Noticias de otros medios

Para você, o investimento em estradas, aeroportos, energia e outras áreas da infraestrutura é papel exclusivo do Estado? Ou pode incluir a participação do setor privado? Cada vez mais governos da América Latina e do Caribe optam pela segunda resposta, em especial levando-se em conta dois fatores.  O primeiro deles consiste no déficit de investimento em infraestrutura – a diferença entre o que existe e o que é necessário –, com estimativas em torno de US$ 180 bilhões por ano. O segundo é a dificuldade de aumentar significativamente o investimento público no atual contexto fiscal apertado e de recuperação lenta da economia latino-americana depois de seis anos de recessão.  Resultado: na última década, o número de projetos de parcerias público-privadas (PPPs) mais do que triplicou, passando de 40 para 140, sobretudo nos setores de energia, transportes, água e esgoto.  Um novo relatório do Banco Mundial sobre o tema, Financiamento privado de infraestruturas públicas por meio de PPPs na América Latina e Caribe, traz outros dados que evidenciam a importância crescente desse modelo na região. Entre eles, a quantidade de países que aprovaram leis referentes a elas nas últimas duas décadas: 19.  Já o percentual do PIB investido nas parcerias aumentou menos do que a média de crescimento da economia regional. Ou seja, o volume de recursos ainda pode evoluir, mas atraí-los e usá-los com eficiência – uma necessidade para toda a região – são ações que dependem de diversos fatores.  Segundo o relatório, embora a América Latina e o Caribe tenham programas de PPP desde o fim dos anos 1980, a evolução e o nível de sofisticação deles não têm sido uniformes.  Os do Chile e México são considerados os mais bem-sucedidos da região, especialmente no setor de transportes. Brasil, Colômbia e Peru também têm trajetórias extensas de projetos de PPP. No entanto, mesmo os mercados mais avançados precisam criar ambientes de licitação com maior competitividade e melhorar os mecanismos de financiamento de projetos. A região ainda tem em comum o desafio de melhorar a fase de planejamento e preparação dos projetos. Antes de tomar a decisão de contratação por meio de PPPs, por exemplo, o estudo recomenda fazer uma avaliação socioeconômica de custo-benefício, e poucos países cumprem isso. 

José Quishpe represents 400 farmers of the Alpaca Project of Cayambe Canton, in the Ecuadorian province of Pichincha.  They plant corn (grain), ulluco (tuber), maize, barley, wheat, potato, quinoa and other crops on their 1,200 hectares. Among the many daily challenges they face are soil erosion and crop losses. They currently use a flood irrigation system, which does not allow them to adequately distribute the resource among all members. This unsustainable water usage affects the population’s quality of life. This is the context of the Sustainable Family Farming Modernization Project, which promotes more efficient water usage among farmers through localized irrigation infrastructure and training. They project also provides technical support to strengthen the organization of the association, develop environmental and agricultural practices, as well as support marketing of their production. In Ecuador, just 13.8% of farmland has localized irrigation. This technology enables smallholder farmers to optimize water usage and efficiently supplies crops with enough water for their development, reducing waste of this valuable and increasingly scarce resource. Like José, many farmers have participated in the meetings organized by the Ministry of Agriculture, Livestock, Fishery and Fishing (MAGAP) to inform them on the project and invite them to submit their applications to obtain financing for the installation of localized irrigation systems. “We are very enthusiastic about the possibility of submitting a proposal that can be selected and financed. This irrigation method not only optimizes water usage, but also our time. When we don’t use the modern irrigation technologies, we have to get up at night or at dawn to manually carry out this activity,” said José Quishpe. The initial works of the pilot sub-projects are now being implemented in the provinces of Manabí, Bolívar, Los Ríos, El Oro and Loja. The investment includes the installation of sprinkler, micro-sprinkler or drip irrigation systems. Construction of each system requires four or five months, after which time other activities are carried out, such as training in the operation and maintenance of the systems and social strengthening of the users’ boards for their effective administration. Two hundred and forty-five families farming more than 500 hectares will be the first beneficiaries of these works. Once the modern irrigation system is in operation, the project will offer technical assistance to farmers to improve crop probability and marketing. The Project is implemented in 10 provinces of the highlands and seven of the coast with a US$80 million World Bank loan; US$20 million from the Spanish Agency for International Development Cooperation; US$20 million from MAGAP; and a US$8.6 million contribution from beneficiaries.   Smallholder and medium-holder farmers with up to 20 hectares in the highlands and 40 hectares on the coast are eligible to participate in the project.

