Search Results for: "Global Integrity"
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.
The Climate Resilient Infrastructure Development Facility (CRIDF), Phase I, was mandated to design, mobilize finance for, and build climate resilient, pro-poor and transboundary water projects. COWI supported the planning, design and capacity development across the SADC Region to support stronger regional cooperation within the 13 transboundary river basins and its population of about 95 million people. Water insecurity across these basins is high – with frequent droughts interspersed by flooding. Reliable access to water for drinking, sanitation, agriculture and industry is already limited, constraining human development and economic growth. Given projected scenarios for greater water demand (resulting from population growth and economic development) and more variable water supply (due to the impacts of climate change) riparian states are required to strengthen their cooperation over shared rivers to protect and achieve development gains. Within this context, CRIDF1 delivered, and CRIDF2 will continue to deliver, climate resilient water infrastructure interventions that include: › Water Infrastructure Projects Identification and development of infrastructure projects through the entire cycle from scoping, feasibility and detailed design, procurement through to implementation. CRIDF supports the in-country procurement, financing and supervi-sion systems for infrastructure projects that, once completed, would be owned and managed by national and local authorities, water/energy utilities and beneficiary associations. The projects are used as platforms to further engage stakeholders, introducing climate resilience and transboundary concepts into national and regional policies. Subse-quently the lessons and evidence from the projects are disseminated through stakeholder networks in an effort to replicate success, and mainstream climate resilience and pro-poor considerations into water management practices. Where feasible power supply is provided through renewable energy installations, such as solar; › Infrastructure financing arrangements In addition to funding CAPEX for projects from its own budgets, CRIDF mobilizes infrastructure finance interventions to complement the infrastructure preparation work. This work focuses on investigating and securing innovative finance arrangements and funding partners for the implementation of the infrastructure projects that CRIDF will have pre-pared. By doing so, CRIDF seeks to leverage the maximum available support to catalyse transformation in joint plan-ning and implementation of climate resilient infrastructure. › Technical assistance to stakeholders CRIDF provides extensive technical assistance to the relevant stakeholders, ranging from long-term advice to key insti-tutions, to a rapid advisory service to respond to ad hoc requests. Such technical assistance aims at influencing the comprehensive planning and management of water infrastructure projects in the shared river basin context; › Building cooperation The overarching objective of CRIDF’s strategic interventions is that projects should be transformational in terms of their impact on building climate resilience for the poor in southern Africa. CRIDF actively promote changing the ena-bling environment in which CRIDF and other climate resilient infrastructure projects are designed, managed, imple-mented and operated, with a key aim to build cooperation through regional climate resilient economic growth, thereby shifting the way decision makers think, plan, operate and maintain water infrastructure. › Strategic Communications CRIDF has a comprehensive communication strategy that aims at stakeholders are informed about the background and the results of CRIDF using different communication avenues. CRIDF has produced a broad range of communications materials to share their work to bring transformational change to Southern Africa through improved transboundary water resources management from written briefs, brochures, case studies video documentaries. CRIDF combines different types of written materials, website news stories, resource centre for downloads and communication cam-paigns for effective dissemination. › Monitoring and Learning Framework The CRIDF has a functioning monitoring and learning framework that serves a dual purpose; i) to provide sufficient accurate data to programme management for decision making purposes (programme monitoring) and ii) to monitor and scrutinise programme process and implementation to provide. The CRIDF monitoring and learning approach is based on the OECD DAC criteria of Relevance, Effectiveness, Efficiency, Impact and Sustainability. In addition, given the regional and facilitative nature of CRIDF the approach take into considerations the OECD DAC
International Anti-Corruption Programme (I-ACT) is a multi-component programme which makes fighting corruption a top priority for the international community to address the impact of corruption on the poorest countries and people. It will follow through on Anti-Corruption Summit actions aimed at preventing corruption, ending impunity, and empowering those who have suffered from it. It will focus on strengthening the international architecture and response on anti-corruption, and will include work with new digital technologies to strengthen civil society in partner countries.
The Anti-Corruption Evidence (ACE) programme will deliver new, practical research on 'what works' to tackle corruption in developing countries. Uptake of this new research by DFID and its partners will mean mean that anti-corruption initiatives are more effective and so corruption and leakage are measurably reduced. ACE will focus in 3-4 DFID priority countries drawn from a short list including Ghana, Uganda, Tanzania, Mozambique and Nigeria; and Bangladesh.
Support to improving transparency and integrity and global forum on asset recovery (GFAR) pillars of the Anti-Corruption Programme. The programme is designed to combat corruption and promote a better global environment for business, helping to promote inclusive sustainable growth and increase global prosperity. As a secondary benefit, the programme will aim to increase opportunities for international business, including for the UK, in areas where the UK is well placed to compete.
