empleo

Organization: Project Concern International
Country: Guatemala
Closing date: 16 Aug 2017

Anticipated Start Date: November 2017 (Note: This position is contingent upon award)

**Spanish and English fluency are required for this position

Position Description:

Founded in 1961, PCI is an international non-profit organization that empowers people to enhance health, end hunger, and overcome hardship. Last year, PCI served more than 19 million people in 15 countries across Asia, Africa, and the Americas. During the past 50 years, the organization has served millions more in 14 additional countries. Since 1974, Project Concern International (PCI) has implemented a diverse portfolio of community-based programs in Guatemala’s rural highlands and urban cities to improve health, improve resiliency, and promote the empowerment of vulnerable communities. PCI currently works in 25 municipalities, both urban and rural, throughout Guatemala. PCI is recruiting for a Chief of Party (COP) to lead an anticipated multi-million dollar USAID-funded project designed to reduce social conflict and improve social cohesion by bringing together diverse sectors and stakeholders within communities to identify and address the main drivers of social conflict at the familial, community, and municipal levels. By building partnerships between communities and governing institutions (both statutory and traditional), and strengthening governing institutions and non-governmental capacity to respond to local conflicts, the project will increase social cohesion within and between communities to reduce social conflict and increase confidence in governing institutions.

The DCOP will be responsible for the management key technical, administrative and operational elements of the project, including ensuring effective implementation of activities, management of small grants, and appropriate staffing. The DCOP will also serve as a technical advisor in peacebuilding/conflict resolution and community development. At the request of the COP, the DCOP will publicly represent the project and support coordination and communications with key stakeholders (including the GOG, civil society, the private sector, USAID, and others).

Primary Responsibilities:

• Support CoP to ensure strong collaboration among consortium members through regular coordination meetings/program reviews, joint field visits and planning.
• Oversee day-to-day project operations, workflow and safety.
• Propose and implement values-based management principles and innovative procedures to facilitate sustainable programming,
• Ensure that all small grants are prepared and administered in line with USG and PCI administrative, operational procedures, policies, and regulations,
• Supervise the implementation and integration community-led plans.
• Work closely with the CoP and finance staff to develop and manage program budgets and track financial and material resources for PCI, consortium members and implementing partners.

• Lead the development of annual results planning, reports and other required donor reports and ensure the integration of program innovation and learning.

• Propose and implement innovative and state-of-the-art ways to facilitate community development through the promotion of security, community organization and improved coordination and involvement of local authorities.

• Develop systems to identify operational risks and their management and to reduce risks in project implementation.

• Establish a culture of evidence-based decision-making and data driven analytics through a well-developed monitoring and evaluation system.

• Establish a work culture that respects and prioritizes the needs of communities, especially the most vulnerable.

• Contribute to management of human resources through recruitment, mentoring, setting performance objectives, rewarding and training project team members.

• Actively engage in PCI’s effort to embed innovation and support the project team in doing so as well.

Qualifications:

• Minimum of 7 years of senior management experience, with progressively increasing responsibility, managing complex, multifaceted development projects,.
• Experience managing multi-million dollar contracts and/or cooperative agreement, with a preference for experience in projects funded by the US Government, particularly USAID.
• Experience working with national and municipal government officials.
• Experience building consensus among diverse actors, including NGOs (local and international), representatives of civil society, the private sector and other development implementing partners.

• Experience in Central America or Latin America, with preference for recent work in Guatemala.

• Technical expertise, leadership, and management experience in peacebuilding/conflict resolution. Demonstrated success applying technical approaches to conflict analysis, peacebuilding, and overall conflict sensitivity, particularly at the community level. In particular, must demonstrate an understanding of peacebuilding issues specific to Guatemala.

• Technical expertise, leadership, and management experience in community development. Demonstrated success including and engaging community members and groups in the design, implementation, and monitoring of community development activities. Demonstrated success leading the identification of constraints and gaps impeding the engagement and inclusion of community members, as well as and developing effective strategies to address them.

