empleo

What do we think of when we imagine an indigenous person of Latin America? What’s he or she like? In what environment do we put them? Doing what? Most likely our image includes a canoe or a cabin. A setting without cement or traffic lights. Picturing them crossing a city street is not likely to be the first thing that comes to mind. But the reality is that 49% of Latin America’s indigenous population has migrated to urban areas in recent decades. “The very idea of an indigenous urban dweller challenges our collective representation of what ‘being indigenous’ means,” World Bank social development expert Germán Freire, points out in the interview below. With the International Day of the World’s Indigenous Peoples coming up on August 9 and the 10th-anniversary celebrations of the United Nations Declaration on the Rights of Indigenous Peoples, adopted on September 13, 2007, the time is ripe for us to discuss this challenging issue. Question. Why did so many Latin American indigenous people migrate from their traditional lands to the cities? Response. For several reasons. In many cases, they migrated for the same reasons all Latin Americas do. The cities offer more job opportunities and access to education, health and basic services. In Peru, for example, an indigenous household has a 37% greater chance of being poor if it is in a rural area. But access to education and health seems to be the dominant factor. While primary school coverage sharply increased over the past decade, significant gaps remain, especially at the level of secondary and tertiary education. Additionally, there continue to be serious deficits in rural health services. Often only the most basic services are offered or they are offered in ways that hinder access. Indigenous lands have also come under constant pressure due to expanding agriculture frontiers and extractive industries. For example, a fifth of the Amazon region has mining potential and 20% of these areas of potential exploitation are on indigenous lands. Internal conflicts have also disproportionately affected rural indigenous communities in Guatemala, Colombia and Peru. All these factors help explain why nearly half of the indigenous population of the region resides in urban areas today. In some countries, the percentage is even higher. The urban indigenous population of Argentina is over 80%, for example.  Q. What challenges do Latin American indigenous people face when they decide to migrate to the cities? R. The situation of indigenous peoples in the cities is paradoxical because, although they are generally better off than in their native areas, they also enter the urban context under extremely unfavorable conditions. Their traditional knowledge and practices are not valued in the urban labor market, so they tend to hold poorly paid jobs in the informal sector, with all that this implies in terms of the lack of job and economic security. Once in the cities, indigenous people tend to be relegated to unsafe, unhealthy areas with fewer job opportunities, low quality services and vulnerability to natural disasters. The proportion of indigenous households located in shantytowns is double that of non-indigenous households. All of this poses a major challenge for governments and development agencies because often policies for inclusion and service delivery specifically tailored to the indigenous population were designed with rural communities in mind. The very idea of an indigenous urban dweller challenges our collective representation of what “being indigenous” means. So cities offer numerous opportunities for indigenous peoples, but the flipside of these migrations is that these peoples are exposed to new forms of exclusion and discrimination. The region must step up efforts to develop strategies to close labor, education or housing gaps, for example, without affecting these peoples’ identity or culture. A World Bank study found that a sense of dignity is essential for the success of social inclusion policies. Q. What role do indigenous women play in the urban context? R. A fundamental one. In many cases, women are pioneers in rural-urban migration processes. Migration to cities is sometimes an opportunity to free women from traditional roles and increase their autonomy, even though they face greater challenges than men. Frequently, indigenous women not only earn less than non-indigenous women, but also less than indigenous men. A Bolivian indigenous woman earns an average of 60% less than a non-indigenous woman for the same work. Clearly, they are victims of double discrimination as indigenous people and as women. Despite these gaps, indigenous women play a key role in urban environments. They are bearers of knowledge. For example, they know about traditional medicine. They are also an anchor for children, with their own culture and languages. They are businesswomen who combine aspects of their traditional economies – such as solidarity and bartering – with market aspects. But equally important is their growing participation in public life, in decision-making at the local, national and regional levels. A noteworthy example is that of the Wayúu of the Guajira Peninsula, who hold government, academic and other positions on both sides of the Colombian and Venezuelan border. Women are the axis around which all Wayúu family decisions revolve, and naturally they have taken this role with them to cities such as Riohacha or Maracaibo. Q. How can indigenous peoples contribute to urban development? R. In many ways. Indigenous peoples bring with them alternative views of social organization, organization of space, of relationships with the environment, containment strategies, knowledge of traditional medicine, forms of political participation, architectural proposals, languages, etc. This diversity greatly contributes to the resilience of the urban environment. El Alto in Bolivia is a well-known example of the potential of the city to express indigenous forms of organization and participation in government. Through Neighborhood Boards, the Aymara have not only led efforts to build and administer their urban environment but have also become key political actors at the national level. A less well-known example is in the cities of Buenos Aires and La Plata. Few people know that most of Argentina’s indigenous population is concentrated there, approximately a quarter of the national total. In La Plata, the Nam Qom Community in the Islas Malvinas neighborhood is a wonderful example of dignity and the struggle to improve their inclusion in the urban environment. With little or no outside support, this community has built its own homes, organized community spaces according to their views on solidarity and co-existence, taken collective responsibility for the feeding and care of their children and developed school and extra-curricular initiatives to preserve their language and culture, among other activities. There are many examples like these throughout Latin America but they have received so little attention that they remain largely invisible. This is precisely the major challenge in fostering their inclusion. We have limited knowledge of the needs and opportunities of the urban indigenous population since this topic was not on the region’s development agenda until very recently. Last year’s report Indigenous Latin America in the Twenty-First Century is a call for us to begin thinking about the indigenous population in terms of its diversity. The development models and analytical tools we use today to address their needs and demands do not incorporate the reality that half of the indigenous peoples of the region lives in urban environments, or the fact that there are multiple, overlapping dimensions of exclusion. It is not the same thing to be an indigenous man as it is to be an indigenous women, child or elderly person, for example. I believe that including indigenous peoples in urban development will benefit all of us. In some cities, indigenous peoples make up a considerable share of the population. They have much to contribute to the local economy, to decision-making, to identifying solutions to critical problems of our cities, such as the sustainable use of resources or citizen participation. The region’s greatest treasure is its diversity. It makes sense to include this kaleidoscope of visions and proposed solutions in the urban development of the region.

Organization: World Food Programme
Country: Panama
Closing date: 24 Aug 2017

ABOUT WFP

The United Nations World Food Programme is the world’s largest humanitarian agency fighting hunger worldwide. The mission of WFP is to help the world achieve Zero Hunger in our lifetimes. Every day, WFP works worldwide to ensure that no child goes to bed hungry and that the poorest and most vulnerable, particularly women and children, can access the nutritious food they need.

JOB PURPOSE

WFP is implementing a two years (September 2016-2018) project entitled “El Nino Response in the Dry Corridor of Central America”, funded by the European Union (PRO-ACT). This project is implemented in four Central American countries: El Salvador, Guatemala, Honduras and Nicaragua. Each WFP Country Office has different implementation activities and transfer modalities to support the households most affected by recurrent drought and El Nino, in particular subsistence farmers and day laborers through food assistance, strengthening livelihoods’ resilience to climate-related shocks, and risk management.

The four Central American countries share similar socioeconomic and disaster risk profiles. The Dry Corridor which cuts across the four countries is particularly prone to disasters and has a great vulnerability to shock and food insecurity. Land degradation and deforestation are contributing to the propensity of climate shocks, which result in the loss of crops, seeds and animals, reduced work opportunities, loss of incomes, migration, deepening food insecurity and malnutrition. El Nino came on top of four consecutive years of drought. The main impacts of the drought on affected households are reflecting in the extremely poor dietary diversity and the coping strategy being employed.

