empleo

Cada vez es más común ver análisis y artículos que advierten sobre el impacto de las nuevas tecnologías en el empleo. Los hay desde los apocalípticos que afirman que los robots -ya sean las grandes maquinarias de la industria o simples cajeros automáticos- provocarán la pérdida de miles de puestos de trabajo; hasta los que sostienen que, aunque la automatización puede afectar ciertas tareas, este nuevo escenario implicará un cambio en la adquisición de habilidades y en lo que se enseña para adaptarse a las nuevas demandas del mercado laboral. Pero, ¿cómo se prepara América Latina para hacer frente a este escenario? Argentina y Uruguay han experimentado un cambio en el perfil del empleo, pasando de ser intensivo en tareas manuales rutinarias hacia tareas más cognitivas. Ello es producto del proceso de cambio tecnológico que ambos países vienen experimentando. El principal desafío de mediano plazo está en las tareas proclives a la automatización, asociadas a un preocupante incremento del desempleo tecnológico y al envejecimiento de la fuerza laboral. Entrevistamos a Ignacio Apella, experto en Protección Social del Banco Mundial y uno de los autores del estudio “Cambio tecnológico y el mercado de trabajo en Argentina y Uruguay: Un Análisis desde el enfoque de tareas”, para que nos explique los hallazgos en estos dos países y sus implicancias en el resto de la región. Pregunta. Según el estudio, el impacto del cambio tecnológico sobre el mercado de trabajo va más allá del empleo mismo, también tiene efecto en países con marcado envejecimiento poblacional ¿Cuál es la relación? Respuesta. Hace dos años iniciamos una investigación que trataba de entender cuáles eran los desafíos que plantea el envejecimiento poblacional en términos económicos en Uruguay y Argentina. Entre varios hallazgos uno que sobresale es que el proceso de envejecimiento plantea una restricción para sostener el crecimiento económico en el largo plazo. ¿Por qué? Porque una población más envejecida implica una menor cantidad de gente en edad de trabajar y por tanto menor capacidad de producir bienes y servicios. Una respuesta posible para sortear esta restricción es el incremento de la productividad laboral; es decir, aún con una menor cantidad de población en edad de trabajar, se puede producir más y de esa manera sostener el crecimiento del producto per cápita. Después de varias discusiones con los gobiernos de ambos países entendimos que este fenómeno que está ocurriendo se da junto otra mega tendencia que es el cambio tecnológico. Este existe desde que se inventó la rueda, el tema es que en los últimos 20 o 30 años se da con mayor velocidad. Y eso es una gran oportunidad que tienen los países que están atravesando este proceso de envejecimiento, porque el cambio tecnológico te permite incrementar la productividad global de la economía, que es lo que estamos buscando en este contexto. El problema es que esta gran oportunidad también implica grandes desafíos por sus efectos en el mercado de trabajo. Entonces a partir de eso tratamos de entender con este último estudio cuáles eran esas implicancias, los riesgos y los desafíos tecnológicos sobre el mercado de trabajo. P. La robotización tiene un impacto directo en el mercado laboral, lo que está requiriendo más mano de obra calificada. ¿Cómo se presenta este desafío para elevar la productividad laboral? R. Cuando se habla de robotización no se habla del gran robot que podemos ver en la Boston University, hablamos de un cajero automático, de un traductor online. Cuando hablamos de robots se trata de máquinas físicas y las digitales. Hay que aclarar que la robotización no hace desaparecer ocupaciones, o puestos de trabajo, lo que reemplaza son tareas que los trabajadores desarrollamos en las ocupaciones. Cualquier trabajador desarrolla en su trabajo un conjunto de tareas, que son diversas. Las máquinas vienen a reemplazar algunas de ellas. En este sentido, el tipo de tareas que la automatización puede reemplazar o sustituir son aquellas que se caracterizan por ser rutinarias, que tienen un conjunto definido de acciones que se repiten invariantemente y eso las hace susceptibles de ser automatizadas. El riesgo que enfrenta el mercado de trabajo es una reducción del empleo destinado a la realización de este tipo de tareas rutinarias. En especial las manuales, aunque tampoco se eximen las cognitivas, es decir aquellas que requieren del conocimiento. En este caso doy el ejemplo de los traductores. La ocupación es la de traductor, y una de las tareas que realiza es identificar la frase, su estructura gramatical y traducirla. Esta es una tarea cognitiva, pero es rutinaria. Un traductor online puede realizar esa tarea. De hecho, los traductores digitales ahora lo hacen mucho mejor que hace 10 años atrás debido a que van aprendiendo patrones de comportamiento, los cuales son incorporados por los propios usuarios. Entonces, no son solo las tareas rutinarias manuales las que están en riesgo sino también las de carácter cognitivo. P. ¿Cuáles son las recomendaciones para hacer frente a esto y como garantizar que un país en envejecimiento cuente con una población en edad laboral que está lo suficientemente preparada para aprovechar el cambio tecnológico? R. El cambio tecnológico es bienvenido, porque permite incrementos de productividad de la economía y de esa manera genera capacidad para crecer, pero puede traer -a diferencia de la primera revolución industrial- una mayor desigualdad en la distribución del ingreso. El mercado de trabajo corre el riesgo de polarizarse. Esto significa que quedan dos grupos de trabajadores: los que tienen altísima calificación y que desarrollan tareas no susceptibles de automatización, es decir las tareas cognitivas no rutinarias (que necesitan del uso del pensamiento crítico, resolución de problemas, creatividad, innovación, relaciones interpersonales) y que se asocian con altos ingresos. En el otro extremo queda un grupo de trabajadores de menor nivel de calificación, que se dedica a la realización de tareas que quedaron remanentes en el mercado, en general, las manuales no rutinarias que no son susceptibles de ser automatizadas pero que generan menores ingresos. En el medio, los trabajadores de calificación media y de ingresos medios corren el riesgo de quedar fuera del mercado. Y en es en este tramo donde se ubica la clase media, empleada en los sectores de servicios y la industria. A partir de este diagnóstico entendemos que hay dos grandes desafíos, uno de corto plazo y otro de mediano y largo plazo pero que requiere de acciones ya, en especial teniendo en cuenta la velocidad con la que transcurre este cambio tecnológico. En el corto plazo, el primer riesgo es el desempleo tecnológico que se puede generar. Aquí hay dos alternativas de política pública para ser evaluadas: la primera es la restricción, es decir, proteger aquellos sectores que son intensivos en aquellas tareas susceptibles a ser automatizadas, de manera tal que la automatización no penetre en esos sectores y por lo tanto no desplace trabajadores. En vista del continuo cambio tecnológico, el esfuerzo que se debe hacer tiene que ser continuo y también los son los costos de la intervención. Se ha hecho, hay actores de poder que juegan y presionan y tienen algún tipo de injerencia, pero no me parece una opción efectiva en el corto plazo. Alternativamente, y me parece más eficiente, es mejorar todos los programas de formación continua, los que otorgan habilidades a los adultos jóvenes a fin de poder readaptarlos a las nuevas condiciones de trabajo y que puedan desarrollar otro tipo de tareas que no estaban acostumbrados. En el largo plazo, el desafío es que, en vista de que todo cambio genera ocupaciones nuevas que no podemos vaticinar, no sabemos cómo formar a los niños de hoy. Creemos que vale la pena repensar el sistema educativo en su conjunto en los tres niveles -primera infancia, primaria y secundaria – como un todo, tratar de evaluar la pertinencia de los contenidos que se enseñan y también mejorar el sistema a través del cual se otorga y se adquiere el conocimiento. Tenemos que cambiar de un sistema de memorización a uno de más análisis crítico. A los niños se les sigue exigiendo que estudien de memoria cuando en realidad tenemos un disco rígido de 1 terabyte con mayor capacidad de memoria que uno. Esa es la discusión que se debe plantear. Es difícil, hay actores en el juego que reaccionan, pero me parece que es un debate que hay que ponerlo en la mesa.

