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"id": 95,
"name": "Financial sustainability",
"section": 4,
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"help_text": "Try to answer at least 3 of the following questions: How are future operations & maintenance (incl. trainings, salaries and replacements) paid? Is budget set aside for this and who is the account holder? Who are paying: consumers, public sector or private investors? What local financial instruments are used: household contributions, recurrent tax revenues, fee systems, decentralized funds? Goal: make sure that the products/services can be delivered after the project period based on local revenues through one of the financial instruments.",
"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",
"mandatory": true,
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"id": 98,
"name": "Replication and scale",
"section": 4,
"max_characters": 600,
"help_text": "Describe to what extent this project might lead to replication and/or up-scaling.",
"value": "This model has been successfully replicated in various communities in the regency; scaling, however, is not expected to take place without external funding. ",
"mandatory": true,
"order": 6,
"type": "text",
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"project": 3884
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"id": 99,
"name": "Social sustainability",
"section": 4,
"max_characters": 600,
"help_text": "Try to answer the following questions: How strong is the demand/need for this water facility? Are needs of women, vulnerable groups and/or the poorest included in this project? Do they also play a role in capacity building? Is the project aligned with socio-cultural values and local customs?",
"value": "System Socialisation and Institutional Aspects:\n- Training of the operation and maintenance system with BUMDES and community\n- Socialisation of the water supply and sanitation system to the community.\n\nDuring the project the village council, BUMDES and the involved community will be involved during decision making and installation activities.",
"mandatory": true,
"order": 5,
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"project": 3884
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"id": 100,
"name": "Technical sustainability",
"section": 4,
"max_characters": 600,
"help_text": "Try to answer at least 3 of the following questions: Is the technology choice appropriate for the local circumstances? Can the technology be locally manufactured? If not, can spare parts be obtained easily in case repairs or replacement is needed? Are the skills for operation and maintenance available or are trainings needed? If yes, what kind of trainings and for whom? Is the proposed technology affordable for local users, including costs of maintenance and replacement?",
"value": "Inowa (now WLN) as WMD's local partner in Indonesia owned by WMD has a long track record in Indonesia. Planning and installation of water supply- and sanitation systems in Indonesia is common practice.\nWMDs local partmer will also be involved in inspections and control of maintenance, and maintain regular coordination with PU (kab Bandung Barat).",
"mandatory": true,
"order": 4,
"type": "text",
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"project": 3884
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"id": 101,
"name": "Environmental sustainability",
"section": 4,
"max_characters": 600,
"help_text": "Try to answer at least 2 of the following questions: Are sustainable water sources used, e.g. rainwater or groundwater? If yes, how does this effect the ground water level? Will the project result in additional waste streams? If so, how are these dealt with? Is the project anticipating on future (predicted) effects of pollution and/or climate change on the water situation in the region (e.g. water availability and quality)?",
"value": "The environment will not be negatively affected. The treatment system will use a filter system, no chemicals will be used. \nFor the additional infrastructure, and will be provided by the village. This will not negatively affect the environment in terms of consequences to drainage etc. \nThe volume of water taken from springs and rivers is relatively low and will not affect river discharge significantly.",
"mandatory": true,
"order": 3,
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"project": 3884
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"id": 102,
"name": "Institutional sustainability",
"section": 4,
"max_characters": 600,
"help_text": "Try to answer at least 4 of the following questions: Is the ownership of the water facility clear? Who will be held responsible (person, community, water company or government) after the project period? How will they get sufficiently involved in the project to be able to take on this responsibility? Is it somebody's paid job to do operation and maintenance? Is there an organisation responsible for the quality control of the facility? Are all expected roles, tasks and responsibilities clearly defined and agreed? What about the gender balance in committees?",
"value": "Operation and maintenance will be the responsibility of BUMDES, supported if necessary by WMDs local partner in Bandung and the water & sanitation agency of the local government.\nOwnership will be with the local governement. The infrastructure will be officially handed over.",
"mandatory": true,
"order": 2,
"type": "text",
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"project": 3884
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{
"id": 104,
"name": "Financial sustainability",
"section": 4,
"max_characters": 600,
"help_text": "Try to answer at least 3 of the following questions: How are future operations & maintenance (incl. trainings, salaries and replacements) paid? Is budget set aside for this and who is the account holder? Who are paying: consumers, public sector or private investors? What local financial instruments are used: household contributions, recurrent tax revenues, fee systems, decentralized funds? Goal: make sure that the products/services can be delivered after the project period based on local revenues through one of the financial instruments.",
"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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"id": 106,
"name": "Technical sustainability",
