empleo

Challenge By 2009, Colombia had experienced a decade of strong, sustained growth, but total factor productivity remained relatively low. The government recognized that to transform short-term achievements into sustainable long-term growth, the country had to develop a new productive economic model, leveraging technology and innovation. At that time, the development of scientific skills was limited, and the country had an inadequate stock of advanced human capital. Publicly financed research had little economic relevance and limited international linkages. Similarly, only weak links connected key science, technology, and innovation (STI) stakeholders, such as local researchers, the Colombian diaspora, the private sector, and knowledge institutions. Firms had low capacity to develop commercially oriented innovations into new products and services. Public access to STI content and information was relatively low, and awareness of public incentives for STI investment was limited. Citizens from rural areas, indigenous populations, and youth had limited engagement with the STI system. Approach The Strengthening the National System of Science, Technology and Innovation Project linked key actors in the STI sector, including many not previously engaged in innovation. Activities to strengthen and expand the STI system included institutionalization of collaboration on innovation programs between Colciencias  (the Colombian Administrative Department responsible for STI), providing training and technical support, and regional governments, overseeing local implementation. Activities to foster human capital took several routes, linking (i) PhD graduates to firms through research-based internships; (ii) domestic academics to the diaspora scientific community through grants for international collaboration; and (iii) students from preschool to secondary school to the scientific community through inquiry-based learning activities. Grants financing innovation in the private sector supported collaboration between firms and universities. Social appropriation grants promoted collaboration between Columbia’s citizens, especially vulnerable groups, and its scientific community on concrete solutions bringing science, technology, and innovation to bear on local challenges. Results The Strengthening the National System of Science, Technology and Innovation Project realized several key outcomes: · Beneficiaries developed 168 innovations projects between 2010 and 2015. Many of these innovations had a high social and environmental impact, and their development involved groups that rarely access STI activities, such as indigenous communities, children, and adolescents. Examples include the creation of a new magnetic fiber (in process of patenting), new systems of compressed air to improve energy efficiency, a new voice therapy instrument to rehabilitate people with disabilities, new processes for consultation with indigenous communities, and a new low-cost system for water purification. · Six months after program completion, 46 percent of beneficiary PhDs were employed by the same firms at which they had developed their research under the research-based internship program. · One and a half million children and adolescents from throughout the country participated in STI activities at school between 2010 and 2015. In 2014 and 2015, the most talented students participated in 10 international fairs on technology and innovation and won international prizes of up to US$ 100,000 to develop their innovations projects. An econometric analysis suggests that learning outcomes in mathematics and Spanish over the period 2009 to 2013 improved faster in participating schools as compared with nonparticipating schools. · Thus far, more than 25,000 people have participated in the project-financed contest A Ciencia Cierta, which mobilizes civil society to develop innovative solutions to local problems with support from others organizations in the national STI system. · Firms receiving grants and technical support to develop specific innovations registered an increase of 113 percent in their budget allocations for STI investment as compared with preprogram levels. Bank Group Contribution The World Bank, through the International Bank for Reconstruction and Development (IBRD), provided a US$ 25 million loan to finance Colombia’s Strengthening the National System of Science, Technology and Innovation Project.  Partners In 2010, the Inter-American Development Bank (IDB) approved an independent but complementary project, also titled Strengthening the National System of Science, Technology and Innovation Project. Activities financed by both IBRD and IDB were organized around the same development objectives and the same project components. Implementation guidelines for the two independent projects were collected in a single operations manual and the projects shared a single coordination team. Beneficiaries The students at the Manuel Agustin school in Choco, one of the poorest departments in the country, benefited from project-financed activities supporting the development of their science and innovation skills. They used this opportunity to design a low-cost prototype to filter rainwater at the school, and by participating in the project-financed contest A Ciencia Cierta they won 80 million Colombian pesos to develop their concept. Before developing these filters, children at the school did not have access to free drinkable water. Students from the poorest households, who could not afford to buy drinkable water, had to ask other students for it or go without. These students, in addition to solving their most immediate need of free drinkable water, benefited from the project through concrete experience of how research-based thinking can develop innovations that improve lives. Moving Forward The new government program Colombia Cientifica, in preparation for financing under a new IBRD operation, will provide continuity on this project’s human-capital dimensions. The pilot investments that have proven most successful will continue or scale up using domestic resources. For those pilots for which financial resources for continuation or scale up cannot be leveraged, Colciencias will support strategic spin-off initiatives with narrower focuses, the added value of which has been confirmed by the pilot experience. Learn More “Strengthening the National System of Science, Technology and Innovation” Project (2010-2015) Project Appraisal Document Implementation Completion and Results Report

 

