PPPs Vital to Improve Infrastructure Quality in Latin America

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 will be available here after the launch. — 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

El Grupo Banco Mundial presenta su nuevo programa de apoyo al Perú

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.

The World Bank Group Presents its New Support Program for Peru

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.

PICAR: Empowering Rural Communities in Bolivia

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    

PICAR: Empoderar a las comunidades rurales en Bolivia

Este mes contamos con la presencia de Francisco Obreque, especialista agrícola que trabaja en el proyecto PICAR en Bolivia. El Proyecto de Inversión Comunitaria en Áreas Rurales (PICAR) tiene como objetivo general luchar contra la pobreza extrema entre los pequeños productores, particularmente indígenas, en el área rural. Desde finales de 2011, el proyecto transfirió responsabilidad y recursos a más de 150.000 habitantes rurales en 656 comunidades altamente vulnerables (30 por ciento más allá de la meta de 500 comunidades) y apoyó 769 sub proyectos para mejorar el acceso a infraestructura básica y productiva para los hogares rurales. Hasta la fecha, el proyecto ha aumentado el acceso mediante caminos a más de 15.000 personas y ampliado y/o mejorado la irrigación a más de 17.000 beneficiarios. En 2015, el gobierno recibió un financiamiento adicional de AIF por US$60 millones para ampliar y profundizar el éxito del proyecto y alcanzar a unos 200.000 beneficiarios adicionales.   A continuación, lo que Francisco compartió con nosotros de esta innovadora operación de CDD: Pregunta: ¿Qué valor agrega el enfoque CDD al asociarse con los pueblos indígenas en Bolivia? Respuesta: En primer lugar, el enfoque CDD del PICAR ayuda a incorporar una planificación racional y el proceso de priorización en el funcionamiento de una comunidad, permitiéndoles identificar y atender sus necesidades y las limitaciones más importantes. Dentro de mi experiencia, el PICAR ha sido pionero como prueba de un enfoque de la demanda en Bolivia, mientras que otros proyectos han sido más bien impulsados por la oferta. Generalmente, las comunidades indígenas involucradas en el PICAR han recibido e implementado muy bien el enfoque de planificación inclusiva; no tengo conocimiento de ningún caso donde este enfoque haya causado interrupciones o conflictos internos. En segundo lugar, PICAR ha permitido a las comunidades tomar el control en lugar de ser simples receptores de ayuda. Puedo dar testimonio en mis múltiples visitas de campo que los beneficiarios del PICAR verdaderamente se ven a sí mismos como los líderes de las inversiones. El enfoque CDD encaja dentro del contexto cultural en Bolivia y es una herramienta para empoderar a las comunidades indígenas, ayudándolos a explotar su potencial y aprovechar las oportunidades. La gente siente que el enfoque sirve como una plataforma para lograr importantes mejoras en su calidad de vida. En tercer lugar, PICAR ha introducido mecanismos que garantizan altos niveles de transparencia en la gestión de los recursos financieros. Otros programas y proyectos han sido muy controversiales porque o manejan los fondos directamente (con poco compromiso de las comunidades) o transfieren el dinero a los líderes de la comunidad. El asegurar un nivel alto de transparencia en el proyecto utilizando el enfoque de CDD es un logro importante dentro del contexto boliviano. P: Háblanos del trabajo del PICAR en términos de género en estas comunidades. R: El modelo del PICAR proporciona un bloque de subvenciones de hasta US$40.000 para un sub proyecto designado por toda la comunidad, así como una subvención separada más pequeña para un proyecto liderado por las mujeres. Las comunidades tienen la oportunidad de unir estos proyectos como uno solo y se benefician de un conjunto más amplio de fondos. Lo que inicialmente descubrimos era que las asambleas comunitarias dominadas por hombres creaban presión social sobre los miembros de la comunidad femenina para fusionar los proyectos, incluso si las prioridades de la comunidad en general no se alineaban con las prioridades de las mujeres. Para solucionar este problema, fortalecimos las directrices para la ejecución del proyecto. Las