Noticias de otros medios

WASHINGTON, D.C., 2 de mayo de 2017 – El Grupo Banco Mundial lanza hoy su nuevo programa de apoyo al Perú que se alinea con el plan de modernización del Estado al 2021, año en el que el país celebrará su bicentenario de independencia. El Marco de Alianza con el País (MAP) para el período 2017-2021 fue endosado hoy por el Directorio Ejecutivo del Banco Mundial. El marco, con un monto aproximado de US$500 millones en los primeros dos años, apoyará tres pilares estratégicos: productividad para el crecimiento, servicios al ciudadano en todo el territorio, y gestión del medio ambiente y los riesgos asociados al cambio climático.   “Con este nuevo MAP el Banco Mundial refuerza su compromiso con el pueblo peruano y respalda los esfuerzos del Gobierno del Presidente Kuczynski para mejorar la eficiencia y eficacia del estado y acercarlo a sus ciudadanos. Todas las iniciativas del Grupo Banco Mundial, buscan mejorar la calidad de vida de todos los peruanos y especialmente del 40 por ciento de la población que cuenta con menores recursos”, afirmó Alberto Rodríguez, Director del Banco Mundial para Bolivia, Chile, Ecuador, Perú y Venezuela. El Perú ha tenido importantes logros económicos y sociales en las últimas dos décadas: un crecimiento económico sostenido y una reducción de la tasa de pobreza de 58 a 22 por ciento de la población entre el 2004 y el 2015.  Además, su manejo macroeconómico responsable y su experiencia en reducción de la desnutrición son reconocidos globalmente. El país enfrenta todavía importantes desafíos de desarrollo, sin embargo. La falta de conectividad entre centros productivos y sus fronteras o puertos, la escasez en innovación, la necesidad de aumentar y sostener la inversión privada, y la baja calidad en servicios públicos básicos en todo el territorio, incluyendo agua y saneamiento, salud y acceso a justicia para todos, son algunos de ellos. En un contexto económico global menos favorable, el incremento de la eficiencia del Estado jugará un rol aún más importante para conservar los logros y continuar profundizando la prosperidad compartida de todos los peruanos. El MAP contempla instrumentos financieros, de asistencia técnica e intercambio global de experiencias para contribuir a los principales objetivos del Gobierno. Para lograrlos, el GBM se enfocará en: ·         Promover la productividad para el crecimiento, mejorando la conectividad, con un enfoque en los puntos más críticos del territorio. ·         Mejorar, entre otros servicios, el acceso y la calidad del agua potable y saneamiento, objetivo bandera del Gobierno. ·         Fomentar la capacidad de gestión de recursos naturales y riesgos de desastres asociados al cambio climático, enfocando en particular en la reconstrucción después de los severos estragos causados este año por el fenómeno meteorológico del “Niño Costero”. El proceso de preparación del MAP ha incluido una serie de consultas con los sectores público y privado, así como con organizaciones de la sociedad civil. El portafolio actual del Banco Internacional para la Reconstrucción y Fomento consiste de 15 proyectos de inversión y una subvención del Fondo Mundial para el Medio Ambiente por un total de US$900 millones. Adicionalmente, el Perú tiene acceso a cuatro líneas de crédito de contingencia por US$3 mil millones, incluyendo dos DPF-DDOs (Fondo de Desarrollo de Políticas con Desembolso Diferido) y dos por Opción de Desembolso Diferido ante Catástrofe (CAT-DDO). El portafolio activo de la Corporación Financiera Internacional es de US$718 millones y trabaja con 20 instituciones en el país.  El portafolio activo del Organismo Multilateral de Garantía de Inversiones incluye un contrato con exposición bruta de US$6.2 millones en respaldo de la concesión del aeropuerto internacional de Lima.