  Pregunta: ¿Cuál es el papel de las adquisiciones públicas en la mejora de los servicios? Respuesta: La oferta de servicios a los ciudadanos, sin adquisiciones públicas no existe, el papel es sumamente clave. Un sistema de adquisiciones es una parte integral de la capacidad del Estado de proveer los bienes y servicios que la comunidad necesita. Pero va más allá. Está vinculado a la calidad de vida de los ciudadanos. Por ejemplo, en una ciudad si hay un buen sistema de transporte, logrado a través de un proceso de licitación, esto tiene un impacto fundamental en la calidad de vida. Las personas que tienen acceso al transporte público, pueden llegar a la escuela, a su trabajo, a los hospitales. Todo el sistema de adquisiciones es un mecanismo estratégico de la capacidad del gobierno de ejecutar sus funciones. P: América Latina atraviesa actualmente un entorno externo menos favorable, con un mayor nivel de restricción fiscal, por lo que la capacidad del Estado de responder mejor a las demandas de los ciudadanos se ha reducido. ¿Cómo se pueden prestar más servicios de calidad y eficiencia con menos recursos? R: Esto no es exclusivo de América Latina. Esto forma parte de la tensión que ocurre en cualquier país en desarrollo o desarrollado producto del crecimiento de la clase media que tiene demandas muy fuertes en términos de calidad de los servicios. Mientras más desarrollo hay en el país, más se incrementa la demanda del ciudadano por buenos servicios. Esto es un dilema global. En América Latina es muy fuerte especialmente por el gran crecimiento de la clase media y por la expectativa sobre los servicios públicos. Cuando se está en periodo de crecimiento y el dinero es abundante -aunque no es bueno- se puede vivir con ciertas ineficiencias porque hay suficiente gasto público y estas ineficiencias no son tan notables. ¿Qué ha ocurrido en América Latina? Es que esa abundancia ya no existe. Entonces el problema que los gobiernos afrontan ahora es que la demanda continúa, y es bueno que exista, pero la capacidad de satisfacerla ha creado una presión enorme en el Estado. Entonces surgen dos temas. El primero es la eficiencia en la inversión de los recursos. Por ejemplo, si se paga 30 o 40 por ciento de sobrecosto por una carretera, eso quiere decir que no solo se está pagando un sobrecosto, sino que esto se traduce en menos escuelas, menos medicamentos, porque esa presión de gasto -por pagar el sobrecosto- tiene una contrapartida en otro lado que no recibe esos recursos. Se pueden hacer cambios estructurales sin necesidad de modificar leyes, y así mejorar la eficiencia que genera ganancias enormes en la calidad y cantidad de los servicios ofrecidos. Una carretera no construida, una escuela o hospital no construido no es ahorro, es una pérdida de inversión. El sistema de adquisiciones es crítico a la hora de devolver el valor por dinero al Estado. El segundo tema es la calidad. Desafortunadamente, muchos servicios del Estado no cuentan con calidad. Cuando se habla de calidad, se refiere a que el gasto sea eficiente y que al mismo tiempo logre un nivel de calidad aceptable para los ciudadanos. Esto se vuelve cada vez más crítico en la medida que la presión económica es mayor. P: ¿Qué rol juegan la tecnología y los datos para un uso más eficiente de los recursos? R: Si consideramos al sistema de adquisiciones como una función estratégica del Estado, se diría que tomar decisiones estratégicas sin estar informados es imposible. Hay que entender qué se compra, a quién se compra, quién compra, entender el mercado, qué tipo de proveedores existen, qué precios está pagando el gobierno. Tenemos ejemplos en varios países de la región en donde un mismo ministerio paga hasta 40-50 por ciento de diferencial en nuevos artículos vendidos por el mismo proveedor. Sin datos es imposible saber dónde estamos; da más transparencia, nos dice dónde está gastando el Estado y a quién está comprando, pero también nos brinda los insumos para tomar decisiones estratégicas. Hoy en día la tecnología y los datos son imprescindibles para una buena gestión del gasto público. No usarlos puede representar una diferencia de hasta 15 al 20 por ciento del PIB.  P: ¿Cuáles son los principales aspectos a tener en cuenta a la hora de tomar decisiones que mejoren la eficiencia de las adquisiciones públicas? R: Adquisiciones es la transformación de la política del Estado en los bienes y servicios al ciudadano. Hay que tomar en cuenta todas las políticas, las económicas, las sociales, porque el objetivo final es lograr que el sistema de adquisiciones traslade e interprete las políticas del Estado en resultados. Por ejemplo, en Australia es común que, si hay una obra, un porcentaje de los trabajadores sean aprendices. El Estado entiende que puede haber un costo más alto por esa obra, pero el que esas personas ganen experiencia los deja entrar en el mercado laboral. Es una inversión, no es un gasto, es una política social, porque estás dando la oportunidad a los aprendices a entrar en el mercado laboral, y tiene beneficios económicos porque al final se integran como profesionales en su país. Aunque adquisiciones no sea el sector más importante dentro del Estado, sí es importante para ayudar a la articulación de políticas. Es por ello que es importante tener profesionales bien capacitados y marcos regulatorios eficientes que se sumen a buenas políticas del Estado para atender las necesidades de los ciudadanos. En la Conferencia “Mejores inversiones = mejores servicios” celebrada en Buenos Aires, lo que buscamos es articular esa conexión de que adquisiciones no es una función pública aislada, pero sí clave para que el Estado brinde buenos servicios. Si el ciudadano sabe que sus impuestos son utilizados de una manera eficiente, transparente, que le rinden resultados y le traen beneficios, tiene mucha más confianza en el Estado. Pero si éste está involucrado en actos de corrupción, el sistema de adquisiciones no es transparente, si se puede hacer trampa, el ciudadano lo ve como una falla en su relación con el Estado.