mujeres se reunirían, en primer lugar, antes de la Asamblea regular de la comunidad, para crear una lista de sus prioridades de financiación, tales como cercas para el ganado, mejoras en nutrición, recolección de agua de lluvia, etcétera. La comunidad y lo proyectos dirigidos a las mujeres sólo podrán fusionarse si la prioridad del grupo de mujeres se alinea con la prioridad de la Asamblea de la comunidad. De esta manera, el PICAR ayuda a que las mujeres tengan oportunidades y se involucren en procesos de “aprender haciendo”. Ellas deciden, discuten y lideran el proyecto, actividades que tradicionalmente fueron realizadas por los hombres. De hecho, aproximadamente 300 de los 769 proyectos exitosos de PICAR son dirigidos por mujeres. Las mujeres enfrentan muchos desafíos en las comunidades indígenas donde trabaja el proyecto, tradicionalmente dominadas por los hombres. Estas comunidades también son pobres y sufren por la falta de acceso a la educación, y estos problemas suelen ser más graves para las mujeres. En comparación con los hombres, menos mujeres pueden hablar español con fluidez, y se les hace más difícil hablar en público. Por lo que es impresionante ver a una mujer tomar el liderazgo y presentar su rendición de gastos en una Asamblea comunitaria, a pesar de la pobreza y las restricciones culturales. Y los proyectos dirigidos por las mujeres tienen un impacto real en sus vidas. Visité una comunidad, donde una mujer con discapacidad y su familia debían recorrer 2,5 km desde su casa para sacar agua de un manantial. Cuando PICAR ayudó a la comunidad a construir sistemas de captación de agua de lluvia, su vida cambió 180 grados. Ella tenía acceso al agua durante varios meses al año y estaba orgullosa de su participación y el empoderamiento que vino con la selección de este proyecto. P: ¿Cuál es su consejo para los jefes de proyectos, dentro del Banco Mundial, adaptando un enfoque CDD para cumplir con los desafíos que afectan a las personas indígenas y a las minorías étnicas? R: Cuando se trabaja con las comunidades indígenas, el aspecto cultural es muy importante, y los jefes de proyectos deben usar las estructuras sociales existentes tanto como sea posibles. En muchas comunidades indígenas, los comunarios ya se reunían una vez al mes para hablar los temas importantes de la comunidad. El PICAR utiliza estas reuniones regulares de la comunidad en lugar de organizar reuniones especiales. El programa también integra a las autoridades tradicionales en las diferentes etapas de la intervención en lugar de sobrepasarlos, y se utiliza el idioma local en la planificación y ejecución de los sub proyectos. Mediante el uso de estas estructuras, PICAR no pasa a través de la comunidad como algo disruptivo o artificial y las comunidades se adaptan de una manera más natural al proyecto. Aplicar una estrategia efectiva requiere que el equipo de trabajo evalúe lo que funciona y lo que no. Por ejemplo, PICAR ha incluido una estrategia de género ambiciosa que produjo frutos rápidamente. La forma en que las mujeres han participado en el proyecto es buenísima. Al empoderar a las mujeres, el proyecto ha llegado a algunos de los grupos más vulnerables de la población dentro de las zonas rurales. Sin embargo, no todo lo que encuentras de género en la literatura funciona. Opiné sobre lo que funcionó para nosotros en la implementación del PICAR en uno de mis blogs. El proyecto también cuenta con filtros informales para evaluar la probabilidad de éxito en una determinada comunidad indígena. Desde mi experiencia, CDD trabaja bien en comunidades con al menos algún tejido social. Por el contrario, utilizar un enfoque CDD es difícil si una determinada comunidad tiene complicados conflictos pendientes o carece de experiencia (o de interés) en el abordaje de problemas desde una óptica colectiva. Así que el proyecto evalúa si las comunidades quieren comprometerse dentro de un enfoque participativo. Algunas formas en que PICAR hace esto es a través de líderes comunitarios que identifican los sitios de mayor necesidad entre una lista de las comunidades y también mediante las visitas de campo del personal del proyecto.

El riego tecnificado, una opción que mejora la calidad de vida de los pequeños y medianos agricultores en Ecuador

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.  