Mientras América Latina se adapta a la caída de los precios de los productos básicos, los responsables de formular políticas recurren al camino más seguro para el crecimiento sostenible y duradero: la innovación. “Cuando las empresas innovan, la productividad aumenta y las economías se vuelven más competitivas”, dijo Marialisa Motta, gerente de Prácticas Mundiales de Comercio y Competitividad en la región de América Latina y el Caribe del Grupo Banco Mundial. Muchos países latinoamericanos tienen políticas para fomentar la innovación, pero la mayoría de ellos no son lo bastante eficientes o eficaces en este ámbito. Por ello, el Grupo Banco Mundial ayuda a los Gobiernos a evaluar y a mejorar sus programas en materia de innovación. De acuerdo a Alberto Criscuolo, especialista superior en Desarrollo del Sector Privado, el objetivo es analizar “cómo sacar provecho a los recursos; si el gasto público en innovación concuerda o no con las prioridades normativas en materia de innovación; qué tan eficaces son los programas de innovación; si los organismos y ministerios se superponen o no, y qué podemos aprender de la implementación de los programas existentes”. Estos exámenes del gasto público en ciencia, tecnología e innovación (i) se realizan con el apoyo del Grupo Banco Mundial en Perú, Colombia, Chile y otros países. Suele existir una “brecha entre lo que la industria necesita y lo que las universidades están investigando”, dijo Criscuolo. “Ambas partes no se comunican entre sí”. Las evaluaciones del Grupo Banco Mundial pueden ayudar a determinar qué tipos de innovación tienen una alta demanda en la industria y fomentar la entrega de financiamiento para realizar investigación en esos campos. Evaluar la combinación de programas y políticas En Chile, el Grupo Banco Mundial evaluó la calidad de los programas de fomento de la innovación y de las políticas sobre iniciativa empresarial, y colaboró con dos organismos gubernamentales para identificar las buenas prácticas y las deficiencias en el diseño y la implementación de los programas. Sobre la base de los resultados obtenidos, se lleva cabo actualmente una reestructuración de los instrumentos en materia de innovación. En Colombia, el Grupo Banco Mundial evaluó más de 120 instrumentos normativos, examinando la eficacia de la combinación de políticas, el grado de redundancias y las brechas. En la actualidad, ayuda al Gobierno a diseñar una estrategia nacional de innovación recomendando buenas prácticas con respecto a los instrumentos de fomento, tales como incentivos fiscales mejor definidos para la investigación y el desarrollo. “Menos de 20 empresas en todo el país se beneficiaron de las exenciones fiscales, y en su mayoría fueron grandes empresas mineras o de energía”, dijo Leonardo Iacovone, economista principal, que participó en la evaluación de Colombia, después de la cual el país cambió su sistema. Iacovone ahora cogestiona un préstamo de USD 600 millones para Colombia, aprobado en marzo de 2017, que tiene entre sus objetivos fortalecer las políticas de innovación. Gestión y tecnología La innovación se refiere tanto a la gestión como a la tecnología, señaló Iacovone. “Una empresa que innova es una empresa que también es capaz de aprender. Los métodos de organización y gestión son cruciales para aprender: fijar y supervisar los objetivos; vincular los procedimientos de recursos humanos y los incentivos con las metas, y obtener la opinión de los trabajadores acerca de cómo seguir mejorando”. También en Brasil (i) hay mucho que mejorar en cuanto a la gestión de las empresas, dijo Mark Dutz, economista principal. Según la base de datos World Management Survey, (i) las encuestas indican que el 18 % de las empresas está muy mal gestionada, en comparación con el 11 % en México, el 6 % en China y el 2 % en Estados Unidos. Pero la tecnología también es importante. Si bien existe temor que las nuevas tecnologías eliminarán ciertos empleos, Dutz señaló que “el proceso de adopción de tecnologías por las empresas puede ser inclusivo, creando más y mejores empleos no solo para los trabajadores altamente calificados, sino también para los trabajadores menos calificados, siempre y cuando el aumento de la producción sea suficiente”. Tradicionalmente, las economías latinoamericanas, en particular Brasil, han estado en cierta medida cerradas al comercio exterior, brindando pocos incentivos a las empresas para innovar y seguir siendo competitivas en los mercados mundiales, y dando lugar a precios más elevados para los consumidores. Pero eliminar esas barreras significa que las empresas pueden expandirse más allá de sus mercados internos tradicionales. “Deben pensar que el mundo está a sus pies”, sostuvo Dutz.

Following the successful completion of the Paraguay Biodiversity Project, (supported by Global Environment Facility) which has contributed to the preservation of one of the region’s largest biological corridors, the World Bank and the hydroelectric dam Itaipú Binacional signed  a technical cooperation agreement to continue working on conservation of the Atlantic Forest. Through a Reimbursable Advisory Services Agreement (RAS), the World Bank (WB) will provide technical assistance to Itaipú to support the conservation and restoration of the Atlantic Forest, which is home to unique species of fauna and flora. The presentation of the agreement was attended by Jorge Familiar, Vice President of the World Bank for the Latin American and Caribbean Region, who highlighted the natural wealth of Paraguay as a blessing that must be taken care of for future generations. "Natural resources have to be used to generate wealth and development, but in a sustainable way so that they generate benefits for future generations," he said. "It is very clear today that we cannot talk about development without sustainability," he added. Ruth Tiffer Sotomayor, Project Team Leader from the Environment Global Practice, explained that through this cooperation the WB will support a strategy of engaging Itaipú with the government, local communities and the private sector in the largest restoration and conservation effort for the Atlantic Forest Corridor. The project will improve connectivity of ecosystems by promoting better land use practices, supporting the livelihoods of local farmers and indigenous communities, advising on policy changes, strengthening institutions and putting in practice the Bank’s global knowledge on landscape and forest restoration. 