WASHINGTON, 13 de julio de 2017 – El Directorio Ejecutivo del Banco Mundial apoyó hoy el Marco de Alianza con el País (MAP) 2018-2023 para Brasil. Este MAP cubre un período de seis años y orienta el trabajo del Banco Internacional de Reco…

Brazilian development bank would benefit from reforms to increase operational potential, says new World Bank study WASHINGTON, July 14, 2017— Far-reaching reforms to modernize the state-owned National Bank for Economic and Social Development (BNDES) can help Brazil support productivity growth and job creation by making better use of investment capital, according to the new World Bank Group study, “Towards a More Effective BNDES,” which is now released. The study provides the government of Brazil with recommendations to establish BNDES as a more effective and better-focused development bank, making it less dependent on the government for funding, and making it less vulnerable to interference by improving its decision-making processes and internal governance. Authored by five experts in the Finance & Markets (F&M) Global Practice of the World Bank Group, the study aims to contribute to Brazil’s current debate on improving BNDES operations and strengthening its medium – to long-term role in the Brazilian economy. By establishing BNDES with the full capabilities of a development bank – providing technical assistance as well as financing to its clients – Brazil can better target investment capital toward the most promising small- and medium-sized enterprises (SMEs) that have the potential to create jobs, incomes and wealth. “Strengthening BNDES can help unleash the full potential of the country’s most promising high-growth firms,” said Martin Raiser, World Bank Country Director for Brazil. “Development banks in other countries have increasingly refocused from pure lending to leveraging commercial funding through guarantees and other instruments and combining financial with technical assistance to foster innovation and job creation – experiences from which BNDES can benefit,” he added. The catalytic role of BNDES in leveraging resources to finance infrastructure was also highlighted in the Study. The authors argue that the Brazilian Development Bank, rather than directly financing infrastructure, could help direct funds of private financial investors towards infrastructure projects in the form of PPP contracts, for example. The use of standardized debentures that provide guarantees during the construction period and pay interest during the life of the bond may also prove effective in attracting a massive amount of private resources to the financing of public infrastructure.  “We hope that this study, by some of our leading experts on development finance, will make a strong contribution to the policy debate that is now underway in Brazil by providing a range of policy, operational and organizational options,” said Ceyla Pazarbasioglu, the Senior Director of the F&M Global Practice. “Long term finance has always been at the core of BNDES objectives, and that objective is even more relevant now, but the institution needs to improve how it operates.” Clarifying the institution’s decision-making procedures and strengthening its internal governance processes can help improve the targeting of BNDES financial resources to highest impact activities. In times of tight constraints on government resources this is particularly important according to the study. “One aspect of Brazil’s continuing debate is the government’s recent proposal to revise the interest rate for long term finance by introducing the “Taxa de Longo Prazo” (TLP) or “Long Term Rate.” Although the World Bank’s new study was finished before that reform was proposed, it is a well-designed reform providing a very meaningful solution to the concerns we raise in the paper,” said Claudio Frischtak, the lead author of the study. Among the study’s main recommendations are for BNDES to:Separate the decision to offer long term financing from the decision to provide subsidies;Rethink its selection criteria for projects and companies, including in infrastructure; andRevise its funding strategy to include domestic and international capital market and to reduce its reliance on Government borrowing and on the Worker Support Fund. About the World Bank Group The World Bank Group helps advance global policies that are consistent across global, regional, and national levels and across the public and private sectors, essential for inclusive growth and poverty reduction. It also supports the global agenda to address and mitigate the risks of globalization. Its financing and operational responses are designed to demonstrate pathways to achieving and implementing these policies. Development requires macroeconomic stability, supported by the surveillance, financial strength, and countercyclical role of the IMF. Together, the Bretton Woods institutions establish a framework for effective functioning of the development system. For more information, visit www.ifc.org and www.worldbank.org

