Dalberg’s Post

Humanitarian Funding "Unconventional Finance: Where Development Knows No Borders" Unconventional finance represents a new era in global development, transcending traditional banking boundaries and limitations. By leveraging innovative financial models and platforms, this approach opens doors to inclusive and sustainable growth for all, regardless of geographical or economic barriers. Development without borders signifies that funding and resources can flow freely to where they are needed most, fostering innovation, infrastructure, and humanitarian progress on a global scale. This model embodies financial inclusivity, ensuring that regions often marginalized by mainstream financial institutions gain access to the capital and opportunities necessary for real transformation.

Humanitarian Funding "Unconventional Finance: Where Development Knows No Borders" Unconventional finance represents a new era in global development, transcending traditional banking boundaries and limitations. By leveraging innovative financial models and platforms, this approach opens doors to inclusive and sustainable growth for all, regardless of geographical or economic barriers. Development without borders signifies that funding and resources can flow freely to where they are needed most, fostering innovation, infrastructure, and humanitarian progress on a global scale. This model embodies financial inclusivity, ensuring that regions often marginalized by mainstream financial institutions gain access to the capital and opportunities necessary for real transformation.

On the lookout for funding sources for sustainable urbanisation projects? 👀 ⁉️ While we wrap up our 3 year programme in India, we have prepared a Funding Organisations Repository which, ▶️ Identifies 27 international organisations that can provide funding for urban projects  ▶️ Provides in a user friendly way, details on sectors, budget, eligibility, application timelines & case studies ▶️ Is applicable to cities, states, national governments, non-government organisations, private sector, etc. The 27 organisations include, 👉 European Organisations/Initiatives such as Horizon Europe, AFD, etc 👉 International Funds such as Gap Fund, GEF, etc 👉 Development Banks such as EIB, KfW, etc 👉 International Foundations such as Rockefeller Foundation, BMGF, etc 👉 Indian Foundations/Organisations such as Tata Trusts, SELCO, etc You can deep dive into the report at https://lnkd.in/eviAHac4 Also, feel free to explore the IURC Knowledge library (https://lnkd.in/gcaPMi4y) which has many more interesting reads. 💡 #sustainableurbandevelopment #funding #urbanandregionalrenewal #carbonneutrality #ecologicaltransition #greendeal #horizoneurope

A very useful document by India team of IURC-AA, along with Ansu Cherian Panagiotis Karamanos Ashish Verma.

Partnership and Progress : AfDB's Journey I) The founding fathers of the modern African states had a particular vision of how to develop Africa. Founding fathers like Jomo Kenyata, Sekou Toure etc. were focus on infrastructure development. The profound quote of Dr. Kwame Nkrumah ‘The black man is capable of managing his own affairs’ was the mantra at the time.  II) This quote reflects the founding fathers emphasis on African self-reliance, independence, and self-determination, which were key principles of their political philosophy. They believed in the ability of Africans to govern themselves and determine their own destiny without external interference or control. III) To achieve this, there was the need for establishment of an independent Africa bank financing the economic and social development of its African member countries. Hence establishment of  the African Development Bank in 1964. The three main brainchild of the African development in 1958 were Dr. Kwame Nkrumah – Ghana; President William Tubman – Liberia and President Sekou Toure - Guinea. IV) Headquartered in Abidjan, Cote d’Ivoire the bank currently has 53 African nations and over 24 non – African nations as its member. Non – regional members helped to increase the banks capital from $250m in 1964 to $6.3billion in 1983. In 2024, the shareholder capital of the bank stands at $318billion with over 2,000 employees. V)The first head or the president of the bank was Mamoun Beheiry of Sudan and currently on its 6th President Akin Adesina from Nigeria . The Bank operations was to Tunis (2003-2013) due to Côte d'Ivoire's political unrest, before returning to Abidjan in 2015. VI) For the past sixty years, the bank has become one of the foremost institutions propelling Africa’s socioeconomic infrastructure on the continent. One of the major priorities of the bank now is to accelerate regional member countries access to universal, reliable and affordable modern energy. VII) AfDB's first project (1967) was Upgrading Kenya's A104 & A2 roads, launching Africa's development journey. Since then, the bank has supported 6,000+ projects with $77 billion in funding last decade including initiatives like Ngandajika Agro-Industrial Programme in DRC, boosting agriculture growth, reducing poverty, and creating sustainable jobs in 22 provinces. VIII) The African Development Bank recognizes the youth as a driving force for continental development. Through the AgriPitch Competition, the bank supports young entrepreneurs in the agriculture sector, fostering job creation and innovation. In 2023, the bank awarded $140,000 to winners, with a focus on empowering women-led businesses. IX) African development will continue to help bridge the infrastructure gap on the continent, whiles accelerating growth in agriculture to end food insecurity whiles boosting industrial growth through innovation and technological drive in Africa. #Africa #youth #women #development #afdb #afdbat60 #MakingADifference

There is an urgent need to address the systemic barriers hindering the development of SMEs in South Africa. Key barriers include limited access to formal financial services, challenges in accessing finance from both formal and informal sources, inadequate awareness and use of business development services, and a lack of knowledge about regulatory requirements such as BEE legislation. To empower SMEs and promote inclusive economic growth, there’s a pressing need for targeted interventions, including enhanced communication and support services, tailored training programs, and the development of accessible knowledge-sharing platforms. By addressing these challenges, policymakers and stakeholders can create an enabling environment where SMEs can thrive and contribute significantly to the economy. This research conducted among Small and Medium Enterprises (SME) in Gauteng in 2008. Read more ..... https://lnkd.in/dai4udgs #SMEdevelopment #InclusiveEconomicGrowth #FinancialInclusion #RegulatoryCompliance #EmpoweringSMEs

How can subnational governments mobilize the resources to deliver on the #SDGs? Learn more in the OECD Centre for Entrepreneurship, SMEs, Regions & Cities's latest blog featuring insights from SDSN's joint research with the OECD. https://lnkd.in/ez5x_ett SDG Transformation Center

I am pleased to announce that today the EIB published the AMIF study on "The potential for financial instruments supporting migrant integration". It can be consulted and downloaded from the fi-compass website (https://lnkd.in/dShw_ifa) The study is divided in two parts: a market assessment report and a design options report. Moreover, there are six country reports covering France, Germany, Italy, Lithuania, Poland and Romania. The analysis considers three sectors: microfinance, housing, and social impact investment (SII). t33 Sound Policy has covered the SII sector. SII can be an innovative way to address migrants’ needs. Despite this still being a nascent market, especially in the EU, several experiences testify to the added value of supporting migrants through these schemes: they can generate a positive social impact on one of the most vulnerable groups in the EU (migrants), by stimulating new and innovative supply actors (investors) to finance demand-side entities often constrained by significant financial needs (enterprises and organisations operating in the social economy). SII schemes for migrants can also generate savings for public administrations. This can be particularly beneficial for public administrations experiencing budgetary constraints which need to allocate their resources even more carefully than in the past. In the design options, we have proposed an incremental four-steps strategy (‘A roadmap to impact’) towards a SII scheme. The strategy allows for adaptability to the different market contexts and offers flexibility to Managing Authorities experimenting with new approaches to social challenges.

To further advance reconciliation through community and program supports, governments can take concrete steps to ensure meaningful engagement and support for Indigenous businesses and initiatives. One of the specific reconciliation actions that governments can provide to Indigenous businesses is Financial Support. Providing funding and grants specifically tailored to support Indigenous entrepreneurs and businesses can help in the establishment, growth, and sustainability of Indigenous-owned enterprises. #IndigenousProsperity #SupportCommunities #TakeAction