• Preference for experience working in any of the following sectors: youth and families, governance, land rights, and extractive and natural resources.

• Demonstrated abilities in reporting, budgeting, procurement, and project management, including monitoring and evaluation.

• Demonstrated experience recruiting, developing, and managing/mentoring staff.

• Experience conducting monitoring and evaluation activities.

• Development philosophy in keeping with PCI’s mission, vision, core values and approach to integrated, community-driven programming.

• Excellent analytical and self-motivation skills; excellent advocacy and persuasion skills; able to think critically.

• At least a Master’s degree in public administration, public management or other related fields.

• Fluency (verbal and written) in Spanish and English.

• Comfort working in insecure environments, including areas with high rates of crime and violence.

Who Excites Us:

• Someone that has a deep and personal commitment to addressing conflict and violence in all forms;
• Someone that has an authentic love, passion and interest in working in the poorest communities we serve;
• Someone with a demonstrated ability to innovate and take risks to achieve greater outcomes.

How to apply:

https://pciglobal-openhire.silkroad.com/epostings/index.cfm?fuseaction=app.jobinfo&jobid=525&…

Organization: Project Concern International
Country: Guatemala
Closing date: 16 Aug 2017

Anticipated Start Date: November 2017 (Note: This position is contingent upon award)

**Spanish and English fluency are required for this position

The MEL Manager is responsible for leading and managing the MEL strategy for the project. S/he will also oversee the project’s Collaborating, Learning, and Adapting (CLA) activities.

Primary Responsibilities:

• Establish effective MEL systems.
• Facilitate the development and establishment of data collection tools, documentation systems and systems for reporting to the key stakeholders on the status of process, output and outcome indicators.
• Lead MEL conceptualization for the program.
• Produce monthly, quarterly, and annual MEL reports based on indicators, outlined in the PCI performance monitoring plan, to guide decision making and program implementation.
• Work with local partners to ensure the collection of timely, relevant, and appropriate data needed for an effective MEL system to be utilized in the monitoring of strengths, weaknesses and gaps in existing programs and services and required for reporting on donor commitments.
• Facilitate capacity building for local partners to enable them to monitor and evaluate their own efforts, gather relevant data and produce required progress reports.
• Facilitate capacity building for project staff and partners in MEL procedures and other related areas as identified by the program.
• Develop systems to identify operational risks and their management and to reduce risks in project implementation.
• Establish a culture of evidence-based decision-making and data driven analytics through a well-developed monitoring and evaluation system.
• Actively engage in PCI’s effort to embed innovation and support the project team in doing so as well.

Qualifications:

• Minimum of 5 years of experience, with increasing responsibility, developing and implementing MEL strategies for complex, multifaceted development projects.
• Experience leading and managing data collection systems and MEL strategies for a multi-million dollar contracts and/or cooperative agreement, with a preference for a projects funded by the US Government, particularly USAID.
• Experience working with diverse actors, including NGOs (local and international), representatives of civil society, the private sector and other development implementing partners.

• Experience in Central America or Latin America, with preference for recent work in Guatemala.

• Demonstrated experience leading CLA activities.

• Demonstrated ability to take critical inputs feedback, and assessments from within the project and from external partners to inform changes in project approaches and scale-up.

• Understanding of data management and principles of database design and analysis.

• Preference for experience working in peacebuilding / conflict resolution and/or community development.

• Familiarity with research and scientific data collection methods.

• Development philosophy in keeping with PCI’s mission, vision, core values and approach to integrated, community-driven programming.

• Excellent analytical and self-motivation skills; excellent advocacy and persuasion skills; able to think critically.

• Degree in Statistics, Mathematics, Social Sciences, or other related field, with a preference for a postgraduate degree.

• Fluency (verbal and written) in Spanish and English.

• Comfort working in insecure environments, including areas with high rates of crime and violence.

Who Excites Us:

• Someone that has a deep and personal commitment to addressing conflict and violence in all forms;
• Someone that has an authentic love, passion and interest in working in the poorest communities we serve;
• Someone with a demonstrated ability to innovate and take risks to achieve greater outcomes.