PRO-ACT funding from the EU allows WFP to invest in vital resilience building activities through WFP country programmes and capacity development. In order to build community resilience, WFP will therefore strengthen livelihoods by creating and rehabilitating productive assets, intensifying production at household level, diversifying income sources, increasing human capital and providing a safety net for 52,000 beneficiaries.

STANDARD MINIMUM QUALIFICATIONS

Education:

Advanced University degree in International Affairs, Economics, Nutrition/Health, Agriculture, Environmental Science, Social Sciences or other field relevant to international development assistance, or First University Degree with additional years of related work experience and/or trainings/courses.

Language:

Experience:

International Professional: Fluency (level C) in English language and Spanish.

At least 5 years of experience in this field, with specific focus on resilience*.*

KEY ACCOUNTABILITIES (not all-inclusive)

Under the overall supervision of the Senior Programme Advisor of the Programme Unit in the WFP regional bureau, the incumbent will be expected to perform the following tasks:

1. Provide advice and support to the four Central America Country Offices (COs) delivering a complex portfolio of programed and ensure that policy and programme operations are consistent with WFP policies, Executive Board decisions, and other relevant guidance;
2. Provide technical advice or mobilize technical expertise on resilience activities, transfer modalities and appropriate food products;
3. Be proactive in testing innovative approaches, particularly the WFP three-pronged approach, including the Integrated Context Analysis (ICA), the Seasonal Livelihoods Programming Consultations (SLP) and the Community-based Participatory Planning;
4. Coordinate experience sharing visits among the Country Offices, including WFP staff, national authorities and project participants, in order to spread best practices in the region.
5. Support Country Offices efforts to strengthen sustainable mechanisms for the project activities, including asset management and maintenance in the local/community level.
6. Develop strategies with COs to support government efforts to reduce hunger and malnutrition;
7. Liaise with senior stakeholders of governments and other partners in relation to the project and also liaise with the sub-regional intergovernmental organizations such as the Coordination Center for Natural Disaster Prevention in Central America (CEPREDENAC) and the Central American Commission on Environment and Development (CCAD) bodies;
8. Keep donor regularly informed and updated on the development of the project and prepare reports in line with the Project timeline. Coordinate all information and feedback from the four COs and the donor serving as the main WFP focal point to the donor;
9. Maintain established strategic partnerships to identify opportunities for collaborative approaches and initiatives that improve assistance packages and support advocacy work;
10. Enhance WFP’s leadership status in different forums on subjects related to the project and development contexts and other related issues through direct participation, briefings, information products and other materials;
11. Manage or oversee operational research and evidence building on issues relevant to resilience/food assistance;
12. Manage or oversee preparation and dissemination of timely analytical reports, publications, press releases and communication/visibility material, and a variety of information products or proposals for internal or external use in collaboration with relevant units and sections at country and regional levels;
13. Organize and manage the yearly joint working sessions with all the country offices, prepare and revise work plans;
14. Advise and support the development of functional training in areas of expertise to enhance the capacity of WFP staff and partners to design and deliver effective food assistance programmes;
15. Ensure the best use of assigned financial resources for achievement of set objectives within a significant budget, and manage the assigned funds;
16. Lead, motivate and develop a team – at country and regional levels – to enable high performance;
17. Take responsibility for incorporating gender and protection perspectives in all areas of work, to ensure equal participation of women and men in accordance with WFP policies, strategies, guidelines and manuals;
18. With support from the RB M&E Advisor, lead and guide all the necessary monitoring and evaluation work required (baseline, follow-up survey and end studies), from a quantitative and qualitative perspectives.
19. Any other task, as required by the Senior Programme Advisor in relation to the Project.

DESIRED EXPERIENCES FOR ENTRY INTO THE ROLE

• Has worked in a WFP Country Office, Regional Bureau or Headquarters;
• Has worked and has knowledge and expertise on resilience, and/or food assistance for assets and/or experience working with small holder farmers and cooperatives (P4P).
• Has led a country office programme team or a substantial component of a complex programme.
• Has gained direct experience of different programme approaches (e.g. gender, protection, cash-based transfers, etc.)
• Has worked with government agencies and gained policy experience.
• Has led team in strategic discussions.
• Has dealt with donors and senior government stakeholders.

KNOWLEDGE AND SKILLS

Good analytical skills; resourcefulness, initiative, maturity of judgement, tact, negotiating skills; ability to communicate clearly both orally and in writing; ability to work in a team, and establish effective working relations with persons of different national and cultural backgrounds. Ability to cope with situations which may threaten health or safety; flexibility in accepting work assignments outside normal desk description. Demonstrated ability to develop and maintain effective work relationships with counterparts and staff within the office, host population, donors, NGOs and other UN agencies; ability to establish priorities and to plan, coordinate and monitor own work plan and those under his/her supervision. Ability to deal patiently and tactfully with people of different national and cultural backgrounds.

DEADLINE FOR APPLICATIONS

Deadline for applications is 24 August 2017. Applications received after the deadline will not be considered.

How to apply:

Go to:

https://career5.successfactors.eu/sfcareer/jobreqcareer?jobId=59962&company=C0000168410P&use…=

Click on Apply and follow directions to create online CV

Step 1: Register and create your online CV.

Step 2: Click on “View Vacancy” to read the position requirements and “Apply” to submit your application.

NOTE: You must complete Step 1 and 2 in order for your application to be considered for this vacancy.

Organization: Mines Advisory Group
Country: Peru
Closing date: 03 Sep 2017

Start date: Approx. October 2017. The total salary package for this position is £53,004- £59,172 including basic salary and cost of living allowance.

About MAG:

MAG saves lives and builds futures by working with others to reclaim land contaminated with the debris of conflict, to reduce the daily risk of death or injury for civilians, and to create safe and secure conditions for development. MAG shared the 1997 Nobel Peace Prize as a founding member of the International Campaign to Ban Landmines for our work to ban landmines. Our vision is a safe and secure future for men, women and children affected by armed violence and conflict.

About the Peru programme:

This is a new project subject to funding and a successful bid, but looking to start from October 1 2017 onwards, the project will be delivering Physical Security and Stockpile Management activities in support of improved regional security and stability.

About the role:

As a senior technical manager, you will be responsible for ensuring quality, safety and efficiency in our PSSM operations, managing and delivering EOD training to senior national military staff as well as assessing, planning and delivering large scale demolition activities with the host authority. You will hold a minimum EOD3 qualification and have experience of implementing Physical Security and Stockpile Management operations in challenging environments. Working closely with and reporting to the Country Representative, you will be accountable for ensuring the highest quality of programming. You will also support the Country representative in developing the programme’s technical strategy and delivery. The role will also involve extensive in-country travel to remote locations.

About you:

You will have excellent people and project management skills with the ability to coordinate, design, manage, improve and report on technical operations. You must be qualified and experienced in Physical Security and Stockpile Management work, with previous experience working for a similar organisation, either in the humanitarian or commercial sector. This is a demanding yet highly rewarding position that will be suited to a highly motivated, solution-focused and flexible manager. You will need previous experience of managing all phases of large-scale technical operations as well as high quality reporting skills. We are currently seeking applications from fluent Spanish and/or and English speakers

How to apply:

For the further information on the role, the application form and details of how to apply, please visit, the MAG website at www.maginternational.org/vacancies-at-MAG as soon as possible, applications will be reviewed on an ongoing basis and the vacancy removed once filled.

Organization: Mines Advisory Group
Country: Peru
Closing date: 03 Sep 2017

The total salary package for this position is £33,384 – £36,972 GBP including basic salary and cost of living allowance.