Challenge Between 2005 and 2010, Belize had the third highest urban population growth rate in the region—3.1 percent per annum—with much of this growth in its towns and cities coming from other Central American countries. Unable to acquire land, many immigrants lived in informal settlements, often in areas at high risk of flooding without proper infrastructure to mitigate such risks. Compounding this, the poverty rate was high and growing. From 2002 to 2009, the national poverty rate increased from 34.1 to 41.3 percent. During the 1990s Belize started the process of decentralization to empower local councils, but there was little progress until 2009. These councils lacked the capacity to address the increasing socioeconomic, governance, and infrastructure challenges that came with this population growth. To address municipal management, the Belizean government identified the following areas requiring assistance: (i) improving local revenue administration; (ii) enhancing traffic management; (iii) enhancing financial accountability; and (iv) improving urban planning. Approach Improving municipal infrastructure and management was a high priority for the Belizean government, so the World Bank mobilized a team of experts in urban development, economic growth and disaster risk management to provide support. The Municipal Development Project (MDP) was structured to (i) address bottlenecks in key infrastructure needed to support economic growth and mobility; (ii) modernize and enhance municipal management; (iii) reduce vulnerability to natural disasters; and (iv) improve public-sector transparency and accountability. The MDP was designed to require the municipal councils to complete strategic governance actions before  accessing funds for infrastructure works. The Bank also leveraged grant resources from the Public-Private Infrastructure Advisory Facility (PPIAF) to support in-depth capacity building around financial management, as well as assistance from the Revenue Enhancement Support Program (RESP). Activities included (i) conducting diagnostics of fiscal conditions; (ii) training practitioners on financial management, revenue collection, and use of financial management software; (iii) supporting technology upgrades; (iv) designing a new chart of accounts that included, for the first time, a balance sheet; and (v) presenting mayors with a Handbook containing effective strategies for revenue collection.   Results Over its six-year course from 2010 to 2016, the project helped improve municipal governance, strengthen municipal fiscal sustainability and build disaster and climate resilience. Key achievements include: o   Improved fiscal conditions. The RESP supported significant improvements to the fiscal conditions in municipalities by enhancing the councils’ financial management capacity, resulting in increased revenue collection, operational surpluses, and capital additions. Financial management systems have been computerized, revenue collections are now being enforced in more areas and revenue personnel are on the staff of most of the councils. o   More transparency and accountability. To access the MDP funds, councils held open town hall meetings, hired financial management staff and made financial information public.   o   Enhanced planning for future economic development. Using participatory and analytical processes incorporating urban planning, seven town councils prepared and adopted municipal growth plans (MGPs) outlining opportunities for growth and economic development. o   Improved community engagement. Communities identified the areas for investment and monitored progress through community consultation committees. In addition, the development of the MGPs was robust in its community engagement design. The working groups consisted of technical experts, residents, and public-sector representatives, making it inclusive yet technically sound. o   Improved asset maintenance. Physical asset maintenance plans and budgets were prepared for the councils, the members of which were provided with a planning tool and training to support them in making informed decisions about infrastructure investments and maintenance works. o   Improved infrastructure. With the construction of infrastructure works, including drainage works (33.7 km), improved roads (14.85 km), public spaces, and buildings, the project directly improved the lives and livelihoods of 157,233 people. o   Improved traffic management. Traffic management plans were developed in conjunction with the Caribbean Development Bank’s Road Safety Program. Consequently, significant improvements were made in traffic flows, particularly in the downtown areas of some municipalities. o   Improved technical capacity. Council staff, totaling 220 individuals, received training on various aspects of municipal management for improved service delivery. Bank Group Contribution The Bank, through the International Bank for Reconstruction and Development, provided a loan in the amount of US$15 million to help finance the infrastructure works, technical assistance, and the capacity building activities of this Municipal Development Project. Partners Resources provided by the MDP were augmented by US$310,000 provided by the councils to support the infrastructure investments, as well as an in-kind contribution in the amount of US$420,000 from the national government. PPIAF resources of US$75,000 were mobilized as well to increase the impact of the RESP by enabling in-depth, hands-on support and training on financial management. Strong leadership from the Ministry of Economic Development (MED) helped ensure the project’s success, along with the ownership taken by the mayors and municipal councils and the implementation efforts supplied by the Social Investment Fund, led by a Project Implementation Unit. Community engagement and oversight were also crucial to achieving results. Within the government, the Ministry of Finance, the Ministry of Local Government, the Ministry of Natural Resources, and the Ministry of Works each played a vital role, and along with the MED comprised the Project Steering Committee. Beneficiaries In August 2016, Hurricane Matthew hit Belize. Anecdotal information indicates that areas in which project-supported road infrastructure works and rehabilitation took place suffered little or no flooding during the hurricane’s heavy rains, illustrating the communities’ increased resilience to adverse climatic events. Additional benefits of the improved infrastructure include: o   Better access to critical public facilities, such as schools, and to commercial areas in some municipalities. o   Improved aesthetics in some downtown areas. o   Improved physical and sanitary environments in some municipal markets.  o   Provision of additional and improved recreational facilities for all ages, contributing to strengthened family and community bonds. “The BMDP Project has been a tremendous boon to our city in terms of improving local economic development. It has improved the infrastructure in several key commercial zones of the city, namely Nim Li Punit Street and the bus terminal/market area in particular. It has greatly increased ease of movement around the city, opening a new conduit onto one of our major thoroughfares, Constitution Drive.” —Khalid Belisle, Mayor of Belmopan Moving Forward Many councils have expressed interest in building on the achievements of the MDP and further enhancing institutional capacity by focusing on the following areas: o   Transparency and Accountability. The project has been instrumental in strengthening the capacity of the councils, particularly around financial management. Councils plan to continue training new staff to ensure that financial transparency is sustained. o   MGPs. Councils plan to use the MGPs to inform new urban development and enhance opportunities for economic growth. o   Asset Management and Maintenance. Councils plan to continue maintaining their assets through interventions described in the asset management plans.