Costa Rica: Resources Management Officer

Organization: International Organization for Migration
Country: Costa Rica
Closing date: 16 May 2017

Position Title : Resources Management Officer

Duty Station : San Jose, Costa Rica

Classification : Professional Staff, Grade P2

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

Estimated Start Date : As soon as possible

Closing Date : 16 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, Mongolia, 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:

Under the overall guidance of the Regional Director (RD) for Central America, North America and the Caribbean, the direct supervision of the Senior Regional Resources Management Officer (SRRMO) and in close coordination with the Administrative Centres in Manila (MAC) and Panama (PAC), also, with the Division of Accounting and Financial Reporting (ACO) at Headquarters (HQ), the successful candidate will be responsible and accountable for monitoring the administrative, budgetary, financial, information technology, procurement, logistics and human resources functions to provide resources management support to the Regional Office (RO) and its Country Offices (COs).

Core Functions / Responsibilities:

  1. Provide resources management support to the RO and its COs including, but not limited to:

a) Assist the RO and COs in matters related to administrative and financial issues. Assist in reviewing existing procedures and, if necessary, recommend possible improvements to strengthen internal monitoring, evaluation, and control systems and improve efficiency and effectiveness.

b) Assist in monitoring financial and human resources dashboards of projects budgets and

analyze variances between budget and actual expenditures and project commitments. Support

M&E Unit on identify and develop tools to improve project M&E in the region

c) Assist the SRRMO in preparing donor financial reports and ensure they are consistent with the narrative reports;

d) Provide support, to local staff in the region, in the areas of finance, human resources, project administration, logistics and procurement, and give assistance to Identify, systematize and disseminate best practices on financial and administrative activities in the region, including undertaking duty travel to COs;

e) Assist in the preparation of the Budget of the RO and reports that may be required in coordination with the SRRMO.

f) Update regularly the RO Business Continuity Plan (BCP)

  1. Provide resource management support to small IOM Missions in the region due to lack of internal capacities, including, but not limited to:

a) Support the preparation of financial requirements, project budgets and related funding agreements; Monitor the financial management for the projects, financial projections and monitoring tools;

b) Assist in the implementation of administrative and human resources policies and practices;

c) Support in the timely and accurate personnel administration and payroll processing and ensure proper documentation with regards to payroll and personnel administration;

d) Monitor and further strengthen appropriate internal controls and provide support in the implementation of relevant operational control systems;

e) Provide support on developing financial and administrative plans to measures financial sustainability in country offices including risk analysis.

  1. Assist the SRRMO in managing the human resources function, recruitment processes, retention, promotion and separation of local staff, in the region and the RO including, but not limited to:

a) Assist the SRRMO in implementing IOM’s Human Resources policies, rules and regulations, as well as standards; and ensure that the COs’ administrative procedures are in place and followed and are in accordance with these practices;

b) Monitor the personnel administration of RO San Jose staff, for local staff currently performed by CO San Jose, so as to ensure processes are followed correctly and that documentation is correct; review contracts, extensions and personnel actions forms.

c) Ensure timely and regular implementation of the Staff Evaluation System (SES) in the RO

and in the CO in the region;

d) Assist the SRRMO in the recruitment processes in the region and in the RO;

e) Assist the SRRMO in coordinating staff trainings in the RO and in the region in the relevant areas of human resources management including PRISM HR;

f) Assist in the preparation of reports that may be required in coordination with the SRRMO, RD

or HRM;

g) Support the SRRMO in reviewing the maintenance of the PRISM HR Module in the COs to keep the information accurate and up-to-date, and ensure the regular updating of the COs and the RO organigramme.

  1. Perform other duties as may be assigned.

Required Qualifications and Experience:

Education

• Master’s degree preferably in Business Administration, Finance, Management, or Public Administration or a related field from an accredited academic institution with two years of relevant experience; or

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

• Professional certification as chartered accountant (CA) or certified public accountant (CPA), Chartered Institute of Management Accountants (CIMA), or Association of Chartered Certified Accountants (ACCA) will be a distinct advantage.