"section": 4,
"max_characters": 600,
"help_text": "Try to answer at least 3 of the following questions: Is the technology choice appropriate for the local circumstances? Can the technology be locally manufactured? If not, can spare parts be obtained easily in case repairs or replacement is needed? Are the skills for operation and maintenance available or are trainings needed? If yes, what kind of trainings and for whom? Is the proposed technology affordable for local users, including costs of maintenance and replacement?",
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"project": 3893
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"name": "Social sustainability",
"section": 4,
"max_characters": 600,
"help_text": "Try to answer the following questions: How strong is the demand/need for this water facility? Are needs of women, vulnerable groups and/or the poorest included in this project? Do they also play a role in capacity building? Is the project aligned with socio-cultural values and local customs?",
"value": " ",
"mandatory": true,
"order": 5,
"type": "text",
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"project": 3893
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"id": 108,
"name": "Replication and scale",
"section": 4,
"max_characters": 600,
"help_text": "Describe to what extent this project might lead to replication and/or up-scaling.",
"value": "Risk 1: National conflict worsens, impacting operations \nMitigation: Implementation by local partners and staff can reduce impact \n\nRisk 2: No/ limited access by expatriate personnel to country or project site \nMitigation: Yemen programme has been remotely managed since January 2015. Whilst this has limitations and challenges, the programme remains operational\n\nRisk 3: Shortage of fuel and procurement items \nMitigation: Negotiate with suppliers in and out of country",
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"order": 6,
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"project": 3893
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"id": 109,
"name": "Institutional sustainability",
"section": 4,
"max_characters": 600,
"help_text": "Try to answer at least 4 of the following questions: Is the ownership of the water facility clear? Who will be held responsible (person, community, water company or government) after the project period? How will they get sufficiently involved in the project to be able to take on this responsibility? Is it somebody's paid job to do operation and maintenance? Is there an organisation responsible for the quality control of the facility? Are all expected roles, tasks and responsibilities clearly defined and agreed? What about the gender balance in committees?",
"value": " ",
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"project": 3893
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"id": 110,
"name": "Environmental sustainability",
"section": 4,
"max_characters": 600,
"help_text": "Try to answer at least 2 of the following questions: Are sustainable water sources used, e.g. rainwater or groundwater? If yes, how does this effect the ground water level? Will the project result in additional waste streams? If so, how are these dealt with? Is the project anticipating on future (predicted) effects of pollution and/or climate change on the water situation in the region (e.g. water availability and quality)?",
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"name": "Financial sustainability",
"section": 4,
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"help_text": "Try to answer at least 3 of the following questions: How are future operations & maintenance (incl. trainings, salaries and replacements) paid? Is budget set aside for this and who is the account holder? Who are paying: consumers, public sector or private investors? What local financial instruments are used: household contributions, recurrent tax revenues, fee systems, decentralized funds? Goal: make sure that the products/services can be delivered after the project period based on local revenues through one of the financial instruments.",
"value": " ",
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"id": 271,
"name": "Material and Human Resources and timeframe",
"section": 5,
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"help_text": "Narrative explanation \nMention national and international contributions e.g. (new) investors attracted \nExplain importance new materials/equipment.",
"value": "From an HR perspective, the KMHP has been stable, with a professional team on the ground and good support services from LCBs and SNV HO in The Hague. Due to a new similar horticulture project starting in Rwanda the 1st of December, financed by the Dutch Embassy in Kigali, the KMHP team leader moved there and in time a new experienced team leader (Sigrid Meijer) was on the ground in December for handing over. Also the advisor seconded from Solidaridad took up another position in Solidaridad and recruitment and selection was done in December to facilitate a smooth handing over by the end of January. As the need was felt for more dedication to M&E, a proposal for a full time position from January 2018 till the end of the program was submitted and approved by EKN. KMHP had ? Steering Committee meetings in 2017, of which ? with the extended SC. The SC process in between the face-to-face meetings, e.g. for approval of decision batches, has worked well, however the documentation/tracking of decisions could be improved.\n\nThe programme has regular exchange meetings with SWA and the collaboration with AgriProfocus, Wageningen University and AKVO has been fruitful, as wel as with PUM, Agriterra,and 3R. A concrete collaboration with the Vocie for Change project of teh DGIS Dialogue adn Dissent Strategic Partnership on food safety with CSO organizations should still materialize.",
"mandatory": false,
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{
"id": 272,
"name": "Budget narrative explanation ",
"section": 6,
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"help_text": "Narrative explanation.",
"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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"id": 273,
"name": "Project organisation",
"section": 3,
