Noticias de otros medios

WASHINGTON, April 28, 2017 – The World Bank’s Board of Executive Directors today approved the following project:PERU – Integrated Water Resources Management in Ten Basins IBRD Loan: US $40 million equivalent Terms: Maturity = 7 years, Grace = 5 years Project ID: P151851 Project Description:  The project will strengthen the capacity of targeted water resources management institutions to plan, monitor and manage water resources at national level and in selected river basins in Peru. For more information, please visit here: http://projects.worldbank.org/P151851?lang=en  

Washington, April 28 2017 – More than 150,000 students and teachers will improve Mathematics learning and teaching, and benefit from an improved medical faculty as a result of a US$13.3 million credit from the International Development Association (IDA) approved today by the Board of Executive Directors of the World Bank. Guyana has achieved near-universal primary education enrollment between 2014 and 2017 and secondary education is expanding rapidly. Education continues to be a priority for the government. However, low quality of teaching and learning at all levels and inequalities in learning outcomes present significant challenges. Only 14 percent of grade 2 students achieved ‘standard’ scores in literacy and numeracy in 2016. “Quality education is one of the strongest instruments for reducing poverty and boosting inclusive growth. Improving the quality of teaching is essential to ensure that the skills learned in the classroom lay the foundation for future work-place success,” said Tahseen Sayed, World Bank country director for the Caribbean. “The World bank remains Guyana’s strong partner to support enhancements in teaching competencies and improvements in students learning outcomes”. Among concrete results to be achieved by the project are:A new curriculum framework, teaching guides and course outlines for nursery, primary and lower secondary levels;6,500 teachers trained in the new curriculum; ·         A new building and facilities for the University of Guyana’s Faculty of Health Sciences; andImproved standards of the University of Guyana’s medical program in line with the Caribbean Accreditation Authority in Medicine and other Health Professions. The project builds on a long engagement in education in Guyana, including two previous and three ongoing projects amounting to about US$ 62 Million. It is financed by IDA, the World Bank Group’s concessional financing window. It also builds on UNICEF-Bank collaboration to improve nursery education and will help Guyana meet health education standards of the Pan-American Health Organization (PAHO) in health education. The credit has a final maturity of 25 years, including a grace period of 5 years.

Cuando salimos de viaje, ya sea por aire, mar o tierra, esperamos que la travesía sea lo más placentera y sin inconvenientes posible. Al viajar desde un aeropuerto, puerto o por una carretera, los pasajeros esperan un servicio de calidad desde la salida hasta el regreso. Pero en el caso de América Latina, esta expectativa se trunca y en muchos casos se convierte en un verdadero dolor de cabeza. La región no se ha destacado por la calidad de su infraestructura, y eso se comprueba en las cifras: Invierte menos del 3% de su PIB anual en la construcción de grandes obras, y se coloca solo por delante de África en este aspecto y muy lejos de Asia Oriental y Pacífico, que destina un 7,7 por ciento de su PIB anual. “La región de América Latina y el Caribe no tiene la infraestructura que necesita o merece según su nivel de ingreso”. Así comienza el estudio del Banco Mundial titulado: Repensar la infraestructura en América Latina y el Caribe – Mejorar el gasto para lograr más (i), donde se hace un análisis sobre el desarrollo de este sector y cuáles son los desafíos para lograr un mayor crecimiento económico, no solo a través de más sino de mejor infraestructura. No toda la región, obviamente, se puede medir igual. Hay países como Bolivia, Costa Rica, Honduras, Nicaragua, Panamá y Perú que invierten más del 4% de su PIB al año en obras de infraestructura. Y también hay áreas donde se tiene un buen desempeño, como es electricidad y agua. Pero los retos están en el sector de transporte y saneamiento, servicios donde existe una gran brecha que lastra el impulso al crecimiento en muchos países de la región.

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    

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.

