Search Results for: "The Policy Practice "
Youth-led programmes in Sierra Leone focusing on civic participation, sexual reproductive health and rights, and livelihoods;
Youth-led programmes in Uganda focusing on civic participation, sexual reproductive health and rights, and livelihoods;
Youth-led programmes in Tanzania focusing on civic participation, sexual reproductive health and rights, and livelihoods;
The development objective of the Tamil Nadu Health System Reform Program Project for India is to improve quality of care, strengthen management of non‐communicable diseases and injuries, and reduce inequities in reproductive and child health services in Tamil Nadu.The proposed Program contributes to the attainment of Sustainable Development Goal (SDG) 3 and the Health, Nutrition and Population Global Practice goal of ending preventable deaths and disability through Universal Health Coverage (UHC).The Government wants to enhance efficiency, effectiveness, and impact of its current health sector program, and using a Program‐for‐Results (PforR) instrument to support the proposed TNHSRP will provide a much greater focus on outputs and outcomes through better alignment of expenditures and incentives with results.As outlined in Vision 2023, this involves strengthening primary and secondary care centers and upgrading tertiary care hospitals. A special focus is given to Noncommunicable Disease (NCDs) using a two‐pronged strategy: (a) preventing NCDs through population‐based interventions to raise awareness and induce lifestyle changes and (b) improving the capacity for early screening, diagnosis, treatment, and follow‐up in health facilities.The Program has three key result areas with a combination of both technical interventions specific to each result area and cross‐cutting interventions that contribute to achieving results across the three result areas. These cross‐cutting interventions aim to strengthen institutions and state capacity and expected outputs or intermediate results in the Program theory of change.The first result area is recognizing that there is no single silver bullet in quality of care, the Program embraces a multipronged approach to quality improvement.The second result area focuses on enhancing the management of NCDs, associated risk factors and injurie
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.
Youth-led programmes in Nepal focusing on civic participation, sexual reproductive health and rights, and livelihoods;
UK Aid Connect is designed to create the form of civil society that DFID needs to meet its objectives and the form of civil society the future requires. By creating diverse coalitions to address complex, inter-dependent policy and practice challenges it answers a market gap widely recognised through the CSPR.
1) Deliver the UK's ambition to be internationally outstanding in global health research, improving the lives of people in LMICs. 2) Create an environment where world-class global health research, focused on the needs of LMICs can thrive. 3) Translate advances in applied global health research into benefits for patients and the public in LMICs. 4) Focus on priority areas which will have the greatest impact on health in LMICs in the short, medium and long term. 5) Provide high quality research evidence to inform decision-making by public health officials, practitioners and policy makers. 6) Increase the volume and quality of multi-disciplinary global health research from the UK. 7) Develop knowledge and capacity within existing UK institutions which can be translated into global health research practice. 8) Retain a level of responsive research capacity to address emerging global health research requirements (Units only).
To identify and support innovative solutions to development challenges which show proven, cost effective impacts that vastly exceed current practice.
To provide access to poor people to a broad range of financial services such as payments, savings, loans, and insurance by continuing to support piloting new ideas and approaches, and to support technical assistance regulators and commercial players for enhancing industry knowledge and practice about business models, pricing and design of financial products. Access to these services enables consumers to acquire productive assets, invest in health and education and make other purchases that enrich their lives.
To build on the achievements of Development Partnerships for Higher Education (DelPHE) phase 1 to design a dynamic and innovative higher education partnerships programme that: meets the needs of DFID priority countries and helps to progress development outcomes, strengthens the capacity of Higher Education Institutions in DFID priority countries to act as catalysts for poverty reduction and sustainable development, enables capacity strengthened higher education institutions in DFID priority countries significantly influencing MDG-related policy and practice.
