Convida-se todos os interessados a participar na 6.ª edição do Ciclo de Conferências em Cooperação para o Desenvolvimento, a entrada é livre, mas sujeita a prévia inscrição.
Cooperação da CPLP. Evolução recente e perspectivas futuras
Dr. Manuel Lapão, Director de Cooperação da CPLP
Dia 5 de Abril de 2010, entre as 11:30 e as 12:30 horas
Palácio dos Marqueses de Pombal, OEIRAS
Planeamento e Execução de Programas e Projectos de Cooperação. Estudos de Caso
Dr. Marcos Gulbenkian, Director-Geral da Ogimatech
Dia 21 de Abril, entre as 11:30 e as 12:30 horas
Palácio dos Marqueses de Pombal, OEIRAS
INA, Instituto Nacional de Administração, I.P.
Cooperação Internacional
Tel.: (351) 21 446 53 80
Fax.: (351) 21 446 5480
tiago.fernandes@ina.pt
terça-feira, março 30, 2010
PPP Douro-Interior: TC dá visto provisório após redução de 60 M€
Tribunal de Contas 
O Tribunal de Contas (TdC) deu o visto provisório à concessão do Douro-Interior, a ser explorada pela Mota-Engil, após o contrato ter sofrido uma redução de 60 milhões de euros, anunciou a construtora esta terça-feira. 
«Conforme instruções vindas a pública e tal como consta ao acórdão do TC disponível no site desta instituição, o contrato objecto de visto incorpora alterações que se traduzirão num VAL do projecto, calculado de acordo com as regras concursais, inferior em cerca de 60 milhões de euros ao do contrato inicial». A concessão tinha sido adjudicada à Mota-Engil em 2008, por 826 milhões de euros.
Contudo, o TdC tinha recusado o visto argumentando que a prposta final BAFO não era conforme os pressupostos do concurso, devido à evolução dos mercados financeiros. Os finalistas tiveram oportunidade de apresentar uma nova proposta BAFO reformada. Um dos concorrente mantêve a BAFO, o outro apresentou uma proposta reformada mais conforme com a proposta inicial, reservando o direito a "uma reposição do equilíbrio financeiro da Subconcessão, subsequente à assinatura do contrato, por motivo de alteração das circunstâncias resultantes do agravamento anormal das condições dos mercados financeiros".
Assim o risco dos mercados financeiros passou para a EP como Concedente, que ficará também com 100% dos benefícios dos eventuais refinanciamentos.
VER Acórdão nº 12/2010 - Mar. 26, 1ª S/SS , (Douro Interior)
Na sequência da recusa de visto a EPSA assegurou:
“a) Reforma do procedimento concursal, ou seja:
i)Fase de negociação reformada;
ii)Propostas finais reformadas dos dois concorrentes finalistas;
iii)Relatório preliminar de avaliação das propostas finais reformadas;
iv)Audiência prévia dos dois concorrentes finalistas;
v)Relatório final de avaliação das propostas finais reformadas; e, no final deste procedimento, obtenção de um
b)Contrato de Subconcessão Reformado, com respeito da letra do n.º 28 do programa de concurso.”
Em 10 de Março de 2010, a Comissão de Análise das Propostas indicou aos dois concorrentes finalistas a oportunidade de apresentar nova proposta final, no âmbito da reforma do procedimento e do contrato.
O concorrente n.º 6 (AENOR-Douro Interior) apresentou uma proposta final reformada, com alteração da minuta do Contrato de Subconcessão e do respectivo Anexo V (Caso Base);
Em 15 de Março de 2010, a Comissão de Análise das Propostas emitiu o seu “Relatório Final de Avaliação das Propostas Finais Reformadas-2.ª Fase Reformada”
O concorrente n.º 6, na sua proposta final reformada , apresentou novos valores para a remuneração por disponibilidade a pagar pela EP, que, implicando um pagamento nominal27 total de € 1.711.570.000 , representam um VAL de € 696.566.390 , ligeiramente inferior ao VAL dos montantes por ele propostos na 1.ª fase (€ 696.572.440)
Por outro lado, a proposta reformada contemplou alterações nas cláusulas 86.ª e 87.ª da minuta do contrato de Subconcessão. Essas alterações foram do seguinte teor:
“86.Reposição do Equilíbrio Financeiro e Compensações ao Concedente (…)
86.13.O Concedente é compensado, nos termos do número seguinte, no caso de haver lugar a uma reposição do equilíbrio financeiro da Subconcessão, subsequente à assinatura do contrato, por motivo de alteração das circunstâncias resultantes do agravamento anormal das condições dos mercados financeiros.
