Challenge The conclusions of the Argentine Second National Communication (2008) to the United Nations Framework Convention on Climate Change (UNFCCC) identified core climate vulnerabilities through 2040, including increased water stress; intens…
Challenge Between early 2003 and May 2004, approximately 15 percent of the Dominican population (1.4 million people) became poor, and about 6.5 percent (600,000 people) fell into extreme poverty, due to an economic and financial crisis in 2003 that undermined real incomes. With a recently established Social Cabinet mandated to monitor and oversee all social assistance and protection programs, the Dominican government committed itself in early 2007 to important reforms of its social assistance programs. Central to this effort was locating and providing documentation to poor people who were excluded from social services because they lacked proper identification papers. Strengthening the targeting of social programs, particularly the cash transfer program, was another goal. The government identified approximately 400,000 poor individuals eligible for social assistance programs (subsidized health insurance, cash transfers, and others), but who had been excluded for lack of legal identity papers. Approach The objective of the Social Protection Investment Project was to improve the coverage, targeting, and effectiveness of social protection programs in the Dominican Republic. These programs combined preventive, promotional, and active measures with the goal of improving the education and health investment (that is, the human capital development) of the poorest Dominicans. The project used a multisectoral approach to document excluded individuals by financing an active search for poor undocumented Dominicans and then guiding them through the process of obtaining their identification documents. The active search included the coordinated participation of the Social Cabinet’s institutions, the Central Electoral Council, and the municipalities to ensure the services were delivered to beneficiaries. This component used output-based financing. In addition, the project facilitated the introduction of improvements in the cash transfer program by confirming conditionalities in education and health that had not formerly been verified. The project supported improvements in the monitoring capacities of the education and health ministries involved, and it supported the design of a pilot for a community-based social audit mechanism (Community Report Cards) that was successfully expanded nationally by 2015. Finally, the project supported institutional development and strengthened the monitoring and evaluation capacities of the Social Cabinet, leading to improved targeting, updating the poverty status of the families registered in the Unified Beneficiary Identification System, and consolidating social programs.
Challenge Despite advances in criminal procedural reform and more transparent processes, lack of access to justice was a fundamental challenge in Peru. The costs of accessing justice services was high, including formal costs such as attorneys’ and court fees and informal ones such as bribes paid and opportunity costs for time invested in the process. Another challenge was the limited technical capabilities and professionalization of staff at the judiciary and in the Attorney General’s Office, as no permanent system existed to select, evaluate, train, or remove judges and prosecutors. Related challenges to professional development were weak accountability mechanisms and inefficiencies in judicial processes. Finally, the gradual implementation of the new criminal procedural code (NCPC) required coordination and close cooperation among the central stakeholders, including the judiciary, the Ministry of Justice (MINJUS), the Attorney General’s Office, the Judicial Academy, and the National Judicial Council. Approach The World Bank’s 2007–11 Country Partnership Strategy for Peru identified as an essential pillar the modernization of state institutions, with special focus on improving justice and reducing corruption. Additionally, improving access to justice (understood as both having the opportunity to present claims before a competent authority and receiving a timely process) was one of the government’s main priorities. The Justice Services Improvement II Project sought to improve the quality of service delivery of the institutions forming part of the Justice Service Administration System and to enhance access to justice services. Overall, project activities targeted improved justice services delivery, strengthened managerial capabilities of justice-sector institutions, and enhanced transparency and access to justice.
Challenge The subsystems comprising Mexico’s upper secondary educational structure worked independently and without clearly defined national policies. Also lacking were adequate quality assurance mechanisms to guarantee the relevance of the education provided and to avoid excessive, ineffective, or inappropriate transfers of students between subsystems. These gaps in efficacy help explain the persistently high dropout rate (only about 60 percent of students enrolled in USE graduated) and the low levels of achievement and learning among Mexican students. In 2008 only 15.6 percent of the students in 12th grade scored at levels considered good or excellent on the mathematics portion of the census-based standardized test (ENLACE). Upper secondary education represented a major bottleneck in the education system: few students were graduating, leading to a lack of skilled workers. Preparing Mexico’s workforce for the knowledge economy required a different kind of education system — one that emphasized new competencies and analytical ability and responded to the demands of the productive sector. Approach Between 2010 and 2016, with the Series of Programmatic Development Policy Loans on Upper Secondary Education, the World Bank provided general budgetary support to back up reforms creating the institutional basis for the National Upper Secondary Education System (Sistema Nacional de Bachillerato, SNB). The development policy loan (DPL) series supported key policy actions to improve the quality, relevance, and equity of upper secondary education in Mexico, and Bank engagement in the reforms proved essential to guaranteeing policy continuity through the changes in ruling party and administration in December 2012. In addition, the technical collaboration between the Bank and the government helped foster reforms based on evidence and international best practices. For instance, an impact evaluation provided information useful in better targeting scholarships to the poor. In addition, just-in-time technical assistance helped overcome some obstacles faced during reform implementation; for example, workshop recommendations on international best teaching practices led to critical design improvements in the Programa de Formación Docentes, the teacher-training program introduced with the reform.
