Abstract: The creation of the Taxa de Longo Prazo (TLP) to substitute the Taxa de Juros de Longo Prazo (TJLP), as envisaged in the “Provisional Decree” (Medida Provisoria) N. 777 currently being debated in the Brazilian Congress can have si…
Washington, D.C., 4 de agosto de 2017 — El Banco Mundial (Banco Internacional de Reconstrucción y Fomento, BIRF) emitió bonos catastróficos que brindarán a México protección financiera por un monto de hasta US$360 millones ante pérdidas derivadas de terremotos y ciclones tropicales. México es uno de los países más vulnerables a los desastres naturales. Aproximadamente un tercio de su población habita en áreas expuestas a huracanes, tormentas, inundaciones, terremotos y erupciones volcánicas. En términos económicos, esto se traduce en que el 71 por ciento del PIB del país se encuentra expuesto a dos o más peligros naturales. Los bonos fueron emitidos en tres estructuras diferentes para proporcionar cobertura frente a tres tipos de desastres: sismos, huracanes en el Océano Pacífico y huracanes en el Océano Atlántico. En caso de ocurrir un desastre natural con derecho a cobertura, parte o todo el importe emitido de los bonos se pondrán a disposición del Fondo de Desastres Naturales (FONDEN). Los desembolsos se producirán cuando un temblor o huracán cumpla con los criterios paramétricos de ubicación y severidad estipulados en los términos y condiciones del bono. Los desembolsos serán enviados por el BIRF al FONDEN a través de la intermediación de Münchener Rückversicherungs-Gesellschaft Aktiengesellschaft (Munich Re), empresa alemana de reaseguros, y Agroasemex, empresa mexicana de seguros de propiedad estatal. GC Securities, una división de MMC Securities LLC es el único agente de colocación para esta transacción. GC Securities y Munich Re actuaron como agentes estructuradores conjuntos. GC Securities y Munich Re Capital Markets GmbH, subsidiaria propiedad de Munich Re, actuaron como cogestores. Los bonos fueron emitidos bajo el programa de emisión “Capital en Riesgo” del BIRF, creado en 2014. Uno de los objetivos de este programa es el de transferir los riesgos relacionados a desastres naturales o pandemias de los países en desarrollo a los mercados de capitales. Los bonos emitidos bajo este programa ofrecen a los inversores un perfil de riesgo/retorno diferente a los bonos comunes del BIRF, dado que los inversores pueden llegar a perder parte o toda la inversión realizada. En 2006, México se convirtió en el primer Estado soberano en emitir bonos catastróficos. México, a través de un vehículo financiero, emitió bonos catastróficos adicionales en 2009 y 2012 a través del Programa MultiCat del Banco Mundial. El Programa MultiCat ayuda a los países a emitir bonos catastróficos como un seguro frente al riesgo representado por los desastres naturales. En el marco del Programa MultiCat, el Banco Mundial actúa como intermediario; asiste en la elaboración de la política de gestión de riesgos ante desastres; ofrece documentación disponible; apoya en la preparación del marco legal y operativo; y elige a los proveedores de servicios. Arunma Oteh, Vicepresidente y Tesorero del Banco Mundial, dijo: “Los bonos del Banco Mundial emitidos hoy no son únicamente una innovación financiera —también son un hito en nuestra alianza con México, y en nuestra búsqueda conjunta por prevenir el daño humano y financiero de los terremotos e inundaciones—. Estamos aprovechando el liderazgo mexicano en el desarrollo de mecanismos de seguros de riesgo ante desastres naturales, y el uso innovador que hace el Banco Mundial de instrumentos del sector privado para transferir riesgos a los mercados de capitales, para que juntos podamos brindar soluciones financieras innovadoras que ayuden a erradicar la pobreza y promover la prosperidad compartida”. Gerardo Corrochano, Director del Banco Mundial para México y Colombia, dijo: “La transacción de hoy marca un nuevo paso en la evolución de la relación entre México y el Banco Mundial en el área de riesgos catastróficos. México es uno de los gobiernos con más experiencia en la gestión de riesgos catastróficos. Un conocimiento profundo de los riesgos le permitió al gobierno mexicano acceder de manera exitosa a los mercados internacionales de reaseguros y capitales para transferir riesgos específicos. Desarrollar la capacidad de resistencia ante desastres es crucial, no solo para reducir los riesgos y el impacto de los peligros naturales, sino también para proteger a los más vulnerables”. Óscar Vela, Jefe de la Unidad de Seguros, Pensiones y Seguridad Social de la Secretaría de Hacienda y Crédito Público (SHCP), dijo: “En los últimos diez años, México elaboró y amplió una estrategia a largo plazo para la gestión de riesgos catastróficos. Esta política tiene el objetivo central de generar los mecanismos financieros capaces de mitigar y estabilizar el impacto de los desastres naturales sobre las cuentas fiscales. La emisión de bonos catastróficos —el resultado de una alianza entre instituciones clave del sector público y privado— renueva el sólido blindaje financiero del FONDEN, ayudando asimismo a fortalecer el conjunto de políticas macro-prudenciales utilizadas por la SHCP. El gobierno mexicano sigue comprometido con la promoción de políticas que transfieran el riesgo a los mercados de capitales para poder crear, de manera conjunta, mercados más profundos y mejores oportunidades de diversificación, promover una mejor gestión de la política fiscal y respaldar iniciativas socialmente responsables”. El Banco Mundial ha hecho uso de los mercados de capitales en beneficio de sus países miembros desde la emisión de su primer bono el 15 de julio de 1947. El Banco Mundial también es líder en el mercado de riesgos catastróficos: en los últimos diez años ha ejecutado aproximadamente $2.500 millones en transacciones de este tipo. World Bank Catastrophe Bonds Investor Distribution Distribución Geográfica Tipo de Inversor Bonos Clase A Asia Pacífico 8% Inversores especializados en Valores ligados a Seguros 78% Bermudas 23% Reaseguradoras 2% América del Norte 24% Gestoras de Activos 19% Europa Occidental 45% Bonos Clase B Asia Pacífico 9% Inversores especializados en Valores ligados a Seguros 69% Bermudas 16% Seguros de Vida 3% América del Norte 38% Reaseguradoras 4% Europa Occidental 37% Gestoras de Activos 24% Bonos Clase C Asia Pacífico 7% Inversores especializados en Valores ligados a Seguros 60% Bermudas 22% Seguros de Vida 1% América del Norte 25% Reaseguradoras 16% Europa Occidental 46% Gestoras de Activos 23% Términos y Condiciones de los Bonos Catastróficos emitidos por el Banco Mundial * Tipo de Nota CAR 113 – Clase A CAR 114 – Clase B CAR 115 – Clase C Emisor Banco Internacional de Reconstrucción y Fomento Banco Internacional de Reconstrucción y Fomento Banco Internacional de Reconstrucción y Fomento Fecha de cierre 24 de julio de 2017 24 de julio de 2017 24 de julio de 2017 Importe USD 150 millones USD 100 millones USD 110 millones Fecha de emisión 4 de agosto de 2017 4 de agosto de 2017 4 de agosto de 2017 Fecha prevista de vencimiento 11 de agosto de 2020, sujeto a extensión y vencimiento anticipado forzoso 20 de diciembre de 2019, sujeto a extensión y vencimiento anticipado forzoso 20 de diciembre de 2019, sujeto a extensión y vencimiento anticipado forzoso Precio de emisión 100% 100% 100% Cupón (por año) USD Libor 6 meses+4,12% (sujeto a un tipo mínimo de interés igual al Margen de Riesgo) USD Libor 6 meses +8,92% (sujeto a un tipo mínimo de interés igual al Margen de Riesgo) USD Libor 6 meses +5,52% (sujeto a un tipo mínimo de interés igual al Margen de Riesgo) Margen de Riesgo 4,50% 9,30% 5,90% Eventos cubiertos Terremoto Tormenta referenciada en el Atlántico Tormenta referenciada en el Pacifico Importe a vencimiento Las notas no serán pagadas en su totalidad en caso de evento Las notas no serán pagadas en su totalidad en caso de evento Las notas no serán pagadas en su totalidad en caso de evento (*) Cualquier oferta de los bonos aquí descritos tendrá lugar únicamente en base a la documentación de oferta pertinente, incluyendo pero no limitándose al Prospecto, Prospecto Suplementario y Términos Finales preparados por el Banco Mundial o en representación del Banco Mundial. Cualquier decisión de invertir en estos bonos debería tomarse con base en la documentación de oferta pertinente en donde estén descritos los riesgos, gastos y restricciones de oferta pertinentes respecto a los bonos. En el caso de cualquier discrepancia entre la información aquí señalada y la información en la documentación de oferta pertinente, el contenido de la documentación de oferta pertinente prevalecerá. Acerca del Banco Mundial El Banco