Internal Governance Adviser – A051D,
Civil Service Commission
GRM International Timor-Leste March 30, 2009
Human Resource Management Adviser – A051C,
Civil Service Commission
GRM International Timor-Leste March 30, 2009
Human Resource Development Adviser – A051B,
Civil Service Commission
GRM International Timor-LesteMarch 30, 2009
National Priorities & Aid Effectiveness Directorate – A050,
Ministry of Finance
GRM International Timor-Leste March 30, 2009
Fonte: http://www.devex.com
terça-feira, março 31, 2009
quinta-feira, março 26, 2009
O benefício é o trânsito que passará nela
Segundo o Presidente da República Cavaco Silva, ainda se confunde custos com benefícios quando se trata de investimento público, o que representa uma importante alerta à governação.
"Uma estrada é toda ela custos. O benefício é o trânsito que passará nela. Se não houver trânsito, não há benefício, é zero."
Por isso se fala de TTT, tráfego, tráfego, tráfego, como os principais factores de sucesso no financiamento de infra-estruturas. Este conceito fundamental aplica-se quer o projecto seja financiado pelos bancos, quer pelos contribuintes. "Se uma estrada não tiver trânsito, há um que ganha, o empreiteiro, e há um que perde, o português que paga impostos"
(VER PPP Lusofonia http://ppplusofonia.blogspot.com/2008/03/trfego-trfego-trfego.html)
Como economista, Cavaco Silva apontou também o exemplo de um projecto privado, em que o investimento do empresário é custo, o benefício seria a sua produção. "Se não produzir nada, não ganha". Neste caso, valia a pena fazer uma pequena EMENDA: O investimento na fábrica é o custo, o benefício é a produção VENDIDA. Se não produzir e VENDER o SUFICIENTE, não ganha.
Presidente da República inaugurou Museu Municipal de Penafiel
Poderá consultar este texto completo em http://www.presidencia.pt/?idc=10&idi=25997
VER video em www.presidencia.pt
Fontes:Agência Financeira
Público.pt
Dinheiro Digital
Diário Digital
Jornal da Madeira
Newstin
Correio da Manhã
Penafiel
"Uma estrada é toda ela custos. O benefício é o trânsito que passará nela. Se não houver trânsito, não há benefício, é zero."
Por isso se fala de TTT, tráfego, tráfego, tráfego, como os principais factores de sucesso no financiamento de infra-estruturas. Este conceito fundamental aplica-se quer o projecto seja financiado pelos bancos, quer pelos contribuintes. "Se uma estrada não tiver trânsito, há um que ganha, o empreiteiro, e há um que perde, o português que paga impostos"
(VER PPP Lusofonia http://ppplusofonia.blogspot.com/2008/03/trfego-trfego-trfego.html)
Como economista, Cavaco Silva apontou também o exemplo de um projecto privado, em que o investimento do empresário é custo, o benefício seria a sua produção. "Se não produzir nada, não ganha". Neste caso, valia a pena fazer uma pequena EMENDA: O investimento na fábrica é o custo, o benefício é a produção VENDIDA. Se não produzir e VENDER o SUFICIENTE, não ganha.
Presidente da República inaugurou Museu Municipal de Penafiel
Poderá consultar este texto completo em http://www.presidencia.pt/?idc=10&idi=25997
VER video em www.presidencia.pt
Fontes:Agência Financeira
Público.pt
Dinheiro Digital
Diário Digital
Jornal da Madeira
Newstin
Correio da Manhã
Penafiel
domingo, março 22, 2009
RH para Planeamento e Finanças em TIMOR
Customs Human Resource Adviser Government of Timor-Leste/World Bank
Apply By: 29 March 2009
Organization(s): Government of Timor-Leste/World Bank
Country/Region: Timor-Leste
Apply by: 29 March 2009
Job Summary
I. BACKGROUND Planning and Finance Management Systems in Timor-Leste Since the restoration of independence in 2002, the Government of Timor-Leste (GoTL) has made steady progress in building its Planning and Finance Management (PFM) systems, but significant challenges remain. Institutions responsible for planning, budgeting, budget execution, revenue collection, internal control and reporting are particularly weak in a context of rapidly accumulating revenues and expansion of the state budget. The PFM system is characterized by extremely low budget execution on a cash basis, caused by low capacity within the civil service and weaknesses in planning, budgeting, procurement, implementation and project management. Progress to convert existing resources into economic growth and tangible service delivery improvements is slow. Strengthening PFM in any country is a long-term agenda. Sound PFM requires government wide systems and processes that operate in a fully integrated manner; weak links must be addressed in a systematic manner.
