Organization: International Potato Center
Country: Peru
Closing date: 15 Nov 2018
The International Potato Center (CIP) is seeking a highly motivated and visionary senior scientist to develop and lead the development of an Andean Agri-Food Systems Init…
Organization: International Commission of Jurists
Country: Guatemala
Closing date: 31 Oct 2018
Project Officer,
Latin America Programme
The International Commission of Jurists (ICJ) is a global network of advocates promoting justice and human rights….
Organization: Acción contra el Hambre España
Country: Spain
Closing date: 31 Oct 2018
Action Against Hunger upgraded its intranet based on the SharePoint solution migrating from the 2013 to the cloud version.
The new version of the site must meet esse…
Organization: Acción contra el Hambre España
Country: Spain
Closing date: 31 Oct 2018
Acción contra el Hambre es una organización internacional no gubernamental, privada, apolítica, aconfesional y no lucrativa, creada en 1979 para intervenir en todo el…
Organization: Acción contra el Hambre España
Country: Spain
Closing date: 31 Oct 2018
Acción contra el Hambre es una organización internacional no gubernamental, privada, apolítica, aconfesional y no lucrativa, creada en 1979 para intervenir en todo el…
Organization: ICCO COOPERATION
Country: Bolivia (Plurinational State of)
Closing date: 19 Oct 2018
We are looking for a Program Coordinator for the Economic Empowerment program of ICCO in Bolivia.
Job Summary
The main purpose of this position is to provide leadership on the Economic Empowerment program of ICCO in Bolivia and mobilize funds for this program. Includes but doesn’t limit to ensure all proposed output, outcomes and results are achieved in line with the agreed targets and under time and budget.
Responsibilities
Program management.
Lead the economic empowerment program, including the regional plans under ICCO strategic plan, as well as design, improve or adaptation of the current programs.
Provide guidance, quarterly monitor & evaluate performance, so that the outcomes are met.
Guide knowledge development and management of the program in close collaboration with the Deputy Regional Manager.
Coordinates the budget distribution and needs with the financial team and other program coordinators to ensure achieving the annual plan of the country office under the financial goals and regulations of ICCO.
Relationships management and funding.
Establishes, strengthens and maintains strategic partnerships and effective working relationships with national governments, key partners, institutions, stakeholders, donors and other funding organizations.
Interact with business stakeholders and experts in the field in order to understand their problems and needs. Evaluate the business needs and identify and design the appropriate solution.
Identifies private/public, national or international specific fundraising opportunities. Develops a strategy for fundraising for the program. Provides input for specific funding possibilities or requests/calls.
Coordinates and advises the drafting and submitting of funding proposals in accordance with donors’ requirements.
Supports the improvement of programs and corporate image visibility.
New products.
Developing business models, in close coordination and cooperation with the other program coordinators at the regional office.
Analyze and advice the design and implementation of information systems (ICT, Satellite and other geo DATA technologies) in the program and partners.
If you are interested in more details, go to the next link or send me an email to (s.criales@icco.nl):
https://drive.google.com/file/d/1bKZPYQNE7jCGldZcvJrrR8WYzNuhZiKA/view?usp=sharing
How to apply:
For information about the vacancy you can contact Sergio Criales, Deputy Regional Manager ICCO-ROLA +(591)70617286 / +(591)22773877.
Please send your motivation letter and CV (up to 4 pages maximum and in English) by e-mail before October 19 to i.rodriguez@icco.nl. When shortlisted, you will receive an invitation. A reference check will be part of the procedure. We plan to contract the program coordinator as per November 2018. The duration of assignment is 12 months, with possibility for extension, after an evaluation.
ICCO gives an equal-opportunity employment regardless of race, gender, religion, or political affiliations.
Hay motivos para construir una narrativa nueva sobre el desarrollo en la región basada en los esfuerzos para proteger logros sociales y construir economías ecológicamente sostenibles.
La respuesta al huracán exigió el establecimiento de una presencia permanente del PNUD en Antigua y Barbuda, con el apoyo continuo de la oficina subregional en Barbados y la Organización de Estados del Caribe Oriental.
La prioridad en el período inicial fue la distribución de artículos de agua y artículos no alimentarios, estableciendo una mejor comprensión de las necesidades de las comunidades que quedaron aisladas y apoyando el restablecimiento de los sistemas gube…
Nuestro próximo Informe sobre Desarrollo Humano El Salvador (IDHES) 2018, que será lanzado el próximo 20 de Septiembre en San Salvador, promoverá el protagonismo de la juventud como sujeto activo en la sociedad salvadoreña.