Mundial (Banco Internacional de Reconstrucción y Fomento, BIRF), calificado con Aaa/AAA (Moody’s/S&P), es una organización internacional creada en 1944 y miembro original del Grupo del Banco Mundial. Opera como una cooperativa de desarrollo global propiedad de 189 naciones. Proporciona servicios de financiamiento, conocimiento y coordinación a sus miembros para que puedan lograr un crecimiento equitativo y sostenible de sus economías nacionales y encontrar soluciones efectivas a problemas acuciantes de tipo económico y ambiental a nivel regional y global. El Banco Mundial tiene dos objetivos principales: erradicar la pobreza extrema y promover la prosperidad compartida. Busca lograr esto principalmente a través de préstamos, productos para la gestión de riesgos y conocimientos sobre disciplinas relacionadas al desarrollo para sus clientes prestatarios gubernamentales en países de ingreso medio y otros países de crédito similar, y coordinando respuestas a desafíos regionales y globales. Ha estado emitiendo bonos para el desarrollo sostenible durante 70 años en los mercados internacionales de capital para financiar actividades que tengan un impacto positivo. Para más información sobre estos bonos del Banco Mundial visite la página web del Tesoro del Banco Mundial: www.worldbank.org/debtsecurities
Washington, DC, August 4, 2017 – The World Bank (International Bank for Reconstruction and Development, or IBRD) issued catastrophe bonds that will provide Mexico with financial protection of up to $360 million against losses from earthquakes and tropical cyclones. Mexico is one of the world’s most vulnerable countries to natural disasters. Nearly one third of its population lives in areas that are exposed to hurricanes, storms, floods, earthquakes, and volcanic eruptions. In economic terms, this translates into 71 percent of the country’s GDP considered to be at risk from two or more natural hazards. The bonds were issued in three different structures to provide coverage against three types of disasters: earthquakes, Atlantic tropical cyclones, and Pacific tropical cyclones. If a natural disaster occurs that is eligible for coverage, some or all of the bond proceeds will be made available to the Mexican Fund for Natural Disasters, or FONDEN. Payouts will be triggered when the earthquake or tropical cyclone meet the parametric criteria for location and severity set forth in the bond terms. The payouts will be passed on by IBRD to FONDEN through the intermediation of Münchener Rückversicherungs-Gesellschaft Aktiengesellschaft (Munich Re), a German reinsurance company, and Agroasemex, S.A., a Mexican state-owned insurance company. GC Securities, a division of MMC Securities LLC is the sole book runner for the transaction. GC Securities and Munich Re acted as joint structuring agents. GC Securities and Munich Re Capital Markets GmbH, a wholly owned affiliate of Munich Re, acted as joint managers. The bonds were issued under IBRD’s “capital at risk” notes program, created in 2014. One of the purposes of this program is to transfer risks related to natural disasters or pandemics from developing countries to the capital markets. Bonds issued under this program offer investors a different risk/return profile than regular IBRD bonds since investors may lose part or all of their investment. In 2006, Mexico became the first sovereign to issue catastrophe bonds. Mexico issued additional catastrophe bonds in 2009 and 2012 using the World Bank’s MultiCat Program. The MultiCat Program helps countries issue catastrophe bonds to insure themselves against the risk of natural disasters. In the framework of the MultiCat Program, the World Bank acts as arranger; assists in formulating disaster risk management policy; offers off-the-shelf documentation; supports preparation of legal and operational framework; and selects service providers. Arunma Oteh, the World Bank’s Vice President and Treasurer, said: “The World Bank bonds we have launched today are not only a financial innovation—but also a milestone in our partnership with Mexico, and in our joint pursuit of preventing the human and financial tolls of earthquakes and floods. We are leveraging Mexico’s leadership in developing risk insurance mechanisms against natural disasters, and the World Bank’s innovative use of private-sector instruments to transfer risk to the capital markets, so that together we can deliver innovative financial solutions that help eradicate poverty and boost shared prosperity.” Gerardo Corrochano, the World Bank’s Country Director for Mexico and Colombia said: "Today’s transaction marks another step in the evolution of the relationship between Mexico and the World Bank in the area of catastrophe risk. Mexico is one of the most experienced governments in catastrophe risk management. An in depth understanding of the risks has allowed the Mexican government to successfully access international reinsurance and capital markets to transfer specific risks. Building disaster resilience is essential, not only for reducing the risks and impacts from natural hazards but for protecting the most vulnerable." Oscar Vela, Head of Insurance, Pensions and Social Security at Mexico’s Ministry of Finance, said: “Over the past 10 years, Mexico has built and expanded a long term strategy for catastrophic risk management. This policy has the key objective of creating financial mechanisms to mitigate and stabilize the impact of natural disasters on fiscal accounts. The issuance of the catastrophe bonds—the result of a partnership among key public and private sector institutions—renews the solid financial shield to FONDEN, and helps to further strengthen the set of macroprudential policies used by our Ministry of Finance. The Mexican government remains committed to promoting policies that transfer risk to the capital markets, so that we can jointly create deeper markets and better diversification opportunities, foster better fiscal policy management, and support socially responsible initiatives.” The World Bank has accessed the capital markets for its member countries since it issued its first bond on July 15, 1947. The World Bank is also a leader in the catastrophe risk market: in the past ten years it has executed approximately $2.5 billion in catastrophe risk transactions. World Bank Catastrophe Bonds Investor Distribution Geographic distribution Investor type Class A notes Asia Pacific 8% Ded. ILS 78% Bermuda 23% Reinsurer 2% North America 24% Asset Manager 19% Western Europe 45% Class B Notes Asia Pacific 9% Ded. ILS 69% Bermuda 16% Life Insurer 3% North America 38% Reinsurer 4% Western Europe 37% Asset Manager 24% Class C Notes Asia Pacific 7% Ded. ILS 60% Bermuda 22% Life Insurer 1% North America 25% Reinsurer 16% Western Europe 46% Asset Manager 23% World Bank Catastrophe Bonds Summary Terms and Conditions*Type of Note CAR 113 – Class A CAR 114 – Class B CAR 115 – Class C Issuer International Bank for Reconstruction and Development International Bank for Reconstruction and Development International Bank for Reconstruction and Development Trade Date July 24, 2017 July 24, 2017 July 24, 2017 Issue Size USD 150 million USD 100 million USD 110 million Settlement Date August 4, 2017 August 4, 2017 August 4, 2017 Scheduled Maturity Date August 11, 2020, subject to extension and to early mandatory redemption December 20, 2019, subject to extension and to early mandatory redemption December 20, 2019, subject to extension and to early mandatory redemption Issue Price 100% 100% 100% Bond Coupon (per annum) 6-Month USD Libor+4.12% (subject to a minimum rate of interest equal to the Risk Margin) 6-Month USD Libor+8.92% (subject to a minimum rate of interest equal to the Risk Margin) 6-Month USD Libor+5.52% (subject to a minimum rate of interest equal to the Risk Margin) Risk Margin 4.50% 9.30% 5.90% Covered Perils Earthquake Event Atlantic Named Storm Event Pacific Named Storm Event Redemption Amount The Notes will not be fully repaid if an event occurs The Notes will not be fully repaid if an event occurs The Notes will not be fully repaid if an event occurs (*) Any offer of the bonds described herein will solely take place on the basis of the relevant offering documentation including but not limited to the Prospectus, Supplemental Prospectus and Final Terms prepared by the World Bank or on behalf of the World Bank. Any decision to invest in the bonds should be taken on the basis of the relevant offering documentation in which the risks, expenses and relevant offering restrictions with regard to the bonds are described. In the event of any discrepancy between the information set forth herein and the information in the relevant offering