Singapore, October 20, 2017: Multi-billion dollar projects are fueling stronger private sector investment in infrastructure projects in developing countries, which increased by 24 percent from 2016 levels, reflecting US$36.7 billion across 132 projects, says a new World Bank Group report. However, although the growth of larger-sized projects is contributing to improved figures for the first half of 2017, investment levels remain 15 percent lower than the half-year averages of the past five years, reports the Half Yearly Update of the Private Participation in Infrastructure (PPI) Database. Excluding the mega-projects, average project sizes increased from US$156 million in 2016 to US$171 million in 2017. “Private sector investors are committing increased investment in infrastructure projects, and that is a welcome development given the tremendous need for more infrastructure in developing countries. The World Bank Group continues to encourage more private investment in infrastructure, which remains a small part of total infrastructure spending. Since 1990, the private sector has invested only US$1.6 trillion overall in infrastructure projects in developing countries,” said Cledan Mandri-Perrott, Head of the Infrastructure, PPPs, and Guarantees Group at the World Bank Hub for Infrastructure and Urban Development in Singapore and leader of the report team. The East Asia and Pacific region received more than one-third of total global investment, overtaking for the first time the Latin America and Caribbean region, which saw investment commitments decline slightly. The energy sector also drew the most interest, accounting for almost three-quarters of total 2017 investment commitments, with top destinations Indonesia, Jordan, and Pakistan signing power projects worth over a billion dollars, respectively. While 17 of the 33 destination countries for private sector infrastructure investment commitments closed only one project each, a few countries signed many deals, with China and India topping the list. China approved 36 projects, and India 22 ventures. The renewable energy sector continues to gain strength, with 68 of the 82 electricity generation projects focused on solar and wind power. Of the 29 solar projects signed in 2017, 13 are in China and seven are in India, while Brazil accounts for 7 of the 16 wind projects recorded. The average size for renewable energy projects is US$149 million. Investments in low-income countries also strengthened, with investments increasing to US$2.1 billion across 15 projects in 10 countries. In 2016, only six low-income countries received private sector investment in infrastructure. While the PPI Database focuses on private sector investment, many of the deals involve public sector or multilateral financing. Many countries are stepping up efforts to encourage more private participation in infrastructure projects. 

Synopsis The Haitian population is one of the most exposed in the world to natural disasters, including hurricanes, floods, and earthquakes. The number of disasters per kilometer tops the average for other Caribbean countries. The Germanwatch Global Climate Risk Index ranked Haiti third in the world in 1995–2014 for impacts from climatic events, and the country is among the ten zones in the world considered most vulnerable to climate change. In 2008, tropical storms and hurricanes caused losses estimated at 15 percent of GDP. The earthquake on January 12, 2010, killed 220,000 people, displaced 1.5 million people, and destroyed the equivalent of 120 percent of GDP. These disasters tend to disproportionately affect the poorest and most marginal populations, those settling in the flood zones and coastal areas particularly affected by tropical storms. Almost 50 percent of damage and losses to the productive sectors have been concentrated in the agricultural sector. Based on available historic data, weather-related disasters are estimated to have caused damage and losses in Haiti amounting to about two percent of GDP on average per year from 1975 to 2012. Challenge Hurricane Matthew struck Haiti on October 4, 2016, as a Category 4 hurricane. The combined effects of wind, coastal flooding and rain caused heavy flooding, landslides, and the destruction of a great deal of infrastructure, agricultural crops and natural ecosystems. In all, 546 people were killed, more than 175,500 people sought refuge in shelters, and about 1.4 million people required immediate humanitarian assistance. An assessment of the damage and losses had to be carried out very quickly to unlock financial resources from the World Bank Group (WBG) and the International Monetary Fund to provide the assistance needed by those affected by the disaster. Approach The WBG, in partnership with the Inter-American Development Bank, closely supported the client through data gathering from field visits, phone surveys, and satellites and drones, as well as simulations through modelling. A full report assessing the damage and losses was delivered less than two weeks after the request, a task that usually takes at least three months. This rapid assessment covered all affected sectors and was the first multi-sectoral evaluation of the socioeconomic impacts of the hurricane as well as of its macroeconomic effects and impacts on individual and household income. Results Matthew was a Category 4 hurricane, an event predicted to occur only once every 56 years. It inflicted damage and losses in Haiti estimated at the equivalent of 22 percent of GDP. Specific impacts of the hurricane included the following:The disaster affected over 2 million people, about 20 percent of Haiti’s population, primarily in the poorest regions of the county.The hurricane resulted in flooding, landslides, and extensive destruction of infrastructure and livelihoods.The agriculture and housing/urban sectors were the hardest hit, with up to 90 percent of crops and livestock lost in some areas.Thousands of structures were damaged, and key roads and bridges were washed away.It’s estimated that over 450,000 children were out of school.The vaccine cold chain was destroyed.A sharp increase in suspected cholera cases was recorded in affected departments. Assessing in record time the damage and losses, as well as identifying the most affected sectors and the potential human costs, led to rapid reallocation of about US$50 million from the Bank’s ongoing portfolio. The enabled responses included:Rehabilitation of roads and bridges, including the major bridge to the country’s south.Schools were repaired and refurnished, semi-permanent school shelters built, school children fed, and water treatment kits and school kits provided.Rapid response to cholera was strengthened.Emergency sanitation and chlorination water systems were implemented.Irrigations systems were rehabilitated, inputs for the next agricultural season were provided and seeds given to 2,500 farmers.Some entrepreneurs received cash transfers to cover damages and losses in the coffee, cocoa, and honey value chains.Portable solar lamps and solar household systems were made available, some distribution grids were rehabilitated, hurricane preparedness was strengthened and energy infrastructure vulnerability was reduced. These rapid interventions not only helped to minimize losses in the winter harvest and prevent widespread famine, they also helped contain the cholera outbreak and limit migration and violence. Bank Group Contribution The World Bank, through the International Development Association (IDA), reallocated US$50 million from ongoing projects to the affected sectors. In addition, US$100 million under the IDA Crisis Response Window were mobilized for four additional financings to relaunch heavily damaged agriculture, restore connectivity through transport infrastructure and provide a robust cholera response. Partners Bank support focused on sectors with limited technical capacity, and particularly those sectors with counterparts in the government. The support promoted local ownership of the assessment by each of the line ministries while ensuring implementation of a standardized methodology. The rapid assessment benefited from joint support from the Inter-American Development Bank teams, FAO, UNICEF, and UNEP. In addition, the IMF mobilized US$ 41 million under their Rapid Credit Facility to help with urgent balance of payments needs in the aftermath of Matthew. Beneficiaries The rapid assessment allowed the identification of populations in need of urgent assistance, including over 30,000 children in affected schools. The assessment also provided information for effective targeting of rehabilitation efforts: about 45 school roofs and school grounds were rehabilitated, 60 semi-permanent shelters were built, and 4,000 pieces of school furniture (benches, desks, blackboards, etc.) were distributed, enabling schools to reopen and to increase their capacity in the short and medium term. In addition, 16,000 student kits (bag, books, notebooks, pens), 900 teacher kits (including dictionaries, compasses, rulers, maps), and 151 school kits (including blackboards and chalk) were distributed. Further efforts included providing 22,000 students in 90 schools in affected regions (Grand’Anse, Sud, and Nippes) with a daily snack and hot meal, as well as water-treatment and sanitation kits, soap, de-worming medication, vitamin A and cholera-prevention hygiene training.  Subsequent interventions targeted 1.5 million beneficiaries in areas with limited health service delivery infrastructure. Isolated populations in the southern peninsula benefited from the provision of health services through mobile clinics, and in Nippes, Grande-Anse and Sud, 300,000 children benefited from the restoration of basic infrastructure for immunization and vaccine cold chains. Cash transfers and in-kind support will also be provided to 325 micro, small and medium-sized entrepreneurs. The cash transfers and in-kind support will help the beneficiaries recover from losses and continue productive activities in their respective value chain, i.e., coffee (Grand’Anse and Southeast); vetiver (South); and honey (Nippes). Moving Forward This rapid damage and losses assessment fed into the more thorough Post-Disaster Needs Assessment (PDNA) undertaken under the leadership of the Haitian Ministry of Planning, with support from the World Bank Group, the European Union, the Inter-American Development Bank, UNDP and various UN agencies. The PDNA was finalized in early January 2017 and launched by the President of the Republic in early February 2017. More importantly, this rapid assessment was instrumental in drawing up the needed framework and quickly moving from emergency response to recovery. Finally, this rapid assessment served as an important input to the preparation of the Bank’s first financing to reach the Board post–Hurricane Matthew. An International Development Agency education grant of US$ 30 million to maintain access to quality education in the areas most affected by Hurricane Matthew, delivered to the Board approximately five weeks after the disaster, was approved in November 2016.      