A dreamy holiday destination for sun lovers and beach goers, Grenada, also called the "Spice Island," is home to over 100,000 people. With an ocean area 80 times larger than its land space, a rich and pristine coastline and colorful coral reefs driving its tourism industry, and a real understanding of climate risks, this Eastern Caribbean Island has recently positioned itself as a real blue economy champion in the region. Over 13,000 kilometers west, another small island developing state in the Western Indian Ocean with similar challenges and opportunities—the Seychelles—is also leading on the blue agenda. What common challenges and opportunities are facing small economies? What can the World Bank contribute to generate stable growth in small economies? These are key questions raised in recent conversations in the Caribbean and Washington. Small size, yet great opportunities Grenada Prime Minister Keith Mitchell, recently appointed as chair of the World Bank Group Small States Forum taking over from Seychelles Minister of Finance Jean-Paul Adam, called for the need to change the narrative from big to small, and in doing so, address opportunities for small states. "Small states can set an example for the rest of the world," said Prime Minister Mitchell. "We do not come to the table cap in hand. Small and nimble, quick and cost effective, so let’s look at specific opportunities." A recently launched World Bank study "Open and Nimble: Finding Stable Growth in Small Economies" shows that economic size measured by the size of working age population does not matter to the development and economic growth of countries. While small economies are more open to trade and foreign investment and 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, small economies such as Costa Rica and Caribbean countries have been more successful in reinventing themselves than some of the region’s giants. Small states of the Caribbean have also shown how the strength of their fiscal policies and financial sector can help them become more resilient in difficult times. According to the Bank report "Taming Volatility: Fiscal Policy and Financial Development for Growth in the Eastern Caribbean," countries in the region such as Grenada and Saint Kitts, which have been able to save in good times and strengthen their banking system, have been able to endure more difficult times. Thinking blue growth and climate resilience Small island developing states such as Grenada and the Seychelles are looking at the ocean as the next frontier for sustainable economic development and are now starting to "think blue." For the Caribbean, this means unlocking ocean wealth in a way that sustainably contributes to blue growth and returns long-term benefits to communities such as job opportunities and food security. World Bank report "Toward a Blue Economy: A Promise for Sustainable Growth in the Caribbean" estimates that the Caribbean Sea generated $407 billion in 2012, representing almost 18 percent of Caribbean GDP, including mainland Caribbean coastal countries. Last year, the Seychelles completed an innovative debt for nature swap to strengthen the country’s environmental sustainability and climate resilience by restructuring its debt and adopting a comprehensive marine special plan. In the Caribbean, the World Bank Group is accelerating progress in this area by supporting the implementation of the Eastern Caribbean Regional Oceanscape Policy (ECROP) endorsed by all 11 heads of state of the Organization of the Eastern Caribbean States (OECS). The search for "blue growth" is now at the top of Grenada and many other small island developing states. This will also be part of the focus for the next heads of state meeting of the Caribbean Community (CARICOM) in July. Small states matter "The 50 percent increase of the International Development Association (IDA) from $50 billion to $75 billion, is a major opportunity for small states that are eligible for IDA (the World Bank Group’s concessional financing window). This comes at a very uncertain time for development finance and for climate finance," said Mitchell during the Small State Engagement Update at the WB-IMF Spring Meetings. For the Caribbean, the allocation for IDA-eligible countries including Dominica, Grenada, Guyana, Saint Lucia, and Saint Vincent and the Grenadine has more than tripled for the next IDA cycle. "With a larger allocation, these small states can strategically shift to larger and transformational projects that boost sustainable growth and generate inclusive opportunities for their population, especially youth," said Tahseen Sayed, World Bank country director for the Caribbean.

