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Washington, June 28, 2017- The 2016-2020 Country Partnership Framework (CPF) that establishes the parameters for the World Bank’s collaboration with Bolivia has been in effect since last year. Under this agreement, the World Bank has made up to US$ 2 billion available to the country to finance development projects in different areas. To date, US$ 615 million of these resources have been approved for investment operations in transportation and  rural development. For the period 2017-2019, the World Bank Board of Directors is considering new operations for US$ 525 million in water and sanitation and irrigation, with a focus on risk prevention and resilience to climate change. The CPF was developed at the request of the Government of Bolivia. It is based on the systematic country diagnostic and the comparative advantages of the Bank over other financial institutions. The implementation of the CPF will benefit – directly or indirectly – more than 4.5 million citizens, most of them low-income. “This work framework guides the commitments and actions we are adopting to support the country. We are satisfied with the progress and the dialogue we have with national authorities, with whom we are analyzing the areas where Bank support can have the most impact,” said Nicola Pontara, World Bank Representative in Bolivia. The CPF was developed in accordance with the objectives of the Economic and Social Development Plan of the Plurinational State of Bolivia. The plan seeks to operationalize the Patriotic Agenda 2025 that establishes medium-term objectives to eliminate extreme poverty and translate growth into well-being. The CPF has two main pillars: to promote broad-based and inclusive growth and to support environmental and fiscal sustainability and resilience to climate change and economic shocks.  For more information, see http://documents.worldbank.org/curated/en/921771468186539912/pdf/100985-REVISED-OUO-9-R2015-0221.pdf.

Junio 28 de 2017- Desde el pasado año rige el Marco de Alianza con el País (MAP) que establece los parámetros de trabajo que el Banco Mundial ejecuta en Bolivia en el periodo 2016-2020. Bajo este acuerdo, se ha puesto a disposición del país un monto de hasta US$ 2.000 millones para financiar proyectos de desarrollo en diversas áreas. Hasta la fecha, de estos recursos han sido aprobados US$ 615 millones en operaciones de inversión en transporte y desarrollo rural y se encuentran en preparación, para consideración del Directorio del Banco entre 2017-2019, cuatro nuevas operaciones por US$ 525 millones en los sectores de agua y saneamiento y riego, con un enfoque en la generación de resiliencia y prevención de riesgos asociados a factores climáticos. El MAP fue desarrollado en base a la demanda del Gobierno boliviano, el diagnóstico sistemático del país y las ventajas comparativas de la institución frente a otros financiadores. Como resultado de su implementación, se beneficiarán -directa e indirectamente- más de 4.5 millones ciudadanos, en su mayoría de escasos recursos. “Este marco de trabajo guía los compromisos y acciones que estamos adoptando para apoyar al país. Estamos satisfechos con los avances y con el diálogo que tenemos con las autoridades nacionales con quienes, en conjunto, estamos analizando cuáles son las áreas donde el apoyo del Banco puede tener el mayor impacto”, señaló Nicola Pontara, Representante del Banco Mundial en Bolivia. El Marco de Alianza fue formulado en concordancia con los objetivos del Plan de Desarrollo Económico y Social del Gobierno del Estado Plurinacional de Bolivia, el cual responde a la Agenda Patriótica 2025, que establece objetivos a mediano plazo para eliminar la pobreza extrema y traducir el crecimiento en bienestar. El MAP tiene dos pilares principales: la promoción del crecimiento inclusivo y el apoyo a la sostenibilidad ambiental y fiscal con resiliencia al cambio climático y choques económicos. Para conocer más detalles http://documents.worldbank.org/curated/en/27654307   RELACIONADO: Video: Marco de Alianza con Bolivia 2016 – 2020 El Deber de Bolivia: Nicola Pontara: “Bolivia tiene a disposición $us 2.000 millones”  