Areas requiring immediate attention include:
# Linking planning and budgeting
# Reform of procurement and devolution to the line agencies
# Improving cash planning and cash management to prevent excessive Treasury liquidity
# Strengthening core IT systems to support the budget process
# Improving internal and external controls and monitoring
# Implementation of a comprehensive program of capacity building and professional development for civil servants including delivery of incentive and reward reforms.
The GoTL is conscious of the key role of PFM systems for growth, service delivery and poverty reduction, and has commenced implementation of a Planning and Finance Management Capacity Building Program (PFMCBP) to assist to secure these objectives. The Planning and Financial Management Capacity Building Program The PFMCBP aims to achieve sustainably strengthened planning, budgeting, public expenditure management and revenue administration for growth and poverty reduction, with emphasis on efficiency, effectiveness, accountability, integrity, service culture, and transparency. Funded through a World Bank multi-donor trust fund, the PFMCBP is a five year coordinated program of targeted capacity building in planning and financial management. The key GoTL implementing agency is the Ministry of Finance (MoF), but PFMCBP also includes support for financial management staff in the line ministries and districts.
The program comprises four major components, encompassing:
(a) public expenditure management; (
b) revenue administration and macro-economic management;
(c) support for executive management and other cross cutting activities; and
(d) support for program implementation.
Early capacity building initiatives in the MoF focused largely on getting the public financial management system up and running without fully addressing the capacity shortfalls of civil servants. This has created a system that remains heavily reliant on the presence of international advisers, who have largely focused on in-line performance and, to a limited extent, on the transfer of skills. Through PFMCBP the GoTL wants to move beyond the transitional substitution of international for local expertise, to an integrated approach to institution building that relies on three pillars: skills and knowledge; systems and processes; and attitudes and behaviours.
Based on the three-pillar framework, the objectives for the PFM function are
(i) improved service delivery, both to internal clients and to the population; and
(ii) to create a sustainable PFM system that would be increasingly managed and run by national staff, with the number of advisers decreasing over time as national staff take on increasing responsibility.
To achieve this, the Program has adopted a “platform” approach under which first steps and foundations are consolidated before more advanced steps are attempted. PFMCBP faces two central challenges in the near term. The first challenge will be to creatively and flexibly support elaboration and implementation of the change management strategy by the RWG, task teams and senior management team. It will take time to define and communicate elements of the change process: it must not proceed too quickly, or according to a technical blueprint. The second challenge will be to ensure the program does not lose focus on the pressing need to improve the Ministry’s core public finance management responsibilities and maintain operations. Government capacity is already limited and there is a risk that dramatic changes may divert focus.
PFMCBP should target activities that improve service delivery, support economy and employment outcomes, and underpin government’s efforts to establish its legitimacy. Program Management The program is managed and implemented by the MoF through a dedicated Program Implementation Unit (PIU), led by the Program Implementation Officer (PIO). Comprising a core group of TA management specialists, the PIU ensures best practice capacity building efforts throughout the program.
The PIU is located within the Executive Office of the Ministry of Finance, and is designated part responsibility for aid effectiveness also, together with associated PIUs in MoF. A Steering Committee chaired by the Minister of Finance and involving senior managers, key line agencies and district representatives as appropriate will provide the strategic direction for the program and ensuring that the program progresses in line with the Government’s development and public financial management objectives.
A Supervisory Committee chaired by the Minister of Finance and comprising the World Bank and one or more development partners will monitor progress in program implementation and make recommendations to the Steering Committee on issues affecting the successful achievement of the program’s objectives. The Supervision Committee will provide a forum for continuous policy dialogue and will oversee and advice on the integration of all activities and advisers within the program framework, including coordination and consultation with donors involved in parallel financing and co-financing All Technical Advisers recruited to the PFMCBP are contracted by, and accountable to, the Minister of Finance. Senior Management Advisors will be responsible for planning and monitoring the quality of performance of TA assigned to their respective branches and units.