86.14. O impacto favorável que decorra das reposições do equilíbrio financeiro pelas causas referidas no número anterior, é integralmente atribuído ao Concedente, até que se atinjam as condições fixadas no contrato antes dessa primeira reposição, momento a partir do qual se passa a aplicar o disposto no número 86.03.
86.15. Para efeitos do número anterior, aplicam-se, com as devidas adaptações, os números 86.03 e 86.05 a 86.07.
87.Refinanciamento da Subconcessão e Partilha de Benefícios (…)
87.03. Os impactos favoráveis que decorram da concretização do Refinanciamento da Subconcessão serão partilhados, em partes iguais entre a Subconcessionária e o Concedente, excepto na situação prevista no número 87.16. (…)
87.16. Contrariamente ao disposto nos números anteriores, o Concedente é o único beneficiário dos impactos favoráveis de um Refinanciamento da Subconcessão, nos termos do número seguinte, no caso de haver lugar30 a uma reposição do equilíbrio económico-financeiro da Subconcessão subsequente à assinatura do contrato, por motivos de alteração das circunstâncias derivada do agravamento anormal das condições vigentes nos mercados financeiros.
87.17. O impacto favorável que decorra dos Refinanciamentos da Subconcessão subsequentes à reposição do equilíbrio económico-financeiro da Subconcessão pelas causas referidas no número anterior, é integralmente atribuído ao Concedente, até que se atinjam as condições fixadas no contrato, antes dessa reposição, momento a partir do qual se passa a aplicar o disposto no número 87.03.
87.18. Para efeitos do número anterior, aplicam-se, com as devidas adaptações, os números 87.04 a 87.10 e 87.15.”
“ (…) Em relação ao nível de risco incorrido pela EP - Estradas de Portugal. S.A., na execução do Contrato de Subconcessão, nomeadamente ao nível das situações de reequilíbrio e dos critérios para a sua reposição, verifica-se que os dois concorrentes optaram por não fazer qualquer proposta de alteração no sentido de atenuar os riscos que, nos termos da minuta do Contrato de Subconcessão, são da responsabilidade e gestão da EP – Estradas de Portugal, S.A.
Porém, o concorrente n.º 6 optou por prever na minuta do Contrato de Subconcessão o direito que para os particulares contratantes com a Administração decorre da cláusula geral prevista no artigo 198.º do Decreto-Lei n.º 59/99, de 2 de Março (aplicável por força da remissão do número 34 do programa do concurso).
Acresce que o concorrente n.º 6 optou também por alterar a cláusula 87.ª do Contrato de Subconcessão em termos mais favoráveis para a EP – Estradas de Portugal, S.A., já que, em determinadas condições, a EP passa a partilhar integralmente os benefícios decorrentes de um ou mais refinanciamentos.”
Fonte: Dinheiro Digital, Tribunal de Contas Acordão 12/1010 , Agencia Financeira , Jornal de Negócios
VER ficha do contrato de concessão Douro Interior no GPERI http://www.gperi.moptc.pt/tempfiles/cinvestimento.htm
segunda-feira, março 29, 2010
Trabalhar para o Comércio Justo em Angola e Moçambique
To support the implementation of its work in Africa, FLO Producer Services Unit now seeks to contract a Fair Trade Liaison Officer for Mozambique and Angola
Apply by 16-Abril-2010
To act as the regionally based liaison person between the Producer Services and Relations Unit (PSR) and FLO certified producers, potential FLO producer partners, and Fairtrade stakeholders for Mozambique and Angola.