Bien que l’espérance de vie ait augmenté entre 1990 et 2015, Haïti reste confronté à de nombreux défis pour le système de santé. L’accès aux soins de santé primaires et préventifs demeure faible, en particulier parmi les plus démunis. La mortalité infantile et maternelle est encore 3 à 5 fois supérieure à la moyenne régionale, et seulement 68 pour cent des enfants de moins de 24 mois ont reçu les trois vaccins pour prévenir la diphtérie, le tétanos et la coqueluche, comparé à 80 pour cent dans les pays de revenu économique similaire.À 13 $ par habitant par an, les dépenses publiques en santé sont inférieures à la moyenne des pays à faible revenu. Par ailleurs, plus de la moitié de toutes les dépenses de santé sont allouées à des soins curatifs plutôt que préventifs : Haïti possède de nombreux hôpitaux sous-équipés, mais seulement 0,3 dispensaires pour 10 000 personnes. Le rapport propose plusieurs options afin de « mieux dépenser pour mieux soigner » : Une meilleure couverture sanitaire pour les plus démunis va requérir une augmentation des dépenses publiques pour la santé et une meilleure utilisation des ressources existantes. Les soins de santé primaires doivent être priorisés et l’élimination des barrières financières et géographiques permettront d’accroître l’accès à des soins de qualité.Lire le rapport

La creación de empleo, tanto en cantidad, pero sobre todo de calidad, es una de las metas más ambiciosas de los gobiernos latinoamericanos. El crecimiento de la clase media en la región, aunado a una de las mejores épocas de bono demográfico en su historia reciente, están cambiando el escenario laboral, incrementando la demanda por puestos de trabajo más estables y mejor pagados. Paraguay no se ha visto excluido de esta tendencia. La expansión económica de las últimas dos décadas, más cambios en la producción agrícola, que se ha trasladado hacia los servicios, y una mayor población joven en edad de trabajar son algunos de los factores que han provocado una de las transformaciones más dinámicas del mercado laboral en América Latina. El estudio “La transformación dinámica del empleo en Paraguay” revela alguno de los hechos más destacados del panorama laboral del país. Aquí presentamos cinco de los más importantes: ·         Se duplicó la creación de empleos formales con respecto a los informales. “Entre 2008 y 2015, se añadieron 372.000 puestos de trabajo formales, en comparación con 179.000 informales (en términos netos), y la tasa de informalidad se redujo del 79% al 71% en menos de siete años”, destaca el informe. ·         Se proyecta que entre 2015 y 2030 la población económicamente activa aumentará en 990.000 trabajadores y se necesitarán 66.000 nuevos puestos de trabajo cada año, lo cual es posible si se mantiene la tasa de crecimiento anual en un 3,7 por ciento. ·         La economía paraguaya ya no solo se basa en la agricultura, como en el pasado. El sector servicios está creciendo cada vez más y eso se traduce en la oferta laboral: la mayor parte del crecimiento del empleo se concentró en el comercio, representando el 40% de los nuevos empleos netos, seguido de los servicios públicos con el 20%. ·         Así como crecieron los empleos, aumentó la productividad, con un promedio del 2,3% al año, liderado por el sector agrícola en la primera parte de la última década, a lo que se han sumado ahora otros sectores que han cobrado impulso como servicios de transporte, comunicaciones, finanzas y bienes raíces ·         Este crecimiento en el empleo formal, junto con un incremento en los ingresos, ayudó a reducir la pobreza extrema del 21% en 2003 a menos del 10% en 2015.  Estos avances, sin embargo, se ven opacados por algunos aspectos como el acceso desigual a mejores trabajos, especialmente para los jóvenes, las mujeres y la población rural. “Las mujeres tienen tasas de participación en la fuerza laboral que son más bajas, y las que están en la fuerza laboral ganan significativamente menos que los hombres, incluso cuando se controlan las características individuales, tales como la educación y el sector de trabajo. El análisis de regresión indica una diferencia de ingresos entre hombres y mujeres que va desde el 18% al 42%”. Otro punto en contra es la desigualdad geográfica. Si bien el empleo rural creció en forma sostenida en las últimas dos décadas, el urbano ha aumentado tres veces más, y de estos solo cuatro quintas partes fueron formales. Esto ha alimentado una rápida urbanización, que no puede responder con la misma rapidez con ofertas de buenos puestos de trabajo. A esto se suma el nivel educativo, crítico a la hora de encontrar trabajos de mejor calidad. Tener un título de educación terciaria aumenta drásticamente el acceso a empleos formales. “Los trabajadores que son graduados terciarios ganan casi el doble que un trabajador que carece de educación primaria y casi un tercio más de los que tienen un título terciario incompleto”.