Job Location Quetzaltenango, Guatemala

How to apply:

https://pciglobal-openhire.silkroad.com/epostings/index.cfm?fuseaction=app.jobinfo&jobid=526&…

Organization: UN Children’s Fund
Country: Panama
Closing date: 25 Jul 2017

TRAINING EN COMPETENCIAS GERENCIALES UNICEF LACRO

FONDO DE LAS NACIONES UNIDAS PARA LA INFANCIA (UNICEF)

TÉRMINOS DE REFERENCIA

PROPÓSITO

Contratación de un facilitador/a para el desarrollo de talleres de competencias gerenciales durante el Regional Fundraising workshop de UNICEF LAC.

PRODUCTOS A ELABORAR Y ENTREGAR

Seis talleres individuales de una hora cada uno sobre temas de desarrollo gerencial que serán impartidos los días martes 5 y jueves 7 de septiembre en 3 bloques de 1 hora cada uno en la Ciudad de Panamá teniendo en consideración las siguientes áreas:

Liderazgo:

Identificar mi estilo de liderazgo

Identificar el estilo de liderazgo que mi equipo necesita.

Feedback: Dar y recibir feedback.

Cómo abordar fracasos o fallas.

Time management.

Como mantener el foco/establecer prioridades (probablemente en relación con el punto anterior)- herramientas y métodos.

Desarrollo de carrera – ¿cómo planificar tu Carrera en UNICEF?

Técnicas para liderar reuniones efectivas.

Cómo desarrollar equipos eficientes.

Los asistentes serán los Gerentes de Movilización de Recursos de 7 países de la región y algunos de los miembros de sus equipos, en total estimamos unas 15 a 20 personas por taller. Las personas irán rotando a otras actividades paralelas, por lo tanto, en cada bloque pueden repetir o no los asistentes.

Objetivo 1: El objetivo principal es desarrollar herramientas de gestión en el equipo gerencial.

MANDATORIOS

El desarrollo de los talleres debe tener en consideración:

Deben ser independientes entre sí ya que no serán los mismos asistentes siempre.

Deben ser impartidos en español.

La técnica debe ser dinámica y experiencial.

Deben dejar una herramienta útil de practicar en su desempeño diario.

PERFIL REQUERIDO

Demostrada experiencia en facilitación de talleres para instituciones públicas u otros Organismos Internacionales.

Capacidad de trabajar en tiempo limitado.

Conocimiento previo de la labor de UNICEF y pasadas colaboraciones con la organización se considerarán como valor agregado.

TIMELINE

Tiempos de ejecución

5 Jul

20 Jul

24 Jul

5-7 Sep

Desarrollo TOR’s

X

Selección de facilitador/es

X

Email a participantes

X

Reunión sobre la propuesta y ajustes

X

Ejecución de talleres

X

CÓMO APLICAR

Por favor envíe su propuesta técnica y económica indicando su disponibilidad y tarifa diaria / mensual (en USD $) para cumplir los términos de referencia mencionados (incluyendo sus gastos de viaje y dietas, si corresponde). Las aplicaciones presentadas sin una tarifa diaria / mensual no serán consideradas.

UNICEF está comprometido con la diversidad y la inclusión dentro de su fuerza de trabajo, y alienta a candidatos calificados de todas las nacionalidades, religiones y etnias, incluidas las personas con discapacidades, a que se apliquen para formar parte de nuestra organización.

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=505804

Organization: UN Children’s Fund
Country: Panama
Closing date: 25 Jul 2017

TERMS OF REFERENCE FOR INDIVIDUAL CONSULTANCY

MAPPING ABOUT THE TECHNOLOGICAL NEEDS OF CHILDREN ON THE MOVE AND THE ROLE OF THE PRIVATE SECTOR AND GOVERNMENTS IN PROMOTING AND FACILITATING ACCESS TO COMMUNICATION TECHNOLOGIES

Background
Over the past years, an increasing number of children from El Salvador, Honduras, Guatemala and Mexico are moving northwards. Over the course of the 2016 US Fiscal Year, a total of nearly 60,000 unaccompanied children were apprehended at the Mexico – US border (compared to nearly 40,000 in the 2015 Fiscal Year). These children have decided to leave their home communities for many reasons, fleeing from high levels of violence and organized crime as well as from limited opportunities to break out of the cycle of poverty. Many others also move up North seeking to reunite with their families. On their way, these children are vulnerable to crime and violence, and many of them are exploited or abused or returned to their country of origin without hope and stigmatized by society.