WASHINGTON, D.C., May 2, 2017 – The World Bank Group launched its new support program for Peru, which is aligned with the government modernization plan for 2021, the year the country will celebrate the bicentennial of its independence.  The World Bank Board of Directors endorsed the 2017-2021 Country Partnership Framework (CPF) today. The framework, with an approximate value of US$500 million for the first two years, will support three strategic pillars: productivity for growth; public services to the population throughout the country; and management of the environment and risks associated with climate change. “With this new CPF, the World Bank reiterates its commitment to the Peruvian people and supports the efforts of the administration of President Kuczynski to improve the efficiency and effectiveness of the state and to bring it closer to citizens. All World Bank Group initiatives seek to improve the quality of life of all Peruvians, especially the 40 percent of the population with lower income,” said Alberto Rodríguez, World Bank Director for Bolivia, Chile, Ecuador, Peru and Venezuela. Peru has made important economic and social strides over the past two decades: sustained economic growth and a decrease in the poverty rate, from 58 to 22 percent of the population between 2004 and 2015.  Additionally, its responsible macroeconomic management and experience in reducing malnutrition are widely recognized. The country still faces daunting development challenges, however. The lack of connectivity between production centers and borders or ports; the lack of innovation; the need to increase and maintain private investment; and the poor quality of public services throughout the country, including water and sanitation, health and access to justice for all, are some of these challenges. Given the less favorable global economic context, increasing government efficiency will play an even more crucial role in maintaining achievements and continuing to strengthen shared prosperity for all Peruvians. The CPF includes financial instruments, technical assistance and exchange of global experiences to contribute to key government objectives. To achieve them, the World Bank Group will focus on: ·         Promoting productivity for growth by improving connectivity, with a focus on the most critical areas of the country. ·         Improving, among other services, access to and quality of water and sanitation, which is a government’s central objective. ·         Building capacity for management of natural resources and disaster risks associated with climate change, with an emphasis on reconstruction following the severe damage caused by the “Coastal Niño” weather phenomenon this year. The CPF preparatory process included several consultations with the public and private sector, as well as with civil society organizations. The current portfolio of the International Bank for Reconstruction and Development includes 15 investment projects and a subsidy of the Global Environment Facility, for a total of US$900 million. Additionally, Peru has access to four contingency credit lines for US$3 billion, including two for DPF-DDO (Development Policy Financing with a Deferred Drawdown Option) and two for CAT-DDO (Catastrophe Deferred Drawdown Option). The International Finance Corporation works with 20 institutions in the country and has an active portfolio of US$718 million. The active portfolio of the Multilateral Investment Guarantee Agency includes a contract with a gross exposure of US$6.2 million to support the concession of Lima’s international airport.