Experience

• Experience in financial management, accounting and budgeting;

• Experience with internal control assessment, internal audit and/or external audit;

• Extensive knowledge of IOM internal procurement, assets management, administrative and financial rules, as well as IOM’s PRISM elements; good knowledge of HR;

• Good knowledge of IOM’s regulations, policies and procedures preferred;

• Good knowledge of IOM accounting systems – PRISM FI, MM and HR modules;

• Knowledge of the region is an advantage.

Languages

Fluency in English 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.

Any offer made to the candidate in relation to this vacancy notice is subject to funding confirmation.

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 16 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 03.05.2017 to 16.05.2017

Requisition: VN 2017/105 (P) – Resources Management Officer (P2) – San Jose, Costa Rica (55052093) Released

Posting: Posting NC55052906 (55052906) Released

Guatemala: Head of Fundraising and Marketing at Niños de Guatemala

Organization: Niños de Guatemala
Country: Guatemala
Closing date: 21 May 2017

NGO Niños de Guatemala (NDG) is looking for a Head Fundraising and Marketing who can take the organization’s revenue generation to the next level. Are you a natural leader and entrepreneurial go-getter and do you want to further develop our long-term fundraising strategy? Then we are looking for you!

To ensure sustainable funding and financial growth for our activities in Guatemala, we are looking for a game-changer in these exciting times of organizational growth. Since 2006 Niños de Guatemala provides underprivileged children with an education. With our three operating schools, 3 businesses, almost 500 students, 60 employees, and many (international) collaborations, no day is the same. As the Head of Marketing and Fundraising you will take responsibility for the revenue stream to support our goals of education, empowerment and entrepreneurship!

You

You love to go out, meet people and build your network. You are a social being and combine your social ease with your focus on business opportunities. You are experienced in binding corporate and private donors to existing and new propositions. You are a leader; you naturally climb the stage, inspire your team and the public by creating opportunities. You are very organized and you love to nourish the flexible and dynamic nature of your department.

Responsibilities

As Head of Marketing & Fundraising you will be responsible for coordinating and supporting all fundraising activities in Guatemala and beyond. You develop innovative business projects and new corporate collaborations with the intention to start global fundraising initiatives. You recognize quality and stimulate the potential of your various team members while identifying the key areas for growth of income and supporter engagement. You manage the areas of private fundraising, corporate fundraising, institutional fundraising, relationship/stakeholder management, administration and marketing analysis. You are a part of NDG’s Management Team, and report directly to the Global Director of NDG.

Requirements

You have a relevant university degree with a minimum of 3 years of work experience. You are familiar with a corporate environment and you have a proven track record of acquiring funding for a range of projects. You are result oriented and target driven. You have the ability to motivate, guide and develop a team. You have strong social, communicative and diplomatic skills and are fluent in English and Spanish. You are decisive, pro-active and creative. You have excellent public speaking skills. You are flexible and able to attend events in the evenings and weekends.

Niños de Guatemala provides underprivileged children with an education. NDG runs two primary schools and a secondary school which house over 500 Guatemalan children that would otherwise not have been able to go to school. The organization aims for self-sufficiency through our business initiatives such as a Spanish school and tourist activities. Central to our success are the commitment and involvement of the local community, especially those of the children and the adolescents we serve. For more information, please check www.ninosdeguatemala.org.

How to apply:

Want to take on this challenge? Please send your CV and a letter of motivation to hr@ninosdeguatemala.org before 21 May 2017.

Is this not your dream job? Support Niños de Guatemala by sharing this job with your network!

Nicaragua: Grants Manager

Organization: International Republican Institute
Country: Nicaragua
Closing date: 03 Jun 2017

Every employee of IRI is responsible for carrying out the Mission of IRI, and demonstrating the core values in their day-to-day operations.

The International Republican Institute (IRI) is seeking a Grants Manager for the USAID Lifting Nicaraguan Voices program in Nicaragua. The purpose of this activity is to support the existence of an independent Nicaraguan civil society to effectively advocate for democratic principles, processes, and institutions. This position is contingent upon funding.