¿Para ti, la inversión en carreteras, aeropuertos, energía y otras áreas de la infraestructura es un papel exclusivo del Estado? ¿O puede incluir la participación del sector privado? Cada vez más gobiernos de América Latina y el Caribe …

Challenge The economy of Latin America and the Caribbean countries has provided the means for an accelerated expansion of infrastructure construction in the region. In this context, promoting environmentally sustainable construction has become an essential element for achieving green growth. Sustainable infrastructure is fundamental for growth and inclusion, particularly in low- and middle-income countries such as in Latin America and the Caribbean region. In these countries, a key to successfully developing environmentally sustainable infrastructure is sharing knowledge and experience among specialists and building their technical capacity. Furthermore, the need in the region for acquiring specific knowledge regarding the latest innovations and best practices on environmental sustainability in the construction industry, as well as strengthening capacities for their correct implementation, has become a priority. In the past years, the region has experienced a revolutionary technological advance, providing an ideal scenario for developing a web-based knowledge platform allowing easy and inclusive access to knowledge and experience exchange between concerned parties. The impact of increasing access to knowledge on best practices for sustainable construction activities will help support these countries in complying with international standards and will ensure that they reach their environmental and sustainability goals. Approach The objective of the grant for the project Knowledge Platform: Environmentally Sustainable Infrastructure Construction was to develop a bilingual (English and Spanish) web-based knowledge platform in Latin America and the Caribbean to enhance skills, knowledge, and capacity to perform construction in an environmentally sustainable manner. Principal objectives are to (i) increase the capacity to develop environmentally sustainable infrastructure projects, (ii) improve good practices and enhance project results and outcomes, (iii) provide a reliable source of information, and (iv) offer specialized knowledge services to technical specialists. This knowledge platform, known as KPESIC, encompasses within the term sustainable environmental management the sound management skills needed to mitigate negative environmental, social, and health and safety impacts and risks from infrastructure projects as well as the skills and approaches needed to improve positive impacts or benefits to achieve more sustainable projects. The focus is on infrastructure sectors of transport (roads, rail, ports, and airports), energy (generation, transmission, and distribution), water and sanitation (water supply and distribution and wastewater collection and treatment), and urban development. The intention behind the platform is to provide knowledge resources to technical specialists working at governmental agencies, construction companies, or universities who are charged with managing environment issues in infrastructure construction. KPESIC deals with the project construction phase but also with the planning, design, operation, and maintenance phases, all of which are crucial in establishing environmentally sustainable infrastructure. 

As Latin America and the Caribbean begins to emerge from six years of economic slowdown, including two of recession, it is essential to find ways to nurture and strengthen this budding recovery. Economic growth was the central factor behind the region’s striking social and economic achievements of the last decade, when Latin America cut extreme poverty by half, significantly reduced inequality, and greatly expanded the middle class. But we no longer enjoy the conditions that enabled all this. The drop in the prices of commodities and the slowdown in key economies, such as China, hit the region hard. In today’s very different scenario, it is crucial to rebuild the foundations for economic recovery. Infrastructure stands out as one of the main enablers to enhance productivity and sustainably boost our domestic growth engines. It is clear that Latin America and the Caribbean does not have the infrastructure it needs or deserves, and the accomplishments of the past decade make this contrast even starker. Low-quality roads keep people from jobs and public services and increase the costs of small farms and exporters alike, making them less able to compete. Over 100 million people, almost a fifth of the population, do not have access to improved sanitation, and two-thirds of sewage goes untreated, spreading disease and degrading our rivers. In 2012 alone, this caused Latin Americans to lose a combined 900,000 years of life because of disability, ill health or death. At the same time, much of our current infrastructure is not prepared for trends such as rapid urbanisation, or to face the extreme weather events associated with climate change, that result in tragic loss of life and massive rebuilding costs. The recent floods in Peru and Colombia caused over 300 deaths, and swept away more than 3,000 km of roads and almost 300 bridges in Peru alone, isolating scores of villages. The poor and vulnerable bear the brunt of these impacts. They are also the first to suffer when infrastructure is simply not present, having no option but to resort to costly alternatives such as water trucks and electrical generators. Traditionally, the region has tried to solve this by looking for more resources. There has long been talk about the investment gap in infrastructure — the difference between what we have and what is needed — with estimates around US$180 billion per year. However, this hides a very complex and varied reality across the region. While the region, as a whole, invests less than three per cent of GDP in infrastructure, compared to East Asia’s over seven per cent, some countries invest more than four per cent. In addition, significant increases in public investment are not realistic in today’s tight fiscal context. Two recent World Bank reports reveal that, rather than necessarily spending more, a lot can be done by spending better and by ensuring that the full potential of the private sector is tapped. The debate must shift from how much finance the region needs, and how to raise it, to what actually needs to be done, and finding the most efficient ways of achieving it. Addressing the inefficiencies will require interventions at the sectoral level as well as more systemic ones, including tackling lack of institutional capacity for planning, regulatory uncertainty, as well as budgeting and implementation issues.  