Organization: Project Concern International
Country: Guatemala
Closing date: 04 Aug 2017

Job Description

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

The COP is responsible for the overall implementation of the project, and s/he provides technical and administrative supervision to the project. The COP will oversee coordination with key stakeholders (including the GOG, civil society, the private sector, and others) and lead preparation and oversite of any subcontract. Additionally, the COP will be responsible for communications with USAID, for publicly representing the project, and for liaising with the GOG and other institutions/stakeholders on issues related to rural and community development in Guatemala, particularly in the Western Highlands.

Primary Responsibilities:

• Provide an integrated vision and lead execution of inter-related components in local capacity strengthening, community mobilization, public-private partnership development, and conflict resolution. These areas of intervention will be tailored to each of the following sectors: youth and families, governance, land rights, and extractive and natural resources.
• Provide strategic leadership through vision, continuous improvement of quality, innovation and establishing a results-driven-management system.
• Mentor senior technical staff to develop standard operating guidelines, quality assurance and control systems, milestones, successful startup and efficient technical service delivery mechanisms.
• Provide strategic oversight for all activities and ensure to cost-effectively achieve project objectives.
• Propose and implement innovative and state-of-the-art ways to facilitate community development through the promotion of security, community organization and improved coordination and involvement of local authorities.
• Oversee partners’ and sub-grantees’ performance by establishing accountability mechanisms in program, finance, commodity and data quality management.
• Develop systems to identify operational risks and their management and to reduce risks in project implementation.
• Establish a culture of evidence-based decision-making and data driven analytics through a well-developed monitoring and evaluation system.
• Assure good financial management of the project (e.g. budget execution, program-finance linkages, monitoring and reporting processes and procurement systems) and adhere to PCI and USAID financial policies and procedures.
• Oversee total compliance to PCI and USG regulations in all aspects of program implementation.
• Lead in establishing excellent communication protocols and working relationships with Government, donors, partners and other stakeholders.
• Establish a work culture that respects and prioritizes the needs of communities, especially the most vulnerable.
• Lead in managing human resources through recruitment, mentoring, setting performance objectives, rewarding and training project team members.
• Actively engage in PCI’s effort to embed innovation and support the project team in doing so as well.

Qualifications:

• Minimum of 7 years of senior management experience responsibility with progressively increasing responsibilities managing development projects.
• Experience managing complex, multi-million dollar contracts and/or cooperative agreements funded by the US Government.
• Demonstrated delivery of strong results in a COP role.
• Experience in Latin America, with preference for recent work in Guatemala.
• Post-graduate degree in development studies, international relations, public policy, government, or a related field.
• Relevant technical expertise in local capacity strengthening, community mobilization, public-private partnership development, conflict resolution, or other related fields.
• Preference for experience working in any of the following sectors: youth and families, governance, land rights, and extractive and natural resources.
• Experience working with senior government officials and building consensus among diverse actors, including NGOs (local and international), representatives of civil society, the private sector and USAID partners.
• Demonstrated abilities in USAID reporting, budgeting, procurement, and project management, including monitoring and evaluation.
• Excellent understanding and familiarity with US Government donor regulations.
• Proven leadership skills and demonstrated experience recruiting, developing, and managing/mentoring staff.
• Development philosophy in keeping with PCI’s mission, vision, core values and approach to integrated, community-driven programming.
• Excellent analytical and self-motivation skills; excellent advocacy and persuasion skills; able to think critically.
• Strong financial management abilities.
• Fluency (verbal and written) in Spanish and English. Non-native English speakers must be able to provide proof of English fluency through a score or certificate of a recognized test such as Test of English as a Foreign Language (TOEFL) or the Michigan test.
• Comfort working in insecure environments, including areas with high rates of crime and violence.