Along the migration route, child migrants are easy prey to extortion, kidnapping, sexual violence and trafficking. If detected by authorities they are often detained under prison-like conditions. In countries of transit or destination they often find access to their basic rights, such as education and health, are obstructed. Many times, a proper determination of their circumstances, including potential risks to their physical safety upon return to their home country, is not undertaken before making the decision to send migrant children back to their place of origin.

It is important to highlight that for most returned migrant children, their reality of vulnerability and violation of rights in their countries of origin continues because the structural causes that led them to migrate such as violence, social exclusion, poverty and separation from the family-remain unchanged.

For migrant children having access to information about their rights and access to support services is crucial. Being able to maintain contact with family members is also an important safety strategy. It would be also important to recognize that sometimes children use technology to be in touch with smugglers and there are risks associated to their use of ICTs. ICT companies can play a role in strengthening the protection of migrant children through technology solutions.

Objective of the consultancy

Identify the technological needs, challenges and opportunities of migrant children; as well as the role of ICT industry and Governments in creating and facilitating technology for migrant children and their families.

Technological solutions for migrant children in Central America could help ensure: a) their safety; b) communication with their families; c) access to key information and services (legal advice, health, security, etc.); d) the tracking of their routes to ensure their safety e) the request of international protection; f) the use of technology to better connect child protection agencies across countries; g) the use of RapidFTR or similar apps to register children; h) the use of technology to protect migrant children against risks associated to their journey; etc.

It would be important to consider that some children have the fear of being tracked and detained. In this sense, the analysis should also explore how the technology would be a safe and desirable tool in that regard.

The collection data from companies and other stakeholders has to be done in a responsible way, being respectful of the privacy of children and adolescents.

The specific goals of the consultancy

The specific goals of the consultancy are the following:

Develop a Methodology proposal.

Deliverable: Methodology prepared

Work plan with proposed schedule.

Preliminary index of the final report

Draft methodology for data collection

Develop stakeholder engagement plan and material. This includes outreach and interview material for participating stakeholders (e.g. semi-structured interviews and children surveys), and list of stakeholders to be interviewed.

Engage 2-3 international ICTs companies (selected by UNICEF) and child rights/human rights organizations to review and validate the methodology and stakeholder selection.

Desk research and plan for the field visits.

Deliverable 2: Preliminary profile of the children on the move and their technological needs as well as plan for field visits.

Undertake desk research related to children on the move and the technology used by them to communicate with their families and friends; as well as information related to education on the move.

Perform a literature-practice review of existing studies on technology support to child migrants. This should include best practices from the ICT sector in LAC or abroad.

Undertake telephone interviews with key stakeholders inside the countries and internationally to verify desk research findings and further refine research questions.

Describe the profile of Children on the Move in LAC and develop initial assumptions on how they use ICTs throughout the journey

Prepare children surveys and focus group discussions with stakeholders, including families, caregivers, community members, education experts, and children (as appropriate).

Prepare a plan for field visits which should include at least one visit to Guatemala and another one to Mexico. Other field visits could be planned, subject to prior UNICEF approval.

Undertake field research to interview key stakeholders, experts and migrant children (including returned migrant children)

Deliverable: Summary of field visits report

Undertake field research in selected countries to validate the information gathered in the desk review and the preliminary assumptions about the use of technology by migrant children.

Interview wide range of stakeholders (children, families, community members, teachers, experts and private sector representatives, institutions responsible to provide services to migrant children) to understand and describe the technological needs of migrant children, including: the technology used to communicate with their families and friends; the technology used to contact public services (legal advice, health, security, etc.); trends using social networks and apps; education on the move using technology: etc.