As Latin America adapts to the downturn in commodity prices, policymakers are turning to the surest path to sustainable, lasting growth: innovation. “When businesses innovate, productivity increases and economies become more competitive,” says Marialisa Motta, manager of the Trade and Competitiveness practice in Latin America and the Caribbean. Many Latin American countries have policies to encourage innovation, but most are less efficient or effective than they could be. The World Bank Group is helping governments take stock of their programs and improve them. The goal, says Senior Private Sector Specialist Alberto Criscuolo, is to see “what is the bang for the buck? Is the public expenditure on innovation consistent with the policy priorities on innovation? How effective are the programs on innovation? Are there overlaps between agencies and ministries? What can we learn from the implementation of existing programs?” These reviews of science, technology, and innovation spending are being done with World Bank Group support in Peru, Colombia, and Chile, among others. Often, Criscuolo says, there’s a “gap between what industry needs and what universities are researching. The two sides don’t talk to each other.” The World Bank Group assessments can help identify which areas of innovation are in high demand from industry, and encourage funding of that research.Evaluating the Mix In Chile, the World Bank Group evaluated the quality of the innovation and entrepreneurship policy mix and worked with two government agencies to identify good practices and weaknesses in design and implementation practices. The results were used to inform the current restructuring of innovation instruments. In Colombia, the World Bank Group evaluated more than 120 policy instruments, measuring the effectiveness of the policy mix, the degree of redundancies, and gaps. Now the Bank Group is helping the government design a national innovation strategy by recommending good practices on innovation instruments, such as better-defined tax incentives for research and development. “Fewer than 20 companies in the whole country were benefiting from the tax breaks, mostly large mineral or energy companies,” says Lead Economist Leonardo Iacovone, who worked on the Colombia assessment, after which the country changed its system. Iacovone is now co-leading a $600 million loan to Colombia, approved in March 2017, whose objectives include strengthening innovation policies.Management as Well as Technology Innovation is about management as much as technology, Iacovone points out. “A company that’s able to innovate is one that’s able to learn. The way you get organized and managed is crucial in the way you’re able to learn: Setting and monitoring targets. Linking human resources processes and incentives to targets. Getting feedback from workers on how to continuously improve.” In Brazil as well, there is much room to improve how firms are managed, says Lead Economist Mark Dutz. Surveys show that 18% of firms are very badly managed, compared to 11% in Mexico, 6% in China, and 2% in the United States, according to the World Management Survey. But technology is important too. Though some fear that adopting new technologies will kill jobs, Dutz says, “Technology adoption by firms can actually be inclusive, creating more and better jobs not just for highly skilled workers, but also lower-skilled workers – provided there is enough output expansion.” Traditionally, Latin American economies, particularly Brazil, have been relatively closed to foreign trade, giving companies little incentive to innovate and remain competitive in global markets – and leading to higher prices for consumers. But breaking down those barriers means that companies can expand beyond their traditional domestic markets. “They need to think of the world as their oyster,” Dutz says.