Position Requirements

  • Minimum 5 years of experience managing grants and working with local CSOs, preferably in Nicaragua or in the region
  • Professional experience in managing and working with grant making methodologies and social ventures projects with preference for USAID-funded donor experience
  • Must possess grants management experience of at least three years with strong management skills to work with a range of technical staff and develop professional relationships with CSOs, private sector, and other donors.
  • Strong interpersonal skills to work with a range of technical staff and maintain good relations with relevant partners and counterparts including, civil society, donors and other partners
  • General knowledge and understanding of the Nicaraguan political context and sensitivities of working on development issues in Nicaragua
  • Well organized, able to work independently, skilled at handling multiple tasks, diplomatic, and able to adhere to deadlines
  • Demonstrated ability to work in complex, politically charged, environments
  • Fluent in Spanish (FSI 5/5 level) and it is preferred that the candidate is fluent in English (FSI 3/3 level).
  • A Bachelor’s degree is required; an advanced Master’s or PhD is desirable.

Primary Functions & Responsibilities

  • Supports Chief of Party to provide overall grant management, oversight of grant making processes and engagement with local partners and subawardees/subcontractors.
  • Serves as liaison with USAID, project stakeholders, and partners in the public and private sectors
  • Manages and supervises the work of program personnel and subawardees/subcontractors
  • Ensures that all assistance is technically sound, appropriate for the Nicaraguan context, and compliant with local laws and USAID regulations
  • Oversees work planning, performance management, donor reporting, and strategic communications
  • Preforms other duties as assigned.

How to apply:

Please apply through our website

https://recruiting.ultipro.com/INT1048/JobBoard/201c19d1-4b06-d159-bba4-6a102267f555/OpportunityDetail?opportunityId=8dbcc948-d98b-4387-8237-cbba61dd4aab

Nicaragua: Innovation Specialist

Organization: International Republican Institute
Country: Nicaragua
Closing date: 03 Jun 2017

Every employee of IRI is responsible for carrying out the Mission of IRI, and demonstrating the core values in their day-to-day operations.

The International Republican Institute (IRI) is seeking an Innovation Specialist for the USAID Lifting Nicaraguan Voices program in Nicaragua. The purpose of this activity is to support the existence of an independent Nicaraguan civil society to effectively advocate for democratic principles, processes, and institutions. This position is contingent upon funding.

Position Requirements

  • Minimum 5 years of experience working in advocacy or providing expert technical assistance to CSOs, preferably in Nicaragua or in the region
  • Demonstrated knowledge of social innovation and ability to foster an environment for ideation, prototyping and production (Design Thinking).
  • Business acumen to shepherd ideas from design stage through implementation, and ideally scaling a concept.
  • Demonstrated ability to identify high potential impact ideas and opportunities and linking them with CSO partners, private sector and academia in solving development challenges.
  • General knowledge and understanding of the Nicaraguan political context and sensitivities of working on development issues in Nicaragua.
  • Expertise rolling out and analyzing effectiveness of initiatives that leverage multiplatform technologies is preferred.
  • Strong interpersonal skills to maintain and build good relations with relevant partners and counterparts in civil society.
  • Well organized, able to work independently, skilled at handling multiple tasks, diplomatic, and able to adhere to deadlines
  • Demonstrated ability to work in complex, politically charged, environments
  • Fluent in Spanish (FSI 5/5) and it is preferred that the candidate is fluent in English (FSI 3/3).
  • Minimum Bachelor’s Degree; an advanced degree (Masters or PhD) is desirable, in International Development, Political Science, Public Administration, or other relevant field.

Primary Functions & Responsibilities

  • Supports Chief of Party to roll out and analyze effectiveness of initiatives that leverage multiplatform technologies.
  • Serves as liaison with local partners in the public and private sectors
  • Manages and supervises the work of program personnel and subawardees/subcontractors
  • Ensures that all assistance is technically sound, appropriate for the Nicaraguan context, and compliant with local laws and USAID regulations
  • Oversees work planning, performance management, donor reporting, and strategic communications
  • Preforms other duties as assigned.

How to apply:

Please apply through our website

https://recruiting.ultipro.com/INT1048/JobBoard/201c19d1-4b06-d159-bba4-6a102267f555/OpportunityDetail?opportunityId=631d2149-640a-4794-b0a0-6daf5a09a9b8