LABYRINTH: Conservation, Analysis and Virtual Reconstruction of the Archaeological Site of Hawara Pyramid and Labyrinth (El Fayoum)UK - Department for Business, Energy and Industrial Strategy
The project aims to develop and implement an evidence-based strategy and action-plan to inform the sustainable preservation of the endangered archaeological site of Hawara (El Fayoum Governorate) using digital and virtual LiDAR Technologies. The project intends to foster tourism by increasing global awareness of the site and its historical significance. This project will inform and drive a UNESCO-led international effort to limit the impact of increasing hydrogeological threats, underground water table and continuous deterioration of the structural integrity of Pyramid burial chambers and the Labyrinth passages. The project is designed to answer a key research question; How effective is the use of digital LiDAR scanning technologies in mapping and synthesising discrete evidence-based findings on the spatial layout and conditions of underground archaeological structures? Furthermore, how this effectiveness could guide a sustainable preservation strategy for an endangered heritage site? To achieve this aim, this research programme will: a) Develop and implement a customised methodology for accurate 3D laser scan and digital survey, record and model existing conditions of the site. This method will include, 3D laser scanning, 3D sound recording, analysis of atmospherics and environmental conditions, above and underground. b) Utilise intelligent geophysical underground surveys to detect, analyse and model the labyrinth's remains, spatial layout and its water table. The research will aim to produce a credible layout of the Hawara archaeological site and location of underground structural remains. This will be achieved through overlaying archaeological, geomatic, geological and geophysical datasets, with spatial analysis and satellite imaging of the site. The project will collect multi-disciplinary data, and will process, generate and weight the dataset findings. The surveys will be coded and reproduced through visual infographics on the publicly accessible virtual reality modelling interface and website. c) Develop a prototype of a novel interactive virtual heritage platform. This prototype will integrate remote sensing indicators, satellite imaging analysis, geophysical datasets on the customary developed ArcGIS model of the site. This novel technique of overlaying different datasets to determine accurate locations of sub-surface structures is a semi-automated digital system with evidence-based predictive scenarios of excavation. d) Develop a virtual reality experience of the site (Pyramid and Labyrinth) portraying the site's history and evolution over time and history. This will also include developing associated educational infographics and virtual tours. This will form a critical part of a sustainable tourism strategy that will increase the awareness of the site and its historic significance through engaging global tourism and pre-university educational programmes. A series of cultural activities both onsite and online will also be developed.
The project is an intervention in the current water crisis in Coimbatore, Southern India. The aim of the research project is to be an urgent response to strained and failing strategies of water conversation policy and practise. The project will have immediate and measurable impact and will establish a sustainable legacy of data for ongoing and subsequent development-led research in the region and beyond. The research will use digital humanities methods to assemble data related to imaginaries, regimes and economies of water bodies over a 200-year period. Through the combination of transparent and reflexive practise, the research aims to establish this database as a trusted resource for a range of stakeholders. The research will employ GIS-based strategies to challenge the disambiguation of land and water that was created by colonial cartographies in the nineteenth century and to 'return' archived data to localities and to communities. The project will generate innovative, integrated and sustainable conservation strategies. The first stage will create data sets about Coimbatore District from the wealth of textual and cartographic materials about the Madras Presidency and Tamil Nadu. This data will be assembled from a expansive range of pre-digitised texts and the corpus of maps held by the National Library of Scotland. These maps will be digitised and georeferenced for the project. Digital Humanities methods of mining and layering will be used to collect quantitative, qualitative and spatial data about water in any form: aquifers, tanks, riverine systems, domestic water supplies, industrial exploitation, hydraulic interventions (dams, embankments, canals), rainfall and puddles. This data will reveal patterns of historic and contemporary water security and water scarcity in Coimbatore on an unprecedented scale. This database will be developed and refined across the duration of the project and will be made available in a user-friendly format as a free, open-access resource. The second aspect of the project is intensive fieldwork in the Coimbatore. A series of local interviews and interactions will discuss the aims of the project with local activists, scholars and residents. A key aspect of this work will be to garner information about living, local narratives of water scarcity. The water crisis is universally acknowledged but narratives are characterised, and compromised, by fragmentation. The integrity of the project's intervention will depend upon our ability to engage with those fragmentations and to establish trust with local stakeholders. The third aspect of the project will combine the assembled data with the understandings garnered through local interactions to create interactive, culturally resonant digital visualisations designed to disrupt catastrophic patterns of water exploitation in the region. These visualisations will combine and manipulate the data collected in order to create new narratives about the history of water. The visualisations will aim to change the narratives about scarcity, the landscape and rights. The visualisations will challenge the tacit spatial and temporal assumptions that define the categories that separate water from land. One of the broader outcomes of the project is to build and consolidate networks of scholars and environmentalists within South Asia and internationally who will draw on the water data assembled and engage with the visualisations created. The digitisation and dissemination of archived materials, and data derived from them, raises a number of difficult questions about the subsequent use of that data in the contexts of informal and profoundly unequal terms of property and resource entitlement. A key aim of the project is to conceptualise a strategy to nuance a methodological commitment to open data for data-led projects in the Global South. This approach will engage with analogous data interventions elsewhere and refine an approach to sensitive data.