About MAG:

MAG supports the development of countries emerging from conflict by finding and destroying the explosive remnants of war, so that communities can raise their families and pursue their livelihoods in a safe and secure environment, free from fear of death or injury. One predominate area of focus in MAG’s programmes across Africa is Arms Management and Destruction (AMD) work, working with national defence and security authorities towards the safe storage management as well as destruction of weapons and munitions. These programmes include Chad, Burkina Faso, DRC, Sierra Leone and others.

About the Peru Programme

This is a new project subject to funding and a successful bid, but looking to start from October 1 2017 onwards, the project will be delivering Physical Security and Stockpile Management activities in support of improved regional security and stability.

About the role:

The role would be based in Lima with travel to Pisco and potentially other Departments in Northern Peru. MAG is seeking expressions of interest from fluent Spanish and English speaking candidates to manage our new programme in Peru. The Country Representative will be responsible for ensuring that all project objectives are met, which will include overseeing the day to day management and support of the country team. With support from the Regional Director, the Country Representative will also oversee setting up all aspects of in-country registration including financial, administrative, security, HR and logistics elements of the project. As part of this a key element of the role will be successful liaison with local authorities, and the donor representative.

About you:

Previous experience in Mine Action is not required but you should have previous experience in overseas project management roles, within an international aid/humanitarian organisation. You will also need experience across the range of project management functions, including experience of managing national staff and the ability to motivate a team. Fluent Spanish and English language skills are essential for this post.

How to apply:

For the further information on the role, the application form and details of how to apply, please visit, the MAG website at www.maginternational.org/vacancies-at-MAG as soon as possible.

Organization: International Executive Service Corps
Country: Dominican Republic
Closing date: 12 Sep 2017

Exporting Quality and Safety (EQS) Program

Midterm Performance Evaluation Scope of Work

International Executive Service Corps (IESC) invites proposals from qualified, independent third-party individuals or firms to conduct a midterm performance evaluation of the EQS Program funded under the United States Department of Agriculture (USDA) Food for Progress mechanism.

Background

IESC is currently implementing EQS in the Dominican Republic, a USD $15 million program which runs from October 2015 to September 2019. IESC is the lead implementer with sub-partners Centro para el Desarrollo Agropecuario y Forestal (CEDAF), Florida Agricultural and Mechanical University (FAMU), and the World Food Logistics Organization / Global Cold Chain Alliance (WFLO/GCCA). The program aims to increase productivity and sales for domestic and export markets of high-value fruit and vegetable global value chains: avocado, cacao, pineapple, and greenhouse and oriental vegetables. The program will improve product quality, increase production and efficiency, increase the value of post-harvest products, and improve market and marketing linkages.

EQS is organized under the following five activity areas:

1. Capacity Building: Producer Groups and Cooperatives;

2. Capacity Building: Trade Associations;

3. Cold Chain Improvement;

4. In-kind Grants: Equipment; and

5. Public Information Campaign: Disperse Improved Market Information.

EQS activities are designed to work primarily with value chain aggregators, such as producer organizations (clusters and associations), cooperatives, packinghouses, processors, and trade associations to reach middlemen traders and producers. The program looks at end markets to determine growth-related demand and requirements, in turn focusing on technical solutions related to productivity losses (e.g., orchard underperformance, technology gaps) and product losses (e.g. spoilage, cold chain mismanagement, point of entry refusal, and food safety). The program’s interventions have focused on productivity and product losses of 30 percent or higher in the first two years in order to achieve the end-of-year-two target results related to volume (40,000 MT from a baseline of 32, 688 MT) and sales ($55 million USD from a baseline of $33.7 million USD). Losses can also be defined as not having access to key markets due to certain product bans (e.g. Medfly, Thrips, and other contamination) or refusals based on import inspections. The program has endeavored to work with a significant number of beneficiaries in each value chain to achieve the end-of-year-two targets (3,440 direct and 17,200 indirect beneficiaries), which should then allow the transformation needed for continued and sustained growth as further market-driven scaling and sector-wide replication occur.

EQS is monitoring a total of 36 result and activity indicators, of which 32 had a baseline of zero and four had baseline data established within six months of program start-up. We will provide full results framework, indicator table, and baseline study to interested applicants.

EQS is carrying out activities in the areas of Santo Domingo, La Vega, San Juan, Santiago, San Cristóbal, San José de Ocoa, Monte Plata, Monseñor Nouel, Duarte, Samaná, Puerto Plata, Peravia, Sánchez Ramírez, and Azua provinces.

Purpose of Midterm Performance Evaluation

Per USDA’s Food Aid Division (FAD) M&E Policy, the purpose is to critically and objectively review and take stock of EQS’ program implementation, assess relevance of interventions, provide early signal of effectiveness of interventions (or lack of), document lessons learned, assess sustainability efforts to date, and discuss/recommend mid-course corrections as necessary.

Objectives and Evaluation Questions

Specifically, the evaluator/evaluation team will assess the following:

1. Program design, implementation, and efficiency

   1. Is the program on track to reach specified targets at midpoint and by end of the program?

   2. Specifically, what percent is on track and what percent is not on track?

   3. For targets, not on track to be met, specify changes (if any) to the initial assumptions or within the operating context that warrant a review and recommended revision of the targets.

   4. What have been the main reasons behind current achievement against result and activity indicator targets?

   5. Specifically, what should be maintained and/or scaled up?

   6. What have been the major challenges to program implementation and how has EQS responded to these challenges?

   7. Specifically, to what extent has the Med-fly ban affected program implementation?

   8. To what extent did unexpected heavy rains in the Fall of 2016 affect oriental vegetable exports?

   9. What, if any, unintended but important direct results (positive or negative) have occurred?

   10. How should these be assessed in the overall program context?

   11. How has EQS responded to these?

   12. To what extent is staffing, management, and oversight costs suitable given the number/scope of activities carried out?

2. Relevance of interventions

   1. To what extent do EQS activities address the core issues of target beneficiaries?

3. Effectiveness of interventions

   1. Which interventions/activities have the highest potential in being the most effective approach to achieve the program’s higher-level results (increased agricultural productivity and more market transactions)

   2. How effective is EQS at reaching women beneficiaries? What could be done to improve women’s participation?

   3. How effective has the training approach been to build and/or enhance capacity of target beneficiaries?

   4. To what extent do public authorities and private sector partners have an influence (positive or negative) on the achievement of program objectives?

4. Sustainability efforts to date

   1. What factors contribute towards sustainability of program results and how has EQS focused on these?

   2. Is there a well-developed exit strategy?

Methodology Guideline

The evaluator/evaluation team should use a mixed methods approach, including but not limited to quantitative surveys, focus group discussions with target beneficiaries, and key informant interviews with government officials and relevant public/private stakeholders including EQS staff and USDA.

The data collection tools for collection of key data should be similar to the tools used during the baseline study or during routine monitoring (to the extent possible) so that results may be comparable.

The quantitative sample size should ensure a 95% confidence level with a 5% margin of error. The total direct beneficiaries as of March2017 is 698, which could be used for the sampling frame.

The evaluator/evaluation team will meet with IESC and USDA to discuss proposed methodology prior to initiating evaluation activities.

Key Activities

The evaluator/evaluation team will undertake the following key activities:

1. Desk review

   1. Review program-related documents including:

   2. EQS agreement and any modifications

   3. Approved M&E plan

   4. Baseline study report

   5. Semi-annual reports 1, 2, 3, and 4

   6. Approved work plan

   7. USDA M&E policy

   8. Value chain assessment reports

   9. Beneficiary mapping report

   10. Any other relevant program documents provided by IESC

   11. Review other relevant documents to understand the operating environment in which EQS operates:

   12. Biweekly communiques

   13. Program Facebook Page

2. Develop and finalize evaluation methodology

   1. In collaboration with IESC and USDA,

   2. Confirm sampling frame and finalize sampling technique and sample size;

   3. Develop and propose survey design and data collection tools for quantitative survey, follow-up focus group discussions, and key informant interviews. Refine or create any tools necessary to answer the evaluation questions; and

   4. Based on the desk review, propose any additional topics or issues for analysis in the final evaluation at the end of the program.