documentation, the contents of the relevant offering documentation shall prevail. ________________________________________________________________________________ About the World Bank The World Bank (International Bank for Reconstruction and Development, IBRD), rated Aaa/AAA (Moody’s/S&P), is an international organization created in 1944 and the original member of the World Bank Group. It operates as a global development cooperative owned by 189 nations. It provides its members with financing, expertise and coordination services so they can achieve equitable and sustainable economic growth in their national economies and find effective solutions to pressing regional and global economic and environmental problems. The World Bank has two main goals: to end extreme poverty and promote shared prosperity. It seeks to achieve them primarily by providing loans, risk management products, and expertise on development-related disciplines to its borrowing member government clients in middle-income countries and other creditworthy countries, and by coordinating responses to regional and global challenges. It has been issuing sustainable development bonds in the international capital markets for 70 years to fund its activities that achieve a positive impact. Information on World Bank bonds for investors is available on the World Bank Treasury website: www.worldbank.org/debtsecurities
WASHINGTON, August 3, 2017 – Uruguayans will benefit from improved quality and access to electronic services of the public sector thanks to a US$12 million loan approved today by the World Bank Board of Directors. The Program to improve e-government services for citizens and businesses will optimize online services throughout the public administration to offer faster, user-friendly and accessible services to the population. “Uruguay continues down the path of modernization of its institutions and services offered to citizens as key components of the country’s development,” said Uruguayan Finance Minister Danilo Astori. “It is inconceivable to have an economic or social development process without modernizing institutions. In this project, innovation and the improved use of new information and telecommunications technologies set the standard to improve government service quality and to facilitate access for citizens and businesses,” he said. Currently, nearly 90 percent of the population has home or cellphone access to the Internet. Of the central government’s more than 1,400 administrative procedures, approximately 600 can be started online and 400 can be carried out entirely online. This reflects Uruguay’s efforts during the last decade to reduce the digital gap and improve service delivery using information and communication technologies. Today, nearly all schools in the country have Internet access and exporters can carry out procedures via a single foreign trade window. Despite these advances, Uruguay still faces challenges with respect to digital service delivery and citizen demand. In terms of supply, efforts must continue to improve the quality of existing electronic procedures and to achieve universal coverage. Recent studies indicate that 43 percent of individuals who needed to learn about an administrative procedure preferred to go to a government office while just 27 percent chose to use the Internet. “This project supports the government’s ambitious program to modernize the public sector to improve services for citizens and businesses while contributing to increase the transparency and efficiency of government agencies,” said Jesko Hentschel, World Bank Director for Argentina, Paraguay and Uruguay. “Aspects such as the increase in electronic billing, new single window services and the possibility of improved communication among government agencies directly contribute to improving the quality of and access to the services offered,” he added. The current operation will focus on three groups of beneficiaries – citizens, companies and the public sector – and will prioritize seven agencies that currently provide e-governance services: the Agency for Government Development of Electronic Management, the Society for Information and Knowledge (AGESIC), the National Research and Innovation Agency (ANII), the National Accounting Office (CGN), the Tax Authority (DGI), the Ceibal Center of the Ministry of the Economy and Finance and the Single Foreign Trade Window (VUCE). These institutions have launched reforms that offer e-government services to citizens, companies and other government agencies. The US$12 million loan has a 17.5 years maturity, with a five-year grace period.
What do we think of when we imagine an indigenous person of Latin America? What’s he or she like? In what environment do we put them? Doing what? Most likely our image includes a canoe or a cabin. A setting without cement or traffic lights. Picturing them crossing a city street is not likely to be the first thing that comes to mind. But the reality is that 49% of Latin America’s indigenous population has migrated to urban areas in recent decades. “The very idea of an indigenous urban dweller challenges our collective representation of what ‘being indigenous’ means,” World Bank social development expert Germán Freire, points out in the interview below. With the International Day of the World’s Indigenous Peoples coming up on August 9 and the 10th-anniversary celebrations of the United Nations Declaration on the Rights of Indigenous Peoples, adopted on September 13, 2007, the time is ripe for us to discuss this challenging issue. Question. Why did so many Latin American indigenous people migrate from their traditional lands to the cities? Response. For several reasons. In many cases, they migrated for the same reasons all Latin Americas do. The cities offer more job opportunities and access to education, health and basic services. In Peru, for example, an indigenous household has a 37% greater chance of being poor if it is in a rural area. But access to education and health seems to be the dominant factor. While primary school coverage sharply increased over the past decade, significant gaps remain, especially at the level of secondary and tertiary education. Additionally, there continue to be serious deficits in rural health services. Often only the most basic services are offered or they are offered in ways that hinder access. Indigenous lands have also come under constant pressure due to expanding agriculture frontiers and extractive industries. For example, a fifth of the Amazon region has mining potential and 20% of these areas of potential exploitation are on indigenous lands. Internal conflicts have also disproportionately affected rural indigenous communities in Guatemala, Colombia and Peru. All these factors help explain why nearly half of the indigenous population of the region resides in urban areas today. In some countries, the percentage is even higher. The urban indigenous population of Argentina is over 80%, for example. Q. What challenges do Latin American indigenous people face when they decide to migrate to the cities? R. The situation of indigenous peoples in the cities is paradoxical because, although they are generally better off than in their native areas, they also enter the urban context under extremely unfavorable conditions. Their traditional knowledge and practices are not valued in the urban labor market, so they tend to hold poorly paid jobs in the informal sector, with all that this implies in terms of the lack of job and economic security. Once in the cities, indigenous people tend to be relegated to unsafe, unhealthy areas with fewer job opportunities, low quality services and vulnerability to natural disasters. The proportion of indigenous households located in shantytowns is double that of non-indigenous households. All of this poses a major challenge for governments and development agencies because often policies for inclusion and service delivery specifically tailored to the indigenous population were designed with rural communities in mind. The very idea of an indigenous urban dweller challenges our collective representation of what “being indigenous” means. So cities offer numerous opportunities for indigenous peoples, but the flipside of these migrations is that these peoples are exposed to new forms of exclusion and discrimination. The region must step up efforts to develop strategies to close labor, education or housing gaps, for example, without affecting these peoples’ identity or culture. A World Bank study found that a sense of dignity is essential for the success of social inclusion policies. Q. What role do indigenous women play in the urban context? R. A fundamental one. In many