Desafío Los subsistemas que conforman la estructura de la educación media superior en México funcionaban de manera independiente y sin políticas nacionales claramente definidas. También faltaban mecanismos de control de calidad adecuados para garantizar la relevancia de la educación impartida y evitar transferencias excesivas, ineficaces o inapropiadas de estudiantes entre subsistemas. Esta falta de eficacia ayuda a explicar la elevada y persistente tasa de abandono (apenas se graduaba alrededor del 60 por ciento de los alumnos inscriptos en la EMS) y el bajo nivel de rendimiento y aprendizaje de estudiantes mexicanos. En 2008 apenas el 15,6 por ciento de los alumnos de 12.o grado obtuvo una nota considerada buena o excelente en la parte de matemáticas de la prueba estandarizada basada en el censo (ENLACE). La educación media superior se erigía así en uno de los principales cuellos de botella del sistema educativo: pocos estudiantes se estaban graduando, resultando en una falta de trabajadores capacitados. Preparar a la fuerza laboral mexicana para la economía del conocimiento demandaba un sistema educativo diferente —uno que hiciera hincapié en nuevas habilidades y capacidades analíticas y que respondiese a la demanda del sector productivo—. Enfoque Entre 2010 y 2016, con la serie de Préstamos Programáticos para Políticas de Desarrollo para la Educación Media Superior, el Banco Mundial brindó apoyo presupuestario general para el respaldo de reformas, creando la base institucional para el Sistema Nacional de Bachillerato (SNB). Esta serie de préstamos para políticas de desarrollo (DPL, por sus siglas en inglés) apoyó varias políticas clave tendientes a mejorar la calidad, pertinencia y equidad de la educación media superior en México, mientras que la participación del Banco en las reformas se tornó esencial a la hora de garantizar la continuidad de las políticas tras el cambio de administración y partido gobernante en diciembre de 2012. Además, la colaboración técnica entre el Banco y el gobierno ayudó a propiciar reformas basadas en evidencia y mejores prácticas internacionales. Por ejemplo, una evaluación de impacto proporcionó información útil para mejorar la focalización de las becas en los pobres. Asimismo, la asistencia técnica “justo a tiempo” ayudó a superar algunos de los obstáculos enfrentados durante la implementación de la reforma; por ejemplo, las recomendaciones de los talleres sobre mejores prácticas internacionales de enseñanza derivaron en mejoras cruciales en el diseño del Programa de Formación Docente introducido con la reforma.
Organization: Pact
Country: Colombia
Closing date: 10 May 2017
Title Director, Project to Reduce Child Labor in Colombia
Location Colombia
Department Name Program Delivery
Pact Overview
Pact Overview
Pact seeks to recruit a Project Director, based in Medellín, Colombia, who is responsible for the overall coordination and management of the Department of Labor’s (DOL) Project to Reduce Child Labor in Colombia. The four-year project is currently in its final year of implementation, with the possibility of an extension. The objective of the project is to reduce child labor in mining through the formalization of artisanal and small-scale mines; educational and vocational training opportunities for children and youth in mining communities; livelihoods opportunities for households of children at high risk of or involved in artisanal mining; and improvements to institutional mechanisms that protect and prevent children and adolescents from engaging in child labor in mining. The Project Director is responsible for meeting the project’s technical objectives, managing financial resources, managing program staff, managing partnering agreements, maintaining good working relationships with Government of Colombia officials and local partners, managing DOL deliverables and reporting, and ensuring a high-quality delivery of services.
The Project Director reports to the Regional Vice President
Specific Duties:
Ensure high-quality technical programming through hands-on guidance and support grounded in the program’s strategic objectives and adhering to expected technical quality and reporting requirements.