This month, we reached out to Francisco Obreque, Agricultural Specialist, who works on Bolivia’s PICAR. The Community Investment in Rural Areas Project (PICAR) has an overall goal to fight extreme rural poverty among small landholders, particularly indigenous populations. Starting in late 2011, the project has since transferred responsibility and resources to more than 150,000 rural inhabitants in 656 highly vulnerable communities (30 percent beyond the target of 500 communities), and supported 769 sub-project to improve access to basic and productive infrastructure for rural households. To date, the project has increased road access for more than 15,000 people, and expanded or improved irrigation for more than 17,000 beneficiaries. In 2015, the government received a $60 million additional financing IDA credit to expand and deepen the success of the project to reach an additional 200,000 beneficiaries. Here’s what Francisco shared with us on this innovative CDD operation: Question: What value does the CDD approach add to partnering with Indigenous Peoples in Bolivia? Answer: First, PICAR’s CDD approach helps to incorporate a rational planning and prioritization process into how a community operates, allowing them to identify and address their most important needs and constraints. To the best of my knowledge, PICAR has been a pioneer in testing a demand-driven approach in Bolivia, whereas other projects have been rather supply-driven. Generally, the several IP communities engaged in PICAR have embraced the inclusive planning approach; I am not aware of any case where the participatory approach caused disruption or internal conflicts.  Second, PICAR has allowed the communities to take control instead of being mere recipients of aid. I can testify from my multiple field visits that PICAR beneficiaries truly see themselves as the leaders of the investments. The CDD approach fits within the cultural context in Bolivia and it’s a tool to empower IP communities, helping them exploit their potential and harness opportunities. People feel that the approach serves as a platform to achieve significant improvements in their quality of life. Third, PICAR has ushered in mechanisms that ensure high levels of transparency in the management of financial resources. Other programs and projects have been very controversial because they either manage the funds directly (with little engagement of the communities) or transfer the money to community leaders. So having ensured a comfortable level of transparency in the project using the CDD approach is a major achievement for the Bolivian context.         Q: Tell us about some of the work that PICAR does on gender in these communities. A: PICAR’s model is to provide block grants of up to $40,000 for a subproject determined by the entire community, as well as a separate, smaller grant for a women-led project. Communities have an opportunity to merge these projects into a single one and benefit from a larger pool of funds. What we initially found was that male-dominated community assemblies would create social pressure on female community members to merge the projects, even if the broader community’s priorities didn’t line up with the priorities of women. To fix this problem, we strengthened guidelines for project implementation. Women would meet first, in advance of the monthly community assembly, to create a list of their priorities for funding, such as fences for livestock, improvements to nutrition, rainwater collection, etc. The community and women-led projects were only allowed to merge if the top priority of the women’s group aligned with the top priority of the community assembly. This way, PICAR protects the opportunity for women to take center stage and engage in learning-by-doing. They decide, discuss, and lead the project – tasks that traditionally have been led by men. In fact, approximately 300 out of PICAR’s 769 successful projects are led by women. Women face many challenges in IP communities where we work, which are traditionally male-dominated. These communities are also poor and suffer from lack of access to education, and these problems are often more serious for women. Compared to men, fewer women can speak Spanish fluently, and they can find it challenging to speak out in public. So it’s especially impressive to see a woman taking on a leadership role and presenting in a community assembly on project expenditures and purchases, despite the poverty and cultural constraints. And these women-led, women-owned projects have a real impact on their lives. I visited a community, where a woman with disabilities and her family had to travel 2.5 km from her home to draw clean water from a spring. When PICAR helped her village build a rainwater catchment system, her life changed 180 degrees. She had access to water for several months out of the year, and was proud of her participation and the empowerment that came with the selection of this project. Q: What is your advice for TTLs adapting a CDD approach to meet the unique challenges affecting IPs and ethnic minorities? A: When working with IP communities, the cultural aspect is especially important, and TTLs should use existing social structures as much as possible. In many IP communities, villagers already meet once a month to discuss community matters. So PICAR uses the community’s regular meetings instead of organizing special meetings. The program also integrates traditional authorities at different stages of the intervention instead of bypassing them, and we use the local language in planning and implementing the subprojects. By using these structures, PICAR doesn’t come across as disruptive or artificial — communities adapt more naturally to it. Applying a sound strategy requires the Task Team to assess what works and what doesn’t. For example, PICAR has included an ambitious gender strategy that came to fruition quickly. The extent to which women have engaged in the project is terrific. By empowering women, the project has reached out to some of the most vulnerable population groups in rural areas. However, not everything you find in gender-related literature works. I weigh in on what worked for us in one of my blogs on implementing PICAR.   The project also has informal filters to assess the likelihood of success in a given IP community. From my experience, CDD works well in communities with at least some social fabric. Conversely, using a CDD approach is challenging if a given community has either complicated outstanding conflicts or no experience (or interest) in dealing with problems in a collective matter. So the project tries to assess if communities want to engage via the participatory approach. Some important ways PICAR does this is through having communities leaders identify among a list of communities where the greatest need is and then by gauging the level of engagement with the field personnel when they visit the villages with their plans. The CDD GSG offers support and resources to the community of CDD practitioners. To learn more about the CDD GSG, please contact us at cddgsg@worldbank.org    