cases, women are pioneers in rural-urban migration processes. Migration to cities is sometimes an opportunity to free women from traditional roles and increase their autonomy, even though they face greater challenges than men. Frequently, indigenous women not only earn less than non-indigenous women, but also less than indigenous men. A Bolivian indigenous woman earns an average of 60% less than a non-indigenous woman for the same work. Clearly, they are victims of double discrimination as indigenous people and as women. Despite these gaps, indigenous women play a key role in urban environments. They are bearers of knowledge. For example, they know about traditional medicine. They are also an anchor for children, with their own culture and languages. They are businesswomen who combine aspects of their traditional economies – such as solidarity and bartering – with market aspects. But equally important is their growing participation in public life, in decision-making at the local, national and regional levels. A noteworthy example is that of the Wayúu of the Guajira Peninsula, who hold government, academic and other positions on both sides of the Colombian and Venezuelan border. Women are the axis around which all Wayúu family decisions revolve, and naturally they have taken this role with them to cities such as Riohacha or Maracaibo. Q. How can indigenous peoples contribute to urban development? R. In many ways. Indigenous peoples bring with them alternative views of social organization, organization of space, of relationships with the environment, containment strategies, knowledge of traditional medicine, forms of political participation, architectural proposals, languages, etc. This diversity greatly contributes to the resilience of the urban environment. El Alto in Bolivia is a well-known example of the potential of the city to express indigenous forms of organization and participation in government. Through Neighborhood Boards, the Aymara have not only led efforts to build and administer their urban environment but have also become key political actors at the national level. A less well-known example is in the cities of Buenos Aires and La Plata. Few people know that most of Argentina’s indigenous population is concentrated there, approximately a quarter of the national total. In La Plata, the Nam Qom Community in the Islas Malvinas neighborhood is a wonderful example of dignity and the struggle to improve their inclusion in the urban environment. With little or no outside support, this community has built its own homes, organized community spaces according to their views on solidarity and co-existence, taken collective responsibility for the feeding and care of their children and developed school and extra-curricular initiatives to preserve their language and culture, among other activities. There are many examples like these throughout Latin America but they have received so little attention that they remain largely invisible. This is precisely the major challenge in fostering their inclusion. We have limited knowledge of the needs and opportunities of the urban indigenous population since this topic was not on the region’s development agenda until very recently. Last year’s report Indigenous Latin America in the Twenty-First Century is a call for us to begin thinking about the indigenous population in terms of its diversity. The development models and analytical tools we use today to address their needs and demands do not incorporate the reality that half of the indigenous peoples of the region lives in urban environments, or the fact that there are multiple, overlapping dimensions of exclusion. It is not the same thing to be an indigenous man as it is to be an indigenous women, child or elderly person, for example. I believe that including indigenous peoples in urban development will benefit all of us. In some cities, indigenous peoples make up a considerable share of the population. They have much to contribute to the local economy, to decision-making, to identifying solutions to critical problems of our cities, such as the sustainable use of resources or citizen participation. The region’s greatest treasure is its diversity. It makes sense to include this kaleidoscope of visions and proposed solutions in the urban development of the region.
Tratemos de hacer el ejercicio: ¿Cómo imaginamos al indígena de América Latina? ¿Cómo es? ¿En qué paisaje lo ubicamos? ¿Haciendo qué? Lo más probable es que el boceto que hacemos en nuestra mente nos lleve a una escena en canoa o en una cabaña, en un paraje sin concreto, ni semáforos. Difícilmente, por lo menos no en un primer momento, lo imaginamos cruzando la calle en alguna ciudad. El dato que contrasta con esta visión es que el 49% de la población indígena de América Latina ha migrado al entorno urbano en las últimas décadas. Sin embargo, como apunta en esta entrevista Germán Freire, experto en Desarrollo Social del Banco Mundial, “la sola idea del indígena urbano reta nuestra representación colectiva de lo que es ser indígena”. A propósito de la conmemoración, este 9 de agosto, del Día Internacional de los Pueblos Indígenas y la celebración del décimo aniversario de la Declaración de las Naciones Unidas sobre los Derechos de los Pueblos indígenas, aprobada el 13 de septiembre de 2007, nos acercamos a este tema que significa un reto para la región. Pregunta. ¿Por qué los indígenas de América Latina han migrado desde sus territorios tradicionales a las ciudades? Respuesta. Las razones son muy variadas. En muchos casos migran por los mismos motivos que lo hacen todos los latinoamericanos. En las ciudades hay mayores oportunidades de empleo, de acceso a educación, salud y servicios básicos. En Perú, por ejemplo, un hogar indígena tiene un 37% más probabilidades de ser pobre si reside en zonas rurales. Pero las razones de más peso suelen ser el acceso a educación y salud. Si bien la escuela primaria experimentó una expansión transcendental la década pasada, persisten brechas significativas, especialmente a nivel de educación secundaria y terciaria. Asimismo, los servicios de salud en zonas rurales siguen teniendo deficiencias importantes. A veces estos servicios están presentes solo nominalmente o se prestan en condiciones que ponen barreras al acceso. Por otro lado, los territorios indígenas han estado en constante presión por la expansión de las fronteras agrícolas y de las industrias extractivas. Una quinta parte del Amazonas tiene potencial minero, por ejemplo, y el 20% de estas áreas de potencial explotación coinciden con territorios indígenas. Los conflictos internos también han afectado de manera desproporcionada a las comunidades indígenas rurales, en países como Guatemala, Colombia o Perú. Todos estos factores suman, y explican en parte por qué hoy alrededor del 50% de la población indígena de la región reside en zonas urbanas. En algunos países la proporción es mucho más grande. En Argentina, por ejemplo, la población indígena urbana ya supera el 80%. P. ¿Cuáles son los desafíos que deben afrontar los indígenas de América Latina que deciden migrar a las ciudades? R. La situación de los indígenas en las ciudades es paradójica, porque, si bien están generalmente mejor que en sus territorios de origen, también es cierto que se insertan en el entramado urbano en condiciones muy desventajosas. Sus conocimientos y tecnologías tradicionales suelen tener poco valor en el mercado laboral urbano, así que tienden a emplearse en trabajos mal pagados y del sector informal, con todo lo que eso implica en términos de seguridad laboral y económica. También, una vez en las ciudades, los indígenas suelen ser relegados a zonas inseguras, insalubres, con menores oportunidades laborales, peores servicios y expuestas a desastres naturales. La proporción de hogares indígenas viviendo en barrios marginales duplica la proporción de hogares no indígenas. Todo esto supone un gran reto para los gobiernos y agencias de cooperación, porque las políticas de inclusión y prestación de servicios diferenciados para la población indígena se diseñaron teniendo en mente comunidades rurales. La sola idea del indígena urbano, de hecho, reta nuestra representación colectiva de lo que es “ser indígena”. Sin embargo, el número de hogares indígenas viviendo en entornos urbanos va a seguir creciendo, a juzgar por la tendencia de las últimas décadas. Es decir, las ciudades ofrecen innumerables oportunidades para los indígenas, pero la contracara de estas migraciones es que los exponen a nuevas formas de exclusión y discriminación. La región tiene que hacer mayores esfuerzos para pensar en estrategias que permitan cerrar las brechas laborales, educativas