Core Responsibilities:
· Providing information, advice and training to producers to improve compliance with Fairtrade standards
· Providing information, advice and training to producers to improve their market opportunities and achieve
Fairtrade development impact.
· Providing information to FLO e.V. about producers in their sphere of activity.
Tasks:
- Seeking new Suppliers/Products/Origins
- Providing an introduction to producers to Fairtrade.
- Assessing Producer Groups as Businesses
- Support Work following Inspections
- Sourcing and liaising with local external support agencies
- Helping coordinate the Pricing Process.
- Provide information about local networks.
- Provide regular and consistent reports on targeted producer groups
- Represent PSR in local workshops/conferences as required and agreed.
Requirements
University degree in agricultural, social, or economic science or development studies
At least three years of professional working experience
Experience in working with small-holder organizations at the grassroots level
Motivation to continue working at the grassroots level
Experience with Corporate Social Responsibility and certification systems
Good planning and organization as well as self-management skills
Good contacts with local NGOs and Government resources
Ability to communicate effectively
Ability to work in a multi-cultural, multi-ethnic environment with sensitivity and respect for diversity and gender balance
Dynamic trainer
Team player: working with local and remote teams
Familiarity with local culture
Fluent English and Portuguese, and fluency in any languages relevant to the region of responsibility
Preparedness to frequent travels in the region
Terms of the contract:
Consultant contract for twelve month period renewable, starting early May 2010
Location of the post: Mozambique
There is currently no FLO e.V. representative office in Mozambique, the Liaison Officer will be required to setup his/her own office.
Applications (motivation letter, honorarium indication, curriculum vitae and two references)
should be sent to the following address: s.rahn@fairtrade.net
With the reference: LO Mozambique and Angola
Deadline for applications: 16th April 2010
Fair Trade Labelling Organizations International (FLO)
Bonner Talweg 177, D- 53129 Bonn, Germany
Tel. +49-228- 94.92.30, Fax: +49- 228- 242.17.13,
email: info@fairtrade.net , http://www.fairtrade.net/
Contact person: The appropriate Regional Responsible Southern Africa at FLO e.V
Communication Lines: To Producer Services and Relations Unit (PSR)
Fairtrade Labelling Organizations International (FLO) unites the producer-, market- and business-facing activities within the Fairtrade Labelling system. FLO develops the Fairtrade Standards; promotes the
empowerment of Fairtrade-certified producers by supporting them in gaining and maintaining Fairtrade
Certification and capitalizing on market opportunities; and facilitates global Fairtrade markets, to optimise
benefits for producers.
The Producer services and Relations (PSR) department at FLO is responsible for ensuring that Fairtrade
Labelling delivers its agreed strategic objectives relating to improving the lives of disadvantaged and
marginalised producers by:
· Translating the agreed Fairtrade Labelling strategy into robust and properly resourced operational plans
(including clear objectives, outcomes and performance indicators) that enable development to happen
through Fairtrade and maximise development impact
· Shaping and delivering a range of services and support programmes (such as technical, market and
financial advice) that helps build the capacity of producers and assists them to enter and remain in
Fairtrade
- Maintaining and seeking continual improvement in quality, transparency and accountability of all producer
facing operations
· Identifying and developing opportunities for others to participate in the realisation of Fairtrade
development objectives – particularly southern based
· Improving understanding of the organisation’s impact, both internally and externally, through monitoring
and evaluation processes and feedback of such work into continual improvement programmes
PSR’s work is targeted in three regions: Latin America, Asia and Africa/Middle East
SEE also vancancies at FLO-CERT, Bonn, Germany, including Finance Director and in-house Auditor
Should the public sector guarantee private sector financing for PPPs?
The World Bank PSD blog raises the question of whether Governments should provide guarantees for private financing of PPP projects
The answer: NOT if they can avoid it ...
