Search Results for: "Plan International UK"
Youth-led programmes in Uganda focusing on civic participation, sexual reproductive health and rights, and livelihoods;
The objective of the programme is to ensure that the UN system is fit for purpose to support implementation of the 2030 Agenda, ensuring delivery of priorities as outlined in the Department’s Single Departmental Plan strategic objectives, and underpinned by the UK Aid Strategy and UK National Security Strategy of: strengthening global peace, security and governance; strengthening resilience and response to crises; promoting global prosperity; tackling extreme poverty and helping the world’s most vulnerable.
GAP has the ambitious target to finance approximately 270MW of new renewable energy generation capacity in four years, saving 3.9m tonnes of carbon emissions and improving the supply of clean energy to millions of people in Africa.;
IDI is a not-for profit, autonomous INTOSAI body mandated to support Supreme Audit Institutions (SAIs) in developing countries to sustainably enhance their performance and capacity. IDI has been established as an integral part of the INTOSAI community and is unique in its mandate to serve the needs of all developing country SAIs while not being tied to any country’s specific geographic or political interests. It is governed by prominent Heads of SAIs who are appointed on their professional merit, staffed with experienced professionals from the SAI, audit and donor communities, and able to draw on financial and in-kind support from SAIs and donors across the world. This makes IDI a trusted partner of all INTOSAI bodies, regions and SAIs, and gives it the ability to bring the SAI and donor communities together, and to resource capacity development initiatives for the benefit of all developing country SAIs. IDI’s work builds on the successes of INTOSAI, including the International Standards for Supreme Audit Institutions (ISSAIs). IDI maximises its value to SAIs by focusing on areas where its unique position and experience gives it a comparative advantage over other providers of support. IDI will make two strategic shifts from 2019: - Focus its efforts on four work streams to support independent, well-governed, professional and relevant SAIs. These will be implemented at the global, regional and SAI-levels. Work streams will include developing and implementing Global Public Goods (GPGs), lessons learned, and education initiatives. It also involves creating resource pools, being a centre for knowledge and innovation, communication and advocacy work, and supporting groups of SAIs with similar needs. - Start to fully integrate a gender perspective through a variety of measures, including the gradual integration of a gender analysis into the design and implementation of all IDI initiatives. IDI will continue to provide SAI-level support to facilitate sustainable change, both within work streams and as provider of last resort for bilateral support. This support will target two groups: first, SAIs that show commitment and readiness in their participation in IDI initiatives but require deeper support to ensure sustainable change; and second, SAIs classified as being in fragile situations1 and other SAIs facing significant development challenges. IDI’s involvement in global policy dialogue on provision of support to SAIs, combined with its experience from country-level implementation of audit standards, makes it uniquely positioned to serve as a key feedback loop between policy and practice. This includes providing valuable feedback to INTOSAI, the standard-setting body for public external auditing. IDI also fulfils a global role to strengthen support to SAIs. This is achieved by supporting strategic partners, including INTOSAI Regions, and by measuring and monitoring SAI performance, matching SAI needs to providers of support, and engaging in advocacy and communications to maintain and strengthen support to SAIs. This global role includes functions that support the aims of the Memorandum of Understanding between the INTOSAI and Donor communities, based on coordination and dialogue between the INTOSAI-Donor Cooperation and IDI. IDI’s unique position allows it to deliver its support though a sustainable, needs-based approach which empowers SAIs while promoting gender-responsiveness and peer-to-peer cooperation as essential elements of long-term capacity development. This approach combines theory with practical application through initiatives such as facilitated organisational assessments, cooperative audits, professional education and quality review mechanisms. It brings together institutional, organisational and professional capacity development to deliver sustainable change in the independence, governance, professionalism and relevance of SAIs.
To increase the use of family planning methods to reduce maternal deaths and prevent the use and access to unsafe abortion, including for marginalised and young women. It will enable women in target countries to safely plan their pregnancies and improve their sexual and reproductive health. It will progress towards Universal Reproductive Health and Rights [SDGs 3.7 and 5.6]. It will support a range of services including family planning, education and behaviour change, prevention of unsafe abortion and other integrated sexual and reproductive health services. By 2020, the programme aims to have supported an additional 4.1m family planning users. It will avert up to 9.4m unsafe abortions and 8.9m unintended pregnancies, and provide 23m couple years of family planning protection.
This Girls' Education Challenge Phase 2 will enable up to 1 million marginalised girls (currently supported through Phase 1) to continue to learn, complete primary school and transition on to secondary education. A further 500,000 highly marginalised adolescent girls, who are out of school, will also be targeted to gain literacy, numeracy and other skills relevant for life and work. It is estimated that at least 400,000 girls will complete junior secondary school in the first four years of the extension. The extension will build on what we have learnt so far in Phase 1 and further deepen global understanding of what works for girls? education, particularly during adolescence and in the transition from education to work.
