empleo

Organization: UN Children’s Fund
Country: Brazil
Closing date: 02 Jun 2017

If you are a committed, creative professional and are passionate about making a lasting difference for children, the world’s leading children’s rights organization would like to hear from you.

For 70 years, UNICEF has been working on the ground in 190 countries and territories to promote children’s survival, protection and development. The world’s largest provider of vaccines for developing countries, UNICEF supports child health and nutrition, good water and sanitation, quality basic education for all boys and girls, and the protection of children from violence, exploitation, and AIDS. UNICEF is funded entirely by the voluntary contributions of individuals, businesses, foundations and governments.

Purpose of the Position

Based in the Brasilia Country Office and under the supervision of ICT Officer, this position will be responsible to provide technical, operational and procedural support and end-user services in the implementation, maintenance and improvement of information and communication technology systems, procedures and activities of the Brazil Country office, in accordance with the ICT work plan, consistent with the office’s annual management plan and with the global ICTD strategy.

Summary of key functions/accountabilities

– Provide technical support to UNICEF Brazil (including Zone Offices) personnel in hardware and software related problems. This involves troubleshooting ad-hoc user problems and solving it, whether hardware or software related.- Provide orientation to the end user in difficulties with UNICEF standard software. This involves on the job training to the end user on how to use it correctly, trying to build user’s capacity.- Install and configure newly arrived software and equipment.- Assist the ICT unit with the introduction and technical operation of organizational information technology applications. This involves study of the application and its implementation, by installing and making it available to users.- Interact with vendors reporting equipment problems and placing service calls for repairs as necessary. This activity also involves follow-up with vendors.- Maintain an updated inventory of UNICEF Brazil ICT equipment. This involves a close contact with the focal point for the non-expendable property inventory in the Admin Unit.- Assist in the maintenance of systems and equipment by carrying out routine tasks, such as backing up data, monitoring network and systems, servers and peripherals, running systems diagnostics, patch management and system optimization, removing viruses and bad data.- Assist in the in administration of user access to ICT systems and databases.- Perform other duties as required in connection with the ICT unit’s work plan.

Qualifications of Successful Candidate

Education

– Completed secondary education is required. Having attended or being attending university courses in computer science, information technology or computer engineering is an advantage.

Experience

– Five (5) years of working experience in information and communication technology field including hardware/software installation, user support, end user documentation in support of office computerization is required. Working experience in an international organization or multicultural environment is an added value.

Language

– Fluency in Portuguese and English is required. Knowledge of an additional UN Language (Arabic, Chinese, Russian, Spanish) is considered an asset.

Competencies of Successful Candidate

Core Values

Commitment

Diversity and Inclusion

Integrity

Core competencies

Communication (I)

Working with People (II)

Drive for Results (I)

Functional Competencies

Analyzing (I)

Learning and Researching (I)

Planning and Organizing (I)

Following Instructions and Procedures (I)

To view our competency framework, please click here.

In relation, please note that all candidates who wish to apply to this Vacancy Announcement are requested to prepare and submit their respected UNICEF applications in English language.

Note:Non-citizens of Brazil must be in possession of a work permit authorizing them to work throughout the Country.*Only shortlisted candidates will be notified.

UNICEF is committed to diversity and inclusion within its workforce and encourages qualified female and male candidates from all religious and ethnic backgrounds, representing the diversity of Brazil, such as black and indigenous people, to apply to become a part of our organization. Candidates will be treated equally regardless of gender, sexual orientation, special needs, social and HIV/aids status. UNICEF is a smoke-free environment.

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=504763

Organization: UN Children’s Fund
Country: Panama
Closing date: 28 May 2017

Contract Type: Temporary Appointment

Proposed Level: P-3

Duration: 364 days

Duty Station: LACRO, Panama City, Panama

Supervisor: Regional Adviser Emergency

Background

As emergencies become more frequent, the expectations of UNICEF to deliver on the Core Commitments for Children in Humanitarian Action (CCCs) in a timely and effective manner will continue to increase. Emergency preparedness significantly enhances UNICEF’s ability to meet these expectations and save time and resources in the response. Our research with WFP and DFID indicates that every $1 spent on preparing is worth more than $2 in the emergency response, and that preparedness interventions accelerate response activities by more than one week.

Many HQ Divisions, all ROs and several COs contributed to the development of Procedure and the associated Guidance Note, including through a wide-ranging reference group over a period of 18 months. As a result, UNICEF’s Preparedness for Emergency Response Procedure and Guidance Note were issued on 31 December 2016.

The Procedure explains what all UNICEF Offices must do to prepare to respond in the event of a humanitarian crisis, starting from a ten-point checklist of Minimum Preparedness Actions and Standards. The associated Guidance Note describes in detail the preparedness planning process and actions all Offices should undertake, putting UNICEF’s efforts within the bigger picture of interagency preparedness and explaining how we complement our partners’ work in preparedness and response.