Such payment guarantees, availabity payments and shorter tenors are a natural response to the increased creditor risk aversion. They should be seen as a necessary evil, and should be used very sparingly and carefully.
The financial crisis and subsequent credit crunch has greatly reduced the options available to governments regarding PPPs. The reason is very simple: There is no longer enough money available for long-term private infrastructure investment. However, this is seen as a temporary situation, as the rationale for PPPs remains as strong as ever.
...In the meantime, governments in many countries are in the middle of procuring large PPPs and therefore in need of solutions to the temporary dislocation in credit markets. More and more governments have been turning to public sector guarantees of private sector loans for PPP projects as a way to overcome shortfalls in available financing.
Will taxpayers get their money’s worth from these guarantees? One past example suggests the answer could be “yes.” In 1994, Korea launched the Infrastructure Credit Guarantee Fund (KICGF) to facilitate private participation in infrastructure. In response to the Asian financial crisis in 1998 Korea provided even more support for its PPP policy, and one of world’s largest and most successful PPP programs was launched as a result.
According to the IMF:
The [Korean] government announced a fiscal stimulus package in response to the financial crisis with more than 15 percent of the envisaged investment to be carried out through PPPs. The package is accompanied by measures to reduce financial burdens on PPPs, smooth interest rate changes, and shorten project implementation. The measures introduce:
(i) lower equity capital requirements on concessionaires (5–10 percent);
(ii) for large-scale projects, higher ceilings on guarantees provided by the Infrastructure Credit Guarantee Fund (50 percent);
(iii) help in changing equity investors for some projects;
(iv) compensation for the preparation of proposals to encourage more vigorous competition during bidding;
(v) sharing of interest rate risks with concessionaires;
(vi) compensation for the excess changes in base interest rates through grading of risks at the time of the concession agreement; and
(vi) shorter periods for readjusting benchmark bond yields.
And it seems that Korea was quite happy about using this type of instrument even in financially difficult times.
Will other countries be able to manage these instruments with the same care and rigor?
Mariana Abrantes de Sousa, Portugal, 29-Março-2010
The answer: NOT if they can avoid it ...
Such payment guarantees, availabity payments and shorter tenors are a natural response to the increased creditor risk aversion. They should be seen as a necessary evil, and should be used very sparingly and carefully.
The financial crisis and subsequent credit crunch has greatly reduced the options available to governments regarding PPPs. The reason is very simple: There is no longer enough money available for long-term private infrastructure investment. However, this is seen as a temporary situation, as the rationale for PPPs remains as strong as ever.
...In the meantime, governments in many countries are in the middle of procuring large PPPs and therefore in need of solutions to the temporary dislocation in credit markets. More and more governments have been turning to public sector guarantees of private sector loans for PPP projects as a way to overcome shortfalls in available financing.
Will taxpayers get their money’s worth from these guarantees? One past example suggests the answer could be “yes.” In 1994, Korea launched the Infrastructure Credit Guarantee Fund (KICGF) to facilitate private participation in infrastructure. In response to the Asian financial crisis in 1998 Korea provided even more support for its PPP policy, and one of world’s largest and most successful PPP programs was launched as a result.
According to the IMF:
The [Korean] government announced a fiscal stimulus package in response to the financial crisis with more than 15 percent of the envisaged investment to be carried out through PPPs. The package is accompanied by measures to reduce financial burdens on PPPs, smooth interest rate changes, and shorten project implementation. The measures introduce:
(i) lower equity capital requirements on concessionaires (5–10 percent);
(ii) for large-scale projects, higher ceilings on guarantees provided by the Infrastructure Credit Guarantee Fund (50 percent);
(iii) help in changing equity investors for some projects;
(iv) compensation for the preparation of proposals to encourage more vigorous competition during bidding;
(v) sharing of interest rate risks with concessionaires;
(vi) compensation for the excess changes in base interest rates through grading of risks at the time of the concession agreement; and
(vi) shorter periods for readjusting benchmark bond yields.
