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Toward more Shared Prosperity in Nicaragua

Challenge Nicaragua is the poorest country in Central America with gross national income (GNI) per capita of US$1,940 (2015). Decades of civil conflict and a series of catastrophic natural disasters have left the country lagging behind most of its neighbors in terms of economic and social indicators. Despite notable progress in poverty reduction over the last decade, much work remains, as 29.6 percent of the country’s more than six million inhabitants live in poverty; 8.3 percent in extreme poverty. Most of the poor live in rural areas, often in remote communities where access to basic services is still constrained by very limited infrastructure. Social and basic service indicators in the rural Atlantic coastal regions are significantly lower than in the rest of the country, disproportionately impacting indigenous and Afro-descendant populations. Though economic growth has been stronger than average for the Region and prudent macroeconomic management has underpinned the country’s solid economic performance, key challenges remain in reducing vulnerabilities and increasing productivity. Nicaragua ranks among the most vulnerable in terms of natural disasters and extreme climate; other major vulnerabilities include dependence on oil imports, concentration of food exports to limited countries, and the drought affecting Central America. Given the country’s low level of per capita income, higher growth rates are necessary to further reduce poverty and boost shared prosperity. Furthermore, aggregate productivity has been declining over the last decade, constraining Nicaragua’s ability to move to a higher growth equilibrium and requiring additional efforts to improve productivity. Approach Against this backdrop, the WBG approach in Nicaragua has focused on improving the delivery of basic services and strengthening competitiveness as a means to accelerate income growth. The IDA (International Development Association) lending program has helped Nicaragua raise welfare by improving access to quality basic services through scaling up of new service delivery models in health, education, social protection, and water & sanitation, particularly in areas where Nicaragua faces significant challenges linked to achieving the Sustainable Development Goals (SDGs). The WBG program also seeks to raise incomes by enhancing competitiveness and diversifying exports, deepening the impact of programs in rural infrastructure, and incorporating a focus on productivity into land and small & medium enterprise (SME) administration, as well as by ensuring greater synergies with International Finance Corporation (IFC) and Multilateral Investment Guarantee Agency (MIGA) engagements in agribusiness, and in the energy and financial sectors. The WBG program also incorporates a focus on mainstreaming issues related to gender, indigenous peoples, disaster risk mitigation and climate adaptation. IDA Program Results Enhanced health services in rural and indigenous territories: Through “casas maternas,” a component of the Improving Community and Family Health Care Services Project, maternal and infant health has improved: from 2012 to 2015, the percentage of pregnant women receiving four prenatal controls increased from 50 to 73; institutional deliveries increased from 72 percent to 87 percent; and the percentage of children under age one immunized with the Pentavalent vaccine increased from 88 to 98 in targeted municipal health networks.                                                           Increased access to water & sanitation: From 2009 to 2015, over 168,000 beneficiaries of the Greater Managua Water and Sanitation (PRASMA) Project gained access to reliable water supply (16 hours per day) in urban areas, and more than 62,000 beneficiaries gained access to sanitation services. In rural areas, from 2008 to 2015, more than 68,000 beneficiaries from the Rural Water Supply and Sanitation Project (PRASNICA) gained access to water supply and sanitation services (of which 44,000 were in indigenous territories); and by the end of the period, women were serving as presidents or treasurers in 70 percent of the Water & Sanitation Committees involved. Land rights have been strengthened, benefitting 15 of Nicaragua’s 21 indigenous territories in the historically marginalized Atlantic regions. From 2005 to 2013, through the Land Administration Project (PRODEP), over 104,000 people from 214 communities in five major ethnic groups benefited; 18 percent of the national territory was registered and titled with support of the project. Improving roads sustainably: Through the Rural Roads Infrastructure Improvement Project, a successful, scalable model for investment and maintenance of rural roads has been implemented through the development of “módulos comunitarios de adoquines” or community participation associations focused on road construction with locally-made blocks that allow for faster, more sustainable road works while creating jobs for vulnerable communities. From 2012 to 2015, four-hundred and ten kilometers of rural roads were constructed, more than 280 Community Modules for Adoquines created, generating short-term employment for over 900 people, of which 34 percent were women. Overall, more than 9,000 short-term jobs were created, providing people with skills and the ability to look