Banco de desenvolvimento brasileiro se beneficiaria de reformas que visam aumentar o seu potencial operacional, revela novo estudo do Banco Mundial WASHINGTON, 14 de julho de 2017— Reformas mais abrangentes de modernização do Banco Nacional de Desenvolvimento Econômico e Social (BNDES) podem incentivar o crescimento da produtividade e a criação de emprego no Brasil por meio do uso mais eficiente do capital de investimento, segundo o novo estudo do Grupo Banco Mundial "Rumo a um BNDES mais eficaz", lançado recentemente. O estudo traz recomendações ao governo brasileiro para tornar o BNDES um banco de desenvolvimento mais eficaz e especializado, deixando-o menos dependente dos investimentos públicos e menos vulnerável a interferências, por meio da melhoria dos processos de tomada de decisões e da governança interna. Elaborado por 5 especialistas da Prática Global de Finanças e Mercados (F&M, na sigla em inglês) do Grupo Banco Mundial, o estudo visa contribuir com o atual debate brasileiro sobre a melhoria das operações do BNDES e o fortalecimento do seu papel na economia do país a médio e longo prazos. Ao capacitar o BNDES com os recursos plenos de um banco de desenvolvimento, capaz de fornecer tanto assistência técnica como financiamento aos seus clientes, o Brasil poderá alocar melhor o capital de investimento para as empresas de pequeno e médio porte mais promissoras, que são justamente as que têm maior potencial para gerar empregos, rendas e riqueza. “O fortalecimento do BNDES pode ajudar a liberar todo o potencial das empresas mais promissoras do país em termos da capacidade elevada de crescimento,” afirmou Martin Raiser, Diretor do Banco Mundial para o Brasil. “Os bancos de desenvolvimento de outros países vêm deixando cada vez mais de ser meros credores para alavancar financiamentos comerciais por meio de garantias e outros instrumentos, combinando assistência técnica e financeira de forma a fomentar a inovação e a geração de empregos, e o BNDES pode se beneficiar muito dessas experiências,” complementou o Diretor. O estudo também salientou o papel catalítico do BNDES de levantar recursos para o financiamento de obras de  infraestrutura. Os autores argumentam que o BNDES, ao invés de financiar diretamente essas obras, poderia ajudar a direcionar os fundos de investidores privados para projetos de infraestrutura como contratos público-privados, por exemplo. O uso de debêntures padronizadas, que dão garantias durante o período da obra e pagam juros ao longo da validade do título, pode também ser uma boa solução para atrair uma quantidade substancial de recursos privados para o financiamento de obras públicas de infraestrutura. “Esperamos que este estudo, feito por alguns de nossos principais especialistas na área de financiamento para o desenvolvimento, traga uma forte contribuição para o atual debate no Brasil ao oferecer uma gama de opções organizacionais, operacionais e também de políticas,” disse Ceyla Pazarbasioglu, Diretora Sênior da Prática Global de Finanças e Mercados. “O financiamento de longo prazo sempre esteve no centro dos objetivos do BNDES, e esse objetivo é muito mais relevante agora, mas a instituição precisa aprimorar a sua forma de operar.” O esclarecimento dos procedimentos de tomada de decisão da instituição e o fortalecimento dos seus processos internos de governança poderão melhorar a utilização dos recursos financeiros do BNDES direcionando-os para as atividades de maior impacto. Em tempos de duras restrições ao uso de recursos públicos, estes pontos são particularmente importantes, de acordo com o estudo. “Um dos aspectos do atual debate no país diz respeito à proposta recente do governo de revisar as taxas de juros para financiamentos de longo prazo com a introdução da Taxa de Longo Prazo (TLP). Embora este novo estudo do Banco Mundial tenha sido finalizado antes da proposição da reforma, considero-a muito bem elaborada e entendo que ela oferece solução bastante significativa para as questões levantadas em nosso trabalho,” afirmou Cláudio Frischtak, principal autor do estudo. Segundo algumas das principais recomendações sugeridas pelo estudo, o BNDES deve:Separar a decisão de oferecer financiamento de longo prazo da decisão de fornecer subsídios;Repensar seu critério de seleção para projetos e empresas, inclusive na área de infraestrutura; eRevisar sua estratégia de financiamento de forma a incluir os mercados de capitais doméstico e internacional e diminuir sua dependência de empréstimos do governo brasileiro e do Fundo de Amparo ao Trabalhador.

WASHINGTON, July 13, 2017 – The World Bank’s Board of Executive Directors endorsed today the 2018-2023 Country Partnership Framework (CPF) for Brazil. This CPF covers a period of six years and guides the work of the International Bank for Reconstruction and Development (IBRD), the International Finance Corporation (IFC) and the Multilateral Investment Guarantee Agency (MIGA) in the country. The CPF is underpinned by the Systematic Country Diagnostics (SCD), the World Bank Group’s comprehensive analysis of the opportunities and challenges for Brazil to achieve poverty reduction and shared prosperity in a socially and environmentally sustainable way, and builds on extensive consultations with the federal and subnational governments, the private sector, civil society and academic experts. The Brazil Partnership Framework has three main focus areas: fiscal consolidation and government effectiveness; private sector investment and productivity; and equitable and sustainable development. “The new Country Partnership Framework for Brazil supports the country as it addresses the serious fiscal challenges it faces and lays the ground for a new, more sustainable development model. It continues the strong focus on improved service delivery and social inclusion that was at the center of the previous strategy, but with a growing emphasis on new management models that promise to increase the efficiency and efficacy of the public sector in addition to safeguarding access for the poor”, said Martin Raiser, World Bank director for Brazil. Throughout the three focus areas, the CPF will aim to leverage private sector initiative and investment, recognizing the scope for efficiency gains while emphasizing the importance of a sound regulatory framework and strong governance to appropriately assess and share risks. “In the next years, the private sector will play a crucial role in supporting Brazil’s growth. The country will continue to face significant challenges in the path of sustainable social and economic development, and one way to help address them at a time of fiscal constrains is to mobilize a large amount of long-term investments into key sectors of the economy. The success that Brazil will have in this important journey will rely on the partnership between private and public sectors”, said Hector Gomez Ang, IFC country head for Brazil.   The CPF maintains the engagement in natural resource management and in climate change adaptation and mitigation issues, aiming to leverage partnerships in support of Brazil’s global leadership role in this area. Finally, it envisages a greater role for the World Bank Group in advocacy with the broader public to help build consensus on the fundamental development challenges facing the country. Throughout the duration of this strategy (2018-2023), the International Bank for Reconstruction and Development (IBRD), the International Finance Corporation (IFC), and the Multilateral Investment Guarantee Agency (MIGA) will work side by side to achieve tangible results in fiscal management, social protection, education and health. The CPF envisages an extensive mid-term review after two years to take account of new emerging priorities at the beginning of a new electoral cycle.  For more information, please visit: www.worldbank.org/brVisit us on Facebook: http://www.facebook.com/worldbankBe updated via Twitter: http:// www.twitter.com/bancomundialbr For our YouTube channel: http://www.youtube.com/user/alcregion2010

Organization: International Maize and Wheat Improvement
Country: Mexico
Closing date: 31 Jan 2018

The International Maize and Wheat Improvement Center, known by its Spanish acronym, CIMMYT®, is a not-for-profit research and training organization with partners in over 100 countries. Please refer to our website for more information: www.cimmyt.org

We are seeking a highly skilled and motivated candidate for the position of Digital Communications Specialist in the Corporate Communications Program based in Texcoco, Mexico This position has a critical role in enhancing the impact of CIMMYT’s work.

This position will be based at CIMMYT Headquarters located in Texcoco, Mexico.