3. Field data collection

   1. Plan and coordinate all necessary logistics to conduct evaluation.

   2. In terms of office space, the evaluator/evaluation team will co-locate with the EQS program in Santo Domingo. The evaluator/evaluation team will also receive assistance from EQS in locating relevant beneficiaries. Other than this, all resources (HR and material) should be arranged by the evaluator/evaluation team.

   3. Translate, pre-test, and finalize data collection tools including survey instruments and focus group questionnaire.

   4. Train enumerators, as needed.

   5. Carry out fieldwork with liaison support from EQS staff, particularly M&E manager and analyst.

4. Data analysis and reporting

   1. Scrub, synthesize, analyze, and interpret data from survey, focus groups, and interviews.

   2. Prepare and submit datasets with relevant documents to EQS and USDA.

   3. Prepare a draft evaluation report addressing the objectives and questions of this midterm evaluation as well as propose course correction or scale-up recommendations for review by EQS.

   4. Present evaluation findings in-person to EQS, and relevant stakeholders

   5. Submit final report.

Timeframe and Proposed Level of Effort

This contract should take about eight weeks starting on or about October 16, 2017. An illustrative timeline is presented below.

Activity

Level of Effort

Due Date

Comments

Desk review

2 days

NA

Does not have to be consecutive days

Kick-off meeting with USDA and IESC staff to discuss expectations, protocol, methodology, and timeline

1 day

TBD

IESC/EQS staff to coordinate.

Develop draft evaluation work plan (including methodology and draft data collection tools)

5 days

TBD

Present draft evaluation work plan to USDA and IESC. Refine based on comments received.

2 days

TBD

IESC/EQS staff to coordinate presentation date and location.

Field work/data collection

15 days

NA

Includes training of enumerators, if needed.

Data entry and scrubbing

3 days

NA

Data analysis and report writing

8 days

NA

Submit draft report to IESC for comments and clarifications

NA

Within 7 weeks of contract signing

EQS and USDA will review and provide comments within 5 days of receiving draft report

Prepare oral presentation of findings to USDA, IESC/EQS, and relevant stakeholders and conduct presentation.

2 days

TBD

IESC/EQS staff to coordinate presentation date, location, and required attendees.

Finalize report and submit to IESC.

3 days

Within 8 weeks of contract signing

Submit to IESC and USDA

Deliverables

1. Evaluation work plan that describes the following:

   • Understanding of the program based on desk review and kick-off meeting

   • Final evaluation methodology, including detailed sampling plan, field work plan, and any limitations of the proposed approach

   • Description of planned quality control measures

   • Description of communication protocol

   • Final timeline

2. Electronic copies of all clean and final versions of data collection tools, both in English and Spanish

3. Clean and final versions (both English and Spanish) of quantitative datasets and qualitative transcripts in agreed upon format

4. Electronic draft midterm evaluation report in English, addressing all evaluation objectives and questions

5. Oral presentation materials of evaluation findings in agreed upon format

6. 15 – 20 high quality pictures of the process

7. Electronic English version of the final evaluation report in PDF and Word, as well as two printed copies in color (one for USDA/DR and one for the EQS office). The final report should include, but not limited to:

   • List of acronyms/abbreviations

   • Table of contents

   • Executive summary

   • Background

   • Detailed evaluation methodology

   • Findings

   • Recommendations for the remainder of the program

   • Annexed scope of work

   • Annexed data collection instruments

Qualificatons and Selection Criteria

All interested parties will be assessed based on the following:

1. Experience conducting evaluations of economic growth programs

2. Knowledge of USDA Food for Progress programs

3. Experience using various quantitative and qualitative methodologies

4. Fluency in both English and Spanish required

5. Clarity of thought process aand writing style, as evidenced in technical proposal

6. Previous experience in the DR highly preferred

How to apply:

Submission Requirements

All interested parties should submit the following:

1. Technical proposal (not to exceed 8 pages on typed single-space 8 ½ by 11 paper) that includes:

   • Proposed approach to the evaluation

   • CV(s) of evaluator/evaluation team and specific roles/responsibilities of each

   • At least 2 references of other clients for which similar evaluation assignments were undertaken with contact information for each one

   • If bidder is a firm, submit organizational capacity statement.

2. Itemized budget with narrative explanation of line items.

Submit electronic application on the link below by September 12, 2017 with subject line EQS Midterm Evaluation. https://chp.tbe.taleo.net/chp01/ats/careers/v2/applyRequisition?org=IESCORG&cws=39&rid=569

Organization: UN Children’s Fund
Country: Honduras
Closing date: 14 Aug 2017

UNICEF es un organismo especializado de Naciones Unidas cuya función es la de promover la vigencia de los principios y derechos contenidos en la Convención sobre los Derechos del Niño. Para ello UNICEF se alía con gobiernos centrales y locales, organizaciones de la sociedad civil y otros organismos de cooperación para promover compromisos nacionales e internacionales que conviertan en realidad los principios enunciados en la Convención.

El enfoque de trabajo para el nuevo Programa de País 2017-2021 es el de fortalecer sistemas de promoción y protección de derechos de la infancia en el nivel municipal, centrándose en la niñez en condiciones de mayor desventaja. Comprende cuatro componentes: a) desarrollo de la primera infancia, b) educación inclusiva y de calidad, c) protección de la niñez frente a la violencia, d) inclusión social y monitoreo de los derechos del niño.Entre los diferentes productos establecidos en el proyecto ProNiñez para fortalecer el Sistema de promoción y protección de derechos de la infancia, existen dos relacionados con la gestión de la evidencia para mejorar el diseño e implementación de la política pública. Estos son:

1121 Los sistemas institucionales de recopilación de datos ya existentes dentro del sistema nacional de protección infantil están bien coordinados y están generando información analítica de calidad desagregada por ciclo de vida, sexo y otras categorías analíticas pertinentes.

1122 Creado un Observatorio Nacional para los Derechos de la Niñez para vigilar la implementación de las normas internacionales y regionales de derechos humanos aplicables y las recomendaciones del CDN, CEDAW y otros comités pertinentes de NNUU y del Sistema Interamericano de los Derechos Humanos.

En el país existen esfuerzos precedentes que servirán de base para la consecución de los productos anteriormente mencionados. Por ejemplo, el INE con el apoyo de UNICEF ha desarrollado un Sistema de Información sobre Niñez, Adolescencia y Mujer, denominado SISNAM Se trata de un producto elaborado con la tecnología DevInfo, el cuál facilita la organización de bases de datos y la presentación de indicadores de desarrollo social relacionados con niñez en base a la información que se puede extraer principalmente de Encuestas de Hogares y Encuestas de Salud. Sin embargo, aún hace falta una revisión del sistema para incorporar otros indicadores complementarios que permitan dar seguimiento integral a los temas relevados en la Convención de los Derechos del Niño o los Objetivos de Desarrollo Sostenible. Uno de los compromisos del INE con las instituciones miembros del comité SISNAM es el fortalecimiento de los registros administrativos de las mismas para la generación de datos con oportunidad, calidad y validez.