Your Excellencies, Prime Minister Mitchell,Heads of Government, CARICOM Secretary-General, CDB President, OECS Director General, and Partners,   ·        It is a privilege for me to join you today to discuss development finance opportunities for Small States and how the blue economy has become the next frontier for economic growth for the Caribbean, as well as other island and coastal countries. ·        To discuss this, I cannot think of a better setting than being in the beautiful spice island of Grenada. With its rich and pristine coastline and colorful reefs, and understanding of climate risks, Grenada is demonstrating its commitment to inclusive growth and enhancing investment in the Blue Economy. ·        Often when we meet to discuss development prospects for Caribbean countries, we devote significant attention to common challenges: small scale, high debt, exposure to external shocks, and dependency on fossil fuels.  ·        Today, I would like to focus more on hope and opportunity. Small economies are more open to trade and foreign investment. While they are highly specialized in their export sectors, they are also more nimble and able to change the structure of their economies and exports over time. ·        In fact, Caribbean countries have been more successful in reinventing themselves than some of the region’s giants. This region managed to find a niche in the highly competitive global industry after it lost its trade preference treatment with Europe in the 1980s. ·        Today, there is an opportunity for CARICOM countries to find new sources of growth by transitioning to a blue economy and to leverage new sources of financing. ·        There are a number of important questions that would be useful to reflect on today, but for this discussion I would like to focus on two: 1.     What is the blue economy and what opportunities it can offer for growth? 2.     How can the World Bank assist the CARICOM countries to leverage new sources of financing in their pursuit of inclusive and sustainable growth? New report: “Toward a Blue Economy: A promise for sustainable growth in the Caribbean” ·        Ocean assets and services are drivers of economic growth: The Caribbean Sea generated US$407 billion in gross revenue in 2012, equivalent to almost 18 percent of Caribbean GDP, including mainland Caribbean coastal countries. This comes from marine tourism, oil and gas, maritime shipping, fishing, etc. ·        Caribbean island and coastal states may be small in terms of population and land area, but large when it comes to marine area.  In fact, they are ‘Great Ocean States’.  For example, St. Lucia’s ocean area is over 7 times greater than its land area and for Grenada over 70 times greater. ·        Ocean Health = Ocean Wealth Harnessing marine resources while preserving the Caribbean Sea’s health, can help countries address key challenges such as high unemployment, low growth, food security, poverty and resilience to climate change. – 1.5 million people rely on fishing for their livelihood and fish for food security; – Reefs such as Belize Barrier Reefs reduce 75% of destructive capabilities from storm surges – Marine Tourism directly and indirectly supports two million direct and indirect jobs and generates over US$ 40 billion annually to Caribbean islands alone. ·        With a growing population, demand for seafood and aquaculture production will increase, shipping traffic and tourism will continue to grow, and new ocean industries will emerge. ·        If we look globally, ocean based industries such as fisheries, tourism, and shipping drive global trade, and annually contribute around 3 percent or $1.5 trillion in value added globally. ·        If “Thinking green” was the focus of the past decade, Small Island Developing States and Coastal Economies are now starting to “think blue”.  ·        This report identifies key priorities to generate blue growth, while ensuring that oceans and marine ecosystems are sustainably managed and used. ·        Already the impacts of overfishing, coastal development, pollution and climate change are being felt by coastal communities around the world: about 75 percent of the region’s coral reefs are considered to be at risk from human activity and 85 percent of wastewater enters the Caribbean Sea untreated. ·        Tourists come to the Caribbean region largely for its beautiful beaches and sea attractions, which puts tremendous pressure on the very coastal ecosystems that drive economies.  ·        A successful transition to a blue economy would mean that countries could better measure the region’s rich marine resources, better manage its ocean space, and ultimately achieve greater growth and prosperity from sound management of the ocean. Three recommendations are: 1) Identify, value and map ocean assets: This will allow countries to better manage their ocean wealth and develop smart policies to promote a healthy, resilient and productive marine environment: marine special plans like OECS countries are planning to do with our support. 2) Regional integration and cooperation is essential to drive economic growth from the Caribbean Sea: This is particularly important as many ocean assets are transboundary in nature (fisheries; shipping; minerals; oil and gas; biodiversity). The Eastern Caribbean Regional Ocean Policy is a good framework that can help countries pool resources and more effectively manage their ocean wealth. 