And it seems that Korea was quite happy about using this type of instrument even in financially difficult times.
Will other countries be able to manage these instruments with the same care and rigor?
Mariana Abrantes de Sousa, Portugal, 29-Março-2010
Doentes do SNS deixam de pagar nas Misericórdias - Portugal - DN
Doentes do SNS deixam de pagar nas Misericórdias - Portugal - DN
A Ministra da Saúde Ana Jorge assinou no passado Sábado, dia 27 de Março, um Protocolo que revê os termos e condições de acesso dos utentes do Serviço Nacional de Saúde (SNS) a cuidados de saúde prestados pelas Santas Casas da Misericórdia. Decorridos mais de dez anos sobre a sua assinatura, o Ministério da Saúde e a União das Misericórdias Portuguesas (UMP) acordaram na revisão e actualização do Protocolo que fixa as regras de relacionamento, estabelecendo um conjunto de parâmetros claros e transparentes que enquadram a execução de acordos de cooperação a celebrar entre as Administrações Regionais de Saúde e as Santas Casas da Misericórdia.
Com este Protocolo torna-se mais flexível a articulação entre os estabelecimentos do SNS e os serviços pertencentes às Santas Casas da Misericórdia, promovendo-se a partilha de recursos e uma maior acessibilidade por parte dos utentes, tendo em conta as necessidades em saúde dos cidadãos. Este Protocolo concretiza o princípio da complementaridade do sector social face ao SNS.
A contratualização com o sector social apenas ocorrerá na medida em que o SNS não assegure capacidade de resposta, garantindo-se o aproveitamento da capacidade instalada no sector público.
Até agora, o utente suportava cerca de metade do preço da cirurgia, mas agora as Misericórdias vão passar a cobrar apenas uma taxa moderadora. Esta é uma das principais novidades do protocolo de cooperação na área da saúde assinado em Fátima pelo Ministério da Saúde e pela União das Misericórdias Portuguesas (UMP).
De acordo com Manuel Lemos, presidente da UMP, o Estado pagava os mesmos preços pelos actos desde 1995, altura em que foi firmado o acordo. Por essa razão, o utente tinha de suportar entre 40% e 70% das despesas da cirurgia, que, em média, custava 1145 euros, acrescenta Salazar Coimbra, presidente do Conselho de Gestão do Grupo Misericórdias Saúde. Só em 2009 foram realizadas cerca de 20 mil cirurgias para o SNS.
Salazar Coimbra explica que "o Estado paga entre 180 e 965 euros por cirurgia e o utente pagava o restante", embora a comparticipação seja variável de acordo com cada operação. Em 2009, "devemos ter atingido as 15 a 20 mil cirurgias para o sector público", refere.
O responsável deu exemplos concretos de pagamentos: numa operação às amígdalas (amigdalectomia), o SNS pagava 180,85 euros mais 60 euros em medicamentos e o utente pagava 330 euros. Outro exemplo, uma operação a uma incontinência urinária custava 610 euros ao doente e o Estado suportava 580,46 euros mais 55 em medicamentos.
Além da cirurgia, o Estado pagava a totalidade dos medicamentos, sangue e meios de diagnóstico. O valor cobrado por cada cirurgia aos utentes do SNS tem vindo a aumentar progressivamente, porque os valores dos actos não foram actualizados pela tutela.
Salazar Coimbra refere que o utente também "pagava muitas vezes entre 25 e 30 euros por consulta, uma vez que o Estado apenas pagava 5,5 euros. Mas a cobrança dependia de cada unidade. Havia casos em que não se cobrava mais nada ao utente, mas eram cada vez menos". No ano passado, as unidades fizeram cerca de 40 mil consultas para o SNS.
O protocolo de cooperação que é hoje assinado entra imediatamente em vigor, mas apenas vai produzir efeitos 60 dias após a assinatura de protocolos de cooperação, que terão de ser assinados entre as Administrações Regionais de Saúde e as unidades.