Who Excites Us:

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

How to apply:

https://pciglobal-openhire.silkroad.com/epostings/index.cfm?fuseaction=app.jobinfo&jobid=511&…

Organization: UN Human Settlements Program
Country: Spain
Closing date: 21 May 2017

i. Project:

Making Cities Sustainable and Resilient

ii. Duty station of assignment

Barcelona (Spain)

iii. Functional Title:

Partnerships and Communications Specialist

iv. Contract type:

Individual Contract (Consultancy Assignment)

v. Duration:

Six months (with possibility for extension)

vi. Closing date for applications:

21st May 2017

BACKGROUND

Fast growing cities and urban areas of the world are engines of growth and wealth accumulation. This growth can have positive social, cultural and educational impacts. On the other hand, evidence demonstrates that fast economic growth, combined with fast population expansion in urban areas, also increases disaster vulnerability and exposure. The level of urbanization is far higher in the developed world; however, the annual ‘urbanization rate’ is much faster in the developing world. The primary urban agglomerations with the highest concentrations of people and economic activity mostly overlap with the areas of extreme or high risk related to disasters such as coastal areas, along rivers and in flood plains.

Making Cities Sustainable and Resilient is a joint initiative with UNISDR, UN-Habitat and the European Commission that aims at improving understanding of, and capacity to, address disaster risk at the local level in crisis-prone cities. UN-Habitat will focus on supporting local capacities from crisis-prone cities, and humanitarian partners, in measuring their resilience status and have an action plan in order to build resilience.

The action builds on the achievements of the Hyogo Framework for Action – Building the Resilience of Nations 2005-2015, and paves the way toward the implementation of the Sendai Framework for DRR 2015-2030 at the local level. The Action will also contribute to the European Commission’s Action Plan for Resilience in Crisis Prone Countries 2013-2020 and The EU Approach to Resilience: Learning from Food Security Crises.

The project will work with local government institutions, to plan, coordinate, implement and support the various outlined activities. The primary and most direct beneficiaries will be local stakeholders, city authorities and civil society. Women, children and other at risk groups, as local level stakeholders, often disproportionately affected by crises situations, will be engaged and receive additional attention.

MAIN OBJECTIVE

The overall objectives of this project are:

• to build more inclusive, sustainable, and resilient cities, by strengthening the capacity of key public, private and civil society stakeholders to measure, make decisions, plan and develop actions for building resilience to ensure that public and private investments are risk-informed and that early interventions in crisis-prone cities are linked to longer-term development goals in line with the actions of the New Urban Agenda. This joint initiative aims at improving local government and stakeholder understanding of, and capacity for, developing and implementing resilience action plans.

• to translate UN-Habitat planning principles in relevant and sound technical and advisory inputs and capacity building to UN-Habitat partners engaged in urban planning activities and in other urban development work in close collaboration with UN-Habitat UPDB and Regional Offices.

MAIN TASKS OF THE ASSIGNMENT

The general purpose of the assignment is to mobilize partners and develop outreach activities seeking an increase of stakeholders’ engagement in the UN-Habitat City Resilience Profiling Programme, as well as to create awareness on how to build more inclusive, sustainable and resilient cities.

The incumbent will report directly to the Chief Technical Advisor CRPP and collaborate with communication and technical staff to achieve the goals and objectives defined by the Programme.

In line with the communication strategy, tasks fall under five complimentary work areas:

1. Mobilising new and communicating with existing project partners, sponsors and member organizations to engage them in outreach activities.

2. Harvesting inputs from technical staff and focal points in partner cities with a view to creating communication products (news items, press release, audiovisuals, etc.).

3. Preparing specific content for communications products and campaign activities, in line with the Programme’s brand and to meet needs.

4. Dissemination of communication products through existing and new channels with a ‘track-to-learn’ monitoring approach.

5. Coordination of public events and seminars to promote the project.

More specifically the assignment will include the following tasks:

• Develop an engagement and communications strategy for and with the project’s partners and potential stakeholders;

• Liaise and consult with stakeholders’ representatives to promote their lobbying efforts, meetings, and engagement strategies;

• Plan and coordinate substantive goals and outcomes of engagement-related events and meetings; manage and prepare relevant outcome materials (reports, notes to partners, press releases, etc);

• Upkeep of established communication outputs (newsletter, web new items, etc.) through collaboration with technical staff and management to identify/create pertinent content;

• Lead internal communication efforts by engaging with technical colleagues, management and outposted staff to ensure relevant information is shared (coordinate team meetings, internal information sharing);