Higher Education Pedagogies for Peacebuilding: Developing Hubs in The Balkans, Latin America and The Horn of AfricaUK - Department for Business, Energy and Industrial Strategy
The primary objective of this proposal is to share experience and build capacity in addressing the legacy of conflict among higher education institutions in Columbia, Bosnia and Rwanda, as conflict affected areas in different parts of the world. Working with colleagues from Los Andes University in Bogota, Columbia, Sarajevo University in Bosnia and Herzegovina and Kigali University in Rwanda, we will use creative and community engaged approaches to develop innovative curriculum models. The approaches, emerging from the arts and humanities, but designed to work in a cross and interdisciplinary context, will be shared with colleagues across each institution in a series of country based workshops. Co-Is will use creative and arts based methodologies to track and evaluate the success of the workshops and the models adopted in order to develop a shared understanding of potential pedagogies for peace. The secondary objective is to develop a network of experienced and committed university lecturers working in the field of peace building willing to share best practice examples and to support each other in developing these for each context. Each of the Co-Is associated with this bid are already working within their own environments and are keen to understand the significance of their work in a global conflict context. By aligning itself with existing global networks of socially committed universities (Talloires, Tufts University, GUNI: Global University Network for Innovation) this new network will form a series of regional hubs, each with the capacity to sustain itself beyond the period of the grant and impact the practice of other institutions located in conflict affected areas in their region. The third objective, emerging from this is to identify opportunities for the university, in collaboration with community and civil society organizations to engage in peace building activities that learn from and impact on broader community attitudes and enable the university to be an effective actor in regional and national relationships. The field of university social engagement is a growing one, as is the field of education and conflict, this network will be operative in bringing the two areas together. By strengthening university community relationships in each of the partner institutions and their areas, and supporting those within the region to consider benefits and strategies for this, the project will open up a new areas of practice around higher education, community engagement and conflict. The fourth, related objective is to develop a broader theoretical understanding of the role of higher education institutions in addressing conflict and to set clear parameters for future research. Despite a growing literature in education and conflict studies, till now higher education has been largely absent from the debate. However the capacity for universities to engage in civil society, to influence the attitudes and behaviours of young people, to deepen understanding of students, academics, policy makers and community members in dealing with the memories of violence and appropriate ways of addressing these, is significant. Forming a network of higher education practitioners and piloting new creative approaches will establish universities as an important part of the education and conflict field and outline the agenda for a larger more in-depth piece of work.