Ministry of Finance Reform The Ministry of Finance is the Government body responsible for the design, execution, coordination and assessment of the finance policies defined and approved by the Council of Ministers, particularly in the areas of budget and finance, and the Government’s annual planning and monitoring of their programs.
In 2008, the Ministry of Finance has commenced a process for institutional reform that aims to improve the quality of services that the Ministry provides to policy-makers, line ministries and districts. A restructure of the Ministry and the implementation of the new Organic Law are underway, providing some of the conditions necessary to improve performance, in particular at senior management level.
Plans are also underway to: establish a group of experienced managers; address issues of staff reward and incentives; review skills and proper job placement of existing staff; preparation of a program for the professional development (PDP) of ministry staff; systematically communicate planned changes to existing Ministry staff; and improve the Ministry’s facilities, IT and other related infrastructure.
As an initial step in this restructuring process, a Senior Management Committee has been established to transmit reform messages and lead performance improvements within the Ministry. The team is composed of the Minister, the Vice-Minister of Economy and Development (in his acting capacity as Vice-Minister of Finance), the Chief of Staff and Interim Director of the Administration and IT Services, the Senior Management Advisers of the General Directorate on Corporate Support and the three (3) General Directorates of the Ministry, namely,
i) General Directorate of State Finances;
ii) General Directorate of Revenue & Customs; and,
iii) General Directorate of Policy Analysis & Research. It is envisaged that the Senior Management Committee will provide counterparts to the Senior Managers of the MOF, when they are appointed.
Apply By: 29 March 2009
Organization(s): Government of Timor-Leste/World Bank
Country/Region: Timor-Leste
Apply by: 29 March 2009
Job Summary
I. BACKGROUND Planning and Finance Management Systems in Timor-Leste Since the restoration of independence in 2002, the Government of Timor-Leste (GoTL) has made steady progress in building its Planning and Finance Management (PFM) systems, but significant challenges remain. Institutions responsible for planning, budgeting, budget execution, revenue collection, internal control and reporting are particularly weak in a context of rapidly accumulating revenues and expansion of the state budget. The PFM system is characterized by extremely low budget execution on a cash basis, caused by low capacity within the civil service and weaknesses in planning, budgeting, procurement, implementation and project management. Progress to convert existing resources into economic growth and tangible service delivery improvements is slow. Strengthening PFM in any country is a long-term agenda. Sound PFM requires government wide systems and processes that operate in a fully integrated manner; weak links must be addressed in a systematic manner.
Areas requiring immediate attention include:
# Linking planning and budgeting
# Reform of procurement and devolution to the line agencies
# Improving cash planning and cash management to prevent excessive Treasury liquidity
# Strengthening core IT systems to support the budget process
# Improving internal and external controls and monitoring
# Implementation of a comprehensive program of capacity building and professional development for civil servants including delivery of incentive and reward reforms.
The GoTL is conscious of the key role of PFM systems for growth, service delivery and poverty reduction, and has commenced implementation of a Planning and Finance Management Capacity Building Program (PFMCBP) to assist to secure these objectives. The Planning and Financial Management Capacity Building Program The PFMCBP aims to achieve sustainably strengthened planning, budgeting, public expenditure management and revenue administration for growth and poverty reduction, with emphasis on efficiency, effectiveness, accountability, integrity, service culture, and transparency. Funded through a World Bank multi-donor trust fund, the PFMCBP is a five year coordinated program of targeted capacity building in planning and financial management. The key GoTL implementing agency is the Ministry of Finance (MoF), but PFMCBP also includes support for financial management staff in the line ministries and districts.
The program comprises four major components, encompassing:
(a) public expenditure management; (
b) revenue administration and macro-economic management;
(c) support for executive management and other cross cutting activities; and
(d) support for program implementation.
Early capacity building initiatives in the MoF focused largely on getting the public financial management system up and running without fully addressing the capacity shortfalls of civil servants. This has created a system that remains heavily reliant on the presence of international advisers, who have largely focused on in-line performance and, to a limited extent, on the transfer of skills. Through PFMCBP the GoTL wants to move beyond the transitional substitution of international for local expertise, to an integrated approach to institution building that relies on three pillars: skills and knowledge; systems and processes; and attitudes and behaviours.