While all Offices are encouraged to implement the Procedure as soon as possible, it will not formally take effect until 30 March 2018, in order to allow Offices time to adopt the new processes and meet the Minimum Preparedness Standards.

A new Emergency Preparedness Platform (EPP) is being developed to support all Offices in planning and monitoring preparedness. Until the EPP is up and running later in 2017, Country Offices will continue to use the current Early Warning Early Action (EWEA) platform to plan and monitor preparedness.

EMOPS has developed change management and roll out plans for the long period (2017-2020) and for the year 2017. The 2017 preparedness plans foresee an intense collaboration with ROs to ensure that:

a. all COs are familiar with the Procedure by March 2018;

b. the EPP is adopted by all COs by March 2018

c. a wide range of users and experts are engaged in the process.

In November, 2016 UNICEF’s Regional Office started a new preparedness cycle hosting a regional multisectorial training reinforcing the capacity of 19 COs to prepare and respond to emergencies when required and to ensure there is an enhanced capacity across the region for emergency response in each sector and operational areas. A selected group of staff was gathered for the training on emergency response, including in depth sector or area specific elements. A brief introduction to the new preparedness framework was presented. In 2017, LACRO sections have been working together to offer Country Offices specific trainings with a multi-sectorial approach. The Regional Office has already identified and received requests from more than 8 country offices to replicate the training between March and December of 2017. LACRO is planning to include, to the best extent possible, a broader preparedness module to be part of those trainings.

Additionally, LACRO is continuously working to enhance the capacity of its Regional Response Roster and the new external humanitarian preparedness and response roster (to be implemented during the second semester of 2017). LACRO aims at promoting the availability of human resources that could also be able to understand and provide support on the implementation of preparedness procedures and guidelines at regional and country level.

Purpose and Objective

Under the leadership of the Emergency Unit, in close coordination with all relevant sections in LACRO and in close collaboration with EMOPS HFSS Emergency Preparedness team, the incumbent will support the Regional Emergency Advisor and the whole regional emergency team in the planning and implementation of the Preparedness Change Management plan, and in the development and roll out of the EPP in the region. The incumbent will provide support in the following areas:

1. Technical assistance and quality control

2. Planning, coordination and support to the roll out of the Preparedness Procedure and Guidance Note

3. Planning, coordination and support to EPP user engagement activities

4. Planning, coordination and support to EPP piloting and roll out

5. Monitoring and reporting

6. Learning/training

7. Knowledge management

Key tasks

1. Technical Assistance and quality control

• Provide technical assistance to COs in the adoption of the new procedure, in particular in:

o Planning of short term preparedness activities through the risk analysis and the other three steps preparedness planning process (usingthe EWEA first and the EPP later),

o Planning of long term activities in their CPDs, in conjunctions with other initiatives and tools GRIP (Guidance for Risk Informed Programming) as applicable.

• Provide quality control to the preparedness plans and preparedness products that COs produce (on paper first and in the EPP later)

2. Planning, coordination and support to the roll out of the Preparedness Procedure and Guidance Note

• Plan and coordinate the implementation roll out activities both at CO and RO level

• Plan and organize meetings and follow up on action items both at CO and RO level.

• Other work in support of DRR, GRIP and the risk and resilience agenda as required

3. Planning, coordination and support to EPP user engagement activities

• Communicate with users

• Support planning and organizing meetings and webinars

• Track attendance

• Support information exchange with the user group

• Support gathering feedback

• Track progress

4. Planning, coordination and support to EPP piloting and roll out

• Develop and coordinate the implementation of plans for the piloting and roll out of the EPP in the region (in COs and in the RO)

• Gather learning and take corrective actions

• Support the onboarding of offices and monitor progress

5. Monitoring and reporting

• Monitor COs’ compliance with the Preparedness Procedure’s requirements & produce reports

• Monitor COs’ use of the EWEA

• Monitor use of the EPP and offices’ progress in meeting the Minimum Preparedness Standards

• Produce statistics and reports on preparedness (on compliance in EWEA and EPP, and on progress in the implementation DFID and thematic funds)

• Provide follow up with RO colleagues and COs as needed

6. Humanitarian Learning

• Plan and support the facilitation of preparedness Learning/training activities in the region including the regional response roster related activities.

• Contribute to the development of learning materials on Preparedness and EPP by EMOPS (face-to-face, webinars, eLearning, tutorials, videos)

• Provide support to actual CO response operations in a way that the incumbent has a close contact and is able to identify key actual response bottlenecks and provides timely feedback into the preparedness process.