Challenge In 2015, Brazil went through its greatest recession in decades while undergoing a major political crisis that led to President Rousseff’s impeachment in August 2016. In 2015, industrial production in the state of Amazonas decreased by 17.2 percent as compared to a national decrease of 8.3 percent. Collections under the Imposto Sobre Operações Relativas à Circulação de Mercadorias e Serviços de Transporte Interestadual de Intermunicipal e de Comunicações (the national equivalent of the value-added tax), which accounts for 90 percent of tax revenues, dropped 14 percent in real terms. Meanwhile, federal transfers to the Amazonas contracted 8 percent. Payroll expenditures dropped 3 percent in real terms in 2015. Investments suffered a much larger cut, dropping 64 percent. Consequently, although the Amazonas government was restructured, essential services were maintained and, most importantly, all its obligations were met (unlike those of some other Brazilian states, including Rio de Janeiro and Rio Grande do Sul, which were unable to meet all wage payments due to the fiscal crisis). Moreover, Amazonas delivered a primary surplus in 2015, despite weak revenue performance.  The economic downturn had a negative impact on the implementation of certain policies: The Amazonas government made important organizational readjustments (for example, it merged certain secretariats and closed others), and it readjusted investments across all sectors, even in priority areas such as citizen security.  Approach Reforms supported by the Amazonas: Modernizing Public-Sector Management, Citizen Security, and Gender Policies Development Policy Loan (DPL) enabled the state to weather some of the negative effects of the economic crisis. With support from the operation, the Amazonas government undertook policy reforms largely informed by existing analytical work and lessons from other Brazilian states and operations, along with original analysis specific to the operation. The Poverty and Social Impact Assessment provided information on the state’s broader context and needs, and the state government produced two technical notes on procurement and tax administration. The World Bank commissioned a risk assessment of the security sector, informed by prior analysis by the Inter-American Development Bank (IDB) and supported by field consultants who had accompanied the state reforms. For the gender component, analysis was informed by previous countrywide reports, such as the Bank’s 2013 “Towards a More Comprehensive Domestic Violence Policy in Brazil,” as well as by Brazil Gender and Social Inclusion Non-Lending Technical Assistance. Results The Amazonas government succeeded in improving tax compliance, government procurement efficiency, and provision of judicial and basic services to women, as exemplified below:In 2015, mobile units providing judicial and basic services reached women in 47 communities, up from two in 2013.Amazonas hired 2,750 implementers of the Maria da Penha law (Federal Law 11340/2006), an anti-domestic violence law that, among other provisions, increases punishment for those perpetrating domestic violence against women.Electronic invoices, known as the NFC-e, were issued by 9,396 firms in 2015, up from 0 in 2013.VAT tax collection improved by 3 percent in 2015, despite an overall decrease in retail sales of 7.5 percent.   Cost and time to comply with requirements for issuing consumer receipts were both reduced considerably, from R$ 3,000 to R$ 300 and from 30 days’ wait to an automatic process.Information collected in 2015 through the NFC-e, enabled the government to identify 3,549 fiscal infractions, worth R$206 million, up from 0 in 2013.The rate of procurement processes completed in less than 45 days improved to 66.6 percent, as opposed to only 29 percent completed in that time in 2013.All procurement plans in 2015 were published on e-compras.am, as opposed to only nine in 2013. The measures resulting from the DPL, combined with the state’s urgent need to reduce expenditures, led to an approximately 20 percent reduction in public expenditures in areas such as cleaning, security, and vehicle leasing. In 2015, savings from measures under the DPL accounted for R$ 213 million, of which R$ 91 million resulted from measures directly related to standardized services and R$ 122 million resulted from the decreased need for and substitution of services and quantities. Bank Group Contribution The World Bank, through the International Bank for Reconstruction and Development, provided a single-tranche loan in the amount of US$ 216 million to finance Amazonas: Modernizing Public Sector Management, Citizen Security, and Gender Policies Development Policy Loan. The operation originated in a direct request from the federal government and the government of Amazonas, and, despite the short preparation time, the cooperation of officials from both government levels led to its success as well as to opening an important space for policy dialogue. Partners The operation represents a successful collaboration between the IDB and the Bank. The DPL was designed to complement and extend the IDB’s Program of Consolidation of Fiscal Equilibrium for Social and Economic Development in the State of Amazonas, PROCONFIS AM. The Bank and the IDB established a successful partnership that reduced the burdens on the government of Amazonas (for example, by using the same Project Implementation Unit, constantly sharing information, and linking prior actions), thus guaranteeing a continuation of the broader reform process. Before this DPL, the Bank had limited engagement in Amazonas. The partnership with the IDB not only enabled the Bank to engage in the state, it also led to a subsequent DPL (approved by the Board in December 2015) with the capital city of Manaus. Beneficiaries Under the program Itinerant Citizenship: Woman in the Field, Forest, and Waters, mobile units reached several isolated communities with basic services for women. In 2015, the Secretariat for Gender-Related Policies supported 4,486 women through this program. All firms based in the state of Amazonas also benefited from the introduction of the NFC-e, which reduced the cost of complying with tax collection. All firms supplying the state government benefited from the introduction of more efficient procurement processes. Moving Forward Although this was a single-tranche operation, the Bank’s engagement with Amazonas continues.  The World Bank is conducting an impact evaluation on a procurement reform to be introduced in the second half of 2017. In addition, this operation opened an opportunity for a separate DPL with the government of the municipality of Manaus, which has led to an unprecedented partnership between the government of Amazonas and the city of Manaus to launch the Nota Facil, a partnership between the Secretaria da Fazenda (the tax authority) and the Municipal Finance Secretary. The Nota Facil Program will allow expanded use of the NFC-e in the Manaus service sector and is expected to extend the service to more than 10,000 businesses.