مع تكيف أمريكا اللاتينية مع هبوط أسعار السلع، يتجه صناع السياسات نحو أوثق السبل للنمو المستدام والمستمر وهو: الابتكار. تقول مارياليسا موتا، مدير قطاع الممارسات العالمية للتجارة والتنافسية بإدارة أمريكا اللاتينية والبحر الكاريبي، "عندما تبتكر أنشطة الأعمال، تزداد الإنتاجية ويصبح الاقتصاد أكثر قدرة على المنافسة."ولدى العديد من بلدان أمريكا اللاتينية سياسات تشجع على الابتكار، إلا أن أغلبها أقل كفاءة أو فعالية مما ينبغي أن تكون عليه. وتعمل مجموعة البنك الدولي على مساعدة الحكومات على تقييم برامجها وتحسينها.ويقول ألبرتو كريسكولو، الخبير الأول المتخصص في القطاع الخاص، إن الغاية هي "أن نرى القيمة المقابلة للدولار. هل الإنفاق العام على الابتكار يتسق مع أولويات السياسات بشأن الابتكار؟ ما مدى تأثير البرامج على الابتكار؟ هل هناك تداخل بين الهيئات والوزارات؟ ما الذي يمكن أن نتعلمه من تطبيق البرامج الحالية؟ هذه المراجعات للعلوم والتكنولوجيا والإنفاق على الابتكار تتم بدعم من مجموعة البنك الدولي في بيرو وكولومبيا وشيلي وبلدان أخرى.ويقول كريسكولو إن هناك "فجوة بين ما تحتاجه الصناعة وما تجريه الجامعات من بحوث. فكل منهما يعمل في واد آخر." تقييمات البنك الدولي يمكن أن تساعد في تحديد مجالات الابتكار التي تحتاجها الصناعة أكثر، وأن تشجع على تمويل البحوث المتصلة بها.تقييم المزيجوفي شيلي، قيمت مجموعة البنك الدولي مستوى جودة مزيج سياسات الابتكار والعمل الحر وعملت مع اثنتين من الهيئات الحكومية لرصد الممارسات الجيدة ومواطن الضعف في التصميم وفي ممارسات التطبيق. واستخدمت النتائج لتنوير عملية إعادة الهيكلة الحالية لأدوات الابتكار.وفي كولومبيا، قيمت مجموعة البنك الدولي أكثر من 120 أداة للسياسات، حيث قامت بقياس فعالية مزيج السياسات، ومدى تكرارها والفجوات بينها. والآن، تساعد مجموعة البنك الدولي الحكومة على تصميم استراتيجية وطنية للابتكار من خلال التوصية بانتهاج ممارسات جيدة تتعلق بأدوات الابتكار، مثل منح حوافز واضحة بشكل أفضل للبحوث والتطوير. والآن، تساعد المجموعة الحكومة على تصميم استراتيجية وطنية للابتكار بالتوصية بانتهاج ممارسات جيدة تتعلق بأدوات الابتكار، مثل منح حوافز أكثر وضوحا للبحوث والتطوير.ويقول الخبير الاقتصادي الأول ليوناردو ياكوفوني، الذي شارك في وضع التقييم الخاص بكولومبيا الذي غيرت البلاد نظامها الضريبي بعده، "لم يتجاوز عدد الشركات التي استفادت من الإعفاءات الضريبية في القطر كله العشرين شركة، أغلبها الشركات الكبرى في قطاعي التعدين والطاقة ."ويشارك ياكوفوني حاليا في جهود تقديم قرض قدره 600 مليون دولار لكولومبيا، تم إقراره في مارس آذار، من بين أهدافه تعزيز سياسات الابتكار.الإدارة والتكنولوجياويوضح ياكوفوني أن الابتكار أمر يتعلق بالإدارة بقدر ما يتعلق بالتكنولوجيا. "فالشركة التي تستطيع الابتكار هي أيضا تستطيع التعلم. والطريقة التي تنظم بها حياتك وتديرها مهمة للأسلوب الذي تتعلم به: أي تحديد الأهداف ومتابعتها. ربط عمليات الموارد البشرية والحوافز بالأهداف. وتلقي آراء العاملين عن كيفية مواصلة التحسين."ويقول مارك كروتس، الأخصائي الاقتصادي الأول، في البرازيل أيضا هناك مساحة كافية لتحسين أسلوب إدارة الشركات. وتظهر المسوح أن 18% من الشركات تدار بطريقة سيئة للغاية، مقابل 11% من الشركات في المكسيك، و% في الصين، و2% في الولايات المتحدة، وفقا للمسح العالمي للإدارات.بيد أن التكنولوجيا مهمة أيضا. ويقول دوتس إنه رغم خشية البعض من أن تبني تكنولوجيات جديدة سيؤدي إلى قتل الوظائف، "فإن تبني الشركات للتكنولوجيا يمكن في الحقيقة أن يكون اشتماليا، حيث يجلب وظائف أكثر وأفضل، ليس فقط للعمال ذوي المهارات العالية، بل أيضا للعمالة الأقل مهارة- شريطة أن يكون هناك زيادة كافية في الإنتاج."وقد اعتادت بلدان أمريكا اللاتينية، خاصة البرازيل، أن تكون مغلقة نسبيا أمام التجارة الخارجية، حيث لا تقدم للشركات إلا القليل مما يحفز على الابتكار والصمود أمام المنافسة في الأسواق العالمية- مما أدى إلى ارتفاع الأسعار على المستهلكين. إلا أن تحطيم تلك الحواجز يعني أن الشركات يمكنها أن توسع نشاطها ليمتد إلى ما وراء أسواقنا المحلية التقليدية. يقول دوتس، "عليهم أن يفكروا في العالم كقوقعة لهم."

Organization: UN Children’s Fund
Country: Brazil
Closing date: 01 Jun 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 supervision of the Direct Marketing Officer, the Fundraising Officer (Telemarketing) is responsible to perform specialized support tasks to assist in the strategies and implementation of Telemarketing fundraising activities.

Summary of key functions/accountabilities

1. Implementation of the Telemarketing outbound campaigns– Under the orientation of the Direct Marketing Officer, plan, manage, implement and report the Telemarketing campaigns with the objective to acquire new donors, convert, renewal and upgrade existing donors, approximately 250k in 2016, considering all means of payment (credit cards, direct debit and utility bills);- Assist in the definition of objectives, strategies, contents, design, components of the marketing mix and timing of the Telemarketing channel;- Work with teams and partners to maintain the quality of the services delivered and ensure that productivity (quantity) meets the goals forecasted;- Make sure that the telemarketing agencies are working in the proper environment and with the proper target, in order to bring the best donor profile into our data base;- Find opportunities to fundraise for emergencies in telemarketing campaigns;- Improve donor’s fulfilment and debit success by sharing and analyzing reports and supporting agency on the procedures to stimulate best practices;- Improve quality in data collection such as e-mail addresses and opt-in for annual automatic readjustment by sharing results and supporting the implementation of trainings for the team;- Plan and project volumes and produce the material that supports the operators; – Monitor the progress of the decisions and action plans based on outcome of items above, carry workflow of activities and maintain a proper information’s flow; – Make sure that all CPTP activities with electricity distributors, banks, insurance companies and other sector partners are implemented and monitored in their own specific way, making sure that effectiveness and effectivity are secured.