7. Knowledge Management


• Develop a preparedness KM plan for 2017 (including use of the EPP)

• Support the set up and facilitation of KM mechanisms/activities in the region.

• Gather and disseminate relevant information

• Analyze bottlenecks and produce recommendations

Desired knowledge and experience

Education:

Advanced university degree (master’s degree or equivalent) in political science, anthropology, sociology, social sciences, international relations, engineering or related fields. First level university degree with relevant combination of academic qualifications and experience may be accepted in lieu of the advanced university degree.

Work Experience:

Five years progressively responsible professional experience mainly in humanitarian action. Complementary experience in disaster risk reduction is also an advantage.

Experience working at regional and/or HQ level in addition to national in an emergency context, is an advantage

Specialized training/experience in emergency preparedness/response management highly desirable

Experience working with UNICEF is a plus

Languages:

Fluency in Spanish and English is required; French and Portuguese would be a strong asset.

Technical knowledge:

Proven understanding of programmatic and operational challenges in emergency settings

Experience in preparedness and/or DRR

Familiarity with risk analysis

Experience in emergency response

Familiarity with UN humanitarian coordination and with IASC transformative agenda and preparedness approach

Proven ability to conceptualize, plan and execute complex processes in collaboration with a wide range of stakeholders

Advanced ability to express clearly and concisely ideas and concepts.

Demonstrated ability to establish harmonious and effective working relationships with several stakeholders

Experience in developing and implementing trainings.

Values & Competencies

i. Core Values

• Commitment

• Diversity and Inclusion

• Integrity

ii. Core Competencies

• Communication (L2)

• Working with People (L2)

• Drive for Results (L2)

iii. Functional Competencies

• Analyzing (L2)

• Deciding and Initiating Action (L3)

• Persuading and Influencing (L3)

• Applying Technical Expertise (L3)

• Planning and Organizing (L2)

• Adapting and Responding Change (L3)

• Coping with Pressure and Setbacks (L3)

• Leading and Supervising (L2)

UNICEF is committed to diversity and inclusion within its workforce, and encourages qualified candidates from all backgrounds to apply.

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=504770

Organization: Médecins du Monde
Country: Colombia
Closing date: 31 Jul 2017

Médicos del Mundo, asociación médica militante de la solidaridad internacional, se compromete desde hace 30 años a atender a las poblaciones más vulnerables aquí y en el extranjero, a dar testimonio de las barreras que se identifican en lo concerniente al acceso a la atención sanitaria y a obtener mejoras sostenibles de las políticas de sanidad para todos. Como asociación independiente, actuamos más allá de la atención sanitaria, denunciando las violaciones de la dignidad y de los derechos humanos y trabajando para mejorar la situación de las poblaciones que se encuentran en situación de precariedad. A nivel internacional, MdM trabaja en 41 países repartidos en todos los continentes y se centra en cuatro cuestiones prioritarias (la atención de los migrantes y desplazados, la promoción de la salud sexual y reproductiva, la lucha contra el VIH y la reducción de los riesgos vinculados al uso de drogas, las crisis y los conflictos).Médicos del Mundo ha estado presente en Colombia desde 30 años en zonas rurales afectadas por un conflicto armado de cinco décadas. A pesar de la firma de los acuerdos de paz entre Gobierno y FARCs a finales del 2016, la seguridad sigue siendo frágil debido a la presencia de otros grupos armados, paramilitares y bandas criminales. El impacto directo en la población sigue siendo muy preocupante.
En los departamentos de Nariño, Meta y Guaviare, los equipos realizan servicios móviles de salud, con un enfoque en la atención primaria, la salud sexual y reproductiva, el apoyo psicosocial a las víctimas de violencia, el fortalecimiento comunitario y la educación a la salud.
Médicos del Mundo también ayuda a las comunidades a conocer y reclamar sus derechos a la Salud ya que es un elemento clave de la construcción de la paz.**

DESCRIPCION DEL PUESTO :

Usted trabaja bajo la autoridad del responsable de la zona geográfica América Latina/Caribe y Medio Oriente, quien delega la supervisión al responsable de Desk, ambos basados en la sede.

Usted representa Médicos del Mundo Francia en Colombia y garantiza la buena implementación de los programas y su coherencia con la estrategia de MDM.

Es responsable de:

• El manejo y la coordinación de todo el equipo (2 expatriados y 23 nacionales).

• La planificación de toda la misión y de la evaluación de los programas; la supervisión y organización de la aplicación de los mismos.

• La seguridad de los bienes y las personas durante toda la misión; la supervisión y organización de la implementación de las normas de seguridad.

• El respeto del marco administrativo y jurídico del país y la normativa interna de la misión.