Organization: ACDI/VOCA
Country: Peru
Closing date: 20 Nov 2017

Since 1963 and in 146 countries, ACDI/VOCA has empowered people in developing and transitional nations to succeed in the global economy. Based in Washington, D.C., ACDI/VOCA is a nonprofit international development organization that delivers technical and management assistance in agribusiness, financial services, enterprise development, community development and food security in order to promote broad-based economic growth and vibrant civil society.

Subject Matter Experts, Peru, Colombia, and Brazil

ACDI/VOCA is preparing for the regional project focused on strengthening Representation of Indigenous people in Governance of Amazon Forests and Waters. The project will engage private sector, governments, civil society groups, and academia in work with the indigenous groups on advocacy efforts and raising awareness of indigenous people’s rights and responsibilities. The project is funded by USAID and is envisioned to start in 2018.

For long- and short-term consulting opportunities, ACDI/VOCA is promptly seeking experts with the experience in the following management and technical areas:

• Governance, policy making support and institutional strengthening
• Advocacy initiatives and campaigns
• Indigenous People representation
• Strategic communications and media
• Amazon forest governance and management
• Amazon watershed governance and management
• Community mobilization
• Gender and youth empowerment and employability
• Governance program assessments and evaluation studies
• Political capital development
• Knowledge management and geospatial information systems (GIS)

QUALIFICATIONS

While each position will have its own operational and technical scope under the project, overall qualifications will meet the below:

• Degree in business administration, economics, public policy, finance, law, international development, social work, education or related field; Master’s degree or other advanced degree strongly preferred.
• Substantial expertise in related technical area.
• Experience in working in LAC region highly preferred.
• Experience with USAID and/or any other international donor funded project required.
• Proven ability to facilitate high-value partnerships with communities, private and public sector stakeholders.
• Ability to work effectively within tight deadlines, excellent analytical and report writing skills.
• Fluent spoken, written, and reading abilities in English and/or Spanish required, professional proficiency in Portuguese desired.