Interviews are also intended to understand and describe the role of the ICT industry and Governments in creating and facilitating technology for migrant children and their families.

Analyze research findings and draft summary report.

Deliverable 4: Summary report including executive summary, photo-essays and PPT presentation.

Based on research findings, draft a summary report in Spanish that will include information about the technological needs of migrant children, the role of ICT industry and Governments in creating and facilitating technology for migrant children and their families and recommendations to UNICEF on how to engage the private sector and governments to better attend the technological needs of migrant children and their families. The report should also include recommendations to the institutions responsible to attend and provide services to migrant children.

The report should include an executive summary of up to 2 pages in Spanish and English.

The report should include photo-essays showing a day in the life of different child migrants and their use of technology in different moments of a journey, see example here: http://fashionrevolution.org/day-in-the-life-of-a-garment-worker/

Develop presentation material (PPT) summarizing assessment findings and present them in a webinar organized by UNICEF.

SCOPE OF THE STUDY

The study will be focused on the situation of the migrant children in the Northern Triangle of Central America (Guatemala, Honduras and El Salvador) and Mexico.

QUALIFICATIONS AND SPECIALIZED KNOWLEDGE/EXPERIENCE REQUIRED

The incumbent individual contractor will conduct the research from their premises.

Individual contractors are expected to have previous research experience in one or more of the following fields: Migrant Children, Child Protection in general, Corporate Social Responsibility, ICT industry and its trends and regulations and/or Education of Children. Fluency in English and Spanish required.

The duration for the contract is estimated to be 3 (three)months starting on the date of the signature of the contract.

HONORARIA & FEES

Please submit the CV of the responsible consultant/s as well as a methodological proposal/project plan (max 2 pages), including the proposed budget with subject “Migrant Children, technological needs study”. The proposal should highlight relevant experience of the consultant or the organization regarding children and technologies.

If you have any technical question, please address it to lacro-ops@unicef.org

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=505826

Organization: Dexis Consulting Group
Country: Honduras
Closing date: 21 Aug 2017

Dexis is seeking an experienced Market Systems Transformation Expert to provide technicial support services to the Monitoring and Evaluation Support for Collaborative Learning and Adapting (MESCLA) Activity and the USAID/Honduras Market Systems Learning Team. This is fourteen (14) day position based remotely with short-term travel to Tegucigalpa, Honduras. The start date for this position is August 28, 2017.

RESPONSIBILITIES

• Present and share best practices in the field of market systems learning to USAID/Honduras and MESCLA staff
• Describe the differences between traditional learning approaches and innovative market systems learning approaches
• Develop a statement of work, including specific tasks, deliverables, and costs, for a long-term consultant who will implement the market systems learning agenda
• Advise and assist USAID/Honduras and MESCLA to identify a long-term consultant to implement the market systems learning agenda

QUALIFICATIONS

• A minimum of ten (10) years analyzing market systems, identifying opportunities, designing and implementing interventions to improve market systems’ productivity, competitiveness and inclusion. Experience in Latin America is preferred.
• Experience using methods and tools relevant to market systems and measuring systemic change
• Knowledge of and experience with USAID strategies, technical approach and MEL requirements is an advantage
• Excellent written and oral communications skills
• Fluency in Spanish and professional working knowledge of English is required

With over 15 years of experience, Dexis specializes in creating custom-tailored, adaptable, and effective international development solutions. Operating in over 70 countries, we support clients like the United States Agency for International Development (USAID), U.S. Department of State, Department of Defense, and other multilateral agencies. We are one of the fastest growing firms in international development and our staff report some of the highest levels of job satisfaction in our industry.

Dexis is an equal opportunity employer offering employment without regard to race, color, religion, sex, sexual orientation, age, national origin, citizenship, physical or mental handicap, or status as a disabled or Vietnam Era veteran of the US Armed Forces.