Participate in the technical and programmatic design of award and partner programs; represent Pact in engaging with DOL and partners.
Manage all project planning responsibilities, including the production of annual workplans and all other donor deliverables; guide and oversee the alignment of the budget to expected results, and review and approve annual budgets and semi-annual reports.
Ensure the cost-effective use of Pact resources.
Ensure compliance with HQ and donor requirements, policies and regulations.
Act as liaison to DOL, programmatic stakeholders, particularly at the national level (including other donors, civil society, networks, etc.) and the Government of Colombia, including relevant ministries.
Manage all local subgrants and any grantmaking mechanisms, ensuring compliance with donor regulations and Pact policy; coordinate and/or conduct monitoring visits to grantee activities.
Provide technical and management guidance, training and mentoring to staff and partners to strengthen capacity for technical delivery and compliance with donor rules and regulations.
Recruit and directly supervise local project staff in line with Pact HR policies; oversee the management and development of project office human resources to ensure a diverse, skilled and productive workforce, an effective leadership team, and an organizational culture where Pact’s values are practiced.
Minimum Qualifications:
BA and 5-8 years of experience in project management, supervision, administration, and implementation of cooperative agreements and/or contract requirements (including meeting deadlines, achieving targets, and overseeing the preparation and submission of required reports).
Demonstrable experience in establishing and maintaining systems for project operations across multiple sites and partner organizations.
Experience working successfully with a wide range of stakeholders at the national, departmental and municipal levels, and engaging in coalition building and public-private partnerships promotion.
Understanding of labor and mining issues, including child labor and OSH.
Experience in a leadership role in implementing development projects in the areas of child labor, child welfare, mining or extractive industries, or other relevant areas.
Ability to provide the financial management and oversight necessary to successfully.
execute a large-scale program.
Fluency in Spanish (both written and oral communication). Proficiency in English.
All Applicants Must Submit a Cover Letter for Consideration.
Preference for:
Advanced degree
In depth knowledge of USG donor regulations, systems and procedures, particularly DOL
Colombian Nationals
Skills and Abilities
Behavioral Competencies
Strong in all areas
Leadership
Ability to sustain interpersonal and professional relationships with internal colleagues and contacts in donor and peer organizations
Deep understanding of Pact’s strategy and how efforts contribute to the greater good
Consistently works within internal process and procedures
Strong interpersonal and team building skills
Proactive engagement in corporate initiatives
Project Management
Strong planning and time management skills
Excellent written and oral communication skills, including the ability to effectively present complex ideas to diverse audiences
Ability to problem-solve difficult issues
Ability to multitask with ease, adapting to frequently changing priorities
Strong negotiating and conflict resolution skills
Proficiency in developing and managing a budget
Technical Skills
Strong experience in one of Pact’s technical areas or a support function
Strong knowledge and understanding of donor policies and regulations
High competence using common desktop applications and internal systems
People Management
Demonstrated proficiency in supervising staff, including providing honest feedback
Ability to mentor others
How to apply:
To apply for this position, please click link: http://pactworld.force.com/careers/VanaHCM__Job_Detail?Id=a33j00000011kt8
Organization: UN Children’s Fund
Country: Ecuador
Closing date: 22 Apr 2017
Roles y principales responsabilidades o entregables
1) El o la consultor/a deberá apoyar el fortalecimiento de un socio
especifico en lo siguiente: (se prevé que la persona contratada trabajará el
50% del tiempo en este apoyo específico)
Revisar semanalmente
los planes de acción conforme al plan de trabajo, coordinar el trabajo con los
equipos técnicos del socio implementador y de UNICEF, en especial en cuanto a
los diversos procesos administrativos-financieros.
Acompañar y validar
el desarrollo del manual de procedimientos conjuntamente con el personal de la
organización designada, conforme a la norma de ISO 9001.
Al final de la
semana, revisar términos de referencia, procesos de compras, documentos
debidamente firmados y autorizados conforme al plan de acción semanal.
Al final de cada mes,
revisar conciliaciones bancarias y registros contables para asegurar que estén
al día y que estén correctamente emitidos. Asegurar que las retenciones y/o
demás documentos legales estén bien
emitidos.
Realizar procesos de
capacitación continua al personal designado, incluyendo autoridades de la
contraparte.
Otras actividades en
el marco del objetivo de la contratación.