o de acceso a vivienda, por ejemplo, sin que esto represente para ellos una renuncia a su identidad o su cultura. Un estudio del Banco Mundial, señala que el sentido de dignidad es fundamental para que las políticas de inclusión social tengan éxito. P. ¿Qué rol juega la mujer indígena en el escenario urbano? R. Fundamental. En muchos casos las mujeres son pioneras en los procesos de migración rural-urbano. La migración a las ciudades a veces es una oportunidad para liberarse de roles tradicionales y aumentar su independencia, si bien ellas enfrentan mayores retos que los hombres. Muy a menudo las mujeres indígenas no solo ganan menos que las mujeres no indígenas, sino que también ganan menos que los hombres indígenas. Se ha calculado que una indígena boliviana ganaba en promedio 60 por ciento menos que una no indígena por el mismo tipo de trabajo. No cabe duda de que son víctimas de doble discriminación, por su condición de indígena y de mujer. Pero, a pesar de estas brechas, el rol de las mujeres indígenas en entornos urbanos es central. Son portadoras de conocimientos, son las que saben de medicina tradicional, por ejemplo. También son el ancla de los niños con su propia cultura y sus lenguas. Son empresarias, combinando aspectos de sus economías tradicionales, como la solidaridad y el trueque, con aspectos de mercado. Pero tan importante como todo esto es su creciente participación en el espacio público, en la toma de decisiones a nivel local, nacional y regional. Un ejemplo notable es el de las Wayúu de la Guajira colombo-venezolana, que han ocupado cargos de gobierno, académicos y de todo tipo a ambos lados de la frontera. La mujer es el eje alrededor del cual giran todas las decisiones de la familia Wayúu, y esto evidentemente lo han llevado con ellas a ciudades como Riohacha o Maracaibo. P. ¿Cuáles podrían ser los aportes indígenas al desarrollo urbano? R. Muchos. Los indígenas traen consigo visiones diferentes de organización social, de ordenamiento del espacio, de relacionamiento con el ambiente, estrategias de contención, conocimientos médicos tradicionales, formas de participación política, propuestas arquitectónicas, lenguas, etc. Esta diversidad suma mucho a la resiliencia del entorno urbano. El Alto, en Bolivia, es un ejemplo conocido del potencial de la ciudad para expresar formas indígenas de organización y participación dentro del Estado. A través de las Juntas Vecinales, los Aymara no solo han liderado en la construcción y administración de su entorno urbano, sino que se han convertido en actores centrales de la política nacional. Otro ejemplo, menos conocido, está en las áreas metropolitanas de Buenos Aires y La Plata. Poca gente sabe que ahí se concentra la mayor parte de la población indígena argentina; aproximadamente una cuarta parte del total nacional. En La Plata, en concreto, hay una comunidad Nam Qom, en el barrio Islas Malvinas, que es un ejemplo tremendo de dignidad y lucha por mejorar su inclusión al entorno urbano. Con muy poco o ningún apoyo externo, esta comunidad ha construido sus propias viviendas, organizan el espacio comunal de acuerdo a sus visiones de solidaridad y convivencia, toman responsabilidad colectiva por la alimentación y el cuidado de sus niños, tienen iniciativas escolares y extra-escolares para preservar su lengua y su cultura, entre otras cosas. Ejemplos como este hay en toda Latinoamérica, pero han recibido poca atención hasta ahora, por lo que permanecen invisibilizados. Ese, precisamente, es el gran reto para su inclusión. No tenemos demasiado conocimiento de las necesidades u oportunidades de la población indígena en entornos urbanos, pues hasta hace muy poco este tema no estaba en la agenda de desarrollo de la región. El reporte Latinoamérica Indígena en el Siglo XXI,que lanzamos el año pasado sugiere precisamente que tenemos que empezar a pensar en la población indígena en términos de su heterogeneidad. Los modelos de desarrollo y los instrumentos analíticos que usamos hoy para abordar sus necesidades y sus reclamos son poco sensibles a la realidad de que la mitad de los indígenas de la región vive en entornos urbanos, así como al hecho de que existen múltiples dimensiones de exclusión que se superponen, pues no es lo mismo ser hombre indígena que ser mujer indígena, niño, anciano, etc. Lo que sí creo es que con la inclusión de los indígenas al desarrollo urbano ganamos todos. En algunas ciudades constituyen una proporción considerable, que tiene muchísimo que aportar a la economía local, a la toma de decisiones, a la búsqueda de soluciones a problemas críticos de nuestras ciudades, como el uso sustentable de los recursos o la participación ciudadana. La mayor riqueza de la región siempre ha estado en su diversidad, por lo que tiene sentido que esa heterogeneidad de visiones y propuestas se incorporen al desarrollo urbano de la región.
Organization: World Food Programme
Country: Panama
Closing date: 24 Aug 2017
ABOUT WFP
The United Nations World Food Programme is the world’s largest humanitarian agency fighting hunger worldwide. The mission of WFP is to help the world achieve Zero Hunger in our lifetimes. Every day, WFP works worldwide to ensure that no child goes to bed hungry and that the poorest and most vulnerable, particularly women and children, can access the nutritious food they need.
JOB PURPOSE
WFP is implementing a two years (September 2016-2018) project entitled “El Nino Response in the Dry Corridor of Central America”, funded by the European Union (PRO-ACT). This project is implemented in four Central American countries: El Salvador, Guatemala, Honduras and Nicaragua. Each WFP Country Office has different implementation activities and transfer modalities to support the households most affected by recurrent drought and El Nino, in particular subsistence farmers and day laborers through food assistance, strengthening livelihoods’ resilience to climate-related shocks, and risk management.
The four Central American countries share similar socioeconomic and disaster risk profiles. The Dry Corridor which cuts across the four countries is particularly prone to disasters and has a great vulnerability to shock and food insecurity. Land degradation and deforestation are contributing to the propensity of climate shocks, which result in the loss of crops, seeds and animals, reduced work opportunities, loss of incomes, migration, deepening food insecurity and malnutrition. El Nino came on top of four consecutive years of drought. The main impacts of the drought on affected households are reflecting in the extremely poor dietary diversity and the coping strategy being employed.
PRO-ACT funding from the EU allows WFP to invest in vital resilience building activities through WFP country programmes and capacity development. In order to build community resilience, WFP will therefore strengthen livelihoods by creating and rehabilitating productive assets, intensifying production at household level, diversifying income sources, increasing human capital and providing a safety net for 52,000 beneficiaries.
STANDARD MINIMUM QUALIFICATIONS
Education:
Advanced University degree in International Affairs, Economics, Nutrition/Health, Agriculture, Environmental Science, Social Sciences or other field relevant to international development assistance, or First University Degree with additional years of related work experience and/or trainings/courses.
Language:
Experience:
International Professional: Fluency (level C) in English language and Spanish.
At least 5 years of experience in this field, with specific focus on resilience*.*
KEY ACCOUNTABILITIES (not all-inclusive)
Under the overall supervision of the Senior Programme Advisor of the Programme Unit in the WFP regional bureau, the incumbent will be expected to perform the following tasks:
DESIRED EXPERIENCES FOR ENTRY INTO THE ROLE
KNOWLEDGE AND SKILLS
Good analytical skills; resourcefulness, initiative, maturity of judgement, tact, negotiating skills; ability to communicate clearly both orally and in writing; ability to work in a team, and establish effective working relations with persons of different national and cultural backgrounds. Ability to cope with situations which may threaten health or safety; flexibility in accepting work assignments outside normal desk description. Demonstrated ability to develop and maintain effective work relationships with counterparts and staff within the office, host population, donors, NGOs and other UN agencies; ability to establish priorities and to plan, coordinate and monitor own work plan and those under his/her supervision. Ability to deal patiently and tactfully with people of different national and cultural backgrounds.