The global fallout from COVID-19 Following the World Health Organization (WHO)’s declaration of a public health emergency of international concern on 30 January 2020, public health measures aimed at containing the spread of the virus were put in place in an increasing number of countries. As of the WHO’s declaration on 11 March 2020 of a global pandemic, countries in every region of the world have followed suit. The majority of UNIDO’s 170 Member States have instituted some form of public health measures to limit the spread of the virus amongst their populations, and the number of countries restricting the free movement of peoples and goods has grown to cover the world’s major economies and population centres. As a result of the spread of the virus and the containment measures to combat it, countries around the world are grappling with a significant strain on their health systems, as well as the negative economic and social effects of work stoppages, travel suspensions and supply chain disruptions. In today’s globalized economy, no country in the world can anymore claim to be entirely unaffected by the spread and effects of the COVID-19 pandemic. Host country restrictions UNIDO’s host country of Austria has, as one of around 50 countries, instituted a public lockdown, which took effect on 16 March 2020 and lasted around seven weeks. In coordination with the Government of Austria, the United Nations in Vienna imposed health and safety-related measures in line with those issued by the host country. Chief amongst them was the directive for United Nations personnel to work remotely and to limit physical access to the Vienna International Centre (VIC), the location of UNIDO’s headquarters. An end to measures regulating the size of public gatherings is contingent upon a negative rate of viral replication in the host country. This makes the duration of such measures difficult to accurately predict and plan for. In addition, a second wave of infections and a consequent resumption of containment measures later in the year cannot be ruled out. Information circulated by the inter-organizational Crisis Management Team of the VIC stipulates that in-person meetings and events at the VIC be subject to a cap on the total number of participants and the application of physical distancing measures. Coupled with projected logistical constraints, this considerably limits the ways in which larger meetings can be conducted, at least for the remainder of 2020. As such, it has become necessary to consider alternative means of staging larger gatherings involving representatives of Member States, such as briefings, consultations, working group meetings, governing body sessions and similar events, traditionally held in-person at the VIC. Member State expectations and United Nations system responses Member States of United Nations-system entities have during this period expressed their general support for the use of online-conferencing facilities, leading many organizations to rapidly adopt various means to engage with their Member States online at a time when in-person meetings are not advisable or possible in most countries of the world. A survey by the United Nations Governing Bodies Secretariats (UNGBS) network – an exchange platform which facilitates effective system-wide decision-making by sharing best practices, experiences and guidance – was conducted during the first weeks of March to map the different approaches being considered across the UN system for continued governing body decision-making under the existing physical limitations. The UNGBS network’s survey results issued on 27 March 2020 showed that of the 19 responding governing body secretariats, excluding UNIDO, eight were already at that point planning to conduct decision-making processes or meetings via online solutions. An additional 12 had at that point either already commenced, or were about to begin, holding consultative meetings of their Member States online. In the meantime, individual UN organizations in Vienna are opting for online governing body meetings. In a survey of its Member States by the United Nations Office on Drugs and Crime (UNODC) conducted in mid-April 2020, respondents showed a willingness to hold regular sessions of their governing and policymaking bodies (Commission on Narcotic Drugs and Commission on Crime Prevention and Criminal Justice) online, in addition to every other category of meeting or consultation. The question of whether to allow for remote decision-making by its commissions was answered with an overwhelming ‘yes’. From 4 to 6 May 2020, the International Atomic Energy Agency (IAEA) also headquartered in Vienna held its Programme and Budget Committee (PBC) entirely online. The IAEA’s Board of Governors, in consultation with the Secretariat and with unequivocal support amongst its ranks, decided to hold the PBC, in a streamlined form and a week later than planned, on a remote conferencing platform already in use at the IAEA. Additionally, the President of the UN General Assembly communicated in a letter dated 23 April 2020 that he has initiated a process to explore the possibility of online decision-making, upon the request of several Member States. Consequently, a series of scenarios and procedures have been developed by UN Secretariat staff, outlining how decision-making by the General Assembly could feasibly be undertaken through online means only. The conferencing solutions used to date by United Nations system organisations in Vienna have varied greatly. Member State representatives have communicated to UNIDO, and other organisations, their express desire for a unified online conferencing tool for all Vienna-based United Nations organizations. The situation at UNIDO Between the start of the containment measures adopted by UNIDO on 16 March 2020 and 1 June 2020, only three formal engagements were held with representatives of Member States. This is of particular note, since the thirty-sixth session of UNIDO’s PBC was to be held on 15 and 16 June 2020, and the period normally leading up to sessions of the PBC are marked by a heavy schedule of regional consultations and meetings of the Informal Working Group on PBC-related issues. In late March 2020, a request by the Policymaking Organs Secretariat of UNIDO to hold online briefings was rejected by the Executive Board in light of the extraordinary situation at the time. As the physical distancing measures continue, it is increasingly clear that UNIDO, as all UN organizations, will have to be able to offer online services to its Member States in the future. The first formal online meeting of representatives of UNIDO’s Member States took place on 22 April 2020, in the form of a meeting of the Enlarged Bureau of the PBC. The meeting served to determine what course of action to take concerning the upcoming PBC, given that a return to business as usual by its scheduled date could not be assumed. Feedback from delegates