Specific duties:

• Lead future development of the CIMMYT website platform in collaboration with CIMMYT Knowledge Management department and website Development Company.
• Organize and manage content on the CIMMYT website through CMS WordPress.
• Write and edit compelling, accurate copy for diverse audiences and formats (web, print, social media, PowerPoint, newsletters, technical publications and factsheets), working closely with scientists.
• Work with the design team, especially multi-media communications specialists, to develop and distribute compelling products to raise awareness of CIMMYT’s work.
• Lead new approaches to create and distribute multimedia content related to CIMMYT.
• Manage social media marketing campaigns and day-to-day activities and maintain CIMMYT’s online reputation.
• Develop relevant social media content topics to reach the organization’s target audiences.
• Responsible for web analytics, monitor and adjust web content/social media content accordingly.
• Work closely with editorial team to execute CIMMYT’s communication’s goals online.
• Work with and provide support to regional communicators as needed.

Required academic qualifications, skills and attitudes:

• A B.A. in journalism, communications, public relations, science, international development or other relevant fields.
• At least 3 years of experience in science communications, public relations and/or non-profit communications.
• Demonstrated understanding of the non-profit and/or agricultural research for development environments.
• Clear grasp of communications strategies and creativity in applying them to raise awareness of CIMMYT’s activities and achievements.
• High-level of proficiency in written and spoken English. Knowledge of Spanish is an advantage.
• Knowledge and appreciation of science and the ability to express technical concepts in clear, simple language for diverse audiences, including the general public.
• Proficiency in use of social networking and new media tools.
• Innovative thinking, seeking new ways of producing content.
• Creative and technologically minded individual to support the development of digital media products.
• Knowledge of SEO.
• Digital marketing.
• Awareness of HTML, javascript, CSS a bonus.
• Demonstrated ability to work collegially and collaboratively to deadline, under occasionally intense pressure, and as part of a diverse, multicultural, team.
• Competencies:
  • Communication
  • Teamwork
  • Innovation and creativity
  • Problem solving
  • Time Management

The position is for an initial fixed-term for three (3) years, after which further employment is subject to performance and the continued availability of funds. CIMMYT’s internationally competitive salary and benefits include housing allowance, car, comprehensive health and life insurance, assistance for children’s education, paid vacation, annual airfare, contribution to a retirement plan, and generous assistance with relocation shipment.

How to apply:

Candidates must apply here for IRS17121 Digital Communication Specialist
Screening and follow up of applications will begin on Friday, 18th August 2017. Incomplete applications (CV and Cover Letter) will not be taken into consideration. For further information on the selection process, please contact Diana Gómez, at d.gomez@cgiar.org.
Please note that only short-listed candidates will be contacted.
This position will remain open until filled.

CIMMYT is an equal opportunity employer. It fosters a multicultural work environment that values gender equality, teamwork, and respect for diversity. Women are encouraged to apply.

Organization: Palladium International
Country: Guatemala
Closing date: 04 Sep 2017

Palladium is a global leader in the design, development and delivery of Positive Impact – the intentional creation of enduring social and economic value. We work with foundations, investors, governments, corporations, communities and civil society to formulate strategies and implement solutions that generate lasting social, environmental and financial benefits.

For the past 50 years, we have been making Positive Impact possible. With a team of more than 2,500 employees operating in 90 plus countries and a global network of more than 35,000 technical experts, Palladium has improved – and is committed to continuing to improve – economies, societies and most importantly, people’s lives.

Palladium is a child-safe organisation, and screens applicants for suitability to work with children. We also provide equal employment to all participants and employees without regard to race, color, religion, gender, age, disability, sexual orientation, veteran or marital status.

Palladium seeks a highly-qualified candidate for the Chief of Party (COP) position for an anticipated USAID-funded HIV project in Central America. The project will engage governments, donors, civil society, private sector and other program implementers in ensuring the sustainability of HIV responses across Central America. The project will call on leadership to reduce HIV-related stigma and discrimination, strengthen civil society organizations working on HIV programs, and monitor progress to meet HIV targets. This will be a full-time position based in Guatemala.

Responsibilities

• Provide overall technical and management leadership and financial oversight, including managing partner relations and ensuring technical and management excellence;
• Represent the project to USAID, local governments, and other key stakeholders;
• Oversee project staff and manage relationships with project partners;
• Lead development and implementation of work plans and reports;
• Assure the quality and timeliness of technical products, reports, and other deliverables;
• Ensure compliance with all requirements of the contract including subcontracts and other partnership agreement;
• Maintain ongoing and regular communications with the Palladium home office.

Requirements

• Master’s Degree or higher in public health, international development, social sciences, or a closely related field;
• At least 10 years of progressive experience designing, implementing and managing large, complex development projects involving multiple partners;
• At least 5 years of experience in a senior management role, preferably as COP or DCOP;
• Demonstrated experience in managing policy development and implementation processes;
• Demonstrated knowledge of USAID project management including USAID rules and regulation;
• In-depth HIV technical and management expertise, including programming for key populations;
• Ability to develop and maintain effective working relationships with senior level government officials, donors, civil society, and private sector;
• Attention to detail and ability to effectively and efficiently perform multiple tasks and balance competing priorities often within a required timeframe.
• Professional and diplomatic demeanor and conduct;
• Ability to anticipate, respond and adapt quickly to changing requirements and competing demands;
• Excellent oral and written communication skills;
• Fluency in Spanish and English required.

How to apply:

Please follow this link to apply: http://www.aplitrak.com/?adid=amFuZXQuZ3JhYmVyLjY2NDkwLjM4MzBAcGFsbGFkaXVtLmFwbGl0cmFrLmNvbQ

Organization: Center for Reproductive Rights
Country: Honduras
Closing date: 31 Aug 2017

Center Background: The Center for Reproductive Rights (the Center) is the premier global legal organization dedicated to advancing women’s reproductive health, self-determination, and dignity. Its mission is straightforward and ambitious: to advance reproductive health and rights as fundamental human rights that all governments around the world are legally obligated to protect, respect, and fulfill. Headquartered in New York City, the Center has regional offices in Bogota, Geneva, Kathmandu, Nairobi, and Washington, DC and a staff of more than 130 diverse professionals. Its annual operating budget is approximately $23 million, the result of an extraordinary growth trajectory; the Center is now poised for a new phase of significant expansion through its next Strategic Plan.