Por otro lado, la Dirección de Niñez, Adolescencia y Familia tiene como una de sus estrategias institucionales la instalación de un Observatorio Nacional en materia de Niñez, Adolescencia y Familia, entendiéndose como una instancia o programa oficial y de carácter nacional que articule las políticas públicas y las acciones de vinculación interinstitucional, que facilite el monitoreo, la evaluación objetiva al respeto y cumplimiento de los derechos de la niñez y la familia ejecutada a través de las políticas públicas antes mencionadas, que abra un espacio de reflexión e interacción entre actores estratégicos, quienes trabajan en materia de niñez, adolescencia y familia y ejecutar iniciativas, estudios e investigaciones o sustentar políticas públicas a nivel local y nacional.

Entre los retos que se vislumbran para un observatorio de derechos de la niñez están: elaborar una visión precisa de la situación de la niñez, adolescencia y familia a nivel nacional; abordar los temas, consultas o problemas tanto de carácter de investigación o denuncia, como también de demanda; determinar las tendencias, formulación y ejecución de las políticas de protección social; poner en común información objetiva sobre buenas prácticas para la planificación y la organización de intervenciones; y proporcionar a los responsables de la aplicación de políticas los datos acreditados necesarios para el diseño de estrategias nacionales y regionales sobre protección, prevención, oportunidades y competencias como la evaluación de éstas.

La implementación de un observatorio de derechos de la niñez sería un llamado de responsabilidad compartida entre el Estado a través de la DINAF y los grupos colectivos de sociedad civil, academia, cooperantes externos, empresa privada, ONGs y otras organizaciones interesadas. En este contexto, el observatorio será un referente nacional en materia de monitoreo y evaluación para dar seguimiento a la aplicación de políticas públicas a nivel nacional. Se prevé que el observatorio desempeñara un papel fundamental puesto que los datos, información e investigación, facilitarán y permitirán la objetividad de cualquier sistema de seguimiento y también la toma de decisiones en materia de niñez, adolescencia y familia.

Se necesita contratar los servicios de un consultor que apoye al Instituto Nacional de Estadística y la Dirección de Niñez, Adolescencia y Familia para avanzar en la construcción de una hoja de ruta que permita la consecución de estos dos productos que están muy relacionados.

Objetivo de la Consultoría

Apoyar al INE y a la DINAF en la construcción participativa de un diseño y hoja de ruta que sirva de guía práctica para tomadores de decisión y grupos técnicos en la implementación de un Sistema de indicadores y un Observatorio del cumplimiento de los derechos de la niñez en Honduras.

Para ello, se deberá facilitar procesos que conduzcan al logro de los siguientes objetivos específicos:

Definir un set de indicadores estandarizados a ser monitoreados periódicamente como parte del Sistema de Promoción y Protección de los Derechos de la Niñez en Honduras basado en los principales marcos de seguimiento a los derechos de la niñez (Convención de Derechos de la Niñez, Código de la Niñez, Agenda 2030, Visión de País, etc.).

Inventariar las fuentes de información existente a nivel de instituciones centrales de gobierno, academia y organizaciones de sociedad civil relevantes para la construcción del sistema de indicadores estandarizados sobre derechos de niñez.

Facilitar junto a sectores de Gobierno, Sociedad Civil y Academia un proceso participativo de intercambio de experiencias con otros países para definir conceptualmente el Observatorio del cumplimiento de los derechos de la niñez en Honduras, delimitando su propósito, principios, enfoques, características, funciones, estructura general y productos esperados.

Elaborar una propuesta metodológica, hoja de ruta y estrategia de sostenibilidad para la implementación de un sistema de indicadores y un Observatorio de derechos de niñez.

Actividades y/o Responsabilidades Principales

Para lograr el objetivo general de esta consultoría será importante desarrollar un proceso por etapas conforme a una metodología definida, teniendo en cuenta los diferentes contextos, tiempos, recursos y estructura disponibles. Además, un proceso en etapas permitirá el apropiamiento y desarrollo de capacidades por parte del personal técnico del INE, DINAF y otros actores relevantes para llevar a delante esta tarea. Por ello, se ha considerado clave partir de diferentes diagnósticos y revisión de otras experiencias, que brinden insumos para analizar obstáculos y lecciones aprendidas, así como también ideas para adoptar definiciones nacionales, plantear enfoques, lineamientos estratégicos y operativos que servirán de marco referencial para el diseño de las hojas de ruta. Entre las principales actividades que se contemplan para llevar a cabo esta consultoría están:

Revisión de literatura relevante sobre el tema

Preparación de una propuesta metodológica para lograr los objetivos de la consultoría y cronograma de trabajo en el que además de señalar actividades, se identifique los hitos o productos que se irán entregando mensualmente.

Facilitación de un proceso participativo para la definición de una propuesta de indicadores estandarizados basados en la Convención de los Derechos del Niño y los Objetivos de Desarrollo Sostenible con el propósito de dar seguimiento a la situación de cumplimiento de derechos de la niñez (con el apoyo del INE).

Inclusión de indicadores específicos de género en la propuesta de sistema de indicadores.

Preparación de protocolos e instrumentos, así como facilitar su aplicación para llevar a cabo un inventario de las fuentes de información para alimentar el cálculo periódico de los indicadores definidos arriba al mayor nivel de desagregación posible.

Identificación de los retos y limitaciones que enfrentan las instituciones, centros y/o organizaciones identificadas para generar y compartir información (descripción de los mecanismos de flujos de información)

Preparación y desarrollo de un foro para conocer experiencias de observatorios de la región para identificar buenas prácticas y lecciones aprendidas en la definición e implementación de un observatorio de derechos de la niñez en Honduras (con apoyo de DINAF).

Desarrollo de talleres participativos para consensuar y validar elementos importantes en la definición y diseño del observatorio (con apoyo de DINAF).

Identificación y caracterización de las principales instituciones centrales de gobierno, academia y organizaciones de sociedad civil relevantes como fuentes de información para el sistema de indicadores y el Observatorio.

Preparación de protocolos e instrumentos, así como facilitar su aplicación para consensuar y validar mecanismos de funcionamiento, pasos para la implementación y recomendaciones para la sostenibilidad que sirvan de base al diseño de las hojas de ruta para implementar el sistema de indicadores y el observatorio.

Preparación de documentos de conceptualización y hoja de ruta para la implementación de un sistema de indicadores y un observatorio sobre derechos de la niñez

Productos Esperados

Plan y cronograma de trabajo.

Elaborada propuesta de indicadores estandarizados basados en la Convención de los Derechos del Niño y los Objetivos de Desarrollo Sostenible con el propósito de dar seguimiento de la situación de cumplimiento de derechos de la niñez.

Propuesta preliminar de indicadores basados en la literatura internacional.

Propuesta preliminar de indicadores específicos de género.

Propuesta final consensuada, validada y respaldada por fuentes de información existentes que permitirán el cálculo de los indicadores.

Elaborado inventario y línea de base de las fuentes de información provenientes de instituciones centrales de gobierno, academia y organizaciones de sociedad civil relevantes

Centros/instituciones/organizaciones proveedoras de información en materia de niñez, identificadas y caracterizadas.

Protocolos e instrumentos elaborados para recoger información (los datos/información que generan, procesan y utilizan, los medios y metodologías utilizadas para la generación, procesamiento y análisis de la información, principales usuarios identificados, capacidades y conocimientos técnicos de los funcionarios a cargo del manejo de los sistemas, etc.)

Documento de inventario, incluyendo los retos y limitaciones que enfrentan los diferentes actores generadores de información identificados y la descripción de los mecanismos de los flujos de información.

Realizado foro de observatorios de la región, especialmente en materia de derechos de la niñez, habiendo identificado buenas prácticas y lecciones aprendidas tanto en el diseño como en la implementación.