Based on the three-pillar framework, the objectives for the PFM function are
(i) improved service delivery, both to internal clients and to the population; and
(ii) to create a sustainable PFM system that would be increasingly managed and run by national staff, with the number of advisers decreasing over time as national staff take on increasing responsibility.
To achieve this, the Program has adopted a “platform” approach under which first steps and foundations are consolidated before more advanced steps are attempted. PFMCBP faces two central challenges in the near term. The first challenge will be to creatively and flexibly support elaboration and implementation of the change management strategy by the RWG, task teams and senior management team. It will take time to define and communicate elements of the change process: it must not proceed too quickly, or according to a technical blueprint. The second challenge will be to ensure the program does not lose focus on the pressing need to improve the Ministry’s core public finance management responsibilities and maintain operations. Government capacity is already limited and there is a risk that dramatic changes may divert focus.
PFMCBP should target activities that improve service delivery, support economy and employment outcomes, and underpin government’s efforts to establish its legitimacy. Program Management The program is managed and implemented by the MoF through a dedicated Program Implementation Unit (PIU), led by the Program Implementation Officer (PIO). Comprising a core group of TA management specialists, the PIU ensures best practice capacity building efforts throughout the program.
The PIU is located within the Executive Office of the Ministry of Finance, and is designated part responsibility for aid effectiveness also, together with associated PIUs in MoF. A Steering Committee chaired by the Minister of Finance and involving senior managers, key line agencies and district representatives as appropriate will provide the strategic direction for the program and ensuring that the program progresses in line with the Government’s development and public financial management objectives.
A Supervisory Committee chaired by the Minister of Finance and comprising the World Bank and one or more development partners will monitor progress in program implementation and make recommendations to the Steering Committee on issues affecting the successful achievement of the program’s objectives. The Supervision Committee will provide a forum for continuous policy dialogue and will oversee and advice on the integration of all activities and advisers within the program framework, including coordination and consultation with donors involved in parallel financing and co-financing All Technical Advisers recruited to the PFMCBP are contracted by, and accountable to, the Minister of Finance. Senior Management Advisors will be responsible for planning and monitoring the quality of performance of TA assigned to their respective branches and units.
Ministry of Finance Reform The Ministry of Finance is the Government body responsible for the design, execution, coordination and assessment of the finance policies defined and approved by the Council of Ministers, particularly in the areas of budget and finance, and the Government’s annual planning and monitoring of their programs.
In 2008, the Ministry of Finance has commenced a process for institutional reform that aims to improve the quality of services that the Ministry provides to policy-makers, line ministries and districts. A restructure of the Ministry and the implementation of the new Organic Law are underway, providing some of the conditions necessary to improve performance, in particular at senior management level.
Plans are also underway to: establish a group of experienced managers; address issues of staff reward and incentives; review skills and proper job placement of existing staff; preparation of a program for the professional development (PDP) of ministry staff; systematically communicate planned changes to existing Ministry staff; and improve the Ministry’s facilities, IT and other related infrastructure.
As an initial step in this restructuring process, a Senior Management Committee has been established to transmit reform messages and lead performance improvements within the Ministry. The team is composed of the Minister, the Vice-Minister of Economy and Development (in his acting capacity as Vice-Minister of Finance), the Chief of Staff and Interim Director of the Administration and IT Services, the Senior Management Advisers of the General Directorate on Corporate Support and the three (3) General Directorates of the Ministry, namely,
i) General Directorate of State Finances;
ii) General Directorate of Revenue & Customs; and,
iii) General Directorate of Policy Analysis & Research. It is envisaged that the Senior Management Committee will provide counterparts to the Senior Managers of the MOF, when they are appointed.
Marketing social em Espanha
Experto en Marketing Social y/o Campañas de Educación
EURADIA International, Spain
Apply By: 27 March 2009
Date posted: 18 March 2009
international@euradia.es
Requisitos Generales:
Profesional con título universitario en Marketing, Comunicación, Administración o ramas afines al objeto de la consultoría. Experiencia general de al menos 6 años contados a partir de la obtención del primer título profesional.