The Center’s game-changing litigation and advocacy work, combined with its unparalleled expertise in constitutional, comparative, and international human rights law, have transformed how reproductive rights are understood by courts, governments, and human rights bodies worldwide. It has played a key role in securing landmark legal victories in the U.S., Latin America, Africa, Asia, and Eastern Europe on issues including access to life-saving obstetrics care, contraception, safe abortion services, and comprehensive sexuality information, as well as the prevention of forced sterilization and child marriage. It has brought groundbreaking cases before national courts, U.N. Committees, and regional human rights bodies, led the development of historic, proactive legislation advancing robust protections for reproductive rights, and has built the legal capacity of women’s rights advocates in more than 55 countries.

To learn more about the Center for Reproductive Rights, go to www.reproductiverights.org.

The Center seeks a Communications Consultant who will work closely with our Latin American and Caribbean (LAC) Advocacy Adviser, our New York-based Communications team, and Honduran-based NGO Centro de Derechos de Mujeres in providing communications support in the implementation of a multi-faceted legal advocacy campaign. The consultants will help provide communications strategies to aid law reform, to build public support, conduct media outreach and social media campaigns and engage the broader Honduras digital landscape. We look to engage a significant number of online supports to help advance and protect our key legal and policy goals and ensure that regional news outlets are informed on key legal and policy issues that impact our constituencies.

This position will be based in Honduras.

The will be a 35 hours/week position, and will start in August 2017 and end in January 2020.

Responsibilities:

The Communications Consultant’s primary job responsibilities include, but are not limited to:

• Engage key strategies such as: optimization of online platforms and paid acquisition;
• Drive targeted media outreach to national, regional and international news outlets;
• Issue and support joint press releases;
• Place opinion editorials;
• Engage international supporters via online/traditional media;
• Engage Honduran and international online supporters by expanding CDM’s online audience;
• Develop online influence strategy;
• Support design and web development;
• Engage and grow audiences on social media, particularly Twitter and Facebook;
• Engage online supporters with urgent email actions;
• Provide and create advocacy toolkits;
• Strategically promote personal storytelling; and,
• Produce video filming and production.

Qualifications:

• Strong commitment to the Center’s mission, purpose, and values;
• Bachelor’s or equivalent advanced degree in communications, journalism, public/media relations, or a related field;
• Minimum of five years of experience in progressive media, journalism, and/or public relations, and a track record of media in raising the visibility of political, social, and cultural issues and organizations, and shaping public debate;
• Proven ability to manage the workflow of projects, including facilitating project scope, identifying goals and deliverables; planning and scheduling project timelines; and monitoring project progress;
• Experience in providing non-profit communications support (e.g. drafting press releases, developing online strategies) and in expanding and strengthening the communications knowledge, capabilities, and resources of non-profit organizations;
• Broad awareness and deep understanding of local and regional media landscapes, as well current and developing strategies for communicating effectively in a continually and rapidly evolving media environment;
• Strong writing, editing, and proofreading skills;
• Experience in online advocacy strategy and implementation, including social media and email marketing, a plus;
• Experience developing content for a variety of materials (e.g. social media messages, online advocacy materials and toolkits, fundraising and advocacy emails, website features and articles, traditional media toolkits and advocacy resources) a plus;
• Demonstrated ability to research, write, fact-check, and edit a variety of communication pieces for target audiences with minimal supervision;
• Demonstrated ability to meet tight deadlines, handle simultaneous assignments, and work within a team setting across varied time zones;
• Experience working on human rights or women’s rights, reproductive health and/or social issues a plus; and,
• Fluency in English and Spanish.

Compensation: The Center offers competitive fees commensurate with experience.

How to apply:

How to Apply: Please click on the link below to apply, and attach a cover letter, resume, two writing samples (one in English and one in Spanish), and contact information for three references. It is encouraged to include these application materials as attachments.

https://reproductiverights.applicantpro.com/jobs/607937-29628.html

Deadline for applications: Applications will be reviewed on a rolling basis until the position is filled. Applicants are strongly encouraged to apply as soon as possible.

Organization: International Maize and Wheat Improvement
Country: Mexico
Closing date: 18 Aug 2017

The International Maize and Wheat Improvement Center, known by its Spanish acronym, CIMMYT®, is a not-for-profit agricultural research for development organization with partners in over 100 countries. Please refer to our website for more information: www.cimmyt.org

CIMMYT is seeking an innovative, self-motivated, and flexible professional for the position of Communications Specialist to the Director General. The selected candidate will assist the Director General with presentations and other communications to key partners and audiences about agricultural research for development issues and

CIMMYT’s activities to address them. Reporting to the Head of Communications and working with the Director General’s Office, the Communications Specialist to the Director General is a creative, solutions-oriented, analytical and results-oriented professional, with excellent communication and presentation skills and outstanding organizational and planning abilities.

The position is based at CIMMYT’s campus in Texcoco, State of Mexico, located 45 km northeast of Mexico City, Mexico.

Specific duties:

• Support the Director General in preparing presentations, think pieces, op-ed articles, and manuscripts for diverse fora and publications, in coordination with scientists and staff.
• Serve as a key contact in the Director General’s office for high-level visits and assist in coordinating and facilitating special events, meetings, and activities for the Director General during his official travels. This includes developing briefings for travels.
• Coordinate public relations for the Director General during meetings and events, including working with communications team to arrange and support media interactions.
• Assist in planning, developing and implementing communication strategies with the Head of Communications and the Director General.
• Respond to inquiries from internal and external parties, providing information and/or direction.
• Assist in or lead development and publication of organizational documents, such as strategies, annual reports, country profiles and theme topics.
• Support the communications team in online campaigns and other external communication.
• Support the Director General’s internal communication, including speeches and other communications to staff, staff surveys, interactions during CIMMYT events, internal communications campaigns, articles on the CIMMYT intranet.
• Assist in other CIMMYT communications tasks and initiatives as assigned by the Head of Communications.

Required academic qualifications, skills and attitudes:

• MSc in Communications or a related discipline (journalism, etc.).
• Experience in communications, public affairs or related fields.
• Knowledge of international development issues, research for development in agriculture and an interest in keeping abreast of emerging issues via diverse outlets and media.
• Excellent mastery of Powerpoint and other presentation applications, as well as some elementary design skills.
• Ability to find relevant, compelling source materials (studies, statistics, quotes by recognized authorities, graphics, images) internally and externally for messaging and use in presentations.
• Outstanding writing skills in English for diverse audiences and formats.
• Ability to speak and write in Spanish (desirable but not required).
• Ability to work both individually and in teams.
• Positive attitude and self-confidence.
• Demonstrated ability to work in a multicultural setting and under pressure.
• Travel availability.
• Competencies:
  • Relationship with External Stakeholders
  • Communications
  • Collaboration
  • Innovation and Creativity
  • Time Management
  • Team work
  • Relationship Management

The position is for an initial fixed-term for three (3) years, after which further employment is subject to performance and the continued availability of funds. CIMMYT’s internationally competitive salary and benefits include housing allowance, car, comprehensive health and life insurance, assistance for children’s education, paid vacation, annual airfare, contribution to a retirement plan, and generous assistance with relocation shipment.