3 ó 4 observatorios regionales identificados que cuenten con buenas prácticas que puedan ser replicables en el país.

Encuentro regional de observatorios organizado y preparado logísticamente.

Encuentro regional de observatorios llevado a cabo y sistematizado.

Sistema de indicadores y Observatorio de los derechos de la niñez conceptualizado y hoja de ruta elaborada para su implementación

Documento marco de conceptualización en el que se incluya: definición, propósito, principios/enfoques, características, funciones, metodología, estructura de personal, indicadores de monitoreo, fuentes y flujos de información, productos esperados, etc.

Hoja de ruta para la implementación que explique: las estrategias para la implementación, las fases para llevar a cabo el proceso, los sistemas y procesos para asegurar continuidad, los procesos de actualización periódica de la información, procesos de actualización de mapeo organizaciones relevantes para alimentar el sistema de indicadores y el trabajo del observatorio, cómo desarrollar procesos de comunicación de evidencia y abogacía en favor del cumplimiento de los derechos de la niñez.

Perfil Requerido

Formación académica

Formación de posgrado en el área de Ciencias Sociales, Económicas, Estadística, Ingeniería y/o afines.

Formación en materia de derechos humanos, derechos de la niñez y enfoque de género.

Experiencia

Al menos diez años de experiencia general.

Al menos tres años de experiencia especifica en temas de monitoreo, evaluación e/o investigación.

Diseño de instrumentos para la recolección de datos cuali y cuantitativos.

Planificación estratégica y operativa.

Facilitación de procesos de consulta.

Competencias

Habilidades analíticas, de redacción y comunicación demostrables a través de publicaciones relevantes para los fines de la consultoría.

Familiaridad con un enfoque de niñez, demostrable a través de trabajos anteriores

Redacción de informes técnicos bajo enfoque de derechos de la niñez y humanos.

Criterios de Selección

La selección del profesional se hará basada en los siguientes aspectos y ponderaciones:

Conocimiento (incluyendo el conocimiento deseable): 20%

Experiencia (incluyendo la experiencia deseable): 25%

Propuesta técnica:25%

Costo (incluyendo movilización): 30%

Duración y Fecha Estimada del Contrato

Nueve (9) meses a partir de la firma del contrato.

Lugar de Trabajo

1. Lugar de desarrollo de la Consultoría:

La consultoría se desarrollará en la ciudad de Tegucigalpa

2. Visitas al campo:

No se prevén visitas fuera de la ciudad de Tegucigalpa.

3. Viajes aéreos o terrestres:

N/A

4. Viáticos:

N/A

5. Espacio y equipo de Oficina:

El consultor procurará su propio espacio de oficina y equipo. En caso de ser necesario y para reuniones de coordinación UNICEF podrá procurar un espacio de trabajo. Se realizará también solicitud con las autoridades del INE y DINAF para que brinden un espacio de trabajo en esas instituciones cuando el consultor deba trabajar en coordinación con ellos.

6. Seguros:

El consultor adquirirá sus propias pólizas de seguro para soporte de gastos médicos y/o de accidentes personales que le cubran estas eventualidades mientras dure el presente contrato. UNICEF no asume responsabilidad por algún accidente que el consultor pudiera sufrir, ya que este contrato no supone relación patronal de ningún tipo.

7. Entrega de productos y/o reportes:

El consultor entregará los productos y reportes acordados por medio electrónico, en lenguaje universalmente aceptable y a satisfacción de la supervisión de esta consultoría. Los gastos de emisión y entrega de estos productos/reportes, correrán por cuenta del consultor.

8. Reserva de derechos de propiedad:

Todos los documentos, materiales o productos de la presente consultoría son propiedad de UNICEF y no podrán ser utilizados por terceros sin su autorización.

Honorarios y forma de pago

Sujeto a condiciones establecidas en el contrato. Pago contra entrega de factura y productos esperados en el acápite IV y a entera satisfacción de la supervisión del contrato.

5% a la entrega del Producto 1

20% a la entrega del Producto 2

25% a la entrega del Producto 3

25% a la entrega del Producto 4

25% a la entrega del Producto 5

Fecha de Cierre Para las Ofertas

La fecha límite de entrega será el 13/08/2017 a las 24 horas de Tegucigalpa, Honduras

Aplicaciones

El interesado en aplicar a esta consultoría debe entregar lo siguiente:

Una carta de aplicación donde destaque el conocimiento, experiencia y competencias relevantes para el desarrollo de esta consultoría.

Su hoja de vida actualizada que incluya enlaces a las páginas web donde se acceda a las publicaciones realizadas (en caso de que no estén disponibles en línea, se solicita que se adjunten las más representativas a la carta de aplicación en físico).

Una propuesta técnica en la que describa brevemente el proceso que llevaría a cabo para desarrollar la consultoría.

Una oferta económica que incluya sus honorarios profesionales a suma alzada para la realización de la consultoría.

Applications submitted without a daily/monthly rate will not be considered.

UNICEF is committed to diversity and inclusion within its workforce, and encourages qualified female and male candidates from all national, religious and ethnic backgrounds, including persons living with disabilities, to apply to become a part of our organisation.

How to apply:

UNICEF is committed to diversity and inclusion within its workforce, and encourages qualified female and male candidates from all national, religious and ethnic backgrounds, including persons living with disabilities, to apply to become a part of our organization. To apply, click on the following link http://www.unicef.org/about/employ/?job=506480

En Colombia, 64 por ciento de las personas planifican sus gastos para menos de un mes o, peor aún, no cuentan con ningún plan para calcular el dinero que van a gastar, de acuerdo con datos del Banco Mundial. Ante esta realidad, el gobierno de Colombia lanzó en junio 2017 la Es­trategia Nacional de Educación Económica y Financiera (ENEEF) orientada a mejorar la formación en dichas áreas en las distintas etapas de la vida de las personas. Su objetivo es lograr que dicha educación llegue a todos los colombianos y facilite el cambio hacia un mayor crecimiento, capacidades y confianza en el uso de recursos económicos personales, de los negocios, y de la economía del hogar, además de hacerle frente al fraude. La estrategia, que contó con el apoyo técnico del Banco Mundial y tuvo en cuenta las características del país y las buenas prácticas de la OCDE, priorizará sus esfuerzos en cinco segmentos poblacionales: ·        Educación formal —es decir niños, niñas y jóvenes—; ·        Población en etapa laboral activa; ·        Población vulnerable; ·        Microempresarios; ·        Protección de la vejez y la previsión para el retiro. Además, incorporará un sistema de monitoreo que permitirá evaluar su impacto y hacer seguimiento a las metas establecidas. El Ministro de Hacienda, Mauricio Cárdenas, aseguró que a través de esta estrategia los colombianos podrán tomar decisiones más informadas en el manejo de sus finanzas y protegerse frente al fraude y otros riesgos, además de contribuir así con la estabilidad económica del país. Esta iniciativa también ha puesto a disposición del público el primer portal web de educación económica y financiera del gobierno: http://www.pesospensados.gov.co/ . Allí los colombianos podrán consultar y aprender sobre presupuesto, ahorro, crédito, seguros, pensiones, inversiones, productos y servicios, protección y prevención del riesgo, entre otros. Los contenidos y los ejercicios de la página han sido adaptados y enriquecidos con la experiencia de diferentes entidades que trabajan en el tema como son la Superintendencia Financiera de Colombia, el Fondo de Garantías de Instituciones Financieras (Fogafin), el Banco de la República, la Banca de las Oportunidades y Asobancaria. “Una estrategia nacional de educación económica y financiera (EEF) permitirá orientar y canalizar mejor la oferta de programas sobre educación financiera a los diferentes sectores de la sociedad. Asimismo, el crecimiento económico de un país trae consigo la necesidad de que los individuos sepan cómo manejar sus finanzas personales de tal manera que puedan beneficiarse de un sistema financiero más desarrollado”, dijo Issam Abousleiman, Gerente del Banco Mundial para Colombia. Beneficios para jóvenes y adultos Los estudiantes en etapa escolar pueden ser particularmente vulnerables en el momento de tomar sus primeras decisiones financieras. Por ello, es conveniente comenzar desde las aulas exponiendo los conceptos financieros de una manera cercana y práctica a los más jóvenes, mediante estrategias didácticas innovadoras. Cuanto más temprano los jóvenes puedan desarrollar habilidades financieras básicas, más probable será que al convertirse en adultos tomen decisiones financieras responsables. Pero la EEF no es solamente indispensable durante la niñez: en la etapa adulta igualmente permite a las personas alcanzar una mejor calidad de vida con base en los conocimientos, habilidades y confianza para administrar efectivamente sus finanzas, aprovechar las oportunidades de inversión, enfrentar mejor los riesgos y comprender la creciente variedad de productos y servicios financieros. Esta estrategia es un modelo que Colombia puede compartir con otros países de la región, pero para ello debe ser muy cuidadosa con su plan de articulación y ejecución. De esta forma, una mayor educación económica y financiera servirá de puente para facilitar la reducción de la pobreza y la desigualdad en el país.  