• La elaboración del presupuesto, de los ajustes requeridos; es el garante de la calidad del seguimiento presupuestario, de la seguridad y de la transparencia en el uso de los fondos.

• El cumplimiento de los objetivos definidos con los donantes y del respeto de las obligaciones contractuales y participa en la búsqueda de fondos en el terreno.

• La visibilidad de la misión y de la coherencia de las comunicaciones con los posicionamientos de la asociación.

• Las negociaciones y relación periódica con las autoridades locales y las contrapartes de la misión, con el apoyo de los otros coordinadores de sitio; supervisa el respeto a los acuerdos de los contratos.

CONDICIONES :

Estatus : Empleado

Contrato : Contrato temporal

Duración : 12 meses

Fecha de comienzo: Septiembre 2017
Visitas en el terreno.

Posibilidad de puesto en familia

PERFIL REQUERIDO :

Experiencia en coordinación de programas humanitarios y planificación estratégica en el terreno.
Experiencia negociación y colaboración con instituciones, autoridades locales/sanitarias, socios, ONGs y donantes.
Capacidad de análisis de contexto geopolítico, contexto cultural y experiencia en gestión de la seguridad en contexto de conflicto armado.
Capacidad de análisis y de redacción sintética para la elaboración de informes y documentos que reflejen la labor de la misión.
Experiencia en América Latina.
Experiencia de trabajo y/o interés particular en actividades de incidencia.
Capacidad de trabajo en equipo.
Capacidad de resistir a situaciones de stress y buena condición física.
Idiomas : español fluido y manejo del francés o inglés
Ud se compromete, acepta compartir los valores de Médicos del Mundo y adhiere a su modelo asociativo.

NO SE TRAMITAR Á CANDIDATURA POR TELEFONO

Medecins du Monde se reserva el derecho de cerrar el proceso de reclutamiento antes de la fecha indicada.

MdM se compromete a actuar a favor de la integración de las personas con discapacidad y a luchar contra todas las discriminaciones.

How to apply:

Para enviar su candidatura https://mdm.profilsearch.com/recrute/intranet/fo_annonce_voir.php?id=1973&idpartenaire=128

Organization: World Vision
Country: Honduras
Closing date: 26 May 2017

Location: Tegucigalpa

JOB PURPOSE

Lead proposal-development teams that may include internal as well as external members, and draft all or sections of high-quality proposals for institutional and private donors. Support National Office positioning and identification of new opportunities. The role will report to the National Office Grant Acquisition Manager.

MAJOR RESPONSIBILITIES:

· Submit high-quality proposals. This includes the preparation of Grant Synopsis and participate (by request) in the meetings for Go /No Go, with the Grant Acquisition Committee.

· Prepare and socialize with area Manager, the work schedule for the preparation of specific proposals. Lead the design process including the design team.

· Ensure proper coordination with other internal areas, partners or support offices in the preparation of high quality proposals.

· Draft all or parts of proposals.

· Ensure the official submission of the proposals, taking in consideration the rules and regulation of the different donors.

· Monitor the process of approval of the proposal and signing of agreement.

· Coordinate the transition of approved projects to Operations for implementation.

· Conduct regular meetings with World Vision Technical Advisors to assess proposals.

· Support National Office positioning & donor engagement.

· Provide inputs for the design of the Grant Acquisition Strategy.

· Meet w/donors & partners when required to support organizational positioning.

· Obtain donor intelligence in support of proposal development.

· Identify funding opportunities with international cooperation agencies and /or host governments. Support Technical Advisors in their donor engagement activities.

· Collaborate with the liaison officers and key Operations staff to plan major donor or donor agency staff project visits.

KNOWLEDGE AND SKILSS

· Degree in development studies, economics, business administration, international relations, or any other relevant field of social science.

· 3-5yrs grant acquisition & management

· Development theory & practice

· Donor landscape & trends

· Proposal development – eg. Logframe, good writing skills

· Budgeting & financial tracking/reporting

· Good oral & written Spanish & English

How to apply:

¿Are you the person? ¡Apply now!

¡Congratulations you are about to start a great chapter in your career, We’ve been looking for you! Please complete your profile in our website:

https://careers.wvi.org/job-opportunities-in-honduras

Problems? Send your resume to hondurasrrhh@wvi.org

Mission:

World Vision is an international partnership of Christians whose mission is to follow our Lord and Savior Jesus Christ in working with the poor and oppressed to promote human transformation, seek justice, and bear witness to the good news of the Kingdom of God.