¿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 …

José Quishpe representa a 400 agricultores del proyecto Alpaca del cantón Cayambe, en la provincia ecuatoriana Pichincha.  Ellos son propietarios de 1.200 hectáreas donde tradicionalmente cultivan chocho (leguminosa), melloco (tubérculo), maíz, cebada, trigo, papa, quinoa, entre otros productos. Entre los muchos desafíos a los que se enfrentan cada día están la erosión de los suelos y la pérdida de las cosechas. Actualmente, el riego lo aplican por inundación, lo que no les permite distribuir adecuadamente el recurso a todos los socios. Este uso poco sustentable del agua afecta la calidad de vida de la población. Es en este contexto que se inserta el Proyecto de Irrigación Tecnificada (PIT), que permitirá a los agricultores utilizar de forma mucho más eficiente el agua a través de infraestructura de riego tecnificado parcelario, además de recibir apoyo técnico para fortalecer la organización de la asociación, desarrollar prácticas ambientales y de economía productiva, así como respaldar la comercialización de sus productos. En Ecuador apenas el 13.8% de la superficie bajo riego cuenta con riego tecnificado. Este tipo de tecnología permite a los pequeños agricultores optimizar el uso del agua y suministrar a los cultivos la cantidad necesaria de manera eficiente para su desarrollo, disminuyendo de esta forma el desperdicio de este valioso recurso que es cada vez más escaso. Como José, muchos agricultores han participado en las convocatorias que realiza el Ministerio de Agricultura, Ganadería, Acuacultura y Pesca, MAGAP, para socializar el proyecto e invitarles a presentar las solicitudes para obtener el financiamiento para la instalación del riego tecnificado.  “Estamos muy entusiasmados con la posibilidad de presentar una propuesta que pueda ser seleccionada y financiada. Esta modalidad de riego no solo permite optimizar el uso del agua sino también nuestro tiempo, cuando no contamos con la tecnificación tenemos que levantarnos en las noches o madrugadas para realizar esta  actividad manualmente”, señaló José Quishpe. Las primeras obras de los subproyectos piloto ya están en ejecución en las provincias de Manabí, Bolívar, Los Ríos, El Oro y Loja. La inversión incluye la construcción de la infraestructura de riego tecnificado por aspersión, micro aspersión o goteo.  Los plazos de construcción para cada obra están entre cuatro y cinco meses, luego de lo cual se realizarán otras actividades como: capacitaciones en operación y mantenimiento de los sistemas construidos y el fortalecimiento social a las juntas de usuarios para su correcta administración.  De estas primeras obras se beneficiarán 245 familias con más de 500 hectáreas. Además, con los equipos de riego tecnificado funcionando, se ofrecerá asistencia técnica a los agricultores para generar mayor rentabilidad en sus cultivos y comercializarlos mejor. El Proyecto de Irrigación Tecnificada se implementa en diez provincias de la Sierra y siete de la Costa a través de financiamiento del Banco Mundial por USD$80 millones; de la AECID por USD$20 millones; el MAGAP por USD$20 millones; y, un aporte de los beneficiarios de USD$8.6 millones.   Al proyecto pueden aplicar pequeños y medianos productores que tienen hasta 20 hectáreas en la Sierra y 40 hectáreas en la Costa.  