2) El o la consultor/a deberá dar seguimiento a los planes de acción de
los socios de UNICEF conforme a las recomendaciones de las micro evaluaciones,
spotchecks y/o auditorias. (se prevé que la persona contratada trabajará el 50%
del tiempo en este apoyo específico)
– Apoyar el
seguimiento de la matriz de recomendaciones por socio, dando prioridad a los
socios que presenten un riesgo alto.
– Apoyar a los socios
en temas específicos sobre procesos administrativos, financieros y/o contables
como se requiera.
– Realizar
capacitaciones sobre HACT cuando se requieran.
Productos: Informe de gestión mensual, que incluya avances y retos.
La
duración del contrato será de 10 meses.
Perfil del/de la Consultor(a) o de la empresa:
Título técnico de 3er
nivel o superior en administración de empresas, auditoría, finanzas o ciencias
afines.
Al menos 5 años de
experiencia. Experiencia con el sistema de Naciones Unidas y/o con
organizaciones de base indígenas.
Otros asuntos
administrativos
A lo
largo de todo el proceso de ejecución de la consultoría, UNICEF realizará un
proceso de seguimiento según las consideraciones del supervisor del contrato.
El/la consultor/a deberá garantizar las condiciones y la entrega
oportuna de información de acuerdo a la planificación, para el seguimiento por
parte del supervisor del contrato.
El/la consultor/a debe presentar los
productos en formatos impreso, digital, para la revisión y aprobación de los
productos por parte del supervisor del contrato.
Los pagos se realizarán mediante transferencia
bancaria realizada directamente por UNICEF, contra presentación y aprobación de
los productos establecidos, en los tiempos acordados según el plan de trabajo
presentado y aprobado. El consultor/a deberá contratar un seguro médico que tenga cobertura médica en Ecuador.
Los tiempos necesarios para el proceso de revisión, incorporación de
cambios, validación de la contraparte técnica y aprobación del supervisor del
contrato son adicionales a los tiempos de entrega de los productos.
Método de evaluación durante el proceso de selección:
70% Experiencia
30% Propuesta económica Por favor indicar claramente en su aplicación la propuesta económica. (En Additional Information, tres últimas preguntas)
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=503997
Organization: Save the Children
Country: Guatemala
Closing date: 10 May 2017
Save the Children is currently recruiting for a five-year USAID-funded opportunity in Guatemala focused on reducing social conflict and improving social cohesion in Guatemala’s Western Highlands with both indigenous and non-indigenous communities. The program will seek to address the drivers of social conflict by focusing on the familial, community and municipal levels and actively engaging community members as participants and leaders in transforming conflict, restoring the social fabric and building peace within their communities.
The Deputy Chief of Party (DCOP) will work with the Chief of Party (COP) to manage the program’s technical, financial, operational and human resources and day to day operations of the project in order to provide quality control for the program’s technical outputs. The DCOP will provide technical and managerial leadership and will focus on overseeing the effective implementation of key project activities. In the absence of the COP, the DCOP will assume full responsibility for the project.
The DCOP position requires diplomatic skills and a thorough understanding of the sensitivities and history of conflict drivers in Guatemala. The DCOP will represent the program with important community and municipal level organizations, associations, committees, and indigenous organizations throughout the Western Highlands, as well as with high-level officials, in donor and Ministry meetings (at the national and municipal levels), with private sector representatives.
The DCOP position requires significant past management and administrative experience, and experience implementing USAID programs with an ability to ensure compliance with USAID regulations and high quality program implementation. S/he will provide technical leadership to project staff for community engagement components of the project, and will develop work plans with technical staff and ensure deliverables are met in a timely manner. Community engagement activities include identification of conflict drivers, facilitation of processes to mitigate and prevent conflict, and action plan development, among other activities.
The DCOP will have demonstrated ability to organize program work teams, to collaborate with a wide range of diverse sectors and stakeholders, and to liaise as needed with USAID and home office personnel to ensure the smooth implementation of the program. S/he will be expected to work closely with program staff, local communities, and municipal governments, as well as other relevant stakeholders, to implement peacebuilding and conflict mitigation activities.
This position will be based in Guatemala City, Guatemala and will report to the Chief of Party. Guatemalan nationals are encouraged to apply.
Required Background and Experience, Skills and Behaviors:
Minimum of a Master’s degree in law, international development, public policy, or other relevant field (a Bachelor’s degree in a relevant field and an additional three years of experience could be substituted for a Master’s degree).