Requisitos Específicos:
Acreditará al menos 4 años de experiencia especifica, contados a partir de la obtención del primer título profesional, alternativamente en los siguientes aspectos: desarrollo e implementación de campañas de educación o de marketing social, preferentemente sobre derechos obligaciones, productos y servicios financieros para sectores vulnerables; promoción y fomento de la educación financiera para los usuarios actuales y potenciales de las entidades financieras y sus productos; diseño e implementación de metodologías de programas de educación para diferentes segmentos de interés; definición estratégica de canales y medios de difusión y elaboración e implementación de diferentes productos de comunicación dirigidos a distintos grupos objetivos; así como diseño e implementación de aulas virtuales dentro de este contexto.
Otros requisitos:
Experiencia en docencia universitaria
Expositor (conferencista) en cursos, seminarios, talleres, workshops, etc.
EURADIA International, Spain
Apply By: 27 March 2009
Date posted: 18 March 2009
international@euradia.es
Requisitos Generales:
Profesional con título universitario en Marketing, Comunicación, Administración o ramas afines al objeto de la consultoría. Experiencia general de al menos 6 años contados a partir de la obtención del primer título profesional.
Requisitos Específicos:
Acreditará al menos 4 años de experiencia especifica, contados a partir de la obtención del primer título profesional, alternativamente en los siguientes aspectos: desarrollo e implementación de campañas de educación o de marketing social, preferentemente sobre derechos obligaciones, productos y servicios financieros para sectores vulnerables; promoción y fomento de la educación financiera para los usuarios actuales y potenciales de las entidades financieras y sus productos; diseño e implementación de metodologías de programas de educación para diferentes segmentos de interés; definición estratégica de canales y medios de difusión y elaboración e implementación de diferentes productos de comunicación dirigidos a distintos grupos objetivos; así como diseño e implementación de aulas virtuales dentro de este contexto.
Otros requisitos:
Experiencia en docencia universitaria
Expositor (conferencista) en cursos, seminarios, talleres, workshops, etc.
terça-feira, março 17, 2009
Formador em PPP Saúde, Washington, DC
Organization(s): Institute for Public-Private Partnerships (IP3)Country/Region: Washington, DC, United States
Apply by: 31 March 2009
IP3 is looking for consultants in the greater Washington, DC metro area who would like to instruct during our upcoming course on Public-Private Partnerships (PPP) in Health Service Delivery and Hospital/Clinic Facilities, April 13-24, 2009 in Washington, DC. The following are course objectives that must be covered:
1) Policy Frameworks for Public-Private Partnerships (PPP) in Health Services
2) Health Sector: Planning, Screening, and Structuring PPP Projects
3) Hospital and Clinic Facilities PPPs: Planning, Screening, and Structuring Projects
4) Institutionalizing PPP Modeling into the Health and Hospital Services
5) Stakeholder Communication Strategies for PPPs in Health Services
If you are interested in learning more about this opportunity, please contact Heather Medlin at hpmedlin@ip3.org or 202-552-0918.To learn more about IP3 training programs, please visit website at http://www.ip3.org/ .
Fonte: http://www.devex.com/jobs/jan2009-institute-for-public-private-partnerships-ip3-training-2
sábado, março 14, 2009
Formação em Gestão de Projectos com o Quadro Lógico, 1-3 Abril
A Ogimatech Portugal, uma das principais empresas de consultoria em Portugal, promove um curso de introdução à Gestão do Ciclo do Projecto (GCP) segundo o Enfoque do Quadro Lógico (EQL).Data: 1, 2, 3 de Abril 2009
Local: Ogimatech Portugal, Parque das Nações, Lisboa
Inscrição: até 20-Março-2009, €390
Contactos: mmatoso@ogimatech.pt
http://www.ogimatech.pt/iniciativaas.asp?ang
Destinatários: Responsávies, gestores, consultores, técnicos de projectos de desenvolvimento
Objectivos: Conhecer os conceitos e ferramentas para a Gestão do Ciclo do Projecto (Project Cycle Management-PCM) com Enfoque no Quadro Lógico (Logic Framework Approach-LFA), validada e largamente aplicada nos programa de financiamento da Comissão Europeia e dos principais doadores internacionais.