Para você, o investimento em estradas, aeroportos, energia e outras áreas da infraestrutura é papel exclusivo do Estado? Ou pode incluir a participação do setor privado? Cada vez mais governos da América Latina e do Caribe optam pela segunda resposta, em especial levando-se em conta dois fatores.  O primeiro deles consiste no déficit de investimento em infraestrutura – a diferença entre o que existe e o que é necessário –, com estimativas em torno de US$ 180 bilhões por ano. O segundo é a dificuldade de aumentar significativamente o investimento público no atual contexto fiscal apertado e de recuperação lenta da economia latino-americana depois de seis anos de recessão.  Resultado: na última década, o número de projetos de parcerias público-privadas (PPPs) mais do que triplicou, passando de 40 para 140, sobretudo nos setores de energia, transportes, água e esgoto.  Um novo relatório do Banco Mundial sobre o tema, Financiamento privado de infraestruturas públicas por meio de PPPs na América Latina e Caribe, traz outros dados que evidenciam a importância crescente desse modelo na região. Entre eles, a quantidade de países que aprovaram leis referentes a elas nas últimas duas décadas: 19.  Já o percentual do PIB investido nas parcerias aumentou menos do que a média de crescimento da economia regional. Ou seja, o volume de recursos ainda pode evoluir, mas atraí-los e usá-los com eficiência – uma necessidade para toda a região – são ações que dependem de diversos fatores.  Segundo o relatório, embora a América Latina e o Caribe tenham programas de PPP desde o fim dos anos 1980, a evolução e o nível de sofisticação deles não têm sido uniformes.  Os do Chile e México são considerados os mais bem-sucedidos da região, especialmente no setor de transportes. Brasil, Colômbia e Peru também têm trajetórias extensas de projetos de PPP. No entanto, mesmo os mercados mais avançados precisam criar ambientes de licitação com maior competitividade e melhorar os mecanismos de financiamento de projetos. A região ainda tem em comum o desafio de melhorar a fase de planejamento e preparação dos projetos. Antes de tomar a decisão de contratação por meio de PPPs, por exemplo, o estudo recomenda fazer uma avaliação socioeconômica de custo-benefício, e poucos países cumprem isso. 

José Quishpe represents 400 farmers of the Alpaca Project of Cayambe Canton, in the Ecuadorian province of Pichincha.  They plant corn (grain), ulluco (tuber), maize, barley, wheat, potato, quinoa and other crops on their 1,200 hectares. Among the many daily challenges they face are soil erosion and crop losses. They currently use a flood irrigation system, which does not allow them to adequately distribute the resource among all members. This unsustainable water usage affects the population’s quality of life. This is the context of the Sustainable Family Farming Modernization Project, which promotes more efficient water usage among farmers through localized irrigation infrastructure and training. They project also provides technical support to strengthen the organization of the association, develop environmental and agricultural practices, as well as support marketing of their production. In Ecuador, just 13.8% of farmland has localized irrigation. This technology enables smallholder farmers to optimize water usage and efficiently supplies crops with enough water for their development, reducing waste of this valuable and increasingly scarce resource. Like José, many farmers have participated in the meetings organized by the Ministry of Agriculture, Livestock, Fishery and Fishing (MAGAP) to inform them on the project and invite them to submit their applications to obtain financing for the installation of localized irrigation systems. “We are very enthusiastic about the possibility of submitting a proposal that can be selected and financed. This irrigation method not only optimizes water usage, but also our time. When we don’t use the modern irrigation technologies, we have to get up at night or at dawn to manually carry out this activity,” said José Quishpe. The initial works of the pilot sub-projects are now being implemented in the provinces of Manabí, Bolívar, Los Ríos, El Oro and Loja. The investment includes the installation of sprinkler, micro-sprinkler or drip irrigation systems. Construction of each system requires four or five months, after which time other activities are carried out, such as training in the operation and maintenance of the systems and social strengthening of the users’ boards for their effective administration. Two hundred and forty-five families farming more than 500 hectares will be the first beneficiaries of these works. Once the modern irrigation system is in operation, the project will offer technical assistance to farmers to improve crop probability and marketing. The Project is implemented in 10 provinces of the highlands and seven of the coast with a US$80 million World Bank loan; US$20 million from the Spanish Agency for International Development Cooperation; US$20 million from MAGAP; and a US$8.6 million contribution from beneficiaries.   Smallholder and medium-holder farmers with up to 20 hectares in the highlands and 40 hectares on the coast are eligible to participate in the project.