How to apply:

https://careers-dexisonline.icims.com/jobs/1108/market-systems-transformation-expert/job

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PORT-AU-PRINCE, le 27 juin 2017 – Selon un nouveau rapport publié par la Banque mondiale aujourd’hui, le secteur de santé a besoin de plus d’investissements publiques et d’une meilleure allocation des dépenses pour améliorer l’accès aux soins pour tous les Haïtiens. Le rapport « Mieux dépenser pour mieux soigner : un regard sur le financement de la santé en Haïti» souligne que les dépenses publiques de santé par habitant n’atteignent que 13 dollars par an ce qui est inférieur à la moyenne de 15 dollars des pays à faible revenu, et bien en dessous de la moyenne des pays voisins comme la République Dominicaine (180 dollars) ou Cuba (781 dollars). Par ailleurs, une hausse importante de financement des ONG et de la communauté internationale a fait suite au tremblement de terre, mais ce financement baisse de façon significative, mettant en question la durabilité des investissements dans le secteur. Dans le contexte de succession de situations d’urgence auquel fait face le pays, plus de la moitié des dépenses totales de santé correspondent à des soins curatifs plutôt que préventifs. Par ailleurs, 38% des dépenses totales de santé sont consacrées au secteur hospitalier, notamment dû au nombre élevé d’hôpitaux – bien plus que dans d’autres pays comme le Burundi (23%) ou la Tanzanie (26%). Cependant, ces hôpitaux ne sont souvent pas suffisamment équipés pour le niveau de soins requis et donc ce niveau de dépenses ne se traduit pas par une augmentation des prestations de services.  Les coûts de traitement en milieu hospitalier sont bien supérieurs à ceux des centres de santé primaire et le pays ne dispose que de 0,3 dispensaires pour 10,000 habitants, un ratio bien inférieur à la norme établie par le Ministère de la santé et de la population d’Haïti. « Avec le déclin de l’aide internationale, une couverture sanitaire universelle ne peut être atteinte qu’en priorisant les soins de santé primaires et en étendant l’accès aux traitements essentiels pour les plus pauvres», a déclaré Eleonora Cavagnero, économiste de la santé pour Haïti à la Banque mondiale et auteure principale du rapport. Malgré des progrès observés au travers de l’augmentation de l’espérance de vie et de la diminution de la mortalité infantile et maternelle de moitié entre 1990 et 2015, Haïti fait face à de nombreux défis en matière de santé : la mortalité infantile et maternelle reste quatre à cinq fois plus élevée que pour l’ensemble de la région Amérique latine et Caraïbes. Seul 68% des enfants de moins de 24 mois ont reçu les trois doses du vaccin contre la diphtérie, le tétanos et la coqueluche, alors que ce chiffre est de 80% dans les pays de niveau économique similaire. « Les investissements n’ont pas été réalisés là où ils étaient les plus nécessaires, » a déclaré Mary Barton-Dock, Envoyée spéciale de la Banque mondiale en Haïti. « En ces temps de lourdes contraintes budgétaires, il faut passer à un mécanisme de financement fondé sur les résultats pour rendre le système de santé plus efficient et plus équitable. » Le rapport propose plusieurs options afin de « mieux dépenser pour mieux soigner » et offrir une meilleure couverture sanitaire pour les plus pauvres: ·       Accroitre les ressources publiques pour la santé : Malgré les besoins en matière de santé, la part du budget de l’état haïtien alloué à la santé n’a cessé de diminuer au cours de 12 dernières années, baissant de 16.6% du budget national en 2004 – un chiffre supérieur à la moyenne de la région d’Amérique latine et Caraïbes – à 4.4% du budget national actuel. Avec la forte diminution du financement des bailleurs de fonds de ces dernières années, le gouvernement doit planifier d’urgence un relèvement du financement public pour la santé et une meilleure coordination de l’aide internationale. L’élaboration de taxes spéciales pour la santé, telles qu’une taxe sur le tabac et l’alcool, pourrait permettre de mobiliser des fonds dans le secteur. ·       Prioriser les soins de santé primaires et préventifs : Cela implique rediriger une partie du financement vers les soins de santé primaires, et prioriser et chiffrer le Plan Directeur de santé actuel. Le renforcement de la prestation de services de soins de santé préventifs et primaires contribuerait à maximiser la réduction des principales causes de mortalité en Haïti. Les partenaires de développement devraient financer une assistance technique pour aider la pérennisation financière des hôpitaux, consolider l’infrastructure existante et mettre en place une politique d’octroi de licences. Cette réorientation des investissements dans le secteur santé devrait être guidée par des données objectives. ·       Accroitre l’accès équitable à des soins de qualité : Cela demande de mettre en œuvre une cartographie des institutions sanitaires en les reclassifiant afin d’améliorer leur capacité opérationnelle et de faciliter la mise en œuvre d’un réseau de référence pratique. Cette reclassification devrait permettre une meilleure répartition des équipements médicaux et médicaments. Une politique favorisant un accès géographique aux services de santé primaires de qualité plus équitable doit être mise en œuvre. Parmi les ménages qui n’ont pas consulté de professionnel de santé, 49% répondent ne pas l’avoir fait pour des raisons financières.  Cela devrait être accompagné par une amélioration de l’efficience et de la rentabilité de la prestation de services en liant le financement du personnel et des institutions sanitaires aux résultats. ———————————————————————————————————————————Contacts : À Washington : Christelle Chapoy, (202) 361 4255, cchapoy@worldbank.org Pour en savoir plus sur les activités de la Banque mondiale en Amérique latine et dans les Caraïbes : www.worldbank.org/lac Rejoignez-nous sur Facebook : http://www.facebook.com/worldbank Suivez notre actualité :          Sur Twitter : @WBCaribbean Sur YouTube : http://www.youtube.com/worldbank  