How to apply:

Please apply online at www.acdivoca.org/international-jobs. The applications will be reviewed promptly upon receipt, only finalists will be contacted. ACDI/VOCA is an equal opportunity employer. Women, minorities and people from diverse groups are encouraged to apply.

Organization: ACDI/VOCA
Country: Peru
Closing date: 20 Nov 2017

Since 1963 and in 146 countries, ACDI/VOCA has empowered people in developing and transitional nations to succeed in the global economy. Based in Washington, D.C., ACDI/VOCA is a nonprofit international development organization that delivers technical and management assistance in agribusiness, financial services, enterprise development, community development and food security in order to promote broad-based economic growth and vibrant civil society.

Operations Manager, Peru

ACDI/VOCA is seeking an Operations Manager for the regional project focused on strengthening Representation of Indigenous people in Governance of Amazon Forests and Waters. The project will engage private sector, governments, civil society groups, and academia in work with the indigenous groups on advocacy efforts and raising awareness of indigenous people’s rights and responsibilities. The project is funded by USAID and is envisioned to start in 2018.

The Operations Manager will have the responsibility for overall administrative management including direct oversight of the operations, procurement and grants aspects of the project. S/he will establish and maintain administration, HR, procurement and grants management systems according to USAID, ACDI/VOCA, and government regulations. S/he will ensure smooth operations in project offices across the region. The position will be based in Lima, Peru and may include frequent travel throughout Amazon basin.

Responsibilities

• Oversees administration and HR management including: procurement, logistics, timesheets, salaries, benefits, payroll, performance reviews, and recruitment.
• Maintain updated information regarding all reporting requirements.
• Ensure that USAID and corporate Standards of Conduct, the Employee Policy Manual, Grants Manual, and other corporate and applicable policies, procedures, and schedules are adhered to.
• Make recommendations concerning employment, performance, and other personnel actions
• Recommend, approve, and implement procedures, and schedules within limits of authority
• Establish clear and transparent grant life cycle management process including application, selection, award, tracking, M&E, audit, and close-out.
• Provide leadership, oversight and support to technical, operational staff, and grantees on grants and contracts management and compliance.

Qualifications

• Master’s degree in business administration, economics, international relations, finance, or other relevant field preferred.
• Minimum of seven years of experience in operations providing managerial oversight in implementation of complex USAID-funded project.
• In-depth knowledge of applicable USAID regulations, policies, and practices in all areas (human resources, information technology, procurement and logistics).
• Proven ability to successfully manage a team of diverse individuals with strong mentoring and teambuilding skills.
• Demonstrated success in developing grants and contract awards processes and managing grants portfolio.
• Experience coordinating activities with relevant national and municipal government agencies and officials, HQ line department supervisors, other implementers, stakeholders, and institutions.
• Proven cultural competence skills and demonstrated support of gender and ethnic inclusion.
• Excellent verbal and written communications skills.
• Must be willing and able to travel independently, including to project sites as needed.
• Fluent spoken, written, and reading abilities in English and Spanish is required, proficiency in Portuguese desired.

Peruvian, Colombian and other South American/Amazon region nationals are strongly encouraged to apply.

How to apply:

Please apply online at www.acdivoca.org/international-jobs. No phone calls please. Only those candidates considered for an interview will be contacted. ACDI/VOCA is an equal opportunity employer. Women, minorities and people from diverse groups are encouraged to apply.

Organization: ACDI/VOCA
Country: Peru
Closing date: 20 Nov 2017

Since 1963 and in 146 countries, ACDI/VOCA has empowered people in developing and transitional nations to succeed in the global economy. Based in Washington, D.C., ACDI/VOCA is a nonprofit international development organization that delivers technical and management assistance in agribusiness, financial services, enterprise development, community development and food security in order to promote broad-based economic growth and vibrant civil society.

Monitoring, Evaluation, Learning and Communications Manager, Peru

ACDI/VOCA is seeking a Monitoring, Evaluation, Learning and Communications (MELC) Manager for the regional project focused on strengthening Representation of Indigenous people in Governance of Amazon Forests and Waters. The project will engage private sector, governments, civil society groups, and academia in work with the indigenous groups on advocacy efforts and raising awareness of indigenous people’s rights and responsibilities. The project is funded by USAID and is envisioned to start in 2018.

The Monitoring, Evaluation, Learning and Communications Manager will have overall responsibility for implementation the Performance Monitoring Plan (PMP) and communications and outreach strategy. The MELC Manager will guide teams to apply M&E information to foster adaptive management approaches and will oversee a team of M&E and communications staff across the coverage area. The position will be based in Lima, Peru and may include travel throughout Amazon basin.