for future employment. In addition, 52 micro-enterprises were established to carry out routine maintenance of 3,200 km of rural roads. Enhanced agricultural productivity through technology adoption: With support from the Second Agricultural Technology Project, between 2005 and 2014, more than 33,000 producers adopted at least two new production and/or processing technologies; over 3,000 producers were trained in food processing, business administration and marketing; and more than 1,400 producers from 30 cooperatives produced certified seeds of basic grains. Overall, productivity indices of participating farmers (25 percent of which were women) increased an average of 16 percent, and crop production increased from 1,800 to 4,728 metric tons. Bank Group Contribution As of June 2017, the IDA portfolio in Nicaragua reached US$560.82 million in net commitments,  focusing on the sectors of water & sanitation, health, education, food security, disaster risk management, land administration, roads infrastructure and connectivity, social protection, and public financial management. From 2012 to 2016, IFC’s investments in Nicaragua have grown from 11 projects totaling US$166.9 million, to approximately US$279.4 million, including advisory services and investment projects in agribusiness (coffee, sugar, forestry), the financial sector, mining and energy (geothermal). MIGA’s guarantees more than doubled in the same period, from US$34.9 million to US$76 million, focusing on the renewable energy sector. Partners Implementation of the WBG program has benefited from an efficient division of labor among key development partners, as well as more coordinated programs among donors. Key WBG partnerships in Nicaragua, including through trust funds, are featured in: (i) the education sector, with the European Union (EU) and Global Program for Education; (ii) public financial management, with the Inter-American Development Bank (IDB) and EU; (iii) the water & sanitation sector, with Switzerland and Spain; (iv) roads and transport, with Japan; and (v) agriculture, with the Global Agricultural and Food Security Program (GAFSP) and Canadian International Development Agency (CIDA). In a recent example of collaboration, the IFC and GAFSP, together with the IDB and private firms, provided a US$30 million package of financing to farmers for the renovation of over 5,000 hectares of coffee plantations affected by coffee rust disease in Nicaragua – in this way helping the country mitigate climate change by deploying a scalable model of climate-smart renovation that can be replicated by other countries and coffee traders. Moving Forward Given the satisfactory pace of implementation, the priorities of the WBG program remain relevant and aligned to the Government’s priorities. Over the coming period, the WBG will continue to leverage its products and services to complement IDA resources and help mobilize other development financing related to the two pillars of the Country Partnership Framework:  i) improving access to quality basic services; and ii) increasing competitiveness and productivity. In particular, it will focus on building scalable programs that can attract additional resources and closely coordinate IDA, IFC and MIGA interventions, while continuing to deepen the focus on mainstreaming gender and indigenous peoples’ issues. IDA and IFC will also jointly support Nicaragua in its effort to unlock geothermal potential by mitigating risks associated with the exploration phase and helping to leverage financing for geothermal development through public private partnerships. IFC will continue its program of credit lines in the trade sector, agribusiness-finance and SME lending, while looking for opportunities in other sectors, such as higher education, where IFC can complement IDA work. MIGA will also be open to opportunities to support foreign investments in the financial sector. Beneficiaries In Water & Sanitation:   "I used to go every day at this time to my mother’s house, about 400 meters from here, to get water and use her bathroom," Jacqueline recalls. Her home is one of the 125 houses in this rural town that now has water connections. "The families are happy because they have sinks, showers and toilets" explains Angela Durand, a neighbor who coordinates the local Water & Sanitation Committee. Besides the work the Committee has done in the neighborhood, Angela is proud that the organization includes and respects local women. "Women are organized and have the capacity to manage projects and communities as well as their homes" she says. http://www.worldbank.org/en/news/feature/2013/01/22/agua-saneamiento-comunidades-rurales Key Words Learn More Links to key related sites The web site of the World Bank for Nicaragua (www.worldbank.org/ni) offers in-depth information on all projects and programs in the country. Links to partner websites –        Government of Nicaragua –        Ministry of Finance  –        European Union Delegation in Nicaragua Multimedia VIDEO: Escuela de valores, muchos pasos hacia adelante VIDEO: Consejeros, transformando vidas en Nicaragua VIDEO: Los adoquines: un camino para terminar con la pobreza de Nicaragua – World Bank – BLOG: Going the last mile in Nicaragua: local communities pave the road to end poverty – Stephen Muzira, World Bank – BLOG: In Nicaragua, rural communities obtain visible results in access to water and sanitation    