during the meeting oscillated between the options of postponing the PBC to a date later in the year, or holding it entirely online on the originally foreseen dates. Those advocating for an online PBC cited 1) the fact that the schedule of meetings after the summer period – when meetings at the VIC were set to resume – would be unmanageable for all but a few delegations in Vienna, and 2) the understanding that a second postponement necessitated by a resumption of containment measures could not be ruled out. Ultimately, the decision made by the members of the PBC was to postpone its thirty-sixth session to 29 and 30 September 2020, upon recommendation by the Chair of the thirty-fifth session and the Secretariat. It was however understood by UNIDO’s Member States, as explained by the Secretariat, that preparations for an eventual fully online PMO session would continue as a contingency measure. The postponement of the PBC to a date later in the year also does not resolve the issue of deferred briefings, consultations and working group meetings, which had been foreseen for the second and third quarter of 2020 and will still be required in the run-up to the PBC and later the IDB. The primary and immediate reason for UNIDO’s assistance is to provide its Member States with continuity of governance in contexts when it is needed the most. As the COVID-19 pandemic has demonstrated, UNIDO cannot under any circumstances be rendered legislatively inoperational at the precise moment when the global need for its services is at its greatest. Additionally, by modernizing UNIDO’s communications infrastructure with its Member States, the decision-making processes of its policymaking organs will be rendered more efficient and effective. Constitutionally, UNIDO has three principal organs: the General Conference (GC), the Industrial Development Board (IDB) and the Secretariat. The PBC is a subsidiary organ of the IDB. UNIDO’s current business continuity planning is centred around ensuring that the Secretariat remains functional under adverse external circumstances. As the current context has however made clear, there is an urgent need to it does not give sufficient attention toconsider the new requirements for either the GC, IDB or PBC to be fully functional in such cases and allow a smooth and operational decision making process. This project therefore aims to remedy this gap in planning and ensure that the decision-making integrity of UNIDO’s Member States through its policymaking organs is guaranteed under circumstances when they cannot physically meet. The objective of the project is therefore to fully develop UNIDO’s capacity to hold full-fledged policymaking organ sessions entirely online, in order to ensure continued governance by its Member States under adverse external circumstances or when expedient. This straightforward objective seeks to repair a fundamental weakness in terms of the continuity of UNIDO’s governance. This weakness has been exposed by the unprecedented effects of the global COVID-19 pandemic, yet it can also be remedied by the similarly unprecedented sophistication and proliferation of digital technology. Accomplishment of the project’s objective would therefore allow representatives of UNIDO’s Member States to take part in sessions of the Organization’s policymaking organs regardless of their or the Secretariat’s physical location. The development of UNIDO’s capacity to formally interact with its Member States online is a project which has been foreseen by the Policymaking Organs Secretariat, and which has now been greatly accelerated due to the current circumstances. Therefore, a number of important secondary benefits are expected from the completion of this project. One strategic medium-term benefit to UNIDO is that by staging policymaking organ sessions online, the direct participation of officials from national capitals can be facilitated. This allows for dramatically streamlined decision-making by eliminating the need to relay instructions between Vienna and national capitals. This lag has caused significant slowdowns in the proceedings of recent policymaking organ sessions, most notably the forty-seventh session of the IDB, resulting in the session being suspended and resumed at a later date. Resumed and special sessions of UNIDO policymaking organs have also been increasing in frequency over the last years. Each time such an unplanned session is held, it results in additional costs for the Organization. Fully developing UNIDO’s capacity to hold online sessions of its policymaking organs would however provide a flexible and inexpensive alternative for resumed and special sessions, which often only deal with one agenda item for which an agreement has already been reached in advance by Member States, and thus merely represent a formality. Looking ahead to the calendar of highly consequential policymaking organ sessions in 2021 - which will include inter alia complex negotiations for the next biennial budget and an election of a new Director General - is imperative that UNIDO’s capabilities to effectively consult with Member States is enhanced and that more efficient means of decision-making are developed. Establishing a regularized online mode of interaction with Member States – covering briefings, consultations, working groups and policymaking organ sessions – is also expected to result in additional sustained long-term cost savings. Travel-related costs will form the bulk of the savings. By holding engagements with Member States online, the cost of flying UNIDO field personnel or invited speakers in drops significantly, in line with the Organization’s carbon footprint. Additionally, costs associated with the rental of venues and the hiring of personnel to coordinate and service physical meetings fall away. Established pricing schemes for meetings and conferences at the VIC often result in UNIDO having to pay for resources that it does not end up using.
In partnership with the OECD, improving transparency to increase accountability and designing out opportunities for corruptionUK - Foreign, Commonwealth and Development Office (FCDO)
This project builds on previous Prosperity Fund support to the OECD's work on anti-corruption. Corruption is a major barrier to economic growth, particularly in developing countries, and prolongs extreme poverty. This project helps reduce corruption by hosting the OECD global anti-corruption and integrity forum, developing an online knowledge-sharing hub, and strengthening business integrity systems. Tackling corruption is necessary to level the playing field, improve the business environment and enable mutually beneficial trade and investment opportunities, including for British businesses. [Following a methodology change, from financial year 19/20 costs under this activity will be reported against a new activity line. You can find the new IATI identifier by looking up “other identifier information”.]