• Support efforts to maximize uptake of communication products by coordinating comms channels (social media, website, printings, etc), translation, adaptation and editing of existing products for new audiences in collaboration with staff, interns, volunteers, partners;

• Coordinate the design and promotion of outreach and media campaigns: mapping target media (specialist and mainstream) and tracking outreach;

• Research and manage the calendar of major events focused on topics related to the programme, with particular awareness of strategic events that can expand influence or mobilize resources;

• Contribute to efforts to design and develop innovative ways to package products and messages in order to maximize uptake and reach new audiences;

• Make recommendations to improve communication work within the Programme;

• Lead specific tasks as outlined the communication strategy:

a. mapping of relevant stakeholders

b. implementation of a contact management system

c. support archiving of Programme events, achievements, milestones

d. any other tasks as required

DELIVARABLES AND TIMELINE

Monthly progress report to be submitted at the end of each working month, detailing the outputs, key observations, and work plan for the following months. Work plans will be agreed with the Chief Technical Advisor in advance on a monthly basis subject to the main tasks of the assignment (above) and in consideration of the workload priorities at that time.

DUTY STATION

The work shall be performed from the CRPP Barcelona office.

PROGRESS CONTROLS AND PAYMENT INSTALLMENTS

Payment will be done in installments on a monthly basis upon completion and acceptance of monthly progress report. A time sheet must be submitted by the individual contractor, duly approved by the Chief Technical Advisor, which shall serve as the basis for the payment of fees. Final payment amount will be based on actual man-days worked for that month.

TRAVEL

If UN-Habitat determines that the individual contractor needs to travel outside the UN-Habitat CRPP Barcelona office in order to perform his/her assignment, that travel is provided by the organisation. When travel is authorized for the individual contractor, economy class shall be the standard of accommodation for air travel in all cases and irrespective of the duration of the journey.

COMPETENCIES

Professionalism: Knowledge and understanding of theories, concepts and approaches relevant to donor relations, public-private partnerships and private sector fundraising. Ability to identify issues, analyze and participate in the resolution of issues/problems. Ability to conduct data collection using various methods. Conceptual, analytical and evaluative skills to conduct independent research and the use of a variety of research sources. Ability to organize seminars, consultations, training workshops and special events. Ability to apply judgment in the context of assignments given, plan own work and manage conflicting priorities. Shows pride in work and in achievements. Demonstrates professional competence and mastery of subject matter. Is conscientious and efficient in meeting commitments, observing deadlines and achieving results. Communication: Speaks and writes clearly and effectively. Listens to others, correctly interprets messages from others and responds appropriately. Asks questions to clarify, and exhibits interest in having two-way communication. Tailors language, tone, style and format to match the audience. Demonstrates openness in sharing information and keeping people informed. Planning and Organizing: Develops clear goals that are consistent with agreed strategies. Identifies priority activities and assignments; adjusts priorities as required. Allocates appropriate amount of time and resources for completing work. Foresees risks and allows for contingencies when planning. Monitors and adjusts plans and actions as necessary. Uses time efficiently. Client Orientation: Considers all those to whom services are provided to be “clients ” and seeks to see things from clients’ point of view. Establishes and maintains productive partnerships with clients by gaining their trust and respect. Identifies clients’ needs and matches them to appropriate solutions. Monitors ongoing developments inside and outside the clients’ environment to keep informed and anticipate problems. Keeps clients informed of progress or setbacks in projects. Meets timeline for delivery of products or services to client.

EDUCATION

• Advanced university degree (Master’s degree) in journalism, political science, communication sciences & technologies or media, or similar fields deemed relevant to the subject areas covered by the CRPP Terms of Reference.

• A first-level university degree in combination with qualifying experience may be accepted in lieu of the advanced university degree

WORK EXPERIENCE

• A minimum of 5 years of experience progressively responsible experience in areas related to the communication strategy, partners mobilization, media relations, editing and publication development and reporting, preferably in the United Nations system. Ability to work independently under minimal supervision.

• Experience with local governments and urban stakeholders preferred.

LANGUAGE SKILLS

• Fluency in verbal and written English and Spanish is required.