DEADLINE FOR APPLICATIONS
Deadline for applications is 24 August 2017. Applications received after the deadline will not be considered.
How to apply:
Go to:
https://career5.successfactors.eu/sfcareer/jobreqcareer?jobId=59962&company=C0000168410P&use…=
Click on Apply and follow directions to create online CV
Step 1: Register and create your online CV.
Step 2: Click on “View Vacancy” to read the position requirements and “Apply” to submit your application.
NOTE: You must complete Step 1 and 2 in order for your application to be considered for this vacancy.
Organization: Mines Advisory Group
Country: Peru
Closing date: 03 Sep 2017
Start date: Approx. October 2017. The total salary package for this position is £53,004- £59,172 including basic salary and cost of living allowance.
About MAG:
MAG saves lives and builds futures by working with others to reclaim land contaminated with the debris of conflict, to reduce the daily risk of death or injury for civilians, and to create safe and secure conditions for development. MAG shared the 1997 Nobel Peace Prize as a founding member of the International Campaign to Ban Landmines for our work to ban landmines. Our vision is a safe and secure future for men, women and children affected by armed violence and conflict.
About the Peru programme:
This is a new project subject to funding and a successful bid, but looking to start from October 1 2017 onwards, the project will be delivering Physical Security and Stockpile Management activities in support of improved regional security and stability.
About the role:
As a senior technical manager, you will be responsible for ensuring quality, safety and efficiency in our PSSM operations, managing and delivering EOD training to senior national military staff as well as assessing, planning and delivering large scale demolition activities with the host authority. You will hold a minimum EOD3 qualification and have experience of implementing Physical Security and Stockpile Management operations in challenging environments. Working closely with and reporting to the Country Representative, you will be accountable for ensuring the highest quality of programming. You will also support the Country representative in developing the programme’s technical strategy and delivery. The role will also involve extensive in-country travel to remote locations.
About you:
You will have excellent people and project management skills with the ability to coordinate, design, manage, improve and report on technical operations. You must be qualified and experienced in Physical Security and Stockpile Management work, with previous experience working for a similar organisation, either in the humanitarian or commercial sector. This is a demanding yet highly rewarding position that will be suited to a highly motivated, solution-focused and flexible manager. You will need previous experience of managing all phases of large-scale technical operations as well as high quality reporting skills. We are currently seeking applications from fluent Spanish and/or and English speakers
How to apply:
For the further information on the role, the application form and details of how to apply, please visit, the MAG website at www.maginternational.org/vacancies-at-MAG as soon as possible, applications will be reviewed on an ongoing basis and the vacancy removed once filled.
Organization: Mines Advisory Group
Country: Peru
Closing date: 03 Sep 2017
The total salary package for this position is £33,384 – £36,972 GBP including basic salary and cost of living allowance.
About MAG:
MAG supports the development of countries emerging from conflict by finding and destroying the explosive remnants of war, so that communities can raise their families and pursue their livelihoods in a safe and secure environment, free from fear of death or injury. One predominate area of focus in MAG’s programmes across Africa is Arms Management and Destruction (AMD) work, working with national defence and security authorities towards the safe storage management as well as destruction of weapons and munitions. These programmes include Chad, Burkina Faso, DRC, Sierra Leone and others.
About the Peru Programme
This is a new project subject to funding and a successful bid, but looking to start from October 1 2017 onwards, the project will be delivering Physical Security and Stockpile Management activities in support of improved regional security and stability.
About the role:
The role would be based in Lima with travel to Pisco and potentially other Departments in Northern Peru. MAG is seeking expressions of interest from fluent Spanish and English speaking candidates to manage our new programme in Peru. The Country Representative will be responsible for ensuring that all project objectives are met, which will include overseeing the day to day management and support of the country team. With support from the Regional Director, the Country Representative will also oversee setting up all aspects of in-country registration including financial, administrative, security, HR and logistics elements of the project. As part of this a key element of the role will be successful liaison with local authorities, and the donor representative.
About you:
Previous experience in Mine Action is not required but you should have previous experience in overseas project management roles, within an international aid/humanitarian organisation. You will also need experience across the range of project management functions, including experience of managing national staff and the ability to motivate a team. Fluent Spanish and English language skills are essential for this post.
How to apply:
For the further information on the role, the application form and details of how to apply, please visit, the MAG website at www.maginternational.org/vacancies-at-MAG as soon as possible.
Organization: International Executive Service Corps
Country: Dominican Republic
Closing date: 12 Sep 2017
Exporting Quality and Safety (EQS) Program
Midterm Performance Evaluation Scope of Work
International Executive Service Corps (IESC) invites proposals from qualified, independent third-party individuals or firms to conduct a midterm performance evaluation of the EQS Program funded under the United States Department of Agriculture (USDA) Food for Progress mechanism.
IESC is currently implementing EQS in the Dominican Republic, a USD $15 million program which runs from October 2015 to September 2019. IESC is the lead implementer with sub-partners Centro para el Desarrollo Agropecuario y Forestal (CEDAF), Florida Agricultural and Mechanical University (FAMU), and the World Food Logistics Organization / Global Cold Chain Alliance (WFLO/GCCA). The program aims to increase productivity and sales for domestic and export markets of high-value fruit and vegetable global value chains: avocado, cacao, pineapple, and greenhouse and oriental vegetables. The program will improve product quality, increase production and efficiency, increase the value of post-harvest products, and improve market and marketing linkages.
EQS is organized under the following five activity areas:
Capacity Building: Producer Groups and Cooperatives;
Capacity Building: Trade Associations;
Cold Chain Improvement;
In-kind Grants: Equipment; and
Public Information Campaign: Disperse Improved Market Information.
EQS activities are designed to work primarily with value chain aggregators, such as producer organizations (clusters and associations), cooperatives, packinghouses, processors, and trade associations to reach middlemen traders and producers. The program looks at end markets to determine growth-related demand and requirements, in turn focusing on technical solutions related to productivity losses (e.g., orchard underperformance, technology gaps) and product losses (e.g. spoilage, cold chain mismanagement, point of entry refusal, and food safety). The program’s interventions have focused on productivity and product losses of 30 percent or higher in the first two years in order to achieve the end-of-year-two target results related to volume (40,000 MT from a baseline of 32, 688 MT) and sales ($55 million USD from a baseline of $33.7 million USD). Losses can also be defined as not having access to key markets due to certain product bans (e.g. Medfly, Thrips, and other contamination) or refusals based on import inspections. The program has endeavored to work with a significant number of beneficiaries in each value chain to achieve the end-of-year-two targets (3,440 direct and 17,200 indirect beneficiaries), which should then allow the transformation needed for continued and sustained growth as further market-driven scaling and sector-wide replication occur.
EQS is monitoring a total of 36 result and activity indicators, of which 32 had a baseline of zero and four had baseline data established within six months of program start-up. We will provide full results framework, indicator table, and baseline study to interested applicants.
EQS is carrying out activities in the areas of Santo Domingo, La Vega, San Juan, Santiago, San Cristóbal, San José de Ocoa, Monte Plata, Monseñor Nouel, Duarte, Samaná, Puerto Plata, Peravia, Sánchez Ramírez, and Azua provinces.
Per USDA’s Food Aid Division (FAD) M&E Policy, the purpose is to critically and objectively review and take stock of EQS’ program implementation, assess relevance of interventions, provide early signal of effectiveness of interventions (or lack of), document lessons learned, assess sustainability efforts to date, and discuss/recommend mid-course corrections as necessary.