3) Promoting private sector investments in blue economy: This means creating enabling conditions for private investment in ocean industries; building ‘blue green’ infrastructure (e.g. building a port using natural mangrove barriers); and supporting ocean MSMEs to generate ‘blue jobs’. ·        Your Excellencies, in our view, there has never been a better time than now for the coastal and island nations to invest in the transition to a blue economy.  I would like to congratulate many of you for the important steps that you are already taking. This brings me to the second question; how can the WBG leverage new sources of financing in support of growth? ·        In recent years, small states have taken a collective stand in international fora to highlight the development challenges they face and urge more attention to their concerns.   ·        In response, the World Bank Small States initiative, now chaired by Grenada, has developed a roadmap for World Bank Group Engagement with Small States which identifies priorities for engagement including: predictability of affordable financing; access to new and existing climate financing; and capacity building among others. ·        We are working with different partners in the region and across the globe to find ways to make these priorities become concrete actions. ·        For example, together with the Organization of the Eastern Caribbean States Commission, we have secured over $6 million in additional Global Environmental Facility grants to support the implementation of regional activities of the Eastern Caribbean Regional Oceans Policy (ECROP).  A comprehensive marine spatial plan is expected to be prepared and adopted under this program. The Caribbean states also require special financing to help them address common vulnerabilities. This means combining both public and private financing. 1.     In the context of small, open and highly volatile economies, continued efforts on fiscal consolidation and structural reforms are essential to free up greater public financing for growth. A few countries in the region have taken concrete measures that will allow them to save in good times so that they can respond fast when the need arises. Grenada has recently adopted a medium-term fiscal framework anchored on clear spending rules, While Saint Vincent and the Grenadines has established a contingent fund within the state budget that will be used exclusively to respond to disasters. 2.     Leveraging private finance in the face of increasing volatility is indeed challenging. The World Bank Group is addressing this by working on operationalizing a new approach to development financing. ·        We will be devoting more resources to help governments create the right conditions for boosting private investments in transport, connectivity, technology, as well as climate resilience. ·        We are also using concessional finance through the International Development Association (IDA) in innovative ways to mitigate risk, and blend finance to support private sector investment. This includes the new IDA 18 Private sector window, which will leverage $2.5 billion in IDA capital to mobilize at least $6-8 billion in private sector investments in the poorest and most fragile markets over the next three years. ·        In addition, under the three year IDA18 cycle, starting from July 1, US$630 million will be available to six eligible CARICOM countries: Dominica, Grenada, Guyana, Haiti, Saint Lucia, and Saint Vincent and the Grenadines. This is tripling of resources available under the IDA17 cycle providing a unique opportunity to earmark resources in support of regional and country priorities. ·        For the first time, IDA 18 also provides enhanced crisis response facilities and instruments that will be available to small states: The Catastrophe Deferred Drawdown Option (CAT-DDO) is a contingent financing line that until now was only offered to IBRD countries.  It provides immediate liquidity to countries after a catastrophe. ·        To build resilience, the Caribbean Catastrophe Risk Insurance Facility is another example of effective and attractive risk pooling mechanism able to mobilize emergency funds within the first two weeks of a disaster. Several countries, including Haiti, are members and have used this Facility. ·        In closing, I would like to reiterate the World Bank Group’s continued and deep commitment to work as your partners in support of country and regional priorities.   ·        At present, committed financing under World Bank assisted ongoing projects amounts to $1.5 billion in the region, out of which almost $1 billion is IDA concessional financing. This is complemented by analytic and knowledge support such as the Blue Economy report I discussed today. ·        Your Excellencies, this is a special time for CARICOM and its member-states to come together and join forces in the pursuit of stable growth, while leading the transition to a blue economy. ·        I look forward to an energizing and engaging discussion. ·        Thank you once again for inviting me to participate in this forum.    Read the report: Towards a Blue Economy