Manuel Lemos refere que "este é um protocolo chapéu, que vai abranger não só cirurgias, mas também consultas e meios complementares de diagnóstico. Apenas ficam de fora, para já, os cuidados continuados, uma vez que estes já integram protocolo próprio.
Este protocolo é mais transparente e mais sólido, abarcando todas as mudanças que ocorreram nos últimos 15 anos. Ao mesmo tempo "os valores que são pagos por acto vão ser actualizados, o que está dependente de portaria a aprovar num prazo de 60 dias".
O objectivo da UMP é alargar o número de cirurgias para dar resposta às dificuldades de acesso no SNS e através da capacidade instalada das unidades do sector social. "Temos falado em 75 mil cirurgias, mas é possível aumentar a oferta. Vamos analisar a capacidade em cada uma das nossas unidades". Salazar Coimbra admite ainda que seja possível "fazer 300 mil consultas". Hoje, há 13 unidades com acordos com o SNS (duas ao abrigo do programa SIGIC - listas de espera para cirurgia. Leiria, Mealhada e Vila do Conde são mais três unidades que vão fazer acordos com o SNS.
Os tempos médios de espera para cirurgia programada ao abrigo do programa de gestão de istas de espera SIGIC têm vindo a ser reduzidos com sucesso, para menos de 4 meses.
Fonte: DN, Portal do Governo
A Ministra da Saúde Ana Jorge assinou no passado Sábado, dia 27 de Março, um Protocolo que revê os termos e condições de acesso dos utentes do Serviço Nacional de Saúde (SNS) a cuidados de saúde prestados pelas Santas Casas da Misericórdia. Decorridos mais de dez anos sobre a sua assinatura, o Ministério da Saúde e a União das Misericórdias Portuguesas (UMP) acordaram na revisão e actualização do Protocolo que fixa as regras de relacionamento, estabelecendo um conjunto de parâmetros claros e transparentes que enquadram a execução de acordos de cooperação a celebrar entre as Administrações Regionais de Saúde e as Santas Casas da Misericórdia.
Com este Protocolo torna-se mais flexível a articulação entre os estabelecimentos do SNS e os serviços pertencentes às Santas Casas da Misericórdia, promovendo-se a partilha de recursos e uma maior acessibilidade por parte dos utentes, tendo em conta as necessidades em saúde dos cidadãos. Este Protocolo concretiza o princípio da complementaridade do sector social face ao SNS.
A contratualização com o sector social apenas ocorrerá na medida em que o SNS não assegure capacidade de resposta, garantindo-se o aproveitamento da capacidade instalada no sector público.
Até agora, o utente suportava cerca de metade do preço da cirurgia, mas agora as Misericórdias vão passar a cobrar apenas uma taxa moderadora. Esta é uma das principais novidades do protocolo de cooperação na área da saúde assinado em Fátima pelo Ministério da Saúde e pela União das Misericórdias Portuguesas (UMP).
De acordo com Manuel Lemos, presidente da UMP, o Estado pagava os mesmos preços pelos actos desde 1995, altura em que foi firmado o acordo. Por essa razão, o utente tinha de suportar entre 40% e 70% das despesas da cirurgia, que, em média, custava 1145 euros, acrescenta Salazar Coimbra, presidente do Conselho de Gestão do Grupo Misericórdias Saúde. Só em 2009 foram realizadas cerca de 20 mil cirurgias para o SNS.
Salazar Coimbra explica que "o Estado paga entre 180 e 965 euros por cirurgia e o utente pagava o restante", embora a comparticipação seja variável de acordo com cada operação. Em 2009, "devemos ter atingido as 15 a 20 mil cirurgias para o sector público", refere.
O responsável deu exemplos concretos de pagamentos: numa operação às amígdalas (amigdalectomia), o SNS pagava 180,85 euros mais 60 euros em medicamentos e o utente pagava 330 euros. Outro exemplo, uma operação a uma incontinência urinária custava 610 euros ao doente e o Estado suportava 580,46 euros mais 55 em medicamentos.