PORT-AU-PRINCE, June 27, 2017 – A new report issued today by the World Bank reveals that the health sector needs more public investments and better allocation of resources to improve access to health care for all Haitians. The report, titled “Better Spending, Better Care: A Look at Haiti’s Health Financing”, highlights that public spending on health care per capita is US$13 per year, which is below the average of US$15 in low-income countries and substantially lower than the average in neighboring countries, such as the Dominican Republic (US$180) and Cuba (US$781). In addition, there was a significant increase in funding from NGOs and the international community followed the earthquake, but this funding is falling significantly, calling into question the sustainability of investments in the sector. In the context of repeated emergencies faced by the country, more than half of total health expenditure goes toward curative rather than preventive health care. In fact, 38 percent of total health expenditure is devoted to the hospital sector, owing primarily to the large number of hospitals, which is significantly higher than in countries such as Burundi (23 percent) and Tanzania (26 percent). The hospitals are often under-equipped to provide the level of care required, and the current level of expenditure has not led to increased service delivery. Costs for in-patient care are much higher than those in primary health centers. The nationwide ratio of clinics to inhabitants is 0.3 per 10,000, significantly below the standard set by Haiti’s Ministry of Public Health and Population. “The decline in international assistance means that unless primary health care is prioritized with greater access to essential treatment for the people most in need, universal health coverage will not be possible,” said Eleonora Cavagnero, Health Economist for Haiti at the World Bank and lead author of the report. Life expectancy increased and infant and maternal mortality were halved between 1990 and 2015. However, Haiti remains vulnerable to many heath challenges: infant and maternal mortality rates are four or five times higher than those of Latin America and the Caribbean. Only 68 percent of children under 24 months have received the three vaccines to prevent diphtheria, tetanus, and pertussis, compared to 80 percent in countries in a similar economic bracket. World Bank Special Envoy to Haiti, Mary A. Barton-Dock, points out that “investments have not been made in areas crying out for them. In the current environment of severe budgetary constraints, what is required is a results-based financing mechanism to make the health care system more efficient and more equitable.” The report proposes options to achieve better care through better spending, and improve health coverage for the poorest: ·       Increase public spending in health: Despite the country’s health needs, the government’s budget allocation for health declined significantly over the past twelve years, dropping from 16.6 percent of the national budget in 2004 (above the average for Latin America and the Caribbean) to 4.4 percent of the current budget. Given the sharp reduction in donor funding in recent years, the government must plan for an immediate increase in public expenditure in health and improved coordination of international assistance. The creation of special taxes—on tobacco and alcohol, for example—could help raise funds for the health sector. ·       Prioritize primary and preventive health care: This will involve redirecting funds to primary care, while prioritising and calculating the cost within the current Health Master Plan. Bolstering service delivery in primary and preventive health care will greatly assist in reducing the leading causes of mortality in Haiti. Development partners should finance technical assistance to help hospitals achieve financial sustainability, strengthen existing infrastructure, and put in place a licensing policy. This shift in investments in the heath sector should be evidence-based. ·       Improve equitable access to quality health care: This will be achieved by mapping health facilities and reclassifying them to improve their operational capacity and establish a functioning referral network. This reclassification exercise will help improve the distribution of medical equipment and medicines. A policy that promotes a more equitable geographic access to primary health services needs to be implemented. Among households that did not consult a health professional, 49% responded that they did not do so for financial reasons. This policy also promises to increase efficiency and cost-effectiveness in service delivery at the primary health care level by linking funding of health personnel and institutions to results. Contact: In Washington: Christelle Chapoy, (202) 361 4255, cchapoy@worldbank.org ———————————————————————————————————————————————– For more information on the World Bank in Latin America and the Caribbean, visit: www.worldbank.org/lac Follow us on Facebook: http://www.facebook.com/worldbank Twitter: @WBCaribbean YouTube: www.youtube.com/worldbank