A dreamy holiday destination for sun lovers and beach goers, Grenada, also called the "Spice Island," is home to over 100,000 people. With an ocean area 80 times larger than its land space, a rich and pristine coastline and colorful coral reefs driving its tourism industry, and a real understanding of climate risks, this Eastern Caribbean Island has recently positioned itself as a real blue economy champion in the region. Over 13,000 kilometers west, another small island developing state in the Western Indian Ocean with similar challenges and opportunities—the Seychelles—is also leading on the blue agenda. What common challenges and opportunities are facing small economies? What can the World Bank contribute to generate stable growth in small economies? These are key questions raised in recent conversations in the Caribbean and Washington. Small size, yet great opportunities Grenada Prime Minister Keith Mitchell, recently appointed as chair of the World Bank Group Small States Forum taking over from Seychelles Minister of Finance Jean-Paul Adam, called for the need to change the narrative from big to small, and in doing so, address opportunities for small states. "Small states can set an example for the rest of the world," said Prime Minister Mitchell. "We do not come to the table cap in hand. Small and nimble, quick and cost effective, so let’s look at specific opportunities." A recently launched World Bank study "Open and Nimble: Finding Stable Growth in Small Economies" shows that economic size measured by the size of working age population does not matter to the development and economic growth of countries. While small economies are more open to trade and foreign investment and highly specialized in their export sectors, they are also more nimble and able to change the structure of their economies and exports over time. In fact, small economies such as Costa Rica and Caribbean countries have been more successful in reinventing themselves than some of the region’s giants. Small states of the Caribbean have also shown how the strength of their fiscal policies and financial sector can help them become more resilient in difficult times. According to the Bank report "Taming Volatility: Fiscal Policy and Financial Development for Growth in the Eastern Caribbean," countries in the region such as Grenada and Saint Kitts, which have been able to save in good times and strengthen their banking system, have been able to endure more difficult times. Thinking blue growth and climate resilience Small island developing states such as Grenada and the Seychelles are looking at the ocean as the next frontier for sustainable economic development and are now starting to "think blue." For the Caribbean, this means unlocking ocean wealth in a way that sustainably contributes to blue growth and returns long-term benefits to communities such as job opportunities and food security. World Bank report "Toward a Blue Economy: A Promise for Sustainable Growth in the Caribbean" estimates that the Caribbean Sea generated $407 billion in 2012, representing almost 18 percent of Caribbean GDP, including mainland Caribbean coastal countries. Last year, the Seychelles completed an innovative debt for nature swap to strengthen the country’s environmental sustainability and climate resilience by restructuring its debt and adopting a comprehensive marine special plan. In the Caribbean, the World Bank Group is accelerating progress in this area by supporting the implementation of the Eastern Caribbean Regional Oceanscape Policy (ECROP) endorsed by all 11 heads of state of the Organization of the Eastern Caribbean States (OECS). The search for "blue growth" is now at the top of Grenada and many other small island developing states. This will also be part of the focus for the next heads of state meeting of the Caribbean Community (CARICOM) in July. Small states matter "The 50 percent increase of the International Development Association (IDA) from $50 billion to $75 billion, is a major opportunity for small states that are eligible for IDA (the World Bank Group’s concessional financing window). This comes at a very uncertain time for development finance and for climate finance," said Mitchell during the Small State Engagement Update at the WB-IMF Spring Meetings. For the Caribbean, the allocation for IDA-eligible countries including Dominica, Grenada, Guyana, Saint Lucia, and Saint Vincent and the Grenadine has more than tripled for the next IDA cycle. "With a larger allocation, these small states can strategically shift to larger and transformational projects that boost sustainable growth and generate inclusive opportunities for their population, especially youth," said Tahseen Sayed, World Bank country director for the Caribbean.

¿Para ti, la inversión en carreteras, aeropuertos, energía y otras áreas de la infraestructura es un papel exclusivo del Estado? ¿O puede incluir la participación del sector privado? Cada vez más gobiernos de América Latina y el Caribe …