Além da cirurgia, o Estado pagava a totalidade dos medicamentos, sangue e meios de diagnóstico. O valor cobrado por cada cirurgia aos utentes do SNS tem vindo a aumentar progressivamente, porque os valores dos actos não foram actualizados pela tutela.
Salazar Coimbra refere que o utente também "pagava muitas vezes entre 25 e 30 euros por consulta, uma vez que o Estado apenas pagava 5,5 euros. Mas a cobrança dependia de cada unidade. Havia casos em que não se cobrava mais nada ao utente, mas eram cada vez menos". No ano passado, as unidades fizeram cerca de 40 mil consultas para o SNS.
O protocolo de cooperação que é hoje assinado entra imediatamente em vigor, mas apenas vai produzir efeitos 60 dias após a assinatura de protocolos de cooperação, que terão de ser assinados entre as Administrações Regionais de Saúde e as unidades.
Manuel Lemos refere que "este é um protocolo chapéu, que vai abranger não só cirurgias, mas também consultas e meios complementares de diagnóstico. Apenas ficam de fora, para já, os cuidados continuados, uma vez que estes já integram protocolo próprio.
Este protocolo é mais transparente e mais sólido, abarcando todas as mudanças que ocorreram nos últimos 15 anos. Ao mesmo tempo "os valores que são pagos por acto vão ser actualizados, o que está dependente de portaria a aprovar num prazo de 60 dias".
O objectivo da UMP é alargar o número de cirurgias para dar resposta às dificuldades de acesso no SNS e através da capacidade instalada das unidades do sector social. "Temos falado em 75 mil cirurgias, mas é possível aumentar a oferta. Vamos analisar a capacidade em cada uma das nossas unidades". Salazar Coimbra admite ainda que seja possível "fazer 300 mil consultas". Hoje, há 13 unidades com acordos com o SNS (duas ao abrigo do programa SIGIC - listas de espera para cirurgia. Leiria, Mealhada e Vila do Conde são mais três unidades que vão fazer acordos com o SNS.
Os tempos médios de espera para cirurgia programada ao abrigo do programa de gestão de istas de espera SIGIC têm vindo a ser reduzidos com sucesso, para menos de 4 meses.
Fonte: DN, Portal do Governo
Factura com parcerias público privadas duplica de 2013 para 2014 - Economia - DN
Factura com parcerias público privadas duplica de 2013 para 2014 - Economia - DN
Lusa, 23 Março 2010
Os encargos líquidos do Estado com as Parcerias Público Privadas (PPP) vão duplicar após o final deste Programa de Estabilidade e Crescimento, passando de 0,4 por cento do PIB em 2013 para 0,8 por cento em 2014.
As PPP rodoviárias, ferroviárias e com saúde deverão rondar os 0,4 por cento do PIB até 2013, dobrando o seu peso no PIB de 2013 para 2014, por força de um aumento dos encargos líquidos do Estado com as PPP rodoviárias, que passarão a representar 0,5 por cento do PIB em 2014, quando em 2013 deverão representar apenas 0,2 por cento.
As concessões rodoviárias serão ao longo da década as PPP que maiores encargos trarão ao Estado, devido aos compromisso já assumidos, com a saúde em segundo lugar em praticamente toda a década.
O cenário, avançado hoje pelo ministro das Finanças na Comissão de Orçamento e Finanças e entregue aos deputados, consta da análise de sensibilidade das finanças públicas até 2020, e avança que nesta década, os encargos com as PPP atingirão os 0,9 por cento em 2017.
As projecções incluídas na analise de sustentabilidade das finanças públicas até 2020, são realizadas com base nos cálculos do ministério das Finanças, das entidades gestoras destes projectos e do Grupo de Trabalho para o Envelhecimento - AWG, da dependência da União Europeia.
Os encargos são calculados tendo por base ainda as medidas incluídas no Programa de Estabilidade e Crescimento, entre elas o adiamento por dois anos das linhas de alta velocidade (TGV) Lisboa-Porto e Porto-Vigo e ainda a não assumpção de novos compromissos com concessões rodoviárias.