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"help_text": "Mention important realisations and changes compared to proposal and annual plan, Functioning M & E system (or novelties). Justification of deviations + how to make up for it ",
"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",
"mandatory": false,
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"id": 274,
"name": "Crosscutting aspects",
"section": 5,
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"help_text": "Gender Equality and Climate Change aspects to be addressed in other chapters as being crosscutting issues. If special information: please mention \nWhat makes your project to be marked “gender significant” in the Result Fiche of EKN \nRealisations, deviati (...)",
"value": "Identified climate-smart practices that HortIMPACT promoted in 2016 (integrated pest management, drip irrigation, individual fertlilizer advice based on soil testing, conservation agriculture, etc.) continued to be supported in 2017 in BC4 and 7. Also new proposals for innovations and BCs in this area get priority, as well as new initiatives to include women and youth (eg. BC10 with Proportion and Vijana Reloaded). What is important is that also initiatives are being taken to promote CSA at more systemic level, such as the support of the establishment in 2017 of the Biological Manufacturers Association and the support to the initiative of the Kenya Horticulture Council to do a study on food safety in the domestic market.",
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"id": 275,
"name": "Risks/Assumptions",
"section": 5,
"max_characters": null,
"help_text": "What risks (foreseen and unforeseen) have affected the realisation of the project. What social risks exist and how do these affect women, men, and youth differently? What mitigation actions have been taken in the reporting year? Support received and/or sti (...)",
"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.",
"mandatory": false,
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"id": 287,
"name": "Executive summary",
"section": 5,
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"help_text": "Provide summary capturing most relevant realisations and conclusions of reporting year and possible actions required by EKN or other actors.",
"value": "2017 has been a very productive year for HortIMPACT, with 3 new BCs approved and in total 9 BCs under implementation. In terms of results and targets, 2017 was a challenging year for hortIMPACT but overrall performance was on track. We missed our target by slightly over 3000 farmers, reaching 11312 farmers out of the 14595 planned. Two factors that had a direct impact on our program activities were the prolonged election period and drought. The elections were repeated, which meant we had to postpone some field activities. Drought on the other hand resulted in crop failure in different demonstration plots in some business cases/innovations. Unavailability of potato seed for business case 2 also led to delays in planting. \n\nImportant moment was the Mid-Term Review mission that took place in november and stated that the programme was well on track and well implemented. Recommendations in relation to scaling and inclusion of youth and women will be taken into account in the remaining two years of the programme, as well as linking more objective 1 with the systemic change to be reached in the sector under objective 2.\n\nThe KMHP Steering Committee met 3 times in 2017, of which 1 was in its extended form. 3 BCs were approved and 1 new Innovation Fund project. By the end of 2017, KMPH had completed 3 BCs and 7 under implementation, with the following results:\n\nUnder BC2, over 4000 farmers were trained in good farming practices at 45 sites spread across five counties. Five buyers/processors were linked with the farmers and started contracting, but challenges were unavailability of seeds of the desired processing varieties and dry weather conditions.\nThe end-line survey will be administered in August 2018 after the long rains production season.\n\nWith regard to the training of Spray Service Providers in BC3, at the end of 2017 a total of 481 SSP entrepreneurs have been trained in 6 counties, who reached out to an estimated 3805 farmers with their services. It’s worth noting that 3805 is a cumulative figure from 2016 all the way to 2017.The exact number of farmers and their feedback will be evaluated with the business case end line survey in February/March 2018 and potential for scaling will be assessed.\n\nBC4 with Agventure and Unilver, to increase rotating practices with canola, as part of Conservation Agriculture, ended in december 2017 and an evaluation is actually ongoing, to assess why only 32 farmers decided to plant of the more than 1000 farmers trained on rotation, benefits of canola, etc. Preliminary results indicate problems with the outreach strategy of the trainings, germination of seeds, lacking access to finance, drought and the “first see” mentality of farmers in case of new crops. The results of the qualitative assessment will serve as a better base for the SC to make a decision on a potential second phase.\n\nWith regard to BC5 with Latia, 13 Latia staff and 5 consultants were trained and they trained consequently 155 farmers on greenhouse production. What is an important aspect as well, is the fact that 30 farm owners and operators trained, came back to Latia for farm visit training and 2 farmers took up the staffing service, especially since the staffing service could sustain the training costs in the foreseen business model.\n\nThe Burton & Bamber business of dried mango managed to increase quality of their sourcing by certifying 22 farmers from Kilimambogo with Global GAP in August 2017 and to train another 50 from Kambuu Farmers Group, expected to be certified in the first months of 2018. B&B has reached out to another 900 farmers through the Charia group in Meru and groups in Murang’ a county to assess possibility to undergo training for certification. Also the activities to increase access to markets (participation in international fairs and development of packaging and marketing) have contributed to concrete links with European buyers and establishment of Sweetunda in the higher segment of the domestic market. A scaling exercise will be done with the partner to identify eventual further potential.