2. Implementation of the Telemarketing inbound campaigns– Plan, manage coordinate and report the Inbound Telemarketing campaigns generated by a DRTV or any mass media appeal, as well as those addressed to donors service;- Assist in the definition of objectives, strategies, contents, design and timing of the inbound campaigns;- Work with teams and partners to maintain the quality of the services delivered and ensure productivity and proper environment in order to bring the best donor profile into our data base.

3. Suppliers relationship

– Developing, drafting and maintaining contracts information, monitoring reports and relationships with current and new Telemarketing providers, to strengthen results, in order to increase the income level;- Assist the development of new providers and maintain close collaboration with current telemarketing Services providers;- Assist in drafting and editing contracts, amendments and other documents as appropriate, following up administrative processes with Operations Sector;

– Monitor the contract implementation and assure on time payments.

4. Monitoring and Evaluation

– Monitor and evaluate the implementation of telemarketing campaigns to target audiences, and participate in the evaluation of their impact;- Review segmentation of target groups of donors and suggest new profiles aiming at increasing performance;- Supporting and monitoring of the level of fulfilment and success in donations processing, analyzing and studying the best way to improve it;- Return on investment and budget analysis and control;

– Assist in the reallocation of resources, calculation of campaign goals and marketing strategies related to telemarketing;- Undertake lessons learned review of successful and unsuccessful campaigns.

5. Contributions for other RM&P channels and activities to assure the best results in terms of acquiring new donors

– Interact with colleagues responsible for operational and processing activities to ensure the correct functioning of the data base existing processes in order;- Coordinate the work and provide orientation to the staff that provides trainings, and run the motivation program for the TMKT teams;- Work together with DRTV and Digital channels in order to convert in to monthly donors the leads generated by those channels with the telemarketing operation;- Work together with Retention channel in order to maximize donor value and retention rates with the telemarketing operation;- Work together with the corporate team in order to implement the acquisition of new donors originated by the “pathways ways to pledge” activities and events.

6. Assignments of additional administrative duties and responsibilities

– Assist the preparation of periodical fundraising reports, monitor and maintain control of records;- Assure that all phone calls that generated a donation are duly recorded, identified and filed for further retrieve if needed;- Develops, organizes and maintains up-to-date data, information, record documents and control plans for the monitoring of project implementation, maintain library of fundraising reference materials.

Qualificationsof Successful Candidate

Education

– First level University degree (Bachelor’s or equivalent) in Marketing, Business Administration, Communications or related field is required.

Experience

-At least one (1) year of practical professional experience in Direct Marketing, Telemarketing or Individual Fundraising is required.

– Additional years of relevant experience in the above mentioned fields is a strong asset.

– Experience in supervising people and in database segmentation is desirable.

Language Requirements

– Fluency in English and Portuguese required. Knowledge of an additional UN Language (Arabic, Chinese, Russian, 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

Relating and Networking (II)

Persuading and Influencing(II)

Planning and Organizing(I)

Entrepreneurial Thinking(I)

Note: Please note that this Vacancy Announcement is open for competition to Brazilian nationals only.

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.

To view our competency framework, please click here.

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=504746

Organization: International Organization for Migration
Country: Panama
Closing date: 29 May 2017

Position Title : Unit Head, Panama Unit (LEGCR-PU) Contract Division

Duty Station : Panama City, Panama

Classification : Professional Staff, Grade P3

Type of Appointment : Fixed term, one year with possibility of extension

Estimated Start Date : As soon as possible

Closing Date : 29 May 2017

Established in 1951, IOM is the leading inter-governmental organization in the field of migration and works closely with governmental, intergovernmental and non-governmental partners. IOM is dedicated to promoting humane and orderly migration for the benefit of all. It does so by providing services and advice to governments and migrants.

IOM is committed to a diverse and inclusive environment. Applications from qualified female candidates are especially encouraged. For the purpose of the vacancy, the following candidates are considered as first-tier candidates:

1. Internal candidates

2. Qualified applicants from the following NMS countries:

Antigua and Barbuda, Benin, Bahamas, Botswana, Belize, Congo, Cabo Verde, Djibouti, Micronesia (Federated States of), Gabon, Gambia, Guyana, Iceland, Cambodia, Comoros, Lesotho, Luxembourg, Libya, Montenegro, Marshall Islands, Mauritania, Maldives, Namibia, Nauru,

Papua New Guinea, Paraguay, Seychelles, Slovenia, Suriname, El Salvador, Swaziland, Timor-Leste, Trinidad and Tobago, United Republic of

Tanzania, Holy See, Saint Vincent and the Grenadines, Venezuela

(Bolivarian Republic of), Vanuatu, Samoa

Context:

The Office of Legal Affairs (LEG) provides legal support and advice to all parts of IOM (Headquarters, Administrative Centres, Regional Offices and Country Offices). The Legal Counsel also provides legal support to the Policy Making Bodies on constitutional matters, mandate and procedures. LEG consists of three divisions.