World Bank Group President to visit Argentina

WASHINGTON DC, August 16, 2017 – World Bank Group President Jim Yong Kim arrives in Buenos Aires Thursday for a two-day visit to discuss Argentina’s development agenda and economic reforms, and to reaffirm the institution’s support to reduce poverty and inequality in the country. Kim will meet with President Mauricio Macri, Finance Minister Luis Caputo, several other members of the President’s cabinet, private sector leaders, and congressional representatives  to discuss opportunities to invest in infrastructure and human capital to increase the country’s competitiveness and job creation. “I look forward to visiting Argentina at this crucial time of economic change,” World Bank Group President Jim Yong Kim said. “In a country with so much promise and potential, it is critical to keep working to boost growth and investment, while increasing efforts to reduce poverty and inequality.” Together with the Minister of Science, Technology and Innovation Lino Barañao, Kim will participate in a forum on Investing in the Future of Work. This event will examine technological change and how best to prepare people for the jobs of the future, bringing together students, entrepreneurs and opinion leaders. Other topics to be addressed include the upcoming World Trade Organization (WTO) Ministerial Conference in Buenos Aires in December, and Argentina’s Presidency of the G20 next year. The World Bank Group is working with Argentina in key areas such as renewable energy, agriculture, human development,  the environment, infrastructure, and private sector development. Biography World Bank Group President, Jim Yong Kim: http://president.worldbankgroup.org/ ———————-   Learn more about the work of the World Bank in Argentina: http://www.worldbank.org/en/country/argentina Visit us on Facebook: https://www.facebook.com/BancoMundialArgentina/ Be updated via Twitter: http://www.twitter.com/BancoMundialLAC For our YouTube channel: http://www.youtube.com/BancoMundialLAC

El Presidente del Grupo Banco Mundial visitará Argentina

CIUDAD DE WASHINGTON, 16 de agosto de 2017.- El presidente del Grupo Banco Mundial, Jim Yong Kim, llegará el jueves a Buenos Aires en una visita de dos días para discutir la agenda de desarrollo y las reformas económicas que ha implementado Argentina, y para reiterar el apoyo de la institución al país en la reducción de la pobreza y la desigualdad. Kim se reunirá con el presidente Mauricio Macri, el ministro de Finanzas, Luis Caputo, otros miembros del gabinete presidencial, líderes del sector privado y miembros del Congreso, a fin de discutir sobre oportunidades para invertir en infraestructura y capital humano con el propósito de incrementar la competitividad del país e impulsar la creación de empleos. “Estoy muy entusiasmado de visitar Argentina en este momento crucial de transformación económica”, dijo el presidente del Grupo Banco Mundial, Jim Yong Kim. “En un país tan prometedor y con tanto potencial, es vital continuar trabajando para fomentar el crecimiento y la inversión, y a la vez incrementar los esfuerzos para reducir la pobreza y la desigualdad”. Junto con el ministro de Ciencia, Tecnología e Innovación Productiva, Lino Barañao, el presidente Kim participará en el foro titulado "Invirtiendo en los Empleos del Futuro". En este evento, que reunirá a estudiantes, emprendedores y líderes de opinión, se examinará el cambio tecnológico y la forma más adecuada para preparar a las personas para los empleos del futuro. También se tratarán temas como la próxima Conferencia Ministerial de la Organización Mundial del Comercio (OMC), a realizarse en diciembre en Buenos Aires, y la presidencia del G-20, que Argentina ocupará el año próximo. El Grupo Banco Mundial trabaja con el país en diversas áreas clave, tales como energías renovables, agricultura, desarrollo humano, medio ambiente, infraestructura y desarrollo del sector privado. Biografía del presidente del Banco Mundial, Jim Yong Kim: http://presidente.grupobancomundial.org/ ———————-   Para conocer el trabajo del Banco Mundial en Argentina visite: http://www.bancomundial.org/es/country/argentina Visítenos en Facebook: https://www.facebook.com/BancoMundialArgentina/ Manténgase informado via Twitter: http://www.twitter.com/BancoMundialLAC Nuestro canal de YouTube: http://www.youtube.com/BancoMundialLAC  

Mexico: Coordinador del Programa Agricultura, Suelos y Agua

Organization: Catholic Relief Services
Country: Mexico
Closing date: 31 Aug 2017

FUNCIONES PRINCIPALES:

El Coordinador del Programa ASA es responsable de coordinar y supervisar la implementación y reporte de los aspectos técnicos, políticos y operativos del programa – supervisión de contrapartes implementadoras, supervisión de las plataformas de trabajo técnico y político, supervisión de la ejecución presupuestal y programática del programa. Lidera una comunicación eficaz interna entre el personal de CRS México, CRS Guatemala y el equipo técnico y político regional, así como coordinación de comunicación externa con instancias involucradas con el programa ASA en general. Coordinará el monitoreo y evaluación de los indicadores agronómicos del programa. Así mismo, colabora en la coordinación de proyectos implementados por CRS México en otras áreas. Contribuye con la supervisión de la implementación de proyectos y la preparación de los informes con el apoyo de todos los miembros del equipo y de los Socios implementadores. Esta persona también se asegurará de que los proyectos alcancen sus metas y objetivos además de la transversalización del enfoque suelo y agua en los otros proyectos de CRS.