Organization: UN Children’s Fund
Country: Brazil
Closing date: 26 Jul 2017

If you are a committed, creative professional and are passionate about making a lasting difference for children, the world’s leading children’s rights organization would like to hear from you.

For 70 years, UNICEF has been working on the ground in 190 countries and territories to promote children’s survival, protection and development. The world’s largest provider of vaccines for developing countries, UNICEF supports child health and nutrition, good water and sanitation, quality basic education for all boys and girls, and the protection of children from violence, exploitation, and AIDS. UNICEF is funded entirely by the voluntary contributions of individuals, businesses, foundations and governments.

Purpose of the Position

Under the overall coordination of the Chief, Social Policy, Monitoring and Evaluation, the Public Budget Specialist is accountable for the accomplishment of key end-results by providing professional expertise and assistance in:

Leveraging greater, more effective and equitable domestic public investments in children, in order to ensure results in the areas of the Country Programme.

Improving technical expertise, knowledge management and staff capacity in the area of (Public Finance for Children) (PF4C), in order to improve the enabling environment and remove Public Financial Management (PFM)-related bottlenecks and barriers to deliver at-scale, equitable and sustainable results for children.

Liaising with public sector partners, providing evidence and advocating for equity-focused public budgeting and investment in children.

Liaising with regional social policy advisors and selected country offices, as well as networking with subject experts externally.

Key Accountabilities and Duties & Tasks

Summary of key functions/accountabilities:

Within the delegated authority and under the given organizational set-up, the incumbent may be assigned the primarily, shared, or contributory accountabilities for all or part of the following areas of major duties and key end-results.

1. Technical guidance and support on strategic, priority PF4C initiatives:

Provide technical guidance and inputs to the Country Office on budget advocacy/PFM-related engagements for investing in children more broadly, with a focus on integrating sector-based efforts within social policy efforts aimed at influencing overall budget processes and actors to achieve UNICEF program results.

Keep abreast of and/or develop new methodologies and tools to support equity-based PF4C programming as part of the Country Programme implementation, specifically through financial tracking (top down), financial flow blockage diagnostics (bottom up), and efficiency monitoring tools and applications to improve country-level and subnational prioritization and financial governance.

Liaise with the public sector and other partners to support improvements of their public budgeting analyses, methodologies, tools and practices, with a view to optimizing investment in children.

Document experiences and analyses of public budgeting and investment for children at national and subnational levels.

Work with partner UN Agencies on joint efforts to address the theme.

2.Knowledge management:

Create and foster sector-specific learning on public financing for children.

Organize webinars and other learning activities on demand to facilitate peer-based learning on public financing for children across sectors.

Participate and contribute to the global PF4C Community of Practice.

Keep abreast of development financing trends and draft issues briefs on implications for investing in children.

3.Research and development:

Contribute to partners’ discussions and research on strategic financing issues, such as results-based financing, and leveraging private sector investments with public financial incentives or partnership approaches.

Develop models for UNICEF’s support to public budgeting and investment analysis and implementation at country and subnational levels.

Key Expected Results

1. Data and evidence on public budgeting and investment for children in Brazil is collected and analyzed at national and subnational levels, providing a basis for advocacy and other programmatic efforts.

2. UNICEF Brazil produces research and documentation of concepts and practices in public budgeting and investment for children.

3. UNICEF Brazil enjoys a position of dialogue with the public and private sectors, at national and subnational levels, providing evidence to support decision-making and programming.

4. Systems and tools are in place to measure and document evidence related to national and subnational budgeting and investment for children. The context and situation of public budgeting and financing for children in Brazil are adequately documented and reported to the UNICEF Regional Office and Headquarters.

5. Capacities in the area of public budgeting and investment for children are developed at national and subnational levels, in order to improve decision-making, programming and implementation.

6. Joint efforts with UN partner agencies related to budgeting and investment for children achieve expected results.

Qualifications of Successful Candidate

Education

– Advanced University degree (Master’s degree or equivalent) Economics, Public Finance, Public Policy, Public Administration or a related discipline is required.

Experience

– Minimum of (5) five years of progressively responsible work experience in in applications and advisory related to Public Financial Management and sector financing, in the applied, national and international social development settings.

– Familiarity with UNICEF programming and experience working within UNICEF field offices is preferred.

– Hands-on experience with sector financing issues is an advantage.