Un nuevo enfoque en torno a las Asociaciones Público Privadas podría ayudar a la región a gastar mejor, aunque no necesariamente más SAN PABLO, 4 de mayo de 2017 – Un nuevo informe del Banco Mundial publicado hoy indica que América Latina y el Caribe tiene un gran potencial para incrementar las Asociaciones Público Privadas (APP) para así ayudar a resolver su déficit de infraestructura. Sin embargo, para lograrlo, la región deberá superar la impresión generalizada de que las APP no son más que un instrumento para enfrentar las restricciones fiscales y maximizar su impacto potencial sobre la calidad de la infraestructura y la eficiencia y transparencia del gasto. El informe Financiamiento privado de la infraestructura pública mediante APP en América Latina y el Caribe es una evaluación a profundidad del panorama de las APP en la región. Analiza los desafíos y el menú de políticas disponibles para que los países aumenten el financiamiento privado en infraestructura pública mediante las APP. “Combinar el capital público y privado y aprovechar la eficiencia e innovación del sector privado puede marcar una enorme diferencia”, dijo Jorge Familiar, Vicepresidente del Banco Mundial para América Latina y el Caribe. “Cuando están bien diseñadas, las APP pueden aportar una mayor eficiencia y sostenibilidad a los servicios públicos. A medida que la región deja atrás seis años de desaceleración económica, las APP pueden ayudar a estimular la inversión en infraestructura y fortalecer el impulso de crecimiento”. La mayoría de los países de la región mejoró sus marcos legales y de políticas APP en los últimos veinte años; a su vez, 17 países de la región ya cuentan con unidades APP plenamente operativas. Actualmente, las APP representan alrededor del 40 por ciento de los compromisos anuales en infraestructura de América Latina y el Caribe, si bien existe una gran variación entre países y en el tiempo. En los últimos diez años, la mayor parte de las APP en la región fueron inversiones en nuevas instalaciones, principalmente en el sector energético. Sin embargo, el informe revela que el capital privado representa menos de un tercio del financiamiento total para APP, mientras que alrededor de la mitad de las operaciones APP en América Latina recibió algún grado de apoyo gubernamental entre 2010 y 2014. El informe señala que un factor crucial de cara a impulsar la eficiencia y calidad de los proyectos APP es una adecuada distribución de los riesgos, basada en las capacidades del Estado, empresas concesionarias, usuarios, financistas y aseguradores. Y lo que es más importante, los países deberían evitar cualquier intento de compensar las deficiencias en la elaboración de proyectos elevando los riesgos que corre el sector público. Superar las distorsiones y alcanzar el potencial de las APP en América Latina también requerirá que se enfrenten desafíos tales como mejorar la elaboración de proyectos, impulsar la capacidad de financiación de proyectos y aumentar la amplitud y sofisticación de los mercados financieros regionales, un requisito fundamental a la hora de apoyar una operación APP. El informe indica que la mayoría de los países de la región tiene dificultades al momento de elaborar proyectos efectivos, resultando en proyectos que salen a licitación sin una base adecuada. De acuerdo al informe, una selección de proyectos APP bien diseñados ahorra tiempo y dinero al descartar rápidamente los proyectos deficientes o aquellos que no son adecuados para APP. Asimismo, contar con una cartera de proyectos con base en evaluaciones de costo-beneficio que reflejen las prioridades sociales, económicas y de política de cada país derivaría en decisiones más estratégicas respecto a si un proyecto es adecuado para un financiamiento APP. Por último, el informe sostiene que las instituciones financieras para el desarrollo, tanto multilaterales como domésticas, deberían jugar un papel más activo en el financiamiento y el aporte de conocimientos, incluido el intercambio de conocimientos entre países, y en particular ayudar a elevar la calidad y comerciabilidad de un proyecto hasta un nivel que permita la participación del sector privado. El informe está disponible en este enlace. — Para más información sobre el trabajo del Banco Mundial en América Latina y el Caribe: www.bancomundial.org/lac Visítenos en Facebook: http://www.facebook.com/bancomundial Manténgase informado vía Twitter: http://www.twitter.com/BancoMundialLAC Nuestro canal de YouTube: http://www.youtube.com/user/BancoMundialLAC

Uma nova abordagem para as Parcerias Público-Privadas pode ajudar a região a gastar melhor, não necessariamente mais SÃO PAULO, 4 de maio de 2017 – Um novo relatório do Banco Mundial divulgado hoje afirma que a América Latina e o Caribe …