How to apply:

Candidates must apply here for IRS17123 Communications Specialist to the Director General.
Screening and follow up of applications will begin on Friday, 18th August 2017. Incomplete applications (CV and Cover Letter) will not be taken into consideration. For further information on the selection process, please contact Diana Gómez, at d.gomez@cgiar.org.

Please note that only short-listed candidates will be contacted.
This position will remain open until filled.

CIMMYT is an equal opportunity employer. It fosters a multicultural work environment that values gender equality, teamwork, and respect for diversity. Women are encouraged to apply.

Organization: UN Children’s Fund
Country: Panama
Closing date: 03 Aug 2017

BACKGROUND:

Latin American and Caribbean Region is continually facing critical humanitarian and political situations in many countries with an increased risk of significant humanitarian crises. In 2016, around 10,7 million people have been affected by disasters in the region. Another 3,7 Million people were also affected by Dengue, Chikungunya and Zika outbakes. Population movements, displacement, forced migration, violence, and economic and political crisis are also generating humanitarian concern requiring UNICEF to be ready to provide effective relief. UNICEF in LAC plays and active and critical role in the four areas of global sectorial responsibility, leading response and preparedness activities in these areas in most countries and scaling up coordination capacity during emergencies.

Given the frequency of emergencies in the LAC region and expectations placed on UNICEF Country Offices (COs), the Regional Office in LAC (LACRO) needs to create a pool of readily available, previously vetted candidates, able to be deployed on an immediate no regret basis. To address this demand, LACRO created in 2015 a LAC Rapid Response Roster (“LAC RRR”) formed by its own staff which has been successfully implemented during the last 2 years. The goal of the RRR is to ensure that LACRO can deploy qualified staff in all programme and functional areas to support CO emergency response within 48 hours of a request.

The LAC RRR provides a reliable and systematic mechanism for human resource mobilization in emergency response, thereby contributing to a stronger overall emergency response for Latin America and the Caribbean. The first phase of RRR has focused in the development of an Internal Roster. The second phase will complement UNICEF’s internal capacities with an external pool of professionals in a Response Roster. External candidates preferably residing in the region will be identified for contract and deployment as consultants, contractors, or temporary staff, for an approximate period from three to nine continuous months.

Based on our current RRR Guidelines and the recent Ecuador Earthquake Emergency 2016 experience the following has been identified as important actions:

The Regional Rapid Response Roster (RRR) needs to be updated and extended.

The RRR should be extended to assistant functions and include Programme Assistants, Supply and Logistics Assistants, Warehouse Assistants and Admin/Finance Assistants.

C4D as well as Health and Nutrition sectors need to be enhanced.

The development of an External Talent Roster is important to complement UNICEF’s internal surge capacity.

Both Rosters have the purpose to set the conditions and jumpstart assessment, coordination, planning and fund raising for humanitarian action.

Lessons learned from the Ecuador earthquake and other emergencies in the regions clearly demonstrate the importance of a comprehensive and integral approach for preparedness and readiness of Multisectorial teams at country level that play a crucial role at the various phases of the organizational response therefore the LAC RRR will include qualified staff from one or more of the following Programme and Functional areas: Education; Child Protection; WASH; Nutrition/Health; Programme Coordination and Planning; Emergency Assessment; Monitoring and evaluation (HPM); Information Management (IM); Communication (Internal/External); C4D; Human Resources; Finance, Procurement, Administration, ICT.

OBJECTIVES:

In coordination with Operations and the HR Section in LACRO and the ESRS (​Emergencies & Surge Recruitment) Section in DHR NY, the selected consultant is expected to provide support to the Emergency Unit in:Compiling information that can be converted into shareable knowledge from recent experiences of RRR deployments and other similar experiences outside the Region.

Adjusting the current guidelines, managing and monitoring the selection and deployment process for the next internal RRR Cohort (2018) accordingly.

Developing and managing the rollout of the a sustainable and innovative external RRR mechanism or Talent Pool for 2017 – 2018 formulating the necessary specific administrative and technical procedures and tools according to existing regulations and guidelines.

Assisting the rollout and monitoring of the training program for the internal RRR (Current and potential members, 2017 – 2018) making sure procedural learnings are captured and documented.

EXPECTED RESULTS (measurable results):

Internal RRR information from recent experiences converted into shareable knowledge adequately compiled and disseminated among LACRO relevant sections to inform further RRR implementation, including the relevant information from the RRR training Program.

Internal RRR procedures and guidelines with corresponding sectorial annexes, successfully updated and expanded in coordination with all relevant LACRO Sections.

Internal RRR 2018 Cohort successfully managed, rolled out and monitored in coordination with all relevant LACRO Sections in compliance of the updated procedures and guidelines.

External RRR procedures successfully formulated in coordination with all relevant UNICEF Regulations

External RRR 2018 Cohort successfully managed and rolled out.

ACTIVITIES

Activities for the internal RRR. Cohort 2018.

Compile Lessons learned from the rollout of previous cohorts, useful for informing the RRR adjustment of management procedures.

Compile Lessons learned from the training process useful for informing the RRR adjustment of management procedures.

Review and adjust the current RRR guidelines based on lessons learned considering the following points, among others:

Revise the process of application, nomination and screening by a review committee of nominations as well as the monitoring of evaluation processes involved through a RRR Annual Cycle.

Propose differentiated categorization of RRR members per deployment capabilities:

Members in full capacity: available for immediate and autonomous deployment for up to 6 weeks.

Members in training: available for shadowing-conditioned deployment with support from RO staff or a member with proven experience in emergencies.

Members in capacity for remote support: available for desktop tasks for a certain number of hours in an estimated period in support of a country in emergency. Ex. Review and edit documents, translations etc.

Include the training program and incentive mechanisms as part of the RRR guidelines.