RESPONSABILIDADES ESPECÍFICAS:

Gerencia del proyecto

  • Liderar el proceso de planificación de la ejecución programática/ financiera, junto con el equipo.

  • Análisis presupuestario: supervisión del reparto presupuestario y seguimiento al gasto de acuerdo con el presupuesto general del programa ASA.

  • Supervisar y apoyar el cumplimiento de las actividades relacionadas a la implementación programática en los aspectos políticos y técnicos.

  • Participar activamente en el proceso de planificación y ejecución del proyecto a nivel de campo para asegurar la calidad de la implementación con los socios locales, aliados estratégicos para la investigación e incidencia política.

  • Supervisar el personal técnico del programa ASA incluyendo el desarrollo profesional y técnico de tal equipo.

  • Definir el esquema de ejecución del proyecto con los socios locales, acompañándolos y asesorándolos, con apoyo de los equipos nacionales y regionales.

  • Supervisar la implementación de capacitaciones para incrementar las capacidades técnicas de los equipos.

  • Participar en la selección del personal del proyecto conjuntamente con los socios y el equipo nacional a nivel de CRS.

  • Colaborar en los procesos de planificación, monitoreo, documentación, análisis y aprendizaje y coordinación de las iniciativas con otros proyectos claves a nivel nacional y regional.

  • Coordinar intercambios y colaborar con las alianzas nacionales para el análisis de políticas relacionadas a la iniciativa.

  • Coordinar la elaboración de un plan estratégico- colaborativo entre actores claves (entidades de gobierno, sector privado, universidades, sector educativo) para la formación de recurso humano a diferentes niveles en manejo integrado de suelo y agua.

  • Facilitar la mesa de trabajo de mapeo digital de suelos junto con la gerente del programa, asegurando el cumplimiento de hitos estratégicos y el desarrollo de mapas versión 1 y 2.

    Informes de Avance

  • Contribuir a los informes de avances estratégicos, programáticos y financieros del proyecto.

  • Asegurar y acompañar los informes de avances de socios y aliados para presentación al gerente de agricultura de CRS Guatemala.

  • Dar seguimiento y asesoría continua al proceso de ejecución del proyecto a nivel de los socios y aliados estratégicos.

    Acompañamiento a la ejecución del proyecto

  • Coordinar y/o participar activamente en las alianzas nacionales para catalizar un enfoque determinante en suelos y agua al nivel nacional, incluyendo apoyo a los sistemas de formación y capacitación, investigación y extensión.

  • Participar en giras de acompañamiento y supervisión de las actividades a nivel de campo la iniciativa, con socios locales y aliados estratégicos.

  • Participar en reuniones periódicas con los coordinadores de socios y aliados estratégicos para hacer seguimiento al plan operativo anual del proyecto.

  • Acompañar o asesorar a los socios en el proceso de ejecución del proyecto en coordinación con el personal de campo y el equipo nacional y regional de la iniciativa.

  • Participar en reuniones mensuales con socios, personal de campo, gerencia de áreas y de representantes de comunidades cuando así sea pertinente.

  • Participar en reuniones con los coordinadores técnicos de los otros países y personal clave.

  • Participar en mesas técnicas de evaluación del proyecto a nivel de los 5 países.

ADMINISTRATIVAS

  1. Participar activamente en lo que se refiere a la Estrategia Operativa de CRS México, además de otros temas relevantes para CRS/MX como jornaleros agrícolas, construcción de paz, calidad de Gerencia, y los Principios Directrices de CRS.
  2. Participar en la Estrategia de Agricultura de la región Latín Americano de CRS.
  3. Cumplimiento con políticas y procedimientos, administrativos, contables y de recursos humanos de CRS.
  4. Cumplimiento con los principios de la Enseñanza Social de la Iglesia, comportamientos basados en los valores de CRS, Principios de Calidad de Gerencia y de Calidad de Programa.

RELACIONES LABORALES CLAVES:

Dentro de CRS: Jefa de oficina CRS/MX**,** Gerente de Agricultura CRS Guatemala, Equipo regional Programa ASA, Gerentes y Coordinadores de departamentos y proyectos de CRS.