– Working experience in the region is an asset.

Language

– Fluency in Portuguese and English is required. Knowledge of an additional UN Language (Arabic, Chinese, Russian, and Spanish) is considered an asset.

Competencies of Successful Candidate

Core Values

Commitment

Diversity and Inclusion

Integrity

Core competencies

Communication [ II ]

Working with People[ II ]

Drive for Results [II]

Functional Competencies

• Formulating Strategies and Concepts [ II ]

• Analyzing [ II ]

• Applying Technical Expertise [ II ]

• Planning and Organizing [ III ]

•Leading and Supervising [ II ]

To view our competency framework, please click here.

In relation, please note that all candidates who wish to apply to this Vacancy Announcement are requested to prepare and submit their respected UNICEF applications in English language. *Only shortlisted candidates will be notified.

UNICEF is committed to diversity and inclusion within its workforce and encourages qualified female and male candidates from all religious and ethnic backgrounds, representing the diversity of Brazil, such as black and indigenous people, to apply to become a part of our organization. Candidates will be treated equally regardless of gender, sexual orientation, special needs, social and HIV/aids status. UNICEF is a smoke-free environment.

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=505830

Organization: Project Concern International
Country: Guatemala
Closing date: 16 Aug 2017

Anticipated Start Date: November 2017 (Note: This position is contingent upon award)

**Spanish and English fluency are required for this position

Position Description:

Founded in 1961, PCI is an international non-profit organization that empowers people to enhance health, end hunger, and overcome hardship. Last year, PCI served more than 19 million people in 15 countries across Asia, Africa, and the Americas. During the past 50 years, the organization has served millions more in 14 additional countries. Since 1974, Project Concern International (PCI) has implemented a diverse portfolio of community-based programs in Guatemala’s rural highlands and urban cities to improve health, improve resiliency, and promote the empowerment of vulnerable communities. PCI currently works in 25 municipalities, both urban and rural, throughout Guatemala. PCI is recruiting for a Chief of Party (COP) to lead an anticipated multi-million dollar USAID-funded project designed to reduce social conflict and improve social cohesion by bringing together diverse sectors and stakeholders within communities to identify and address the main drivers of social conflict at the familial, community, and municipal levels. By building partnerships between communities and governing institutions (both statutory and traditional), and strengthening governing institutions and non-governmental capacity to respond to local conflicts, the project will increase social cohesion within and between communities to reduce social conflict and increase confidence in governing institutions.

The DCOP will be responsible for the management key technical, administrative and operational elements of the project, including ensuring effective implementation of activities, management of small grants, and appropriate staffing. The DCOP will also serve as a technical advisor in peacebuilding/conflict resolution and community development. At the request of the COP, the DCOP will publicly represent the project and support coordination and communications with key stakeholders (including the GOG, civil society, the private sector, USAID, and others).

Primary Responsibilities:

• Support CoP to ensure strong collaboration among consortium members through regular coordination meetings/program reviews, joint field visits and planning.
• Oversee day-to-day project operations, workflow and safety.
• Propose and implement values-based management principles and innovative procedures to facilitate sustainable programming,
• Ensure that all small grants are prepared and administered in line with USG and PCI administrative, operational procedures, policies, and regulations,
• Supervise the implementation and integration community-led plans.
• Work closely with the CoP and finance staff to develop and manage program budgets and track financial and material resources for PCI, consortium members and implementing partners.

• Lead the development of annual results planning, reports and other required donor reports and ensure the integration of program innovation and learning.

• Propose and implement innovative and state-of-the-art ways to facilitate community development through the promotion of security, community organization and improved coordination and involvement of local authorities.

• Develop systems to identify operational risks and their management and to reduce risks in project implementation.

• Establish a culture of evidence-based decision-making and data driven analytics through a well-developed monitoring and evaluation system.

• Establish a work culture that respects and prioritizes the needs of communities, especially the most vulnerable.

• Contribute to management of human resources through recruitment, mentoring, setting performance objectives, rewarding and training project team members.

• Actively engage in PCI’s effort to embed innovation and support the project team in doing so as well.