• Knowledge of Catalan will be considered an asset.

OTHER SKILLS

• Ability to work co-operatively with other staff and share experience;

• Excellent communication skills;

• Familiar with UN procedures;

• Familiar with global development frameworks: Sustainable Development Goals, New Urban Agenda, Paris Agreement, Hyogo Framework for Action – Building the Resilience of Nations 2005-2015, Sendai Framework for Disaster Risk Reduction 2015-2030, European Commission’s Action Plan for Resilience in Crisis Prone Countries 2013-2020, etc.

SPECIAL CONSIDERATIONS:

The candidate should be:

• Committed to UN-Habitat’s mission, vision and values.

• Willing to take responsibility and make sure tasks are fully completed

• Ability to work effectively and harmoniously within a team of colleagues from varied cultures and professional background.

• Displaying cultural, gender, religion, race, nationality and age sensitivity and adaptability

• Sharing knowledge and experience

• Providing helpful feedback and advice to others in the office

• Able to meet deadlines for reporting and all project work

Evaluation criteria

Applicants will be evaluated based on a cumulative analysis taking into consideration the combination of the applicants’ qualifications, work experience and financial proposal. The award of the contract should be made to the individual consultant whose offer has been evaluated and determined as: responsive/compliant/acceptable having received the highest score out of a pre-determined set of weighted technical (70%) and financial criteria (30%) specific to the solicitation.

CV Review:

• Educational qualifications as defined in the ToR (15 points);

• Minimum 5 years of relevant work experience as defined in the ToR (25 points);

• Language proficiency in spoken and written English and Spanish (10 points)

Competency based interview max points (20 points)

Maximum available technical score points: 70.

Incomplete proposals may not be considered. The fees might be subject for changes and negotiations starting from the proposed fee of the consultant. All consultants are required to comply with the UN security directives set forth under dss.un.org. General Conditions of contract for the services of Individual contractor can be downloaded from:

http://procurement-notices.undp.org/view_file.cfm?doc_id=7879 3

How to apply:

Interested candidates must submit an email quoting the post title and the duty station to the following email address: office@cityresilience.org

with the following documents/information to demonstrate their qualifications:

• Cover letter explaining why they are the most suitable for the work

• Completion of a CV in P11 Form which can be downloaded at

http://mirror.unhabitat.org/content.asp?typeid=24&catid=435&id=3867 ·

Financial Proposal. The offeror’s letter including form for the financial proposal can be downloaded at

http://unhabitat-kosovo.org/repository/docs/Financial_proposal_IC_6631.docx

The CV shall include information on the past experience in similar projects and at least 3 references.

Please be advised that since April 15th 2010, applicants for consultancies must be part of the UN-Habitat e-Roster in order for their application to be considered. You can reach the e-Roster through the following link: http://e-roster.unhabitat.org

All applications should be submitted to:

United Nations Human Settlements Programme (UN-Habitat)

City Resilience Profiling Programme

Email: office@cityresilience.org

Deadline for applications: 21st May 2017

UN-Habitat does not charge a fee at any stage of the recruitment process. If you have any questions concerning persons or companies claiming to be recruiting on behalf of these offices and requesting the payment of a fee, please contact: recruitment@unon.org

Organization: SMEC
Country: Ecuador
Closing date: 31 Dec 2017

The project supported by this TA operation is a multi-sector framework loan intended to finance the reconstruction of small scale damaged infrastructure (public buildings, social infrastructure, water and sanitation, energy supply, telecommunications, roads, recovery and risk prevention) to cope with the consequences of the earthquake of 16 April 2016 that ravaged large areas of western Ecuador.

The main objective of the TA is to support the efficient technical, economic and financial management and implementation of the project while enforcing and maintaining good quality of works, compliance with the EIB’s environmental and social standards, procurement guidelines and best-practice policies. The core team should be composed of a Team Leader, a senior economist and two civil engineers. The core team will be supported by non-key experts, whose profiles would be the following: an environmental and social safeguard expert and a law and a governance specialist (both mandatory profiles), as well as a project economist, a financial manager and technical experts. All experts should be fluent in Spanish.

