project aims to help the Government of Tuvalu expand access to modern energy; improve service quality, reliability, and climate resilience; reduce reliance on fossil fuels for power generation; and reduce the cost of power generation. These will be achieved by replacing diesel power with solar power in Funafuti and three outer islands, and by installing a large battery energy storage system (BESS) in Funafuti.
Improved Fiscal And Infrastracture Management Program The TA is a response to the government's request to address three specific reform gaps articulated under phase 4 of the PRM, building on earlier reforms supported by ADB. The implementation of these reforms will be anchored to ADB's pipeline policy-based operations. The reform areas are: i) Strengthening procurement compliance; ii) Strengthening public enterprise performance and management; and iii) Strengthening resilience through updated building codes.
Outer Island Maritime Infrastructure Project (Third Additional Financing) The project is helping Tuvalu overcome domestic maritime connectivity constraints with (i) the construction of small workboat harbors in the outer islands of Niutao, Nui, and Nukulaelae; (ii) the rehabilitation of boat ramps in Nanumaga and Niutao; (iii) strengthening the government's capacity in operation and maintenance of harbors; and (iv) developing a transport sector master plan.
Independent SAIs Independent SAI is a key pillar of national integrity and governance systems. The independence of an SAI from the executive bodies it audits is fundamental to its role in public accountability, and in building trust between the organs of the state and society. Yet evidence shows that levels of financial and operational independence are low, and declining, in many regions of the world. SAI Heads face reduced protection from unjust removal; SAIs face increased interference in their budgets from the executive; and many SAIs face restrictions in deciding the scope and publishing the results of their work. The principles of SAI independence are laid down in the INTOSAI Lima and Mexico declarations. This work stream will support INTOSAI’s efforts in “advocating for and supporting the Independence of SAIs” as a cross-cutting priority in its 2017-2022 Strategic Plan. Under its 2019 Operational Plan, IDI will continue to support SAI independence. There are 3 components within the work-streams: Component 1: Support and Advocate Globally for SAI Independence Component 2: Provide Targeted SAI-level Support for Independence Component 3: Facilitate Effective Partnerships and Stakeholder Engagement in Support of SAI Independence For further information please see Operational Plan 2019. Link in the organisation file - SAI-level support to strengthen independence - Global public goods on SAI independence developed & disseminated - SAI professional staff capacity in independence developed - Global Advocacy and knowledge centre on SAI independence - Rapid advocacy support to sustain SAI independence
Strategic Support Unit, Director General and Admin The Director General has the overall responsibility of managing the organisation and reporting to the IDI Board. The Strategic Support Unit (SSU) leads on IDI’ strategic and operation planning and reporting, funding and stakeholder management, corporate governance, gender and inclusiveness, managing evaluations and research and quality assurance. SSU acts as the central point for stakeholder relations and coordination and leads on stakeholder engagement with core support donors. The workstream departments and Global Foundations lead on stakeholder engagement that is specifically earmarked to initiatives within those departments.
Professional SAIs The Professional SAIs work stream aims to support SAIs in enhancing their professionalism and delivering high quality audits by moving towards ISSAI compliance. ISSAI 12 calls on SAIs to carry out audits in accordance with their mandates and applicable professional standards. In keeping with the needs of SAIs and mandate given by INTOSAI, IDI has been supporting ISSAI implementation through the 3i Programme since 2012. The 3i programme has now been upgraded to professional SAIs work stream due to the continuing high prioritisation of this need by SAIs, emphasis on ISSAI implementation in INTOSAI’s Strategic Plan 20172022 and the emphasis on IDI’s role as ‘an essential INTOSAI mechanism for bringing together “on the ground” support for the implementation of professional standards. Under this work stream IDI will endeavor to achieve a balanced portfolio by diversifying its offering and providing a range of products and solutions for different situations e.g. global public goods and professional education will be accessible to all SAIs, regional solutions will be available in different IDI languages for different audit streams and topics, SAI level work will provide for customization and in depth support. There are 3 components within the work-stream: Component 1: Support SAIs in Determining ISSAI Implementation Needs Component 2: Facilitate SAI Capacity Development for Implementing ISSAIs Component 3: Enhanced Audit Quality Arrangements For further details please go to the Operational Plan 2019. Link in the organisation file - Global public goods to support ISSAI implementation developed & maintained as per quality requirements - SAIs supported in assessing ISSAI implementation needs - SAIs supported in professional staff development - SAIs supported in professional staff development - SAIs supported in enhancing audit quality