Experience managing or delivering results for large-scale USAID projects is preferred.
Minimum of 10 years of experience at the supervisory level implementing and supporting international development programs; preferably with community development projects.
Experience with conflict resolution, community engagement and empowerment of vulnerable groups a plus.
Must have demonstrated high- level leadership, interpersonal, and analytical skills.
Thorough knowledge and work experience in Guatemala is preferred, ideally in the Western Highlands
Demonstrated ability to establish and sustain professional relationships with host country government counterparts is expected; strong interpersonal skills are critical for success.
Excellent written and oral communication skills in Spanish required, with English also preferred.
Please note that the position will be filled only if the funding is awarded to Save the Children by the donor.
How to apply:
Qualified candidates should apply directly through our website using the following link to submit their CV for consideration: https://chp.tbe.taleo.net/chp01/ats/careers/requisition.jsp?org=SAVETHECHILDREN&cws=1&rid=48…
Challenge The Bahamas, like many other island countries, was a low-volume consumer of chlorofluorocarbons (CFCs). CFCs, ozone depleting substances (ODS) with high global warming potential, are used, inter alia, in refrigeration and air-conditioning. In 2000, the government of the Bahamas realized it faced a challenge to achieving the necessary reductions in CFC consumption to meet levels mandated by the Montreal Protocol, particularly given its CFC consumption to service domestic refrigerators, commercial and industrial refrigeration equipment, and, especially, mobile air-conditioning (MAC) in vehicles. High prices for alternative refrigerants and existing CFC-using equipment inventories encouraged ongoing CFC demand, and the movement toward a global phase-out of CFCs by 2010 encouraged stockpiling. Consequently, CFC consumption was 12 percent higher than the average level of the protocol-defined baseline for the Bahamas. In addition, the government was concerned that the Bahamas might become a potential dumping site for unwanted CFCs and outdated CFC-using equipment as other countries in the region phased out their use. Approach The government of Bahamas requested the World Bank’s support in developing an ODS/CFC Terminal Phase-out Management Plan (TPMP) to help the country adhere to its phase-out objectives and to help steer the implementation of an accelerated phase-out schedule. The Bank, an Implementing Agency for the project’s design, was the only agency with relevant experience in developing programmatic approaches for sustainable ODS phase-out, structured on providing coordinated technical assistance, investment activities, and strategic policy interventions. The TPMP used a flexible “umbrella project” concept permitting absorption of new subprojects in line with time-bound country and protocol priorities and predicated on a performance-based approach covering policy actions, management, technical assistance, and phase-out efforts. With the support of technical experts familiar with the sectors at issue, a robust pipeline of subprojects was developed across priority sectors.
WASHINGTON, April 6, 2017 – The World Bank’s Board of Executive Directors today approved the following project: IDA Credit: US$20 million Terms: Maturity = 40 years, Grace = 10 years IBRD Loan: US$6 million Terms: Maturity = 30 years, Grace = 9.5 years Project ID: P152117 Project Description: The objective of the project is to facilitate access and movement of travelers through a pilot ferry service, rehabilitate select tourism sites such as Fort George in Grenada, Fort Charlotte in St Vincent and the Grenadines, and Castries in Saint Lucia, and help position these countries as one multi-island travel destination More information: http://projects.worldbank.org/P152117?lang=en
Challenge Bahia trails other parts of the country in socioeconomic development. Economic growth has been strong in the state, but it has been concentrated geographically, leaving behind the poorest municipalities, especially those located in semiarid rural areas. Poverty declined between 2003 and 2009, but as of 2011, 14 percent of Bahians were still considered extremely poor, and 60 percent were beneficiaries of conditional cash transfer programs. Approach The Bahia Socio Economic Development for Inclusive Growth Development Policy Loan (DPL) was designed to support the government’s development plan. The government of Bahia laid out its priorities in the 2011–2015 Multiannual Plan (Plano Plurianual Participativo, PPA-P), which aimed to sustainably overcome longstanding socioeconomic inequality in the state. The objectives of the DPL were aligned with this plan and focused on improving education and health, prioritizing social and productive inclusion of the state’s poorest citizens. Both the education and the health indicators for Bahia had been below the national average for years. To address education, this DPL focused on improving the quality and efficiency of local public schools through partnerships between state authorities and municipalities to monitor learning results. The DPL allowed state authorities to track the lowest-performing municipalities and to respond by providing additional support for classroom management, pedagogical materials, and teaching techniques. In addressing health, the DPL aimed to strengthen Bahia’s maternal and child healthcare network. It enabled the government to expand primary healthcare coverage in municipalities with high maternal mortality rates and to enhance coordination with local healthcare service providers to increase the number of pregnant women enrolled in prenatal care.
