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"value": "To ensure EnterWASH can expand its reach, we will seek to offer the training package to relevant organisations working across Ghana and in other countries where MDF operates. It will be offered commercially based on a package fee for the WASH entrepreneurship manual and training of trainers. Possible customers are NGOs, international organisations & local and national government agencies working on topics related to WASH and youth (entrepreneurship). ",
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"value": "We will look for co-funding from companies for the maintenenace of the FFF Application. The maintenance will be done by RHDHV and partners. These co-funding companies are in fact sponsoring the sms FFF warning service for Accra.",
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"value": "The project is set up as an local enterprise and not to make profit. In the first 3 years it has to be arranged and therefore seed money is needed. After 3 to 5 years the enterprise can stand alone, independent of outside support and funding. At that stage the project offers employment for about 50 people. There is an market for at least 2000 pumps in Dogon and even more in Mali. So the employment can grow in the years after. By paying for the water the village generates income to maintain the pump",
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"value": "By monthly contribution of the users to BUMDES.\n\nThe local counterpart of WMD will assist BUMDES in setting up an operation & maintenance schedule, calculation of the fee, the socialisation to the community and the implementation of a simple but strong billing procedure. The fee depends on the depreciation costs of the system, and the total operational costs, which differs between the existing and the new service area.-",
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"value": "In 2017, the HortIMPACT programme spent 1,514,840 EUR, which was 93% of the total approved budget of 1,624,320 EUR. The allocated budget for Objective 1 spent 416,817 EUR, an underspend of 11%, mainly due to the postponing or cancelling of some activities due to political unrest in relation to the elections. For the same reason, also the budget for Objective 2 was underspent by 9%. Output 7 was underspent by 9% as well, as the programme did not utilise so much the backstopping of the international horticulture advisor and consequently also reduced travel related costs and fees. Budget for Output 8 was slightly overspent (4%) mainly due to higher audit and MTR costs. The cost for progarmme staff was also slightly higher than planned (5%) due to the changes in staff and the extra costs for the M&E advisor and the management fee was slightly lower than budgeted (9%).",
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"value": "Even though we have seen progress in hunger reduction globally, chronic household food security remains a challenge. It is estimated that around 795 million people are undernourished, with the majority living in developing countries. \n\nAround 500 million smallholder farmers produce 70% of the world’s food, and it is estimated that agriculture accounts for 40% of the world’s employment, with women contributing up to 60% of the labour for food production. Yet despite their contribution, women continue to be marginalised in household decision-making around income and asset distribution, and gain few of the benefits of land ownership. The real threat of climate change and extreme weather conditions, such as floods and droughts, has the greatest impact on people who rely on agriculture for their livelihoods.Progress in tackling these issues was made in 2015, with world leaders and the global community at large continuing to set agriculture high on the political agenda. This commitment was emphasised through the agreement of the Sustainable Development Goals, and the adoption by 195 countries of the first universal climate agreement at COP21",
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"value": "As was foreseen in the KMHP Workplan 2017, with 2017 being an election year in Kenya, the risk of political unrest (risks 12 & 13 in the risk matrix) proved to be higher than in non-election years. Implementation of activites were hampered in and in general, economic activities slowed down during the whole of 2017 due to the political incertainty. Further, the risk of access to finance (risk 9 in the matrix) already stated in the Workplan as well, was confirmed again by the November Mid-Term Review (MTR) of KMHP. Although already initiatives have been undertaken in 2017 to mitigate this risk (starting dialogue with financial sector actors and development of initiatives for innovative finance solution (eg. meetings with Equity Bank and support to proposal on Agri-Wallet with Dodore to the Mastercard Foundation), more will need to be done to address these issues in a systemic way. In some of the business cases/regions also the drought had a negative effect on the results, as well as bad quality inputs (case of non-germination of canola seeds provided to farmers by Syngenta through Agventure). In general another risk is that changes in gender relations as well as adoption of more environmentally friendly practices proof to take a longer time than the span of the program.",
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"value": "Le budget total de la composante GIRE est de 9 250 000 EUR. Ce montant est composé des fonds qui seront alloués aux organisations de mise en œuvre (OSC / ONG / OSP) sur la base des appels à propositions de la GIRE, mais aussi des fonds qui seront alloués aux projets de gouvernance, et des prévisions des dépenses de fonctionnement pour les services de la SNV.",
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"value": "La composante a identifié 5 catégories de risques : risques contextuels, financiers, ceux liés à la gestion programme, à la qualité des résultats et à la gouvernance. \nUn plan de gestion rigoureuse des risques est prévu pour être mis en œuvre tout au long de l’exécution des projets : processus d'identification, d'évaluation, de gestion et de mesure des risques pour assurer l'atteinte des résultats souhaités du programme.",
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"value": "Le budget total de la composante AEPHA est de 5 500 000 EUR . Ce montant est composé des fonds qui seront alloués aux organisations de mise en œuvre (OSC / ONG / OSP) sur la base des appels à propositions AEPHA et des prévisions des dépenses de fonctionnement pour les services de la SNV.",
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"value": "La composante a identifié 5 catégories de risques : risques contextuels, financiers, ceux liés à la gestion programme, à la qualité des résultats et à la gouvernance. \nUn plan de gestion rigoureuse des risques est prévu pour être mis en œuvre tout au long de l’exécution des projets : processus d'identification, d'évaluation, de gestion et de mesure des risques pour assurer l'atteinte des résultats souhaités du programme.",
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"value": "La prolongation d’une situation de non-retour de l’administration :\nCe risque est spécifique aux zones sous influence des groupes armés. Le PGLR pourrait se réaliser même en situation de non –retour de l’Administration (ce qui n’est pas souhaité) en s'appuyant sur la poursuite des services publics (santé, eau potable) car les acteurs centraux sont les jeunes ressortissant de ces différentes zones. Comme mesure de mitigation, il faudra apporter une attention particulière à expliquer la pertinence de la citoyenneté en absence de l'administration et d'une gouvernance la plus conciliante possible pour le bien être des populations. Le principe de redevabilité est toujours applicable en situation formelle et/ou informelle face à des dirigeants qui seraient alors plus des leaders communautaires que des élus au sens habituel du terme.\n\nLa faible collaboration des élus, au pire leur refus\nLa mesure de mitigation dans un tel cas serait que les jeunes leaders de la Commune utilisent ce cas de faible collaboration (ou refus) comme une opportunité de mobilisation sociale face à une gouvernance/redevabilité questionnable car au détriment d’un projet accrédité par les populations lors d’une assemblée générale.\n\nRisques sécuritaires en général\nDes formations en sécurité ont été organisées à l'intention des Agents des PMOs. De surcroît un aide mémoire sur les mesures sécuritaires a été transmis et utilisé par les agents des PMO et les jeunes leaders.\n\nPerte de collaboration entre les 3 ONGs Internationales. Assurer la réalisation des rencontres du Comité de pilotage, du Comité consultatif et les rencontres du comité de coordination du Consortium ; réalisation du suivi trimestriel en compagnie de représentants de chaque projet.",
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"value": "Par rapport au contexte, l’exécution et la mise en œuvre du projet pourraient être confrontées aux risques liés aux faibles capacités des structures publiques et le retard dans la mobilisation des contributions des populations. Le risque lié aux faibles capacités sera atténué par les actions de renforcement des capacités des acteurs des mairies. Les campagnes d’IEC pour la promotion de l’hygiène et des latrines familiales qui couvriront les populations des trois communes contribueront à une meilleure appropriation par les bénéficiaires et l’adhésion au projet.",
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