GuarantCo's two key objectives are to encourage domestic financing of infrastructure services and to promote local capital market development.;
InfraCo Asia’s objective is to stimulate greater private sector involvement in the development of infrastructure and related projects by reducing the costs and risks of project development; and InfraCo Asia's mission is to identify, create and structure financeable private sector and public private partnership investment opportunities and offer them, at or prior to financial close, to the private sector for implementation.;
To save women and children’s lives by improving the quality, availability and accessibility of (reproductive, maternal, new born and child health (RMNCH) services. Phase 1 of this programme will focus on increasing access to preventive services (including family planning, water, sanitation and long lasting insecticide treated bednets) and improving service quality in line with the maternal and child health priorities of the President’s 10-24 Month Recovery Plan. The second phase will embed and build on the gains of the first phase and will increase equitable access to the improved RMNH services, whilst strengthening priority health systems for more sustainable service delivery.
To support poor people to access improved water and sanitation, and to introduce improved hygiene practices, to support the UK Government's targets of reaching 60 million people with improved water, sanitation and hygiene initiatives, in line with millennium development goal 7c by 2015.
The YHPF is a key funding mechanism that provides rapid support to NGOs and UN agencies to meet priority humanitarian needs in Yemen. It allows the UN to allocate funding in a co-ordinated and prioritised manner in line with the 2018 UN Humanitarian Response Plan.
To enhance the numbers of well qualified post graduates, academics and professionals working in development related fields in Commonwealth developing countries, with an appropriate Gender balance
Leave No Girl Behind is a new initiative announced in July 2016 as part of the Girls? Education Challenge. This initiative will support interventions providing literacy, numeracy and skills relevant for life and work to highly marginalised, adolescent girls who have never attended or have already dropped out of school. So far, the Girls? Education Challenge has reached over one million disadvantaged girls. We want to reach more girls, especially those most marginalised girls with new and innovative solutions and scale up and adopt successful existing interventions to deliver quality education and skills to the hardest to reach girls.
To support the Government of Lebanon’s Reaching All Children with Education in Lebanon II through financing the delivery of formal education for Lebanese and refugee children aged 3-18 in Lebanon. To support the Lebanese Ministry of Education and Higher Education to strengthen their national education system and improve the quality and equity of education, including strategic technical assistance for governance, planning, financing and data performance monitoring.
This programme will help cities plan for and invest in reducing the impacts of weather-related changes and extreme events, through a partnership with the Rockefeller foundation and the Asian Development Bank, on 2 million urban poor and vulnerable people in 25 medium-sized cities in 6 Asian countries (initially Pakistan, Bangladesh, India, Vietnam, Indonesia) by improving planning processes so that they consider climate change risks, for developing and funding new investment and infrastructure opportunities, and for knowledge and lesson sharing by 2022.
The programme seeks to ensure that women are able to safely plan their pregnancies and improve their sexual and reproductive health, particularly the young and marginalized; through the following components: - Challenge social norms, increasing the demand and uptake for family planning - Provide targeted service delivery for voluntary family planning integrated within a wider sexual and reproductive health and rights package - Promote a supportive legal, financial and policy framework for sustainable family planning and safe abortion services - Leverage domestic financing and commitments for family planning and sexual and reproductive health services
The key specific objectives of the TAF is to: a. Build capacity in both the public and private sector in order to facilitate the aims of the PIDG. b. Facilitate private investment and mobilise additional resources directed towards the implementation of initiatives sponsored by the PIDG Facilities. c. Promote better co-ordination in the delivery of technical assistance associated with projects sponsored by the PIDG Facilities. d. Enhance inclusion and other social development opportunities associated with projects supported by the PIDG Facilities. e. Provide post-transaction support for projects supported by the PIDG Facilities. f. Strengthen environmental sustainability of PIDG supported projects. g. Promote development or improvement of capital market systems in selected countries or regions. h. Facilitate affordability by the poor of infrastructure services provided on a commercially viable basis. ;
Establish partnerships with local & central government, communities and businesses to support the (i) districts effected by the Earthquake to “build back better” including leading to more resilient (including climate resilient) infrastructure and institutions; (ii) the most vulnerable recover their livelihoods and assets; and (iii) the Government of Nepal to plan for and manage the response to the earthquake.
During the programme period and expected accrued benefits beyond the programme period, CRIDF II will be expected to contribute substantially to the following benefits. 1) 2-3 million poor people better able to cope with the impacts of existing climate variability and climate change (especially floods and drought); 2) 100 water infrastructure projects designed, 25 of which are brought to ‘bankability’ within the programme lifetime (in a wider context of stagnant or slow project advancement); 3) £400 million of finance mobilised from the private sector (e.g. multinationals with a high dependency on water as an input to production) and the public sector (e.g. National Governments and Development Banks, UN agencies and international initiatives) to plan and construct water infrastructure for communities within SADC member states. CRIDF II is expected to use these three results areas as an entry point for capacity building and influencing policies/plans rather than concentrating on them as standalone areas.
This project will strengthen disaster resilience in Nepal, particularly to earthquakes, by working with urban centres to build and plan more safely; supporting the strengthening of critical public infrastructure to earthquakes; working to strengthen national capacity to respond to crises and ensure that the international community is prepared; and ensuring that the UK is able to support a humanitarian response should a crises hit.