WASHINGTON, 7 de abril, 2017 – A região da América Latina e Caribe (ALC) poderia melhorar significativamente a sua infraestrutura avaliando melhor as suas prioridades e melhorando a eficiência dos gastos, de acordo com um novo relatório do Banco Mundial, divulgado hoje. Repensando a infraestrutura na América Latina e Caribe – Melhorar o gasto para alcançar mais argumenta que, embora a região esteja atrasada em termos de investimento em infraestrutura, a prioridade deveria ser melhorar os gastos em vez de aumentá-los. Enquanto a América Latina e Caribe gasta, em média, 3 por cento do PIB por ano em infraestrutura, em comparação com 7,7 por cento na Ásia Oriental e Pacífico, muitos países da região aplicam mais de 4 por cento. "O investimento em infraestrutura pode servir como um poderoso motor de crescimento na América Latina e no Caribe, no momento em que a região começa a emergir após seis anos de desaceleração, incluindo dois de recessão", disse Jorge Familiar, Vice-Presidente do Banco Mundial para a América Latina e no Caribe. "No contexto atual de espaços fiscais reduzidos, é essencial que os investimentos sejam tão eficientes quanto possível, e que o potencial do setor privado seja totalmente explorado". Em vez de enfocar brechas de financiamento, muitas vezes mal definidas, o relatório defende a importância de abordar as "brechas de serviços" de acordo com as prioridades de desenvolvimento de cada país. Isto significa a implementação de mecanismos eficientes para atender a estas necessidades e o estabelecimento de regras claras para decidir o que deve ser financiado pelos contribuintes, em vez dos usuários. Prioridades e eficiência Melhorar o desempenho em um ambiente fiscal apertado exigirá prioridades bem definidas. O relatório aponta o saneamento e o transporte, áreas onde a ALC está atrasada em relação a outras regiões de renda média, como áreas potencialmente prioritárias. Além disso, a região deveria considerar fatores como as mudanças climáticas, a urbanização e as mudanças socioeconômicas, especialmente o crescimento da classe média, que estão mudando o perfil da demanda por serviços de infraestrutura, especialmente em energia e transporte. "A região da América Latina e o Caribe é inovadora na área de infraestrutura há muito tempo", disse Marianne Fay, economista-chefe da vice-presidência para Desenvolvimento Sustentável do Banco Mundial, uma das autoras do relatório. "Com sua experiência em regulação sofisticada e parcerias público-privadas, a região tem os meios para melhorar os seus serviços de infraestrutura, gastando melhor e nas coisas certas". Gastos mais eficientes poderiam trazer enormes benefícios. No setor de energia, onde as perdas com transmissão e distribuição são elevadas, a ALC precisaria de US$23 bilhões por ano, se continuasse com o atual modelo de investimento. Os custos seriam reduzidos pelo menos à metade seguindo uma abordagem que favorece a eficiência, a resistência ao clima e o uso de energias renováveis. De acordo com o relatório, muitas das causas por trás de investimentos ineficientes em infraestrutura são externos ao setor, incluindo a falta de capacidade institucional para o planejamento, a incerteza regulatória e questões de orçamento e de implementação em muitos países. Processos de licitação ineficientes, por exemplo, contribuem para custos excessivos. Outra área importante para melhorar a eficiência é a fixação adequada de preços para os serviços de infraestrutura. O relatório sugere que a determinação de preços deve ir além da mera recuperação de custos, e levar em conta questões como aceitação social, qualidade, equidade e atratividade para o financiamento comercial. Para proteger o dinheiro dos contribuintes, o relatório diz que recursos públicos e concessionais devem ser utilizados apenas quando o financiamento comercial não é viável ou rentável. Finalmente, o relatório conclui que permitir que os operadores de infraestrutura diversifiquem sua renda poderia contribuir para atenuar o custo fiscal. As estações de tratamento de água, por exemplo, podem gerar eletricidade para consumo próprio e até mesmo para venda, enquanto que o lodo higienizado pode ser vendido como adubo, em vez de acabar em aterros a custo elevado. Essas opções não estão disponíveis hoje.