Abstract: The creation of the Taxa de Longo Prazo (TLP) to substitute the Taxa de Juros de Longo Prazo (TJLP), as envisaged in the “Provisional Decree” (Medida Provisoria) N. 777 currently being debated in the Brazilian Congress can have si…

WASHINGTON, 28 de julio de 2017 – La ministra de Planificación del Desarrollo, Mariana Prado, y el representante del Banco Mundial en Bolivia, Nicola Pontara, suscribieron hoy un contrato de préstamo por US$100 millones, correspondiente al financiamiento adicional para el Proyecto de Alianzas Rurales II (PAR II). Estos recursos permitirán el establecimiento y ejecución de 768 nuevas alianzas productivas, con las que se beneficiarán cerca de 28.000 hogares de pequeños productores en áreas rurales de todo el país. El proyecto, que en 2016 cumplió 10 años de vida, ha logrado resultados positivos en términos de mejora de la productividad e incremento del ingreso de miles de familias del campo, lo cual tiene una alta incidencia en la reducción de la pobreza. En esta nueva etapa se adoptará un enfoque de fortalecimiento de la resiliencia climática en los sistemas productivos rurales, para lo cual se planea destinar cerca del 75 por ciento de los nuevos recursos a inversiones orientadas a reducir la amenaza climática, a través de tecnología de adaptación, incluyendo manejos agronómicos con fuerte contenido ambiental y riego tecnificado. Además de las alianzas entre productores y compradores, el financiamiento apoyará 48 sub proyectos de infraestructura pública municipal, productiva y de servicios, cuya ejecución proyecta beneficiar directamente a cerca de 5.500 hogares. “Se trata de un monto significativo que, además, demuestra que junto al Banco Mundial no sólo realizamos operaciones vinculadas a carreteras, sino este tipo de infraestructura de riego, que beneficia el ámbito rural”, señaló la ministra Prado. Nicola Pontara, representante del Banco Mundial en Bolivia, resaltó la importancia de expandir esfuerzos para reducir la vulnerabilidad de los productores rurales. “El Banco Mundial valora el esfuerzo del Gobierno boliviano y su interés en ampliar el financiamiento del PAR II para beneficiar a más familias rurales y consolidar los resultados exitosos que este proyecto tiene en la lucha contra la pobreza. Valoramos también el impulso decidido a las prácticas de resiliencia climática que se incorporan a partir de estos nuevos recursos”, dijo. El financiamiento adicional del Banco Mundial equivale al 76.6 por ciento del costo total del proyecto, que será complementado con recursos de contraparte de los beneficiarios en 20.8 por ciento (US$27.2 millones) y de los gobiernos municipales en 2.6 por ciento (US$3.4 millones). Los recursos corresponden a un préstamo del Banco Internacional de Reconstrucción y Fomento (BIRF) con un plazo de vencimiento de 21 años y un periodo de gracia de tres años y medio. Durante su implementación, que inició en 2006, el PAR ha financiado más de 1.300 alianzas rurales, generando inversiones de alrededor de US$98 millones y beneficiando a cerca de 68.000 pequeños productores rurales.  ————–   Para conocer el trabajo del Banco Mundial en América Latina y el Caribe visite: www.bancomundial.org/alc Visítenos en Facebook: http://www.facebook.com/bancomundial Manténgase informado via Twitter: http://www.twitter.com/BancoMundialLAC Nuestro canal de YouTube: http://www.youtube.com/BancoMundialLAC

Connection of millions of unbanked people to formal financial systems accelerated 27 July 2017, Geneva – A new global program to advance research in digital finance and accelerate digital financial inclusion in developing countries, the Financial Inclusion Global Initiative, has been launched by the World Bank Group, the International Telecommunication Union (ITU) and the Committee on Payments and Market Infrastructures (CPMI), with support from the Bill & Melinda Gates Foundation. The three-year program focuses on three different “model” developing countries – China, Egypt and Mexico – and consists of two complementary operational and knowledge work streams. The operational work stream supports each country’s national authority – countries in which digital financial inclusion can significantly improve access to financial services for a large number of people without access to financial services. The knowledge work stream is designed to advance research and develop policy recommendations in three key areas of digital finance: security of information and communication technology (ICT) infrastructure and trust in digital financial services; digital IDs for financial services; and acceptance and use of e-payments by micro and small-scale merchants and their customers. The inter-agency working groups tackling these issues will share findings at annual symposia. The first of these is scheduled to be the Financial Inclusion Global Initiative Symposium 2017, will be held in Bangalore, India, from November 29, to December 1, 2017, hosted by the Government of India. “We are excited to work with ITU and CPMI on this new global initiative that will enable our partner countries to better harness the potential of digital technologies for financial inclusion, and to manage associated risks,” said Ceyla Pazarbasioglu, Senior Director for the Finance and Markets Global Practice, World Bank Group. As part of the initiative, the three model countries are also receiving technical assistance from the World Bank Group with a view to putting into practice the guiding principles set out by the CPMI-WBG report on Payment Aspects of Financial Inclusion (PAFI). In particular, the assistance will contribute to further strengthening public and private-sector commitment and improving legal and regulatory frameworks, financial markets and ICT infrastructure for financial access and inclusion. It will also focus on improving financial product design; financial literacy and awareness; diversified access points; and large-volume, recurring payment streams. The World Bank Group leads the operational work, with ITU handling activities related to telecommunications authorities. “An estimated two billion adults are still without access to a bank account, and yet some 1.6 billion of them have access to a mobile phone, creating the potential for e-finance access,” said ITU Secretary-General Houlin Zhao. “The ITU community is excited to leverage our unique technical expertise to make e-finance a reality for millions of people through the Financial Inclusion Global Initiative, and in so doing, contribute to poverty eradication and the achievement of the global Sustainable Development Goals.” “The Bill & Melinda Gates Foundation is pleased to support the Financial Inclusion Global Initiative, which we believe will bring digital financial services to some of the world’s most vulnerable unbanked populations as well as advance knowledge on creating a robust digital payments ecosystem,” said Jason Lamb, Deputy Director, Bill & Melinda Gates Foundation. The three countries selected were chosen based on potential for country programmes, level of national government and private-sector commitment to financial inclusion, number of people that could be reached through digital financial services, and potential for reforms to encourage innovation and digital technologies use. According to analyses carried out by the World Bank Group, Egypt has the potential to bring a large number of people into the formal financial sector (more than 44 million adults). These analyses found that Egypt has adequate laws, regulations and financial and ICT infrastructure, but a lack of funding to cover related reforms. Considered a ‘last-mile’ challenge, China has an increasingly well-developed legal and regulatory environment and financial infrastructure, as well as a supportive ICT infrastructure. The People’s Bank of China has requested support from the World Bank Group for digital financial inclusion measures to reach rural people without access to financial services. Mexico has shown a strong commitment to financial inclusion with its new National Financial Inclusion Strategy launched in June 2016, as well as a draft fintech law. Mexico has the potential to become a regional and global model for digital financial inclusion, despite relatively low levels of financial inclusion. China, Egypt and Mexico are already part of the Universal Financial Access 2020 (UFA2020) initiative. Led by the World Bank Group, this seeks to bring two billion unbanked adults in 25 countries into formal financial systems. The design of country programs under the Financial Inclusion Global Initiative will be informed by the same guiding principles of UFA2020 – the PAFI guiding principles – as well as the Level One guidelines for enabling payments infrastructure, and the recommendations of the ITU-T Focus Group Digital Financial Services. Learn more about the Financial Inclusion Global Initiative and related work at: bit.ly/ITU-FIGI