Qualifications:

• Minimum of 7 years of senior management experience, with progressively increasing responsibility, managing complex, multifaceted development projects,.
• Experience managing multi-million dollar contracts and/or cooperative agreement, with a preference for experience in projects funded by the US Government, particularly USAID.
• Experience working with national and municipal government officials.
• Experience building consensus among diverse actors, including NGOs (local and international), representatives of civil society, the private sector and other development implementing partners.

• Experience in Central America or Latin America, with preference for recent work in Guatemala.

• Technical expertise, leadership, and management experience in peacebuilding/conflict resolution. Demonstrated success applying technical approaches to conflict analysis, peacebuilding, and overall conflict sensitivity, particularly at the community level. In particular, must demonstrate an understanding of peacebuilding issues specific to Guatemala.

• Technical expertise, leadership, and management experience in community development. Demonstrated success including and engaging community members and groups in the design, implementation, and monitoring of community development activities. Demonstrated success leading the identification of constraints and gaps impeding the engagement and inclusion of community members, as well as and developing effective strategies to address them.

• Preference for experience working in any of the following sectors: youth and families, governance, land rights, and extractive and natural resources.

• Demonstrated abilities in reporting, budgeting, procurement, and project management, including monitoring and evaluation.

• Demonstrated experience recruiting, developing, and managing/mentoring staff.

• Experience conducting monitoring and evaluation activities.

• Development philosophy in keeping with PCI’s mission, vision, core values and approach to integrated, community-driven programming.

• Excellent analytical and self-motivation skills; excellent advocacy and persuasion skills; able to think critically.

• At least a Master’s degree in public administration, public management or other related fields.

• Fluency (verbal and written) in Spanish and English.

• Comfort working in insecure environments, including areas with high rates of crime and violence.

Who Excites Us:

• Someone that has a deep and personal commitment to addressing conflict and violence in all forms;
• Someone that has an authentic love, passion and interest in working in the poorest communities we serve;
• Someone with a demonstrated ability to innovate and take risks to achieve greater outcomes.

How to apply:

https://pciglobal-openhire.silkroad.com/epostings/index.cfm?fuseaction=app.jobinfo&jobid=525&…

Organization: Project Concern International
Country: Guatemala
Closing date: 16 Aug 2017

Anticipated Start Date: November 2017 (Note: This position is contingent upon award)

**Spanish and English fluency are required for this position

The MEL Manager is responsible for leading and managing the MEL strategy for the project. S/he will also oversee the project’s Collaborating, Learning, and Adapting (CLA) activities.

Primary Responsibilities:

• Establish effective MEL systems.
• Facilitate the development and establishment of data collection tools, documentation systems and systems for reporting to the key stakeholders on the status of process, output and outcome indicators.
• Lead MEL conceptualization for the program.
• Produce monthly, quarterly, and annual MEL reports based on indicators, outlined in the PCI performance monitoring plan, to guide decision making and program implementation.
• Work with local partners to ensure the collection of timely, relevant, and appropriate data needed for an effective MEL system to be utilized in the monitoring of strengths, weaknesses and gaps in existing programs and services and required for reporting on donor commitments.
• Facilitate capacity building for local partners to enable them to monitor and evaluate their own efforts, gather relevant data and produce required progress reports.
• Facilitate capacity building for project staff and partners in MEL procedures and other related areas as identified by the program.
• Develop systems to identify operational risks and their management and to reduce risks in project implementation.
• Establish a culture of evidence-based decision-making and data driven analytics through a well-developed monitoring and evaluation system.
• Actively engage in PCI’s effort to embed innovation and support the project team in doing so as well.

Qualifications:

• Minimum of 5 years of experience, with increasing responsibility, developing and implementing MEL strategies for complex, multifaceted development projects.
• Experience leading and managing data collection systems and MEL strategies for a multi-million dollar contracts and/or cooperative agreement, with a preference for a projects funded by the US Government, particularly USAID.
• Experience working with diverse actors, including NGOs (local and international), representatives of civil society, the private sector and other development implementing partners.

• Experience in Central America or Latin America, with preference for recent work in Guatemala.

• Demonstrated experience leading CLA activities.

• Demonstrated ability to take critical inputs feedback, and assessments from within the project and from external partners to inform changes in project approaches and scale-up.

• Understanding of data management and principles of database design and analysis.