Specifically, the evaluator/evaluation team will assess the following:
Program design, implementation, and efficiency
Specifically, what percent is on track and what percent is not on track?
For targets, not on track to be met, specify changes (if any) to the initial assumptions or within the operating context that warrant a review and recommended revision of the targets.
What have been the main reasons behind current achievement against result and activity indicator targets?
Specifically, what should be maintained and/or scaled up?
What have been the major challenges to program implementation and how has EQS responded to these challenges?
Specifically, to what extent has the Med-fly ban affected program implementation?
To what extent did unexpected heavy rains in the Fall of 2016 affect oriental vegetable exports?
What, if any, unintended but important direct results (positive or negative) have occurred?
How should these be assessed in the overall program context?
How has EQS responded to these?
To what extent is staffing, management, and oversight costs suitable given the number/scope of activities carried out?
Relevance of interventions
Effectiveness of interventions
Which interventions/activities have the highest potential in being the most effective approach to achieve the program’s higher-level results (increased agricultural productivity and more market transactions)
How effective is EQS at reaching women beneficiaries? What could be done to improve women’s participation?
How effective has the training approach been to build and/or enhance capacity of target beneficiaries?
To what extent do public authorities and private sector partners have an influence (positive or negative) on the achievement of program objectives?
Sustainability efforts to date
What factors contribute towards sustainability of program results and how has EQS focused on these?
Is there a well-developed exit strategy?
The evaluator/evaluation team should use a mixed methods approach, including but not limited to quantitative surveys, focus group discussions with target beneficiaries, and key informant interviews with government officials and relevant public/private stakeholders including EQS staff and USDA.
The data collection tools for collection of key data should be similar to the tools used during the baseline study or during routine monitoring (to the extent possible) so that results may be comparable.
The quantitative sample size should ensure a 95% confidence level with a 5% margin of error. The total direct beneficiaries as of March2017 is 698, which could be used for the sampling frame.
The evaluator/evaluation team will meet with IESC and USDA to discuss proposed methodology prior to initiating evaluation activities.
The evaluator/evaluation team will undertake the following key activities:
Desk review
EQS agreement and any modifications
Approved M&E plan
Baseline study report
Semi-annual reports 1, 2, 3, and 4
Approved work plan
USDA M&E policy
Value chain assessment reports
Beneficiary mapping report
Any other relevant program documents provided by IESC
Review other relevant documents to understand the operating environment in which EQS operates:
Biweekly communiques
Program Facebook Page
Develop and finalize evaluation methodology
Confirm sampling frame and finalize sampling technique and sample size;
Develop and propose survey design and data collection tools for quantitative survey, follow-up focus group discussions, and key informant interviews. Refine or create any tools necessary to answer the evaluation questions; and
Based on the desk review, propose any additional topics or issues for analysis in the final evaluation at the end of the program.
Field data collection
In terms of office space, the evaluator/evaluation team will co-locate with the EQS program in Santo Domingo. The evaluator/evaluation team will also receive assistance from EQS in locating relevant beneficiaries. Other than this, all resources (HR and material) should be arranged by the evaluator/evaluation team.
Translate, pre-test, and finalize data collection tools including survey instruments and focus group questionnaire.
Train enumerators, as needed.
Carry out fieldwork with liaison support from EQS staff, particularly M&E manager and analyst.
Data analysis and reporting
Scrub, synthesize, analyze, and interpret data from survey, focus groups, and interviews.
Prepare and submit datasets with relevant documents to EQS and USDA.
Prepare a draft evaluation report addressing the objectives and questions of this midterm evaluation as well as propose course correction or scale-up recommendations for review by EQS.
Present evaluation findings in-person to EQS, and relevant stakeholders
Submit final report.
This contract should take about eight weeks starting on or about October 16, 2017. An illustrative timeline is presented below.
Activity
Level of Effort
Due Date
Comments
Desk review
2 days
NA
Does not have to be consecutive days
Kick-off meeting with USDA and IESC staff to discuss expectations, protocol, methodology, and timeline
1 day
TBD
IESC/EQS staff to coordinate.
Develop draft evaluation work plan (including methodology and draft data collection tools)
5 days
TBD
Present draft evaluation work plan to USDA and IESC. Refine based on comments received.
2 days
TBD
IESC/EQS staff to coordinate presentation date and location.
Field work/data collection
15 days
NA
Includes training of enumerators, if needed.
Data entry and scrubbing
3 days
NA
Data analysis and report writing
8 days
NA
Submit draft report to IESC for comments and clarifications
NA
Within 7 weeks of contract signing
EQS and USDA will review and provide comments within 5 days of receiving draft report
Prepare oral presentation of findings to USDA, IESC/EQS, and relevant stakeholders and conduct presentation.
2 days
TBD
IESC/EQS staff to coordinate presentation date, location, and required attendees.
Finalize report and submit to IESC.
3 days
Within 8 weeks of contract signing
Submit to IESC and USDA
Evaluation work plan that describes the following:
Understanding of the program based on desk review and kick-off meeting
Final evaluation methodology, including detailed sampling plan, field work plan, and any limitations of the proposed approach
Description of planned quality control measures
Description of communication protocol
Final timeline
Electronic copies of all clean and final versions of data collection tools, both in English and Spanish
Clean and final versions (both English and Spanish) of quantitative datasets and qualitative transcripts in agreed upon format
Electronic draft midterm evaluation report in English, addressing all evaluation objectives and questions
Oral presentation materials of evaluation findings in agreed upon format
15 – 20 high quality pictures of the process
Electronic English version of the final evaluation report in PDF and Word, as well as two printed copies in color (one for USDA/DR and one for the EQS office). The final report should include, but not limited to:
List of acronyms/abbreviations
Table of contents
Executive summary
Background
Detailed evaluation methodology
Findings
Recommendations for the remainder of the program
Annexed scope of work
Annexed data collection instruments
All interested parties will be assessed based on the following:
Experience conducting evaluations of economic growth programs
Knowledge of USDA Food for Progress programs
Experience using various quantitative and qualitative methodologies
Fluency in both English and Spanish required
Clarity of thought process aand writing style, as evidenced in technical proposal
Previous experience in the DR highly preferred
How to apply:
All interested parties should submit the following:
Technical proposal (not to exceed 8 pages on typed single-space 8 ½ by 11 paper) that includes:
Proposed approach to the evaluation
CV(s) of evaluator/evaluation team and specific roles/responsibilities of each
At least 2 references of other clients for which similar evaluation assignments were undertaken with contact information for each one
If bidder is a firm, submit organizational capacity statement.
Itemized budget with narrative explanation of line items.
Submit electronic application on the link below by September 12, 2017 with subject line EQS Midterm Evaluation. https://chp.tbe.taleo.net/chp01/ats/careers/v2/applyRequisition?org=IESCORG&cws=39&rid=569
Hoy se celebra el décimo aniversario de la adopción de la Declaración de las Naciones Unidas sobre los Derechos de los Pueblos Indígenas. Muchos son los avances, pero también los retos
Organization: UN Children’s Fund
Country: Honduras
Closing date: 14 Aug 2017
UNICEF es un organismo especializado de Naciones Unidas cuya función es la de promover la vigencia de los principios y derechos contenidos en la Convención sobre los Derechos del Niño. Para ello UNICEF se alía con gobiernos centrales y locales, organizaciones de la sociedad civil y otros organismos de cooperación para promover compromisos nacionales e internacionales que conviertan en realidad los principios enunciados en la Convención.