New approach to Public-Private Partnerships can help region spend better, not necessarily more SÃO PAULO, May 4, 2017 – A new World Bank report launched today states that Latin America and the Caribbean has significant potential to increase Public-Private Partnerships (PPPs) to help close its infrastructure gap. However, to achieve that the region should move beyond the common perception that PPPs are mainly an instrument to tackle fiscal constraints, and maximize their potential impacts on infrastructure quality, spending efficiency and transparency. Private Financing of Public Infrastructure through PPPs in Latin America and the Caribbean is an in-depth assessment of the PPP scenario in the region. It analyzes the challenges and policy options countries have to increase private sector financing in public infrastructure through PPPs. “Combining public and private capital and taking advantage of the efficiency and innovation of the private sector can make a huge difference,” said Jorge Familiar, World Bank Vice President for Latin America and the Caribbean. “When well designed, PPPs bring greater efficiency and sustainability to public services. As the region emerges from six years of economic slowdown, PPPs can help it boost infrastructure investments and strengthen the momentum for growth.” Most countries in the region have improved their legal and policy PPP frameworks in the last two decades, and 17 countries in the region already have fully functional PPP units. Currently, PPPs account for about 40 percent of Latin America and the Caribbean’s yearly infrastructure commitments, although there is great variation across countries and in time. Over the past 10 years, most PPPs in the region have been greenfield investments, mainly in the energy sector. However, the report reveals that private equity accounts for less than a third of total PPP financing, and about half of all PPP deals in Latin America received some form of government support between 2010 and 2014. The report finds that a key factor to boost efficiency and quality in PPP projects is suitable risk sharing, based on the capacities of the state, concessionary companies, users, financiers, and insurers.  Most importantly, countries should avoid trying to offset poor project preparation by increasing risk for the public sector. Overcoming distortions and achieving Latin America’s PPP potential will also require tacking challenges such as improving project preparation, boosting project finance capacity, and increasing the depth and sophistication of regional financial markets, a key requirement to support PPP transactions. The report states that most countries in the region struggle with effective project preparation, resulting in projects that go to tender without an adequate base. According to the report, well-designed PPP project screening saves time and money by quickly discarding bad projects or projects that are not suitable to PPPs. Likewise, maintaining a project pipeline based on cost-benefit assessments that include social, economic and country political priorities, would enable more strategic decisions about whether a project if suitable for PPP financing. Finally, the report argues that multilateral and domestic development finance institutions should play a more active role in both funding and provision of expertise, including knowledge transfers among countries, and in particular helping raise project quality and bankability to a level that enables private sector participation. The report is available here. — Learn more about the work of the World Bank in Latin America and the Caribbean: www.worldbank.org/lac Visit us on Facebook: http://www.facebook.com/worldbank Be updated via Twitter: http://www.twitter.com/BancoMundialLAC For our YouTube channel: http://www.youtube.com/BancoMundialLAC

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. 

Organization: Plan
Country: Guatemala
Closing date: 19 May 2017

The Opportunity

Plan International seeks a dynamic leader and project strategist to fill the role of Chief of Party (COP) for USAID’s anticipated Communities Building Peace Together Activity in Guatemala, a cooperative agreement with an expected budget of approximately $30 million over five years.

The project will work to reduce social conflict and violence and improve social cohesion in Guatemala’s Western Highlands Region. The project seeks to bring together diverse sector sand stakeholders within communities in the Western Highlands to identify and address the main drivers of social conflict at the familial, community, and municipal level.

The COP will lead and oversee all aspects of this high-profile project, including directing strategic planning and decision making, providing technical guidance, managing the activities of sub-recipients, and supervising staff. Serving as the key liaison with USAID, the Government of Guatemala, implementing partners, and other stakeholders, the COP will also establish and maintain an integrated vision among different actors while ensuring adherence to all project objectives, performance requirements, and donor regulations.

Consideration for this pivotal role will be given to conflict/governance professionals with 1) a clear understanding of community-based development in Guatemala or a similar social context; 2) experience in USAID project management and administration policies, procedures, and reporting requirements; and 3) the ability to meet rigorous timelines, track results, effectively manage staff and multi-stakeholder relationships, and influence decision-making at the local and national level to create positive change.

Responsibilities

• Provide overall technical and managerial oversight and leadership for the project.
• Ensure efficient management of financial resources, including the review and approval of program budgets and monitoring expenditures.
• Supervise field operations, project administration, logistics and procurement.
• Oversee the delivery and monitoring of sub-grants.
• Supervise program monitoring, evaluation, and reporting and ensure quality control and timeliness of all deliverables as required by the grant and donors.
• Ensure full compliance with all USAID, Plan, and other fiduciary regulations.
• Serve as the principal liaison with the Government of Guatemala; USAID and other donors; and project partners and stakeholders to ensure effective program implementation and build lasting relationships.