• Preference for experience working in peacebuilding / conflict resolution and/or community development.

• Familiarity with research and scientific data collection methods.

• Development philosophy in keeping with PCI’s mission, vision, core values and approach to integrated, community-driven programming.

• Excellent analytical and self-motivation skills; excellent advocacy and persuasion skills; able to think critically.

• Degree in Statistics, Mathematics, Social Sciences, or other related field, with a preference for a postgraduate degree.

• Fluency (verbal and written) in Spanish and English.

• Comfort working in insecure environments, including areas with high rates of crime and violence.

Who Excites Us:

• Someone that has a deep and personal commitment to addressing conflict and violence in all forms;
• Someone that has an authentic love, passion and interest in working in the poorest communities we serve;
• Someone with a demonstrated ability to innovate and take risks to achieve greater outcomes.

Job Location Quetzaltenango, Guatemala

How to apply:

https://pciglobal-openhire.silkroad.com/epostings/index.cfm?fuseaction=app.jobinfo&jobid=526&…

Organization: UN Children’s Fund
Country: Panama
Closing date: 25 Jul 2017

TRAINING EN COMPETENCIAS GERENCIALES UNICEF LACRO

FONDO DE LAS NACIONES UNIDAS PARA LA INFANCIA (UNICEF)

TÉRMINOS DE REFERENCIA

PROPÓSITO

Contratación de un facilitador/a para el desarrollo de talleres de competencias gerenciales durante el Regional Fundraising workshop de UNICEF LAC.

PRODUCTOS A ELABORAR Y ENTREGAR

Seis talleres individuales de una hora cada uno sobre temas de desarrollo gerencial que serán impartidos los días martes 5 y jueves 7 de septiembre en 3 bloques de 1 hora cada uno en la Ciudad de Panamá teniendo en consideración las siguientes áreas:

Liderazgo:

Identificar mi estilo de liderazgo

Identificar el estilo de liderazgo que mi equipo necesita.

Feedback: Dar y recibir feedback.

Cómo abordar fracasos o fallas.

Time management.

Como mantener el foco/establecer prioridades (probablemente en relación con el punto anterior)- herramientas y métodos.

Desarrollo de carrera – ¿cómo planificar tu Carrera en UNICEF?

Técnicas para liderar reuniones efectivas.

Cómo desarrollar equipos eficientes.

Los asistentes serán los Gerentes de Movilización de Recursos de 7 países de la región y algunos de los miembros de sus equipos, en total estimamos unas 15 a 20 personas por taller. Las personas irán rotando a otras actividades paralelas, por lo tanto, en cada bloque pueden repetir o no los asistentes.

Objetivo 1: El objetivo principal es desarrollar herramientas de gestión en el equipo gerencial.

MANDATORIOS

El desarrollo de los talleres debe tener en consideración:

Deben ser independientes entre sí ya que no serán los mismos asistentes siempre.

Deben ser impartidos en español.

La técnica debe ser dinámica y experiencial.

Deben dejar una herramienta útil de practicar en su desempeño diario.

PERFIL REQUERIDO

Demostrada experiencia en facilitación de talleres para instituciones públicas u otros Organismos Internacionales.

Capacidad de trabajar en tiempo limitado.

Conocimiento previo de la labor de UNICEF y pasadas colaboraciones con la organización se considerarán como valor agregado.

TIMELINE

Tiempos de ejecución

5 Jul

20 Jul

24 Jul

5-7 Sep

Desarrollo TOR’s

X

Selección de facilitador/es

X

Email a participantes

X

Reunión sobre la propuesta y ajustes

X

Ejecución de talleres

X

CÓMO APLICAR

Por favor envíe su propuesta técnica y económica indicando su disponibilidad y tarifa diaria / mensual (en USD $) para cumplir los términos de referencia mencionados (incluyendo sus gastos de viaje y dietas, si corresponde). Las aplicaciones presentadas sin una tarifa diaria / mensual no serán consideradas.

UNICEF está comprometido con la diversidad y la inclusión dentro de su fuerza de trabajo, y alienta a candidatos calificados de todas las nacionalidades, religiones y etnias, incluidas las personas con discapacidades, a que se apliquen para formar parte de nuestra organización.

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=505804