El enfoque de trabajo para el nuevo Programa de País 2017-2021 es el de fortalecer sistemas de promoción y protección de derechos de la infancia en el nivel municipal, centrándose en la niñez en condiciones de mayor desventaja. Comprende cuatro componentes: a) desarrollo de la primera infancia, b) educación inclusiva y de calidad, c) protección de la niñez frente a la violencia, d) inclusión social y monitoreo de los derechos del niño.Entre los diferentes productos establecidos en el proyecto ProNiñez para fortalecer el Sistema de promoción y protección de derechos de la infancia, existen dos relacionados con la gestión de la evidencia para mejorar el diseño e implementación de la política pública. Estos son:
En el país existen esfuerzos precedentes que servirán de base para la consecución de los productos anteriormente mencionados. Por ejemplo, el INE con el apoyo de UNICEF ha desarrollado un Sistema de Información sobre Niñez, Adolescencia y Mujer, denominado SISNAM Se trata de un producto elaborado con la tecnología DevInfo, el cuál facilita la organización de bases de datos y la presentación de indicadores de desarrollo social relacionados con niñez en base a la información que se puede extraer principalmente de Encuestas de Hogares y Encuestas de Salud. Sin embargo, aún hace falta una revisión del sistema para incorporar otros indicadores complementarios que permitan dar seguimiento integral a los temas relevados en la Convención de los Derechos del Niño o los Objetivos de Desarrollo Sostenible. Uno de los compromisos del INE con las instituciones miembros del comité SISNAM es el fortalecimiento de los registros administrativos de las mismas para la generación de datos con oportunidad, calidad y validez.
Por otro lado, la Dirección de Niñez, Adolescencia y Familia tiene como una de sus estrategias institucionales la instalación de un Observatorio Nacional en materia de Niñez, Adolescencia y Familia, entendiéndose como una instancia o programa oficial y de carácter nacional que articule las políticas públicas y las acciones de vinculación interinstitucional, que facilite el monitoreo, la evaluación objetiva al respeto y cumplimiento de los derechos de la niñez y la familia ejecutada a través de las políticas públicas antes mencionadas, que abra un espacio de reflexión e interacción entre actores estratégicos, quienes trabajan en materia de niñez, adolescencia y familia y ejecutar iniciativas, estudios e investigaciones o sustentar políticas públicas a nivel local y nacional.
Entre los retos que se vislumbran para un observatorio de derechos de la niñez están: elaborar una visión precisa de la situación de la niñez, adolescencia y familia a nivel nacional; abordar los temas, consultas o problemas tanto de carácter de investigación o denuncia, como también de demanda; determinar las tendencias, formulación y ejecución de las políticas de protección social; poner en común información objetiva sobre buenas prácticas para la planificación y la organización de intervenciones; y proporcionar a los responsables de la aplicación de políticas los datos acreditados necesarios para el diseño de estrategias nacionales y regionales sobre protección, prevención, oportunidades y competencias como la evaluación de éstas.
La implementación de un observatorio de derechos de la niñez sería un llamado de responsabilidad compartida entre el Estado a través de la DINAF y los grupos colectivos de sociedad civil, academia, cooperantes externos, empresa privada, ONGs y otras organizaciones interesadas. En este contexto, el observatorio será un referente nacional en materia de monitoreo y evaluación para dar seguimiento a la aplicación de políticas públicas a nivel nacional. Se prevé que el observatorio desempeñara un papel fundamental puesto que los datos, información e investigación, facilitarán y permitirán la objetividad de cualquier sistema de seguimiento y también la toma de decisiones en materia de niñez, adolescencia y familia.
Se necesita contratar los servicios de un consultor que apoye al Instituto Nacional de Estadística y la Dirección de Niñez, Adolescencia y Familia para avanzar en la construcción de una hoja de ruta que permita la consecución de estos dos productos que están muy relacionados.
Objetivo de la Consultoría
Apoyar al INE y a la DINAF en la construcción participativa de un diseño y hoja de ruta que sirva de guía práctica para tomadores de decisión y grupos técnicos en la implementación de un Sistema de indicadores y un Observatorio del cumplimiento de los derechos de la niñez en Honduras.
Para ello, se deberá facilitar procesos que conduzcan al logro de los siguientes objetivos específicos:
Actividades y/o Responsabilidades Principales
Para lograr el objetivo general de esta consultoría será importante desarrollar un proceso por etapas conforme a una metodología definida, teniendo en cuenta los diferentes contextos, tiempos, recursos y estructura disponibles. Además, un proceso en etapas permitirá el apropiamiento y desarrollo de capacidades por parte del personal técnico del INE, DINAF y otros actores relevantes para llevar a delante esta tarea. Por ello, se ha considerado clave partir de diferentes diagnósticos y revisión de otras experiencias, que brinden insumos para analizar obstáculos y lecciones aprendidas, así como también ideas para adoptar definiciones nacionales, plantear enfoques, lineamientos estratégicos y operativos que servirán de marco referencial para el diseño de las hojas de ruta. Entre las principales actividades que se contemplan para llevar a cabo esta consultoría están:
Revisión de literatura relevante sobre el tema
Productos Esperados
Perfil Requerido
Formación académica
Experiencia
Competencias
Criterios de Selección
La selección del profesional se hará basada en los siguientes aspectos y ponderaciones:
Duración y Fecha Estimada del Contrato
Nueve (9) meses a partir de la firma del contrato.
Lugar de Trabajo
1. Lugar de desarrollo de la Consultoría:
La consultoría se desarrollará en la ciudad de Tegucigalpa
2. Visitas al campo:
No se prevén visitas fuera de la ciudad de Tegucigalpa.
3. Viajes aéreos o terrestres:
N/A
4. Viáticos:
N/A
5. Espacio y equipo de Oficina:
El consultor procurará su propio espacio de oficina y equipo. En caso de ser necesario y para reuniones de coordinación UNICEF podrá procurar un espacio de trabajo. Se realizará también solicitud con las autoridades del INE y DINAF para que brinden un espacio de trabajo en esas instituciones cuando el consultor deba trabajar en coordinación con ellos.
6. Seguros:
El consultor adquirirá sus propias pólizas de seguro para soporte de gastos médicos y/o de accidentes personales que le cubran estas eventualidades mientras dure el presente contrato. UNICEF no asume responsabilidad por algún accidente que el consultor pudiera sufrir, ya que este contrato no supone relación patronal de ningún tipo.
7. Entrega de productos y/o reportes:
El consultor entregará los productos y reportes acordados por medio electrónico, en lenguaje universalmente aceptable y a satisfacción de la supervisión de esta consultoría. Los gastos de emisión y entrega de estos productos/reportes, correrán por cuenta del consultor.
8. Reserva de derechos de propiedad:
Todos los documentos, materiales o productos de la presente consultoría son propiedad de UNICEF y no podrán ser utilizados por terceros sin su autorización.
Honorarios y forma de pago
Sujeto a condiciones establecidas en el contrato. Pago contra entrega de factura y productos esperados en el acápite IV y a entera satisfacción de la supervisión del contrato.
5% a la entrega del Producto 1
20% a la entrega del Producto 2
25% a la entrega del Producto 3
25% a la entrega del Producto 4
25% a la entrega del Producto 5
Fecha de Cierre Para las Ofertas
La fecha límite de entrega será el 13/08/2017 a las 24 horas de Tegucigalpa, Honduras
Aplicaciones
El interesado en aplicar a esta consultoría debe entregar lo siguiente:
Applications submitted without a daily/monthly rate will not be considered.
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 organisation.
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=506480