WASHINGTON, August 3, 2017 – Uruguayans will benefit from improved quality and access to electronic services of the public sector thanks to a US$12 million loan approved today by the World Bank Board of Directors.  The Program to improve e-government services for citizens and businesses will optimize online services throughout the public administration to offer faster, user-friendly and accessible services to the population. “Uruguay continues down the path of modernization of its institutions and services offered to citizens as key components of the country’s development,” said Uruguayan Finance Minister Danilo Astori. “It is inconceivable to have an economic or social development process without modernizing institutions. In this project, innovation and the improved use of new information and telecommunications technologies set the standard to improve government service quality and to facilitate access for citizens and businesses,” he said. Currently, nearly 90 percent of the population has home or cellphone access to the Internet. Of the central government’s more than 1,400 administrative procedures, approximately 600 can be started online and 400 can be carried out entirely online. This reflects Uruguay’s efforts during the last decade to reduce the digital gap and improve service delivery using information and communication technologies. Today, nearly all schools in the country have Internet access and exporters can carry out procedures via a single foreign trade window. Despite these advances, Uruguay still faces challenges with respect to digital service delivery and citizen demand. In terms of supply, efforts must continue to improve the quality of existing electronic procedures and to achieve universal coverage. Recent studies indicate that 43 percent of individuals who needed to learn about an administrative procedure preferred to go to a government office while just 27 percent chose to use the Internet.  “This project supports the government’s ambitious program to modernize the public sector to improve services for citizens and businesses while contributing to increase the transparency and efficiency of government agencies,” said Jesko Hentschel, World Bank Director for Argentina, Paraguay and Uruguay. “Aspects such as the increase in electronic billing, new single window services and the possibility of improved communication among government agencies directly contribute to improving the quality of and access to the services offered,” he added. The current operation will focus on three groups of beneficiaries  – citizens, companies and the public sector – and will prioritize seven agencies that currently provide e-governance services: the Agency for Government Development of Electronic Management, the Society for Information and Knowledge (AGESIC), the National Research and Innovation Agency (ANII), the National Accounting Office (CGN), the Tax Authority (DGI), the Ceibal Center of the Ministry of the Economy and Finance and the Single Foreign Trade Window (VUCE). These institutions have launched reforms that offer e-government services to citizens, companies and other government agencies. The US$12 million loan has a 17.5 years maturity, with a five-year grace period. 

WASHINGTON, 3 de agosto de 2017 – Los uruguayos se beneficiarán de mejoras en la calidad y acceso a servicios electrónicos del sector público, mediante un préstamo de US$12 millones aprobado hoy por el Directorio Ejecutivo del Banco Mundial. El Programa de mejora de servicios de gobierno electrónico a los ciudadanos y empresas optimizará los servicios en línea en toda la administración pública, lo cual resultará en servicios más amigables, expeditos y asequibles para la población. “Uruguay continua en la senda de la modernización de sus instituciones y los servicios que brinda a los ciudadanos, como ejes fundamentales del desarrollo del país”, aseguró el Ministro de Economía y Finanzas de Uruguay, Danilo Astori. “No es concebible ningún proceso de desarrollo económico y social sin una modernización de las instituciones, y en este proyecto la innovación y el mejor uso de las nuevas tecnologías de la información y las telecomunicaciones marcan la pauta para mejorar la calidad de los servicios del gobierno y para facilitar el acceso de los ciudadanos y empresas a los mismos”, agregó. En el país actualmente casi el 90 por ciento de la población tiene acceso a internet desde su hogar o desde su celular. Y de los más de 1.400 procesos administrativos del gobierno central, aproximadamente 600 pueden iniciarse en línea y 400 pueden completarse totalmente en línea. Esto es producto del énfasis que Uruguay puso durante la última década para reducir la brecha digital y mejorar la prestación de servicios utilizando las tecnologías de la información y la comunicación. Como resultado, hoy casi todas las escuelas del país cuentan con acceso a internet y los exportadores pueden realizar trámites a través de una ventanilla única de comercio exterior. A pesar de los avances, Uruguay todavía enfrenta desafíos tanto en la oferta de servicios digitales, como en la demanda por parte de los ciudadanos. Con respecto a la oferta, se requiere continuar trabajando en la mejora de la calidad de los trámites electrónicos existentes y en alcanzar una cobertura total. Estudios recientes indicaron que el 43 por ciento de las personas que necesitaban aprender sobre un proceso administrativo prefirió ir a una oficina pública, y solamente el 27 por ciento eligió hacerlo por Internet. “Este proyecto apoya el ambicioso programa de modernización del sector público que promueve el Gobierno para la mejora de los servicios a los ciudadanos y a las empresas y, a su vez, contribuye a aumentar la transparencia y la eficiencia en las entidades del Estado”, aseguró Jesko Hentschel, Director del Banco Mundial para Argentina, Paraguay y Uruguay. “Aspectos como la ampliación de la factura electrónica, los nuevos servicios de ventanilla única y la posibilidad de una mejor comunicación entre las agencias del Estado contribuyen directamente a la mejora en calidad y acceso a los servicios que se prestan”, agregó. La actual operación se enfocará en tres grupos de beneficiarios – los ciudadanos, las empresas y el sector público – y dará prioridad a siete organismos que actualmente prestan servicios de gobierno electrónico: Agencia para el Desarrollo del Gobierno de Gestión Electrónica y la Sociedad de la Información y del Conocimiento (AGESIC), Agencia Nacional de Investigación e Innovación (ANII), Contaduría General de la Nación (CGN), Dirección General Impositiva (DGI), Centro Ceibal, Ministerio de Economía y Finanzas (MEF) y Ventanilla Única de Comercio Exterior (VUCE). Estas instituciones han emprendido reformas que ponen servicios de gobierno electrónico a disposición de los ciudadanos, las empresas y otras entidades gubernamentales.   El préstamo de US$12 millones tiene un plazo de 17,5 años, con un período de gracia de cinco años.   Para conocer el trabajo del Banco Mundial en Uruguay visite: www.bancomundial.org/uy Visítenos en Facebook: http://www.facebook.com/bancomundialManténgase informado via Twitter: http://www.twitter.com/BancoMundialLACNuestro canal de YouTube: http://www.youtube.com/BancoMundialLAC