Responsibilities:

• Provide technical leadership in the design and implementation of evaluations and development of results frameworks.
• Manage the effective implementation of monitoring, evaluation and communication strategies and plans across the region.
• Develop standard operating procedures for data collection, management, analyses and reporting.
• Track and analyze project indicators and other useful statistics, and prepare high-quality and timely reports using the recommended formats and communication channels.
• Design and implement a beneficiary tracking database system to collect, process and manage project data.
• Use M&E indicators to report on the project quarterly, semiannually and annually.
• Provide trainings and build capacity of M&E staff and beneficiary organizations in data collection, management, and analyses.
• Organize and facilitate regular staff meetings to ensure knowledge and learning is effectively shared and applied throughout the project’s offices and activities.
• Coordinate with donor agency to document and report qualitative data to measure impact according to gender.
• Actively participate in the knowledge management system to capture relevant formal and informal information that will inform decisions, support project reporting requirements and foster learning within the project.
• Participate in knowledge-capture events that include staff and partner exchanges, staff-to-staff exchanges, regular regional staff meetings and regular all-staff meetings.
• Draft press releases, respond to media inquiries and build dialogue with the journalists to promote the project.
• Prepare and oversee the production of the project communication materials, summary briefs, success stories and reports in close collaboration with the technical staff.
• Ensure consistent adherence to USAID branding and communications guidelines across the project sites and offices.
• Assist in preparation of the donor and consultants’ reports, including copy-editing, formatting, designing covers and graphics.
• Coordinate with ACDI/VOCA M&E and Communications headquarters teams as needed.

Qualifications:

• Bachelor’s degree in economics, statistics, social sciences, international development, sociology, or related field required; Master’s preferred.
• Minimum of three years of experience managing the monitoring and evaluation component of a donor funded project, preferably USAID.
• Demonstrated understanding of the Collaborating, Learning and Adapting (CLA) approach to management.
• Thorough knowledge of statistics and research methodology, including quantitative and qualitative research methods, tools, techniques.
• Demonstrated ability to apply analytical methods practically in the complex setting of the day-to-day lives of project beneficiaries highly preferred.
• Proven experience in preparing reports and communication materials desired.
• Excellent verbal, written and presentation skills.
• Fluent spoken, written, and reading abilities in English and Spanish are required, professional proficiency in Portuguese desired.

Peruvian, Colombian and other South American/Amazon region nationals are strongly encouraged to apply.

How to apply:

Please apply online at www.acdivoca.org/international-jobs. No phone calls please. Only those candidates considered for an interview will be contacted. ACDI/VOCA is an equal opportunity employer. Women, minorities and people from diverse groups are encouraged to apply.

Organization: ACDI/VOCA
Country: Peru
Closing date: 20 Nov 2017

Since 1963 and in 146 countries, ACDI/VOCA has empowered people in developing and transitional nations to succeed in the global economy. Based in Washington, D.C., ACDI/VOCA is a nonprofit international development organization that delivers technical and management assistance in agribusiness, financial services, enterprise development, community development and food security in order to promote broad-based economic growth and vibrant civil society.

Deputy Chief of Party/ Team Lead, Peru

ACDI/VOCA is seeking a Deputy Chief of Party (DCOP)/Team Lead for the regional project focused on strengthening Representation of Indigenous people in Governance of Amazon Forests and Waters. The project will engage private sector, governments, civil society groups, and academia in work with the indigenous groups on advocacy efforts and raising awareness of indigenous people’s rights and responsibilities. The project is funded by USAID and is envisioned to start in 2018.

The DCOP will have overall responsibility for project implementation including supervising the senior programmatic and field teams, day-to-day management of activities against the implementation plan, and visits to the field offices. The position will require frequent travel throughout Amazon basin and has flexibility to be based in Peru, Colombia or Brazil.

Responsibilities:

• Serve as the senior field-level manager and representative with primary responsibility for coordinating, planning, and implementing technical activities to achieve program targets.
• Successfully collaborate with private sector businesses, national and municipal government entities, as well as civil society groups, media, and academic institutions.
• Manage the program’s day-to-day activities against the implementation plan.
• Assists with strategy development and design of workforce development programs.
• Work with potential partners to increase value chain development and.
• Coordinates activities with government departments, local government officials, other implementers, stakeholders, and institutions active in the target areas.
• Coordinates the development of, implementation of, and timely reporting on the program.
• Identify new opportunities and potential programs.
• Serve as the Acting Chief of Party when the Chief of Party is on leave or out of the office.

Qualifications:

• Master’s Degree in business, economics, public administration, social work, international development or related field.
• Minimum eight years of experience working with major international development programs, preferably with democracy, governance or advocacy focus.
• Experience working with indigenous people, tribal, underprivileged or marginalized communities preferred.
• Proven ability to collaborate successfully with government officials, international donors, and private sector stakeholders.
• Extensive management experience and strong leadership and communication skills required.
• Demonstrated ability to be collaborative across projects; flexible and creative.
• Fluent spoken, written, and reading abilities in English and Spanish is required, professional proficiency in Portuguese preferred.

Peruvian, Colombian and other South American/Amazon region nationals are strongly encouraged to apply.

How to apply:

Please apply online at www.acdivoca.org/international-jobs. Only those candidates considered for an interview will be contacted. ACDI/VOCA is an equal opportunity employer. Women, minorities and people from diverse groups are encouraged to apply.

Organization: ACDI/VOCA
Country: Peru
Closing date: 20 Nov 2017

Since 1963 and in 146 countries, ACDI/VOCA has empowered people in developing and transitional nations to succeed in the global economy. Based in Washington, D.C., ACDI/VOCA is a nonprofit international development organization that delivers technical and management assistance in agribusiness, financial services, enterprise development, community development and food security in order to promote broad-based economic growth and vibrant civil society.