Requirements

• Possess at least a master’s degree in International Development or a related field; a Ph.D. or DrPH is highly preferred.
• Strong knowledge of community-based development and conflict mitigation in Guatemala. Previous experience working in the Western Highlands Region preferred.
• Significant experience managing large-scale, multi-year US government-funded programs, with a strong track record of successfully managing USAID-funded programs Demonstrated knowledge of USAID project management, including USAID rules, regulations, and reporting requirements.
• Demonstrated knowledge of gender and proficiency in managing development projects that mainstream gender.
• Demonstrated ability to implement projects with rigorous timelines and deliverables and to track program quality through donor-approved monitoring and evaluation systems.
• Ability to work under pressure, as part of a team or independently, and meet deadlines consistently.
• Experience collaborating with diverse stakeholders, such as local NGOs, government officials, donor representatives, and local and international staff.
• Ability to respond to requests on short notice and simultaneously plan and execute several activities.
• Proven experience hiring, training, and supervising teams of international and local staff.
• Proven leadership, interpersonal, and cross-cultural skills, with the ability to build and motivate diverse teams.
• Excellent command of English and Spanish with strong verbal and written communication skills
• Proficiency in Microsoft Office suite, including Word, Excel, and Outlook.

How to apply:

https://career012.successfactors.eu/sfcareer/jobreqcareer?jobId=19967&company=PlanInt&userna…=

Organization: Plan
Country: Guatemala
Closing date: 19 May 2017

Project and Position Description

Plan International is seeking a Deputy Chief of Party (DCOP) for USAID’s anticipated Communities Building Peace Together Activity in Guatemala, a cooperative agreement with an expected budget of approximately $30 million over five years.

The project will work to reduce social conflict and violence and improve social cohesion in Guatemala’s Western Highlands Region. The project seeks to bring together diverse sector sand stakeholders within communities in the Western Highlands to identify and address the main drivers of social conflict at the familial, community, and municipal level.

The Deputy Chief of Party (DCOP) will support the Chief of Party in the management of the project. S/he will be in charge of providing technical and managerial leadership including technical oversight, overseeing monitoring and evaluation (M&E) functions, financial management and administration and grants management. S/he oversees coordination of field operations, provide support in the management of sub-grantees, and ensure that activities meeting USAID and Plan standards. The position is contingent upon award of the project and approval by USAID.

Responsibilities:

• Provides day-to-day leadership and high quality delivery of the project: field operations, administration, logistics and procurement.
• Manages, in coordination with the COP, relationships and work with implementing partner organizations
• Manages donor relationships and serves, along with the COP, as the primary project representative.
• Oversees the development of project reports, annual work plans, and other documents as required by USAID and the Government of Guatemala.
• Facilitates knowledge management, communications, and information flow for the project.
• Maintains a working knowledge of project budgets and expenditure, and assists the Finance and Operations Director to set up and implement appropriate systems for project financials.
• Serves as Acting Chief of Party when the Chief of Party is unavailable.
• Ensures compliance in reporting to USAID, Plan International, Plan US National Office (USNO) and Government of Guatemala counterparts.

Requirements:

• Minimum five (5) years of experience working closely with community on sustainability strategies and supporting community development in transitional situations.
• University degree in public administration, law, international development, international sustainability management or other relevant field.
• Strong knowledge of Community-Base Development, Governance and conflict mitigation in Guatemala.
• Significant experience managing large-scale, multi-year US government-funded programs. With a strong track record of successfully managing USAID-funded programs including previously serving in a Senior Management role in Guatemala or Central America
• Demonstrated knowledge of USAID project management including USAID rules and regulation and reporting requirements.
• Demonstrated knowledge about gender and development, and demonstrated experience and proficiency in managing programs that mainstream gender.
• Demonstrated ability to implement projects with rigorous timelines and deliverables and to track program quality through donor approved monitoring and evaluation systems.
• Experience working and collaborating with diverse sets of stakeholders, such as local NGOs, government officials, donor representatives, local and international staff.
• Proven experience hiring, training, and supervising teams of international and local staff.
• Proven leadership, inter-personal and cross-cultural skills, and ability to build and motivate diverse teams.
• Excellent English and Spanish oral and written communication skills
• Proficiency in Microsoft Office suite, including Word, Excel and Outlook.