Within LEG, the Contract Division (LEGCR), through its Units in Manila and Panama, reviews and approves the conclusion of contracts and similar agreements for IOM as provided for in IN/99 Rev.2. Such contracts and agreements include Memorandum of Understanding, local cooperation agreements with States, IGOs, NGOs and other partners, declaration and consent forms for IOM beneficiaries.

In addition, LEGCR deals with various legal issues concerning contractual relations, including contract negotiation, advise on intellectual property rights, contractor’s non-performance, termination, contractual disputes, arbitration, misconduct by contractor’s employees, and complaints made by a contractor and its employees, as relevant.

Under the overall guidance and supervision of the Legal Counsel and the direct supervision of the Division Head, Contract Division (LEGCR), the Unit Head, Panama Unit (LEGCR-PU) will:

Core Functions / Responsibilities:

1. Oversee the day-to-day management and administration of the work of LEGCR-PU and guide and supervise the work of the legal officers within the Unit.

2. Draft, review and approve various types of contracts and agreements necessary for the development and implementation of IOM projects in a timely manner with minimal supervision, taking into account of IOM’s legal status, IOM’s contract templates and the organizational policies, regulations and rules.

3. Assist the Division Head in drafting, revising and updating IOM contract templates, including identifying the needs of developing new templates and revising existing templates.

4. Provide timely and pertinent legal advice to contract related (potential) disputes and other problems, including proposing the best actions in response to court summons or invitation to conciliation or arbitration.

5. Review and provide comments to various organizational policies related to the work of LEGCR, such as procurement policy.

6. Conduct trainings on concluding contracts and agreements for IOM staff for the French/Spanish speaking regions.

7. Participating in negotiating legal terms of contracts and agreements and undertaking consultations with internal and external entities, as required.

8. Work on a variety of in-house legal issues concerning contractual matters, including drafting or reviewing research papers.

9. Follow up on meetings and international conferences (mainly in the French/Spanish speaking regions) relevant to the Office of Legal Affairs regarding issues related to the work of LEGCR.

10. Perform such other duties as may be assigned.

Required Qualifications and Experience:

Education

• Master’s degree in Law, Public International Law or a related field from an accredited academic institution with five years of relevant professional experience; or

• University degree in the above fields with seven years of relevant professional experience.

Experience

• Experience in contract review in an international governmental organization (IGO);

• Proven research skills; and

• Practical experience in one or more of international, administrative, civil or commercial law an advantage.

Languages

Fluency in English, French and Spanish is required.

Desirable Competencies:

Behavioral

• Accountability – takes responsibility for action and manages constructive criticisms;

• Client Orientation – works effectively well with client and stakeholders;

• Continuous Learning – promotes continuous learning for self and others;

• Communication – listens and communicates clearly, adapting delivery to the audience;

• Creativity and Initiative – actively seeks new ways of improving programmes or services;

• Leadership and Negotiation – develops effective partnerships with internal and external stakeholders;

• Performance Management – identify ways and implement actions to improve performance of self and others;

• Planning and Organizing – plans work, anticipates risks, and sets goals within area of responsibility;

• Professionalism – displays mastery of subject matter;

• Teamwork – contributes to a collegial team environment; incorporates gender related needs, perspectives, concerns and promotes equal gender participation;

• Technological Awareness – displays awareness of relevant technological solutions;

• Resource Mobilization – works with internal and external stakeholders to meet resource needs of IOM.

Other:

Internationally recruited professional staff are required to be mobile.

The list of NMS countries above includes all IOM Member States which are non-represented in the Professional Category of staff members. For this staff category, candidates who are nationals of the duty station’s country cannot be considered eligible.

Appointment will be subject to certification that the candidate is medically fit for appointment, accreditation, any residency or visa requirements, and security clearances.

How to apply:

Interested candidates are invited to submit their applications via PRISM, IOM e-Recruitment system, by 29 May 2017 at the latest, referring to this advertisement.

For further information, please refer to:

http://www.iom.int/cms/en/sites/iom/home/about-iom-1/recruitment/how-to-apply.html

In order for an application to be considered valid, IOM only accepts online profiles duly completed.

Only shortlisted candidates will be contacted. You can track the progress of your application on your personal application page in the IOM e-recruitment system.

Posting period:

From 16.05.2017 to 29.05.2017

Requisition: VN 2017/115 (P) – Unit Head, Panama Unit (LEGCR-PU) (P3) – Panama City, Panama

(55062530) Released

Posting: Posting NC55062537 (55062537) Released