Fuera de Oficina: Socios implementadores de CRS así como otras instituciones socias (CONABIO, AMECAFÉ, SAGARPA). Aliados estratégicos a nivel local, nacional y regional.

REQUISITOS DEL PUESTO:

Experiencia

  • Preferiblemente, diez años de experiencia en el manejo de proyectos o programas de desarrollo y/o agricultura con los sectores privado y publico

  • Experiencia supervisando equipos y gestionando un presupuesto, y plan operativo.

  • Experiencia y éxitos en construir y mantener enlaces institucionales a nivel local y nacional.

  • Experiencia con programas de desarrollo y de agricultura, experiencia técnica significativa relacionada al campo y capacitación.

  • Conocedor la realidad del sector agropecuario, políticas públicas nacionales y desarrollo institucional / sector privado relacionado con el agro.

  • Experiencia con métodos participativos y acompañamiento a socios

    Competencias y Habilidades

  • Liderazgo y destrezas inter-personales y habilidad para trabajar y motivar equipos diversos y con talento.

  • Habilidad de trabajar en equipos multiculturales y bajo estrés, consiente en sí mismo y abierto a nuevas ideas.

  • Capacidad de preparar presentaciones convincentes para audiencias multinivel y diferentes intereses.

  • Capacidad de redactar textos de análisis de los avances y resultados del proyecto, elaborar resúmenes técnicos del “estado de arte” relacionados al manejo de suelo, agua y cultivos, agricultura, organización institucional y formación de recurso humano.

  • Comprobada responsabilidad personal dirigida a servir a otros y lograr resultados.

  • Computación: Usuario avanzado de Microsoft Office

  • Disponibilidad para permanecer en el campo o viajar en la región centro americano el 50% del tiempo laboral.

  • Flexibilidad para trabajar en equipo e independientemente.

  • Flexibilidad de horario.

  • Habilidad para la conducción de vehículos 4X4, pasaporte y licencia vigente.

Educación y otros

  • Profesional universitario de las ciencias agrícolas o carreras afines.

  • Maestría en gestión de proyectos (deseable)

  • Idiomas: español e inglés

How to apply:

Enviar currículum vitae y carta de interés a Cecilia Suárez: crsenmexico@gmail.com

Honduras: Country Director – Honduras

Organization: GOAL
Country: Honduras
Closing date: 27 Aug 2017

GOAL has been working in Honduras since 1998 and enjoys strategic and productive relationships with government, civil society, INGO actors and the private sector. GOAL employs approx. 80 staff in Honduras and operates from a central office in Tegucigalpa and two regional offices in La Moskitia and La Ceiba. GOALs programmes in Honduras focus of development of small scale fisheries market system, promoting sustainable urban development in high risk informal settlements, providing technical assistance for the development of improved public services and food security in the dry corridor region in the south and west of the country and the development of critical disaster early warning and response systems. GOAL also provides technical services in systems and resilience programming to a range of clients. GOAL applies four key pillars to how it carries out all its programmes including resilience, systems, inclusion and social and behaviour change. The GOAL programme in Honduras has grown in recent years and is actively seeking to expand its programming to neighbouring Guatemala, Nicaragua and El Salvador utilizing Honduras as a hub in the Central American Region.

The current donors are InterAmerican Development Bank, Swiss Development Cooperation, USAID, Development Alternatives International, European Union, GIZ, private foundations and the Honduran Government

General Description of the Role

The GOAL Country Director (CD) takes overall responsible for the planning, management and appropriate development of GOAL’s work in Honduras and projects implemented by the GOAL Honduras team in the region of Central America. The CD is responsible for ensuring that GOAL’s work contributes effectively and efficiently towards meeting the short, medium and long term needs of the poor, within the framework of GOAL’s organisational and regional objectives, in a co-ordinated manner and in accordance with GOAL’s guidelines and principles. The CD must ensure that there are regular and effective communications within the country team and with GOAL Regional Director and GOAL Dublin. The CD has ultimate responsibility for all issues of security. Reporting into the Regional Director, the position is based in Tegucigalpa with regular visits to field sites for a period of 24 months.

Key Duties

Programmes

The Country Director is responsible for ensuring that all programme activities are planned, resourced, implemented, monitored and evaluated in a timely manner, to ensure that they are appropriate, necessary, cost effective, targeted, sustainable and in keeping with GOAL’s mission and philosophy.