Clarify the roles of the receiving offices, the offering offices and RO, including a retribution from the receiving offices for the nomination of a minimum percentage of staff to the next Roster Cohort after 10 months of Roster support.

Clarify the participation of LACRO Staff in the internal Roster and all procedure and costs related to their deployment.

Support the LACRO sections for a complete and standardized formulation, review and final edition of TORS available for roster member deployments.

Propose incentive mechanisms for the growth and formation of the RRR.

Develop the Internal RRR monitoring tool to be implemented along the management process. Manage the entire internal RRR rollout once guidelines have been updated.

Activities for the external RRR mechanism for 2017 – 2018.

Establish a technical and procedural proposal for the creation of an external RRR or Talent Pool based on UNICEF’s operations and human resources regulations.

Map possible opportunities for standby partners to cover costs of external Consultants.

Design the process of application and screening of candidates by a review committee as well as the final selection, monitoring of evaluation processes or the Roster through an Annual Cycle.

Design the process of identification and selection of external roster members.

Identify the best rapid procedures for the funding and contracting the external Roster members in close coordination with OPS – LACRO.

Create the guidelines and any legal arrangements required for the deployment of external RRR members.

Support LACRO sections for the formulation, review and final edition of standard TORS available for external roster member deployments.

Manage the entire external RRR rollout once guidelines have been updated and report the monitored results.

Develop a mechanism of periodic check of validity (availability, capacity etc) of the selected members.

Identify the right ratio of members per secto, taking into account the efficiency of sustaining the good enough number of members per sector and modality of deployment.

Stablish a mechanism to pre-determine and agree adequate standardized fees and deployment conditions for each profile Sector/function)

Explore possible linkages between our external roster /Talent Pool and the UNV Program.

DELIVERABLES:

Description

Duration

(Estimated # of days)

Delivery deadline

1) Internal RRR Lessons Learned document compiling RRR implementation relevant aspects to inform the update of the RRR guidelines.

15

August 20

2) Updated Internal RRR procedures and guidelines approved by LACRO.

3) Standard TORs for each Program and Functional area in the internal RRR.

4) Internal RRR monitoring tool approved and ready to be rolled out.

30

October 10

5) External RRR procedures successfully formulated and approved by all relevant UNICEF Regulations.

6) Standard TORs for each Program and Functional area in the external RRR.

7) External RRR monitoring tool approved and ready to be rolled out.

45

Dec. 15

8) Management report of the Internal RRR 2018 Cohort rollout.

9) Management report of the External RRR 2018 Cohort rollout.

45

March, 19. 2018

TOTAL

135

KEY QUALIFICATIONS, TECHNICAL BACKGROUND, AND EXPERIENCE REQUIRED:

University degree in organizational management, social sciences or any human resources management related field of knowledge.

More than 10 years of overall experience and more than 5 years of progressive experience with human resources in international humanitarian organizations.

Experience in the United Nations is an asset.

Experience in emergency management is an asset

Fluency in Spanish and in English (written & oral) is essential. The selection process includes an interview in both languages.

CONSULTANT’S WORKPLACE:The consultant is expected to work in Panama. She/he might be required to travel to country offices where surge mechanisms are or were previously activated. LACRO will cover economy airticket and corresponding DSA for travelling to each country.

FEES:

Qualified candidates are requested to submit a financial proposal daily/monthly rate in US Dollars. Proven experience (70%) and financial proposal (30%) will be taken into consideration during selection process. Travel will be covered by UNICEF as per policy.

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=506035

Organization: Creative Associates International
Country: El Salvador
Closing date: 31 Aug 2017

Project Summary:

The U.S. Agency for International Development-funded Crime and Violence Prevention Project (CVPP) seeks to improve citizen security in El Salvador by working with the Ministry of Justice and Public Security, mayors and community representatives across 55 high and medium-risk municipalities. To achieve its objectives, the project works across three key components i) increasing the Government of El Salvador’s capacity to prevent violence and crime on a national scale, ii) supporting municipal-led, and community-based crime and violence prevention initiatives, iii) and replicating and adapting innovative crime and violence prevention models.

Primary Responsibilities:

• Advise the Chief of Party and USAID on program and strategic direction of programming;
• Identify program opportunities and potential local partners;
• Manage, oversee, and report on activities implemented to the CoP and USAID;
• Ensure compliance with all requirements for activity development, recipient worthiness, activity implementation, management, monitoring, evaluation, and activity closing. This includes ensuring compliance with USAID and Creative’s regulations and procedures, ensuring that all procurement processes are perceived as transparent by beneficiary communities, assuring fair and transparent procurement processes, review of financial management, and monitoring activity implementation;
• Under the guidance of USAID and Chief of Party, contribute to the design and implementation of the M&E system at the activity level and ensure that all activities implemented are monitored and evaluated;
• Ensure the quality and completeness of information that is uploaded into the Activity Database and ensure that office staff use, maintain, and upload information into the Activity Database;
• Supervise local staff assigned to design and implement activities, both on programs and operations;
• Oversee operations related to specific activities, including logistics, procurement, budgeting, finance, and property management; and
• Identify new ways of achieving project efficiencies.

Required Qualifications:

• At least five (5) years of relevant experience working with a USAID Contractor or international NGO managing an office or program, and with some demonstrated supervisory experience;
• A minimum of two (2) years of experience working on complex, high-speed and challenging field operations in developing countries;
• Experience with OTI grants management, preferably in-kind and small grants;
• The candidate should be fluent in the USAID’s policies and procedures in regards to financial management, financial reporting, procurement processes, and grants management;
• Experience working in Latin America is required, preferably in a fragile or transitional state environment;
• Financial management experience, including budgeting; tracking, reporting and accounting; and procurement;
• Experience with activity design, development, and implementation;
• Fluency in English and Spanish is required;
• Excellent writing skills in English; and
• Experience working in the following technical areas required: crime and violence prevention, citizen security, community organizing, and urban development.

Desired Qualifications:

• Relevant work experience implementing programming related to violence prevention working with community groups and/or government institutions;
• Demonstrated management and leadership skills, including the ability to mentor staff; and
• Past representational experience with host governments, other donors, and civil society and demonstrated success with inter-agency coordination and joint programming ideally.

How to apply:

Please apply on company website: https://rew21.ultipro.com/CRE1010/JobBoard/JobDetails.aspx?__ID=*6B970217DE70E684