\n\nUnder BC 7 1802 farmers were trained in 2017 to increase their productivity and food safety of green leafy vegetables. Also, the farmers have been linked to 5 buying companies (greengrocers, etc.).\n\nThe mechanization in the potato-value chain, stimulated with Agrimech under BC8 encountered some challenges, mainly the heavy rains in November and December that hampered mechanized planting. Only 1 of the 6 demonstration sites was established in 2017.The decision to continue after the pilot has been postponed till May fort his reason.\n\nBC 9 with Meru Greens started implementation in October 2017. Four cold storage sites have been identified and 900 farmers have been contracted and incorporated in the 2018 production plan of Meru Greens, who will receive training soon.\n\nFinally BC10 with Proportion/Vijana Reloaded, approved in 2017, just started in January with the market study to identify in 1 county what the demand by farmers would be of services to be provided by local young entrepreneurs.\n\nWith regard to the innovation projects, under the Ketchup project 35 farmers were trained and certified in the production of dried tomatoes, as well as an innovative solar dryer installed in Kwakyai, Makweni county, by a start-up company from the Netherlands. The drying process was FCCS certified and produced in 2017 the quantities for the processing in The Netherlands of 18,000 bottles of ketchup and is expected to increase to 40,000 bottles in 2018.\n\nIn the second innovation project in implementation in 2017, Livatty Africa, a local subsidiairy of Mivena Holdings, introduced the Controlled Release Fertilizer technology. Results were only clear in two of the twenty demonstration plots, that were institutionally controlled and had focussed farmer groups. In these two sites production increased substantially, while the other 18 sites had challenges with mainly delayed short rains of October/November, poor lead farm management, etc.\n\nWithin Objective 2 (sector engagment), the program has continued to work with relevant stakeholders, such as industry associations, national and county government institutions and knowledge platforms, as well in the Netherlands. In september 2017 a Fruits and Vegetables Conference was organized with stakeholders around food safety and KMHP supports information sharing in the potato value chain and supported field research for the Yielder innovation, a mobile application that will be applied in this value chains in 2018. \n\nAn important achievement under this objective was the establishment of the International Biological Manufacturers Association of IPM companies, to represent their interest, influence policies, etc.\n\nAlso two studies were engaged: one on the potential for horticulture in the Laikipia Nature Conservancy, which was postponed till the beginning of 2018 due to political tensions and one of two phases on the potential of potato storage, which focused on the product, the market and the business opportunities. A third, phase, developing concrete business plans, will start in 2018. One other study on the food safety at the city market of Nairobi by KHC was approved and will also start in 2018.\n\nFurther, discussions have been ongoing on ideas for further business cases (traceability system, food safety testing facility, etc.), which will hopefully lead to proposals to be presented for approval by the SC beginning of 2018.",
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"id": 288,
"name": "Conclusions and Recommendations",
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"value": "According to the MTR of November, in general the program is well on track and implemented. There is a good, valid ToC, based on a up to date sector analysis, relevant and aligned with government policy papers. The model of HortIMPACT is great for promoting Private Sector innovation, the BCs selected are good and the process is efficient. Food safety and food waste reduction are addressed as cross cutting themes, there is good leverage of funds from partners and early signs of impact are there.The field trainings are effective and final farmer field days are a good instrument for exchange and experience sharing.\n\nNext year attention should be paid to the points for improvement signaled: 1) Scaling: Start planning for scale earlier and put more attention to challenges for scale, link BCs more with overall systemic change, promote more strategic sharing and learning, think better about outreach strategy and communication and make more qualitative use of M&E data; 2) Inclusion of women and youth: Analyse the different situation of women and youth in terms of household tasks burden, access to resources and decision-making at household levels and in organizations and make strategies to address these; 3) Steering Committee: Include a 1-page on business feasibility with the proposals presented and include a representative of financial services and one of HCD in the Extended SC; Consortium: Look for more synergies with other SNV programmes and activities of other consortium members.",
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"help_text": "What risks (foreseen and unforeseen) have affected the realisation of the project. What social risks exist and how do these affect women, men, and youth differently? What mitigation actions have been taken in the reporting year? Support received and/or still required? Challenges faced during reporting year Institutional aspects in Kenya: environmental influence, market failures, investment climate, etc \r\n",
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"help_text": "Gender Equality and Climate Change aspects to be addressed in other chapters as being crosscutting issues. If special information: please mention \r\nWhat makes your project to be marked “gender significant” in the Result Fiche of EKN \r\nRealisations, deviation from proposal/annual plan.",
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"help_text": "What risks (foreseen and unforeseen) have affected the realisation of the project. What social risks exist and how do these affect women, men, and youth differently? What mitigation actions have been taken in the reporting year? Support received and/or still required? Challenges faced during reporting year Institutional aspects in Kenya: environmental influence, market failures, investment climate, etc \r\n",
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