How to apply:

https://career012.successfactors.eu/sfcareer/jobreqcareer?jobId=19968&company=PlanInt&userna…=

Organization: FUNDACION LOS CACHORROS
Country: Peru
Closing date: 30 Jun 2017

La Fundación Los Cachorros Utrecht – Holanda Filial Peruana requiere contar con los servicios de un Psicólogo (a)

Lo que hacemos

La Fundación Los Cachorros (sede social en Utrecht – Holanda, Filial Peruana) es una institución sin fines de lucro. Inició su trabajo con la niñez de Ayacucho, Peru, desde el año 2003 siendo su principal objetivo contribuir en el desarrollo integral, la protección de los niños y adolescentes en situación de riesgo social a fin que sean reinsertados familiar y socialmente.

Para el logro del objetivo principal contamos con las siguientes fases:

• Objetivo 1: SALIR DE LA CALLE:

Trabajo de calle para creer un vínculo de confianza entre los niños callejeros y los trabajadores. Desviar los niños del uso de drogas y actividad criminal.

Centro de Atención Nocturno (CAN), donde menores en situación de calle pueden responder a sus necesidades básicas en la presencia de un educador.

• Objetivo 2: NO EMPEZAR A VIVIR EN LA CALLE

Casa de Acogida (CA), donde se brinda una atención integral para aquellos menores en situación de alto riesgo social.

• Trabajo transversal:

CEBA: cursos para los que no tienen el nivel para ir a la escuela.
Trabajadores sociales siguen los familias de los menores y los menores que salen del CAN o CA.
Psicólogo que sigue todos los menores y a veces sus familias.

Información Sobre Ayacucho

La Fundación Los Cachorros actualmente se ubica en Perú en la región de Ayacucho, situada a 2760 metros de altura. Esta Región forma parte de la sierra peruana.

Ayacucho es conocida como la ciudad de las 33 Iglesias, el clima es templado y seco. Cuenta con muchos atractivos turísticos.

Descripción de la función

• Realizar evaluaciones psicológicas
• Elaborar planes de tratamiento y estrategias de intervención para cada menor
• Implementar terapias individuales, grupales y familiares
• Realizar talleres para la población
• Capacitar y asesorar al equipo multidisciplinario en la intervención de los niños, niñas, adolescentes y familias
• Dirigir las reuniones de visitas domiciliarias con la Área Social y el Área calle
• Presentar informes a la Dirección

Requisitos

• Título profesional universitario en Psicología
• Experiencia de trabajo con niños y adolescentes y sus familias
• Facilidad para trabajar en equipo
• Manejar comunicación asertiva y constructiva
• Tener conocimiento de la problemática de consumo de drogas y ludopatía
• Tener conocimiento de técnicas psicoterapéuticas enfocado en la estabilización de niños y adolescentes y sus familias que están traumados por la violencia familiar y/o sexual así mismo conocimiento de intervenciones psicoterapéuticas para el tratamiento de trauma y apego.
• Estar dispuesto a trabajar 8 Horas diarias, 40 horas semanales.
• Experiencia y capacidad de trabajar bajo Presión
• Compromiso e identificación con la Institución
• Manejo de idioma Castellano. Idioma Quechua no indispensable.
• Manejo de Office nivel usuario
• Responsabilidad y Puntualidad
• Disponibilidad para trabajar y vivir en la ciudad de Ayacucho.

Ventajas que te ofrece la institución

· Buen clima laboral.

· Periodo de prueba 3 meses/ampliación

· Habiendo aprobado el periodo de prueba, entrará a planilla automáticamente con los beneficios y gratificaciones conforme a la ley por un periodo de contrata mínimo 1 año.

· Capacitación permanente.

Remuneración: El sueldo dependerá de la experiencia.

How to apply:

Los interesados presentar Curriculum Vitae descriptivo hasta el día 30 de Junio del 2017 en forma física a la dirección: Jr. Los andes N° 213 Huamanga- Ayacucho- Perú

O al mail: alanyasantacruz@loscachorros.nl.

Si requiere más información puede llamar al +51 66 31 34 83 y preguntar por la señora Alanya Santa Cruz

Sitio web http://www.loscachorros.nl/espanol/