  • The Country Director must ensure that GOAL programmes meet the highest national and international standards, and comply with codes of conduct and agreements to which GOAL is a signatory
  • The Country Director must provide ongoing review and development of overall country strategy, and of individual programme objectives. They must undertake, with the Senior Management Team, continuous review, monitoring and evaluation of the effectiveness, impact and direction of each programme.
  • The Country Director will review all programme proposals prepared by the Grants manager and the programme team before their submission to donors. And ensure that all proposals and reports are submitted to GOAL Regional Director and GOAL Dublin and approved prior to submission to donors
  • Any other duties as assigned by GOAL.

Donors

The Country Director is the principal point of contact with the in-country donors.

  • The responsibility for securing adequate funds to support GOAL Honduras programmes is shared between the Country Director and the Regional GOAL Director; it is the responsibility of the Country Director to secure programme funding from donors in-country where possible.
  • The Country Director must be familiar with all relevant donors present in-country and is responsible for developing GOAL’s working relationship and maintaining its reputation with them
  • The Country Director is responsible for liaising with donors regarding all matters related to programmes; including facilitating visits to GOAL programme sites.
  • The Country Director should be familiar with the legal requirements of the donors providing support to GOAL’s programmes as well as donor country strategies.
  • The Country Director is responsible for ensuring that the country team conducts regular Grant Management Meetings to ensure that projects progress in a timely manner, meeting set targets within the proposed budget.

Financial Accountability

The Country Director has ultimate accountability for all financial matters in the field and must review and approve the monthly management accounts.

  • The County Director will work closely with the Financial Controller on all aspects related to finance.
  • The Country Director must ensure adherence to the financial guidelines as per the GOAL Dublin Financial Manual.
  • The Country Director must ensure that comprehensive and timely reports are produced in accordance with schedules agreed by GOAL Regional Director
  • The Country Director must ensure that donor financial reports are submitted in accordance with specific donor requirements.
  • The Country Director has responsibility to inform the Regional Director of budgetary overspends or underspends as they affect programmes and plan appropriate interventions. As such, the Country Director should ensure that Budget Monitoring Tools are produced by Finance on a monthly basis and reviewed by Programmes and Operations.

Personnel

The Country Director is responsible for the health and welfare of staff and are empowered to use all available resources to promote their development in line with GOAL policy.

  • The County Director will work closely with the Assistant Country Director – Systems and Human Resources Coordinator on all aspects related to Personnel.
  • The responsibility for securing adequate qualified staff to support GOAL Honduras programmes is shared between the Country Director and the Regional Director.
  • The Country Director must ensure that the policies and guidelines as laid down in the GOAL Personnel Manual are adhered to by all staff.
  • The Country Director, with programme staff, is to ensure that all staff responsibilities are defined and understood. This includes the provision of clearly defined job descriptions and up to date contracts. GOAL Dublin must be provided with all copies of job descriptions / contracts and contract extensions related to expatriate staff.

  • The Country Director has overall responsibility for the preparation and implementation of in-country personnel policies in line with overall GOAL and government policy. The Country Director must ensure that all local staff contracts must:

  • Respect local labour laws.

  • Be consistent with GOAL policy.

  • The Country Director must ensure that all incidents/warnings etc. relating to personnel are clearly documented, and signed by the relevant parties.

  • The Country Director must ensure that there are procedures in place to support and encourage appropriate personal and professional development of staff within the context of the organisation’s objectives.

  • The Country Director is responsible for ensuring staff receive the necessary support and supervision they require. This includes the provision of training for staff in tasks such as project proposal preparation; report writing etc.

  • The Country Director has the mandate to recommend repatriation of any international staff member in line with the GOAL personnel policy.

  • The Country Director must ensure that ongoing informal review/evaluation of staff performance, and formal written evaluation of each of the international staff is prepared on a six monthly basis, and sent to the GOAL Regional Director and GOAL HQ in confidence.

Resource Management/Logistics

It is the responsibility of the Country Director to ensure that all available and appropriate resources are accessible in their country of assignment.

  • The County Director will work closely with the Assistant Country Director – Systems on all aspects related to logistics.
  • The Country Director must ensure that the policies and guidelines as laid down in the GOAL Logistics Manual are adhered to by all.
  • The Country Director must ensure that the reporting requirements outlined in the GOAL Logistics Manual are fulfilled in a timely fashion.
  • The Country Director must ensure that there are appropriate systems in place for the effective utilisation and management of finance, personnel, supplies, transport, capital assets etc.