Mientras América Latina se adapta a la caída de los precios de los productos básicos, los responsables de formular políticas recurren al camino más seguro para el crecimiento sostenible y duradero: la innovación. “Cuando las empresas innovan, la productividad aumenta y las economías se vuelven más competitivas”, dijo Marialisa Motta, gerente de Prácticas Mundiales de Comercio y Competitividad en la región de América Latina y el Caribe del Grupo Banco Mundial. Muchos países latinoamericanos tienen políticas para fomentar la innovación, pero la mayoría de ellos no son lo bastante eficientes o eficaces en este ámbito. Por ello, el Grupo Banco Mundial ayuda a los Gobiernos a evaluar y a mejorar sus programas en materia de innovación. De acuerdo a Alberto Criscuolo, especialista superior en Desarrollo del Sector Privado, el objetivo es analizar “cómo sacar provecho a los recursos; si el gasto público en innovación concuerda o no con las prioridades normativas en materia de innovación; qué tan eficaces son los programas de innovación; si los organismos y ministerios se superponen o no, y qué podemos aprender de la implementación de los programas existentes”. Estos exámenes del gasto público en ciencia, tecnología e innovación (i) se realizan con el apoyo del Grupo Banco Mundial en Perú, Colombia, Chile y otros países. Suele existir una “brecha entre lo que la industria necesita y lo que las universidades están investigando”, dijo Criscuolo. “Ambas partes no se comunican entre sí”. Las evaluaciones del Grupo Banco Mundial pueden ayudar a determinar qué tipos de innovación tienen una alta demanda en la industria y fomentar la entrega de financiamiento para realizar investigación en esos campos. Evaluar la combinación de programas y políticas En Chile, el Grupo Banco Mundial evaluó la calidad de los programas de fomento de la innovación y de las políticas sobre iniciativa empresarial, y colaboró con dos organismos gubernamentales para identificar las buenas prácticas y las deficiencias en el diseño y la implementación de los programas. Sobre la base de los resultados obtenidos, se lleva cabo actualmente una reestructuración de los instrumentos en materia de innovación. En Colombia, el Grupo Banco Mundial evaluó más de 120 instrumentos normativos, examinando la eficacia de la combinación de políticas, el grado de redundancias y las brechas. En la actualidad, ayuda al Gobierno a diseñar una estrategia nacional de innovación recomendando buenas prácticas con respecto a los instrumentos de fomento, tales como incentivos fiscales mejor definidos para la investigación y el desarrollo. “Menos de 20 empresas en todo el país se beneficiaron de las exenciones fiscales, y en su mayoría fueron grandes empresas mineras o de energía”, dijo Leonardo Iacovone, economista principal, que participó en la evaluación de Colombia, después de la cual el país cambió su sistema. Iacovone ahora cogestiona un préstamo de USD 600 millones para Colombia, aprobado en marzo de 2017, que tiene entre sus objetivos fortalecer las políticas de innovación. Gestión y tecnología La innovación se refiere tanto a la gestión como a la tecnología, señaló Iacovone. “Una empresa que innova es una empresa que también es capaz de aprender. Los métodos de organización y gestión son cruciales para aprender: fijar y supervisar los objetivos; vincular los procedimientos de recursos humanos y los incentivos con las metas, y obtener la opinión de los trabajadores acerca de cómo seguir mejorando”. También en Brasil (i) hay mucho que mejorar en cuanto a la gestión de las empresas, dijo Mark Dutz, economista principal. Según la base de datos World Management Survey, (i) las encuestas indican que el 18 % de las empresas está muy mal gestionada, en comparación con el 11 % en México, el 6 % en China y el 2 % en Estados Unidos. Pero la tecnología también es importante. Si bien existe temor que las nuevas tecnologías eliminarán ciertos empleos, Dutz señaló que “el proceso de adopción de tecnologías por las empresas puede ser inclusivo, creando más y mejores empleos no solo para los trabajadores altamente calificados, sino también para los trabajadores menos calificados, siempre y cuando el aumento de la producción sea suficiente”. Tradicionalmente, las economías latinoamericanas, en particular Brasil, han estado en cierta medida cerradas al comercio exterior, brindando pocos incentivos a las empresas para innovar y seguir siendo competitivas en los mercados mundiales, y dando lugar a precios más elevados para los consumidores. Pero eliminar esas barreras significa que las empresas pueden expandirse más allá de sus mercados internos tradicionales. “Deben pensar que el mundo está a sus pies”, sostuvo Dutz.

Following the successful completion of the Paraguay Biodiversity Project, (supported by Global Environment Facility) which has contributed to the preservation of one of the region’s largest biological corridors, the World Bank and the hydroelectric dam Itaipú Binacional signed  a technical cooperation agreement to continue working on conservation of the Atlantic Forest. Through a Reimbursable Advisory Services Agreement (RAS), the World Bank (WB) will provide technical assistance to Itaipú to support the conservation and restoration of the Atlantic Forest, which is home to unique species of fauna and flora. The presentation of the agreement was attended by Jorge Familiar, Vice President of the World Bank for the Latin American and Caribbean Region, who highlighted the natural wealth of Paraguay as a blessing that must be taken care of for future generations. "Natural resources have to be used to generate wealth and development, but in a sustainable way so that they generate benefits for future generations," he said. "It is very clear today that we cannot talk about development without sustainability," he added. Ruth Tiffer Sotomayor, Project Team Leader from the Environment Global Practice, explained that through this cooperation the WB will support a strategy of engaging Itaipú with the government, local communities and the private sector in the largest restoration and conservation effort for the Atlantic Forest Corridor. The project will improve connectivity of ecosystems by promoting better land use practices, supporting the livelihoods of local farmers and indigenous communities, advising on policy changes, strengthening institutions and putting in practice the Bank’s global knowledge on landscape and forest restoration. 