Humanitarian Innovation and Evidence Programme: greater use of evidence and innovation in humanitarian responsesUK Department for International Development
This is business case 2/3 which implements the DFID Humanitarian Innovation and Evidence Strategy. This programme will develop and test innovative approaches to humanitarian practice; provide evidence of the cost effectiveness of investments in disaster risk reduction; provide new evidence on the scaling up of cash-based approaches; support better evidence on insurance as a risk management tool; and create new evidence on the best intervention to improve health and nutrition in emergencies.This is one of three business cases which implements the DFID Humanitarian Innovation and Evidence Strategy. Between 2000-2009, more than 2.2 billion people were affected by 4,484 natural disasters. Vulnerability to hazards is increasing as a result of demographic, political and environmental changes. Demand for humanitarian assistance is likely to rise while economic constraints are also increasing. In this context it is important to ensure that the most effective and cost efficient approch
The project purpose of the Land Investment for Transformation Programme (Ethiopia) is to increase land tenure security through second level land certification (SLLC) and improved rural land administration systems, maximising benefits to small holder farmers through to a Making Markets Work for the Poor (M4P) component, in the four states of Oromia, Amhara, Tigray and the Southern Nations, Nationalities and Peoples Region (SNNPR). At the national level the project will work with the Government to ensure the transparency of land allocation, commercial land investment procedures and other policies and procedures are consistent with international good practice and human rights commitments. The LIFT Programme consists of three main pillars that includes: 1. Second Level Land Certification 2. M4P Interventions 3. Cross Cutting Policy Issues
1) Deliver the UK's ambition to be internationally outstanding in global health research, improving the lives of people in LMIC. 2) Create an environment where world-class global health research, focused on the needs of LMIC can thrive. 3) Translate advances in applied global health research into benefits for patients and the public in LMIC. 4) Focus on priority areas which will have the greatest impact on health in LMIC in the short, medium and long term. 5) Provide high quality research evidence to inform decision-making by public health officials, practitioners and policy makers. 6) Increase the volume and quality of multi-disciplinary global health research from the UK. 7) Develop knowledge and capacity within existing UK institutions which can be translated into global health research practice.
DFID will pursue actions globally to improve land rights protection to: help ensure women and men enjoy legally recognised, secure property and tenure rights. To Improve information and knowledgeto facilitate the provision of clear, transparent land related information and knowledge, enabling rights to be identified, understood and protected. To improve private sector investment through the development and rollout of a standardized investment risk assessment methodology and implementation of best practice in land governance.
To improve inter-communal harmony and to participate effectively in the peace process by increasing the capacity of civil society, women, youths, religious and ethnic communities through the Paung Sie Facility (PSF), Local Insights Service (LIS) and Myanmar Information Management Unit (MIMU). It gives partners the organisational strengths necessary to do this work themselves in the longer term. The programme also supports greater sensitivity in government, investor and donor policy and practice to inter-communal and other conflict dynamics
The Programme aims to develop the capacity of middle-income countries to develop major successful infrastructure projects in the partner countries above. To achieve this impact, the programme will: train officials in UK best practice methodologies in infrastructure project planning, preparation and delivery; encourage long-term adoption of these methodologies via policy and process changes; support a number of specific pilot infrastructure projects, using the methodologies, in selected partner countries to demonstrate effectiveness and embed their use Meeting these objectives will assist the countries to develop the economic and social infrastructure they need to sustain inclusive economic growth. They will also increase the number of good infrastructure projects coming to market as viable investment propositions, helping to reduce the infrastructure gap (increasing the number of proposed projects being completed). It will also attract investors and lenders to deliver the infrastructure projects offering opportunities to international business as a secondary benefit, including from the UK.
To enable Community Development Organisations to deliver adequate and sustainable housing and basic services for slum dwellers through innovative practice and influence on policy.
To strengthen the enabling environment for adolescent girls and womens empowerment in Nigeria by 2017.This will improve the lives of 120000 adolescent girls and women, resulting in greater inclusion of adolescent girls and women issues in political and governance processes and improved use of evidence in policy and practice.
To transform the demand for, use and practice of impact evaluation amongst the development community, particularly in areas that are currently under-evaluated. The programme will work simultaneously across multiple sectors and multiple geographies on 125 impact evaluations. This coordinated, large scale approach will provide evaluation evidence, training and technical support across government and donor portfolios (up to 16 technical workshops with 36 teams participating in each workshop; 1080 people trained and at least 75 dissemination events held) and will drive forward the use of evaluation evidence in policy making as a whole.