Safety and Security

It is the responsibility of the Country Director to be fully informed regarding the political and security environment within their country of assignment and additional locations where GOAL Honduras staff are operating. And for ensuring that all reasonable measure are taken to minimise / mitigate the safety and security risks faced by the programmes and programme staff.

  • The Country Director is accountable for the overall safety and security of staff and for ensuring there is a culture of security within the organisation.
  • The Country Director must inform the Regional Director and GOAL HQ (through agreed communications protocols as appropriate) immediately in the event of a security incident relating to GOAL staff, assets or programmes. Regular communications and regular updates and communications on security must be shared with the Global Security Advisor and Regional Director as per agreed reports and protocols and as requested.
  • The Country Director is accountable for ensuring that the policies and guidelines, as laid down in the GOAL Safety and Security Manual and the site specific security guidelines, are adhered to by all staff at all times. The Country Director is responsible for ensuring staff have access to the appropriate resources and training to enable them to understand and adhere to staff security guidelines.
  • The Country Director is accountable for ensuring that policies and guidelines related to safety and security are reviewed periodically and revised to reflect relevant changes in the operating environment.
  • The Country Director must ensure that Regional Coordinators adequately monitor the safety and security situation in their programme sites and that all incidents or adverse conditions affecting staff safety or project operations are notified to the Country Director in a timely fashion.
  • The Country Director must work closely with the security coordinator and Regional Director when assessing the country security context and dealing with any potential threats to GOAL programmes or staff.

Representation/Visibility

The Country Director has the responsibility and mandate to represent GOAL within their country of assignment including Media and visibility.

  • The Country Director must ensure that there is appropriate liaison and negotiation with the relevant Government partners, regional and local authorities; donors; local agencies etc. at all levels of project implementation.
  • The Country Director has sole responsibility for dealing with the media / press in-country. All (political) statements to be issued, and/or policy positions, must be approved by the Regional Director
  • The Country Director has the responsibility to provide feedback to the Regional Director on the possible implications, on programme and staff security, of any comments or statements being prepared by GOAL Global.

Information Management

All Country Directors must be fully informed regarding the political, security and humanitarian conditions within their country of assignment.

  • It is the responsibility of the Country Director to be fully informed regarding the humanitarian and relief and development perspective in their country of operation.
  • Appropriate information should be collected, collated, analysed and forwarded to the Regional Director and GOAL HQ on a regular basis.
  • The Country Director must ensure that there are regular effective communications within the country programme and with the Regional Director. This includes the submission of weekly and monthly reports to the Regional Director.
  • The Country Director must ensure that GOAL complies with all the relevant legal requirements of the country.

Requirements (Person Specification)

  • Minimum 3 years experience in Honduras, additional experience in other contexts in Central America preferable.
  • 10 years experience in International Cooperation.
  • Minimum 5 years experience in senior management.
  • High level of written (technical reports) and spoken Spanish and English.
  • Strong track record in leadership of successful proposal submissions to national and international donors
  • Relevant third level qualification preferably to Masters Degree level.
  • Experience in liaising with government officials and a variety of donors
  • Experience in proposal and report writing with a proven ability to secure donor funding
  • Budgetary control and financial management skills
  • Proven experience in leadership of multi disciplinary team of up to 100 employees.
  • Strong experience in applying systems thinking to development challenges and facilitation of systemic change.
  • Experience in economic development, private sector engagement and developing effective shared value partnerships.
  • Experience in responding to Humanitarian crisis.
  • Innovative and capacity to see bigger picture in terms of national and international trends.
  • Good interpersonal and negotiation skills
  • A willingness to regularly travel to programme sites.

GOAL has a Staff Code of Conduct and a Child Protection Policy, which have been developed to ensure the maximum protection of programme participants and children from exploitation. GOAL also has a confidentiality policy ensuring the non-disclosure of any information whatsoever relating to the practices and business of GOAL, acquired in the course of duty, to any other person or organisation without authority, except in the normal execution of duty. Any candidate offered a job with GOAL will be expected to adhere to these policies any job offer made is also subject to police clearance. GOAL is an equal opportunities employer.

This Job Description only serves as a guide for the position available. GOAL reserves the right to change this document. Any published closing dates are estimated. Due to the nature of GOAL’s work we aim to fill vacancies as quickly as possible. This means that we will close adverts as soon as we have found the right candidate and this may be before the published closing date. We would therefore advise interested applicants to submit an application as early as possible.