While life expectancy has increased between 1990 and 2015, Haiti remains vulnerable to many heath challenges. Access to primary and preventive health care is low, particularly among the poorest. Infant and maternal mortality are still 5 and 3 times higher than the regional average, and only 68 percent of children under 24 months have received the three vaccines to prevent diphtheria, tetanus, and pertussis, compared to 80 percent in countries in a similar economic bracket. At $13 per capita a year, public spending on health is below the average for low-income countries. In addition, more than half of all health spending is allocated to curative rather than preventive care: Haiti has many under-equipped hospitals, but only 0.3 dispensaries per 10,000 people. The report proposes several options to achieve better care through better spending. Providing better health coverage for the poorest will require an increase in public spending for health and better use of existing resources. Primary health care needs to be prioritized, and removing financial and geographical barriers will increase access to quality care. Read the report 

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Washington, June 28, 2017- The 2016-2020 Country Partnership Framework (CPF) that establishes the parameters for the World Bank’s collaboration with Bolivia has been in effect since last year. Under this agreement, the World Bank has made up to US$ 2 billion available to the country to finance development projects in different areas. To date, US$ 615 million of these resources have been approved for investment operations in transportation and  rural development. For the period 2017-2019, the World Bank Board of Directors is considering new operations for US$ 525 million in water and sanitation and irrigation, with a focus on risk prevention and resilience to climate change. The CPF was developed at the request of the Government of Bolivia. It is based on the systematic country diagnostic and the comparative advantages of the Bank over other financial institutions. The implementation of the CPF will benefit – directly or indirectly – more than 4.5 million citizens, most of them low-income. “This work framework guides the commitments and actions we are adopting to support the country. We are satisfied with the progress and the dialogue we have with national authorities, with whom we are analyzing the areas where Bank support can have the most impact,” said Nicola Pontara, World Bank Representative in Bolivia. The CPF was developed in accordance with the objectives of the Economic and Social Development Plan of the Plurinational State of Bolivia. The plan seeks to operationalize the Patriotic Agenda 2025 that establishes medium-term objectives to eliminate extreme poverty and translate growth into well-being. The CPF has two main pillars: to promote broad-based and inclusive growth and to support environmental and fiscal sustainability and resilience to climate change and economic shocks.  For more information, see http://documents.worldbank.org/curated/en/921771468186539912/pdf/100985-REVISED-OUO-9-R2015-0221.pdf.