Chief of Party, Peru

ACDI/VOCA is seeking a Chief of Party (COP) for the regional project focused on strengthening Representation of Indigenous people in Governance of Amazon Forests and Waters. The project will engage private sector, governments, civil society groups, and academia in work with the indigenous groups on advocacy efforts and raising awareness of indigenous people’s rights and responsibilities. The project is funded by USAID and is envisioned to start in 2018.

The COP will have overall responsibility for the contract including quality control, the appropriateness and overall responsiveness of all activities performed under the contract, and project representation to USAID. The position will be based in Lima, Peru and will require frequent travel throughout Amazon basin.

Responsibilities:

• Collaboratively develop a strong coherent vision and initiate innovative strategies across the program.
• Provide sound technical leadership and managerial oversight to all aspects of the program.
• Manage and supervise work of international consultants, local project staff and subcontractors.
• Ensure day-to-day technical, schedule, and financial performance of the project in accordance with USAID rules and regulations, the scope of work, and annual work plans.
• Serve as the project’s key liaison with headquarters, government counterparts, private sector stakeholders, subcontractors, academic institutions, and other local partners to exchange information and develop professional relationships.
• Serve as the primary point of contact with USAID with regard to day-to-day implementation and management matters relating to the contract
• Oversee preparation and supervision of project work planning, budgets and pipeline analyses, performance management, and strategic communications.
• Evaluate sub-contractor and grantee activities through consultative meetings, site visits and reporting requirements
• Ensure that the activities and results are implemented in a timely manner within the approved budget.
• Review all financial and logistical information on a periodic basis.
• Make verbal or written presentations as requested by the client to varied audiences.
• Coordinate activities and prepare annual results report, resource requests, quarterly reports and pipeline analyses; coordinate with HQ on development of profiles, success stories, etc.

Qualifications:

• Master’s degree in business, economics, public administration, social work, international development or related field.
• Minimum 10 years of relevant international work experience in democracy and governance and/or related areas with a strong knowledge of community engagement and policy development in a politically and/or ethnically sensitive context.
• Experience working with indigenous people, ethnic minorities, tribal, underprivileged or marginalized communities preferred.
• Proven Chief of Party experience on a large, complex USAID-funded contract, preferably in Latin America region desired.
• Demonstrated leadership, versatility, and integrity.
• Superb communications and interpersonal skills with evidence of ability to productively interact with a wide range and levels of organizations (government, private sector, NGOs, and research institutions)
• Fluent spoken, written, and reading abilities in English and Spanish required, professional proficiency in Portuguese preferred.

How to apply:

Please apply online at www.acdivoca.org/international-jobs. Only those candidates considered for an interview will be contacted. ACDI/VOCA is an equal opportunity employer. Women, minorities and people from diverse groups are encouraged to apply.

World Bank releases new data showing educational contributions to mobility WASHINGTON, October 17, 2017 – Economic mobility across generations in Latin America and the Caribbean (LAC) has improved as people are now more educated than their parents, but the poorest are still the most likely to remain the least educated, shows a new World Bank note released today on End Poverty Day. Educational levels are a good indicator of economic and social mobility since people with more levels and higher quality of education generally have better incomes. The LAC region is a top performer in absolute intergenerational mobility – the share of individuals with more education than their parents—thanks to the great expansion of access to education over the last decades. However, LAC lags behind other developing regions in relative mobility, as those born to the least educated parents are significantly more likely to become the least educated in their own generation. “LAC has made remarkable progress in access to education, but more is needed to improve quality and increase access for children from the poorest rural and indigenous households,” said Jorge Familiar, World Bank Vice President for Latin America and the Caribbean. “Without higher quality and a broader reach in education, the cycle of intergenerational poverty will continue.”  The regional note on Intergenerational Mobility is drawn from research for the report “Fair Progress? Educational Mobility Around the World,” expected in 2018, whose early findings were released today as a preview to mark the International Day for the Eradication of Poverty. In LAC, school attendance varies widely among different socioeconomic groups. Although primary school has become almost universal across the region, significant differences remain in early education as well as secondary and tertiary schooling. Among three-year-old children, for instance, only half of those in the poorest households attend school, compared to 90 percent of children from the highest income level. Marginalized groups, including indigenous peoples, face additional barriers. For example, indigenous people are almost three times more likely to be extreme poor than non-indigenous people. These higher poverty rates lead to lower access to schooling for indigenous children. “Continued inequality between groups continues to be a problem,” said Oscar Calvo-Gonzalez, World Bank Practice Manager for Poverty and Equity in LAC. “Income and ethnic background are still determining factors in the region’s student performance in international assessments, where the socioeconomic position continues to have a bigger impact on test score than in other parts of the world.” However, there is good news regarding the Program for International Student Assessment (PISA) test scores, where LAC lags behind other regions. Out of the seven LAC countries that participated in PISA, five improved their performance in reading test scores between 2009 to 2015. Moreover, there has also been a decrease in the effect of socio-economic background on the performance of LAC students in PISA tests. This suggests that there has been some progress with respect to intergenerational mobility and shows that quality of education, and not just access, will be key moving forward. Contacts: Alejandra Viveros, +1 202 458 2841, aviveros@worldbank.org Candyce Rocha, +1 202 458 4963, crocha@worldbank.org   For more information, please visit: www.worldbank.org/lac Visit us on Facebook: http://www.facebook.com/worldbank Be updated via Twitter: http://www.twitter.com/BancoMundialLAC For our YouTube channel: http://www.youtube.com/worldbank