Relevant SAIs Acting in the public interest places a responsibility on SAIs to demonstrate their ongoing relevance to citizens, Parliament and other stakeholders. ISSAI 12 encourages SAIs to show their relevance by appropriately responding to the needs of citizens, the expectations of different stakeholders, and the emerging risks and changing environments in which audits are conducted. ISSAI 12 also urges SAIs to have a meaningful and effective dialogue with stakeholders about how their work facilitates improvement in the public sector. Recent times have seen rapid transformation in SAI environment, with the adoption of UN Agenda 2030 and Sustainable Development Goals (SDGs), increasing use of data and introduction of new technologies. IDI has been supporting SAIs in engaging with SDGs through the IDI-KSC Auditing SDGs programme, reflected under Goal 3 of INTOSAI Strategic Plan 20172022. IDI has also been supporting SAIs in conducting IT audits, using a risk-based approach to auditing, engaging with stakeholders and exploring technology-based learning solutions i.e. eLearning and blended learning. The support provided so far will be further enhanced under the relevant SAIs work stream, where IDI will regularly support SAIs in demonstrating ongoing relevance to stakeholders by fostering innovation in audit and education practices, leveraging on technological advancement and facilitating audit impact. There are 3 components within this work-stream: Component 1: Foster Innovation in Audit and Education Practice Component 2: Leverage on Technological Advancement Component 3: Facilitate Audit Impact For further details please refer to the Operational Plan 2019 document. Link in the organisation file - Global public goods to support Auditing the SDGs developed, quality assured and disseminated - Outreach for innovation in audit and education practice - SAIs supported in professional staff development - SAIs supported in leveraging on technology - SAIs supported in facilitating audit impact
Well-governed SAIs The rationale for the Well-Governed SAIs work stream is that SAIs should lead by example and ensure good governance in all their operations, thereby acting as model institutions for government and public-sector entities with respect to the accountability, transparency, and integrity of their operations. This is a key tenet of ISSAI 12: The Value and Benefits of Supreme Audit Institutions – making a difference to the lives of citizens. Good governance of a SAI is also fundamental to ensuring SAI credibility and delivering high-quality audits leading to impact for citizens. It requires planning, monitoring, assessing and managing SAI performance; adhering to ethical standards; promoting a culture of integrity; leading organisational change; communicating and engaging with stakeholders; and building strong partnerships. The 2017 IDI Global Stocktaking report shows that while almost all SAIs have a strategic plan, there are substantial opportunities for improving their quality. INTOSAI’s endorsement of the SAI PMF in 2016 provides a sound basis for strengthening and monitoring these strategic plans, and for measuring the resulting changes in SAI performance and capacity over time, at the global, regional and SAI level. The Stocktaking also revealed significant areas for improvement relating to implementing SAI’s Ethical Codes, and SAIs enhancing communication and engagement with stakeholders. As 2019 is the first year of the IDI Strategic Plan 2019-2023, the first years of the Strategic Planning period will be a transition from the “traditional” IDI approach with programmes with a limited scope and timeframe to more continuous support a more holistic scope. For the Well-Governed SAI work stream there are initiatives like SAI Engaging with Stakeholders (SES), SAI Fighting Corruption (SFC), Strategy Performance Measurement and Reporting (SPMR), and SAI PMF where IDI has committed to an implementation plans both with SAIs participating in the programmes and development partners for funding. The transition into an integrated work stream will therefore need to be aligned to the commitments already made with partners. For 2019, this means that IDI will seek to establish synergies between the initiatives particularly for SAI participating in more than one of the initiatives. The three key components of the work stream will be covered in 2019 as follows: Component 1: Enhance the Measurement of SAI Performance Component 2: Strengthen Strategic Management and Ethical Behaviour in SAIs Component 3: Support SAIs in Strengthening Engagement with Stakeholders - Independent review (IR) of SAI PMF assessments -Global pool of SAI PMF assessors -Global public goods on SAI strategic management developed & disseminated -SAI professional staff capacity in strategic management developed -SAI professional staff capacity in Ethics developed -Global public goods on SAI stakeholder engagement developed & disseminated - SAI professional staff capacity in stakeholder engagement developed