Módulo 1 - Introdução ao Ciclo do Projecto, identificação e formulação segundo o Enfoque no Quadro Lógico (EQL)
Módulo 2 - Gestão do Projecto
Módulo 3 - Avaliação do Projecto
Módulo 4 - Procurando a eficácia, outros instrimentos para além do projecto
Parabéns à Ogimatech Portugal por esta optima iniciativa !
A utilização do Quadro Lógico (Logical Framework Matrix) é essencial nos projectos de desenvolvimento, especialmente aqueles que são financiados por doadores e instituições internacionais. A abordagem Quadro Lógico estrutura o planeamento, implementação e especialmente a avaliação de projectos, numa orientação para os resultados também conhecida como "Objectives Oriented Project Planning". O Quadro Lógico é uma das ferramentas mais potentes, tanto para o consultor como para os responsáveis pela formulação, execução e avaliação de politicas públicas e projectos de desenvolvimento.
terça-feira, março 10, 2009
Seminário: Conhecer as Comunidades Espanholas, 18-Março
Um Mercado para as Empresas Portuguesas- Conhecer as Comunidades Espanholas
Organizadores do Seminário: : CGD e Câmara Hispano Portuguesa
Data: quarta-feira, 18-Março-2009, 9:00-13:30
Lugar: Culturgest, Rua do Arco Cego, Lisboa
Inscrições: gratuitas até 12-Março em www.cgd.pt/Empresas/
Ficha de inscrição
Programa do Seminário
A Caixa Geral de Depósitos e a CHP , querem ajudar as empresas portuguesas a conhecer melhor o Mercado Espanhol com esta série de seminários.
Portugal e Espanha são mercados naturais para as empresas e para os empresários dos dois países. As relações económicas bilaterais são tão importantes para Portugal como para Espanha, havendo já muitas empresas portuguesas e espanholas a desenvolver actividade à escala ibérica.
Apesar do abrandamento económico e do conhecimento crescente que os empresários portugueses têm do mercado espanhol, Espanha continua a ser um mercado com potencial para as empresas portuguesas. Acresce que o mercado espanhol apresenta características, oportunidades de negócio e apoios públicos regionalmente diferenciados, que importa conhecer em maior profundidade.
www.chp.es, info@chp.es
sábado, março 07, 2009
Bancos reduzem actividade de financiamento de projectos
O banco Royal Bank of Scotland Group (RBS), que tem liderado a montagem, tomada firme e financiamento de projectos a nível mundial vai afastar-se dessa linha de negócios numa tentativa de recuperar a rentabilidade do banco que têve que ser apoiado pelo governo do Reino Unido. Mas de 60% da carteira de project finance do RBS está na Europa, incluindo Portugal.
A Caixa Geral de Depósitos estava no nº 19 entre os principais bancos de project finance em, com tendência a subir na medida em que outros bancos se afastam.Assim RBS vai limitar a sua actividade de financiamento de novos projectos a bastante mais curtos de 3 a 5 naos, e não os 20 or 30 anos que tem sido feita até à data. O financiamento de projectos consiste de crédito de muito longo prazo cujo reembolso depende apenas dos meios libertos pelo próprio projecto.
Outros bancos estão a reduzir a sua actividade de project finance devido ao grande tamanho e longo prazo dos créditos, que absorbem muito liquidez e capital, especialmente com a entrada em vigor das normas Basileia II.
Fonte: http://www.infrastructureinvestor.com/
http://www.projectfinancemagazine.com/
European Deal of the Year 2008
Bank of the Year for Trade & Project Finance 2006
Project & Infrastructure Finance in Portugal
quarta-feira, março 04, 2009
Seminars on Presentation Skills at Universidade Técnica de Lisboa
Two new training courses are being offered at the Universidade Técnica de Lisboa.See http://www.centrop.org/ for details
Successful Presentations Skills Seminar, Saturday , 14 -March, 9h30 -17h30.
http://www.centrop.org/rubricas.aspx?id_seccao=48&id_rubrica=167&ord=6
Creative Slide Presentations Seminar, Friday, 20-Março, 14h ás 17h30
http://www.centrop.org/rubricas.aspx?id_seccao=48&id_rubrica=168&ord=6
The seminars are led by Jeffrey Frankel
International Management Training, Cascais
jeffreyfrankel@mail.telepac.pt
http://www.internationalmanagementtraining.co.uk/
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