How to apply:

http://grnh.se/6jlt4v1

Promesas incumplidas

Expulsadas de las favelas de Río de Janeiro por la subida de los precios, las comunidades más pobres ocupan edificios gubernamentales abandonados

Estas cuatro cosas han definido quién eres hoy

Está comprobado que la fórmula para el éxito social y económico está, en gran parte, en cómo pasamos los primeros días de nuestras vidas. La diferencia puede ser abismal. El cerebro de un niño que ha logrado el pleno potencial de desarrollo puede ¨iluminar¨ como un foco de 200 watts mientras que uno que no lo logró solo alcanza los 25 watts, es decir, casi un 90% menos de oportunidades. Son diversos los factores que minan está capacidad de desarrollo. De acuerdo al Banco Mundial, una cuarta parte de los niños menores de cinco años en todo el mundo -es decir, 156 millones de niños según estimaciones de 2016- padecen desnutrición crónica. Un estudio realizado en Guatemala, demostró que los niños bien alimentados, sin retraso en el crecimiento, tuvieron más probabilidades de escapar de la pobreza cuando adultos y obtuvieron ingresos entre 5% y 50% superiores a los de sus pares que habían sufrido retraso en su desarrollo. Sin embargo, la desnutrición no es el único factor en la disminución de la capacidad de crecimiento del futuro éxito de un niño. La falta de cuidados, de cariño y la exposición a situaciones de estrés, que se ven sobre todo en niveles socioeconómicos bajos, pueden causar en los menores daños irreversibles para el resto de su vida. ¿Qué dicen los expertos? En una conferencia sobre los efectos de la adversidad en el cerebro de los niños, los especialistas destacaron estas cuatro razones clave de por qué hay que invertir en la primera infancia. 1. El desarrollo del cerebro empieza en el vientre El cerebro de un ser humano se empieza a desarrollar en la cuarta semana de embarazo, en base a la nutrición de la mamá y las situaciones que ella experimenta. Posteriormente, la individualidad de este nuevo ser se construirá en base a su herencia biológica y a sus experiencias personales. La capacidad de moldear nuestro cerebro responde a un término que los expertos denominan plasticidad. La plasticidad es mayor cuando se tiene menos de 5 años. Nuestros genes son una parte muy importante en la etapa de crecimiento, pero las experiencias, buenas o malas, hacen que los cerebros de cada individuo se desarrollen de manera diferente. Incluso en gemelos idénticos, los cerebros se desarrollan distinto acorde a sus experiencias de vida. Los cimientos de la arquitectura cerebral se establecen gracias a esas experiencias tempranas, las cuales se basan, principalmente, en el cuidado de los padres o de la persona a cargo del bebé. Si bien todas las experiencias y estímulos ayudan en el desarrollo, es muy diferente que un bebé escuche ruido en el ambiente a que sus padres le hablen constantemente, de forma apropiada a su edad. Lamentablemente, esta oportunidad es limitada. Durante los primeros 1,000 días se desarrolla hasta el 80% de nuestro cerebro y el de un bebé espera diversos estímulos para crecer. Cuando no los recibe, las conexiones que se deberían formar se alteran, y las neuronas no se comunican entre ellas con lo cual se inician los problemas de desarrollo con consecuencias irreversibles. Esto podría resultar en adultos con menor capacidad para regularse en situaciones de estrés y con mayor riesgo a tener problemas sociales y de comportamiento, con muestras de impaciencia, de poca conciencia social, falta de atención, hiperactividad, déficit en el coeficiente intelectual e incluso autismo. Diversas investigaciones han demostrado que, en casos extremos, la falta de nutrición e estimulación, mezclados con los genes de los padres, podrían cambiar incluso el metabolismo de una persona y su inmunidad a las enfermedades, entre otros cambios biológicos. 2. La estimulación temprana y el constante aprendizaje son claves para el crecimiento Un estudio sobre la infancia en Jamaica demostró que lactantes y niños de corta edad que se beneficiaron de actividades de estimulación temprana obtuvieron sueldos hasta un 25% más altos en la edad adulta, equivalentes a los de los adultos que crecieron en hogares de mayores ingresos. La interacción constante de los niños con los padres o personas a cargo, de forma motivadora, positiva y adecuada, crea oportunidades de aprendizaje muy importantes para la vida adulta. Los programas preescolares de alta calidad dirigidos a grupos en situación vulnerable pueden llegar a tener una tasa de rentabilidad de entre el 7% y 16% anual. Pero si bien estos programas agregan conocimientos cuando el niño ya asiste a la escuela, las actividades con los bebes son esenciales en la formación de futuros adultos exitosos que controlan sanamente sus emociones.

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