Challenge The economy of Latin America and the Caribbean countries has provided the means for an accelerated expansion of infrastructure construction in the region. In this context, promoting environmentally sustainable construction has become an essential element for achieving green growth. Sustainable infrastructure is fundamental for growth and inclusion, particularly in low- and middle-income countries such as in Latin America and the Caribbean region. In these countries, a key to successfully developing environmentally sustainable infrastructure is sharing knowledge and experience among specialists and building their technical capacity. Furthermore, the need in the region for acquiring specific knowledge regarding the latest innovations and best practices on environmental sustainability in the construction industry, as well as strengthening capacities for their correct implementation, has become a priority. In the past years, the region has experienced a revolutionary technological advance, providing an ideal scenario for developing a web-based knowledge platform allowing easy and inclusive access to knowledge and experience exchange between concerned parties. The impact of increasing access to knowledge on best practices for sustainable construction activities will help support these countries in complying with international standards and will ensure that they reach their environmental and sustainability goals. Approach The objective of the grant for the project Knowledge Platform: Environmentally Sustainable Infrastructure Construction was to develop a bilingual (English and Spanish) web-based knowledge platform in Latin America and the Caribbean to enhance skills, knowledge, and capacity to perform construction in an environmentally sustainable manner. Principal objectives are to (i) increase the capacity to develop environmentally sustainable infrastructure projects, (ii) improve good practices and enhance project results and outcomes, (iii) provide a reliable source of information, and (iv) offer specialized knowledge services to technical specialists. This knowledge platform, known as KPESIC, encompasses within the term sustainable environmental management the sound management skills needed to mitigate negative environmental, social, and health and safety impacts and risks from infrastructure projects as well as the skills and approaches needed to improve positive impacts or benefits to achieve more sustainable projects. The focus is on infrastructure sectors of transport (roads, rail, ports, and airports), energy (generation, transmission, and distribution), water and sanitation (water supply and distribution and wastewater collection and treatment), and urban development. The intention behind the platform is to provide knowledge resources to technical specialists working at governmental agencies, construction companies, or universities who are charged with managing environment issues in infrastructure construction. KPESIC deals with the project construction phase but also with the planning, design, operation, and maintenance phases, all of which are crucial in establishing environmentally sustainable infrastructure. 

As Latin America and the Caribbean begins to emerge from six years of economic slowdown, including two of recession, it is essential to find ways to nurture and strengthen this budding recovery. Economic growth was the central factor behind the region’s striking social and economic achievements of the last decade, when Latin America cut extreme poverty by half, significantly reduced inequality, and greatly expanded the middle class. But we no longer enjoy the conditions that enabled all this. The drop in the prices of commodities and the slowdown in key economies, such as China, hit the region hard. In today’s very different scenario, it is crucial to rebuild the foundations for economic recovery. Infrastructure stands out as one of the main enablers to enhance productivity and sustainably boost our domestic growth engines. It is clear that Latin America and the Caribbean does not have the infrastructure it needs or deserves, and the accomplishments of the past decade make this contrast even starker. Low-quality roads keep people from jobs and public services and increase the costs of small farms and exporters alike, making them less able to compete. Over 100 million people, almost a fifth of the population, do not have access to improved sanitation, and two-thirds of sewage goes untreated, spreading disease and degrading our rivers. In 2012 alone, this caused Latin Americans to lose a combined 900,000 years of life because of disability, ill health or death. At the same time, much of our current infrastructure is not prepared for trends such as rapid urbanisation, or to face the extreme weather events associated with climate change, that result in tragic loss of life and massive rebuilding costs. The recent floods in Peru and Colombia caused over 300 deaths, and swept away more than 3,000 km of roads and almost 300 bridges in Peru alone, isolating scores of villages. The poor and vulnerable bear the brunt of these impacts. They are also the first to suffer when infrastructure is simply not present, having no option but to resort to costly alternatives such as water trucks and electrical generators. Traditionally, the region has tried to solve this by looking for more resources. There has long been talk about the investment gap in infrastructure — the difference between what we have and what is needed — with estimates around US$180 billion per year. However, this hides a very complex and varied reality across the region. While the region, as a whole, invests less than three per cent of GDP in infrastructure, compared to East Asia’s over seven per cent, some countries invest more than four per cent. In addition, significant increases in public investment are not realistic in today’s tight fiscal context. Two recent World Bank reports reveal that, rather than necessarily spending more, a lot can be done by spending better and by ensuring that the full potential of the private sector is tapped. The debate must shift from how much finance the region needs, and how to raise it, to what actually needs to be done, and finding the most efficient ways of achieving it. Addressing the inefficiencies will require interventions at the sectoral level as well as more systemic ones, including tackling lack of institutional capacity for planning, regulatory uncertainty, as well as budgeting and implementation issues.