Las economías de Centroamérica son intensivas en el uso de energía, es decir que su consumo energético por unidad es costoso, * se espera que la demanda eléctrica de este tipo de energías siga creciendo rápidamente en el mediano plazo, con un crecimiento anual del 5% en los próximos 10 años. El principal reto del sector eléctrico en este contexto es cómo y a partir de que fuentes suministrar suficiente energía para poder cubrir esta demanda creciente, la cual es principalmente generada en la actualidad por tecnologías térmicas contaminantes -diésel y fueloil pesado- e hidroelectricidad. Esta situación ha provocado una fuerte exposición a la volatilidad de los precios del petróleo, las sequias y, en última instancia, ha incrementado el coste de energía en la región. Además, América Central es la segunda región más vulnerable a los efectos del Cambio Climático después del Sudeste Asiático**. En este contexto, diversificar las fuentes de suministro de energía, incrementando el uso de energías renovables como la energía solar o eólica es clave para lograr un desarrollo sostenible. Sin embargo, los sistemas eléctricos aún no están preparados para este reto, que requiere de metodologías y tecnologías avanzadas para gestionar la variabilidad que introducen algunas fuentes renovables y asegurar suministro eléctrico confiable, incluso en condiciones adversas de falta de viento o sol. El Banco Mundial, en colaboración con ESMAP, KGGTF y SFLAC***, está apoyando a los países Centroamérica para incrementar de manera progresiva la proporción de energía suministrada a partir de fuentes renovables variables como la energía eólica o solar, facilitando la integración de estas tecnologías dentro del sector eléctrico y fomentando por ejemplo el uso de tecnologías de última generación de predicción meteorológica que permita anticiparse a la variabilidad del sol y del viento. Una mayor contribución de energías renovables a la matriz de generación energética permitirá mejorar la seguridad de suministro eléctrico en la región (reduciendo la exposición a la volatilidad de los precios del petróleo y las sequias), así como limitar la emisión de gases de efecto invernadero (GEI) lo que va en línea con los compromisos reflejados en la Conferencia de Paris sobre cambio climático (COP21) y contribuyendo a la reducción del coste de energía en la región. * Medida como consumo de energía por unidad de Producto Nacional Bruto. ** De acuerdo a Estrategia Internacional para la reducción de desastres de las Naciones Unidas (UNISDR) ***ESMAP: Energy Sector Management Assistance Program o Programa de Asistencia para el Sector Energético KGGTF: Korea Green Growth Trust Fund o Fondo Coreano para el Crecimiento Verde) SFLAC (Spanish Fund for Latin America and the Caribbean o Fondo Español para América Latina y el Caribe)
Challenge A central issue and concern for the Honduran government was governance of the water supply and sanitation sector (WSS). WSS providers were locked in a vicious cycle marked by weak performance incentives, low willingness among customers to pay cost-recovery tariffs, and insufficient funding for maintenance; these conditions led to asset deterioration and squandered financial resources, which attracted further political interference and exacerbated the downward trend. This spiral began with ineffective central and local policies and lack of transparency. Since water was seen as a politically sensitive issue, local governments found it difficult to effectively balance the conflicting needs for affordability, expanded coverage to poorer communities, and the sector’s need for financial viability. Finally, users had little leverage for holding utilities accountable to meet their needs and preferences. Servicio Autonomo Nacional de Acueductos y Alcantarillados (SANAA, the National Water and Sewer Service) had historically managed and provided water supply services in approximately 30 urban centers. Under SANAA, water was rationed in most cities—available only twice a week or even less in the summer. The situation was no better in municipalities directly managing their own WSS. In 2003, Honduras passed the Drinking Water and Sanitation Sector Framework Law mandating decentralization of SANAA and transfer of its assets to the municipalities by October 2008. This law, referred to as the Ley Marco, required municipalities to set up autonomous service providers. Approach In 2004, the Honduran government, through a Public-Private Infrastructure Advisory Facility, requested World Bank technical assistance to prepare a Strategic Plan for Modernization of the Water and Sanitation Sector by designing a policy and action plan to support decentralization of local WSS services. The Bank’s global experience in water- and sanitation-sector reform and poverty targeting, as well as its comprehensive analytical work and presence in Honduras, positioned it to assist the government in its efforts to improve and strengthen the WSS institutional framework and related utilities. The Honduras Water and Sanitation Sector Modernization Project included several complex activities to support new service providers, and its straightforward, phased approach decentralized utilities through tailored, on-the-ground technical assistance. Municipalities’ population size (from 40,000 to 300,000 residents), was the only eligibility requirement for entering the project, minimizing the risk that participants would be selected on a political basis. A stepped approach required municipalities to achieve certain benchmarks before receiving financing and provided specific incentives for utilities to demonstrate better results, thus promoting competition (limited funds were available) and transparency. Results Through a combination of technical assistance and infrastructure investments, the project helped implement the sector framework law (Ley Marco) in nine small- to medium-sized cities, leading to the creation and/or consolidation of nine autonomous municipal service providers. The project met the targets of all six Project Development Objective (PDO) indicators, as indicated by National Regulator data. The following results were achieved at the utility level: · Eight WSS utilities reached full cost recovery, up from four in 2008. This improved financial sustainability resulted from utilities’ and local authorities’ combined efforts, with the support of project, to gradually increase tariffs, reduce operations costs, and improve commercial management. Improved financial management allowed providers to cover operational and management costs of new investments financed under the same project, which were not originally considered in previous tariff schemes. By the end of the project, two of the providers had become corporations operating under private law, thus enhancing their opportunities for commercial finance. · Five of the WSS utilities increased their service continuity. The project implementing unit and utilities concluded key contracts contributing to the PDO indicator service continuity. The infrastructure works helping to improve this performance on this indicator included: Well perforations. Rehabilitation of existing wells. Rehabilitation of water plants. Provision of water tanks to the utilities. · All investments were combined with strategies to optimize water distribution in urban areas.