How to apply:

Submit CV to Alvaro.diez@smec.com

Organization: Fundación Capital
Country: Colombia
Closing date: 10 May 2017

¿Qué estamos ofreciendo?

Para el departamento de Digital Research and Development, estamos buscando un consultor que tenga experiencia en Data Science y sirva de apoyo el área de Evaluación e Investigación de la Fundación Capital a partir de la gestión de la información que será obtenida a través de las diferentes evaluaciones cuantitativas realizadas en los diferentes proyectos liderados por el Departamento de Investigación y Desarrollo Digital. Esta persona deberá tener experiencia en gestión y administración de plataformas de Big Data / Business Analysis. Se contratará por prestación de servicios por un Tiempo de tres meses con posibilidad de extensión en función del rendimiento.

¿Quiénes somos?

Fundación Capital (FundaK) es pionera en inclusión financiera e incubadora de innovación para el crecimiento de activos en poblaciones de bajos recursos. Trabajamos para eliminar la pobreza buscando ampliar el acceso a la educación, el capital y las oportunidades productivas. Mediante la alineación con políticas públicas, mecanismos de mercado y avances en tecnología digital, nuestros proyectos le dan la posibilidad a millones de familias en condición de pobreza de vivir sus ambiciones y decidir por sí mismos cómo manejar, hacer crecer e invertir sus recursos (www.fundacioncapital.org)).

¿Cuáles son las tareas y responsabilidades?

El Consultor será responsable de:

· Ingresar y gestionar la información a la plataforma de Big Data / Business Analysis: subir la información (encuestas/bases de datos) a la plataforma manejada por el consultor y gestionar la configuración del sistema para la adecuada generación de reportes.

· Generar los reportes: emitir reportes periódicos donde (a solicitud de la Fundación) se presenten los principales resultados de las evaluaciones y los avances en la implementación de los proyectos.

· Realizar el análisis estadístico y econométrico: participar en los análisis posteriores asociados a los resultados de las evaluaciones de resultados que se realizarán en cada país. Esto incluye hacer un análisis sobre los resultados y recabar evidencia de impacto generada por los diferentes proyectos.

¿A quién estamos buscando?

Requerimientos Personales

• Persona proactiva y con disposición para el trabajo en equipo y con habilidad para el trabajo autónomo, residente en la ciudad de Bogotá.

Requerimientos Técnicos

· Lenguaje: español. Deseable: Dominio del idioma inglés.

· Habilidades y conocimientos:

• Experiencia en el manejo de bases de datos.
• Conocimiento y manejo de la plataformas de Big Data / Marketing Intelligence.
• Experiencia en el manejo de software estadístico y econométrico.
• Capacidad para la generación de reportes de análisis econométricos y estadística descriptiva. Esto incluye capacidad de síntesis y habilidad para plasmar la información técnica en un lenguaje sencillo y claro.
• Experiencia en graficación de reportes.

· Experiencia laboral:

• Experiencia de mínimo 5 años en evaluación de proyectos (metodologías cuantitativas) y análisis estadístico y econométrico.
• Deseable: experiencia en inclusión digital, inclusión financiera y población base de la pirámide.

· Educación:

• Formación en análisis estadísticos y econométricos.

How to apply:

¿Cómo puede aplicar?

Por favor envíenos su Hoja de Vida y una carta de presentación concisa en la que se explica: 1) Su motivación para trabajar con nosotros, (2) Por qué agregaría valor a nuestro equipo, (3) Expectativa de honorarios y fecha de inicio posible, (4) Dónde ha encontrado nuestra oferta de trabajo.

Tenga en cuenta que sólo se considerarán las solicitudes completas. Envíe su solicitud hasta el 10 de mayo de 2017 antes de las 3:00 pm (GMT -5) a hr@fundacioncapital.org con el asunto «Consultor Data Science”

Las mujeres varadas en Grecia se enfrentan a múltiples problemas cuando esperan un hijo y a veces ni siquiera quieren tenerlos