__________
Os encargos plurianuais com contratos de PPP e concessões fazem parte do "iceberg" de passivo que não aparece na Dívida Pública Directa que conta para o critério de Maastricht (DPD/PIB<60%). No entanto os encargos com PPP fazem parte da Dívida Bruta Externa (Gross External Debt), que conta para os critérios de rating que se aplicam à República.
Lusa, 23 Março 2010
Os encargos líquidos do Estado com as Parcerias Público Privadas (PPP) vão duplicar após o final deste Programa de Estabilidade e Crescimento, passando de 0,4 por cento do PIB em 2013 para 0,8 por cento em 2014.
As PPP rodoviárias, ferroviárias e com saúde deverão rondar os 0,4 por cento do PIB até 2013, dobrando o seu peso no PIB de 2013 para 2014, por força de um aumento dos encargos líquidos do Estado com as PPP rodoviárias, que passarão a representar 0,5 por cento do PIB em 2014, quando em 2013 deverão representar apenas 0,2 por cento.
As concessões rodoviárias serão ao longo da década as PPP que maiores encargos trarão ao Estado, devido aos compromisso já assumidos, com a saúde em segundo lugar em praticamente toda a década.
O cenário, avançado hoje pelo ministro das Finanças na Comissão de Orçamento e Finanças e entregue aos deputados, consta da análise de sensibilidade das finanças públicas até 2020, e avança que nesta década, os encargos com as PPP atingirão os 0,9 por cento em 2017.
As projecções incluídas na analise de sustentabilidade das finanças públicas até 2020, são realizadas com base nos cálculos do ministério das Finanças, das entidades gestoras destes projectos e do Grupo de Trabalho para o Envelhecimento - AWG, da dependência da União Europeia.
Os encargos são calculados tendo por base ainda as medidas incluídas no Programa de Estabilidade e Crescimento, entre elas o adiamento por dois anos das linhas de alta velocidade (TGV) Lisboa-Porto e Porto-Vigo e ainda a não assumpção de novos compromissos com concessões rodoviárias.
__________
Os encargos plurianuais com contratos de PPP e concessões fazem parte do "iceberg" de passivo que não aparece na Dívida Pública Directa que conta para o critério de Maastricht (DPD/PIB<60%). No entanto os encargos com PPP fazem parte da Dívida Bruta Externa (Gross External Debt), que conta para os critérios de rating que se aplicam à República.
domingo, março 28, 2010
Infrastructure Investor Europe, 30-31 Março 2010, Berlin
Infrastructure investors will meet this week in Berlin to review how the market is reacting to the current challenges, an event organized by PEI Media.
The welcome address by Philip Borel, Editorial Director, PEI Media is to be followed by the Chairman’s welcome address, John Campbell, Senior Partner, Campbell Lutyens & Co. Ltd:
Infrastructure at a point of reflection
Infrastructure in the last 12 months – weathering the storm of challenge and change
• Investment write downs and fund cancellations
• Discounted secondary market sales
• Brownfield to the fore: investing in existing assets
• Placement agent scandals
Data snapshot
Key global infrastructure trends and developments
• Infrastructure deal activity by geography and sector
• Evolution and status of fund activity
• Identifying the extent to which the market is changing structurally
• New relationships and coalitions that will support the new channels of capital flow
Richard Little, Director, The Keston Institute for Public Finance and Infrastructure Policy
University of Southern California
Panel discussion on Infrastructure fundraising in difficult economic times
• Fundraising for listed private equity funds
• Fundraising for unlisted private equity funds
• Private equity ETFs
• Post-crisis evaluation - What went wrong?
Moderator: Philip Borel, Editorial Director, PEI Media
Mathias Burghardt, Head of Infrastructure, AXA Private Equity
Alain Rauscher, Founder and Chief Executive Officer, Antin Infrastructure Partners
Karsten Sinner, Senior Investment Officer, European Investment Bank
Directorate for Lending Operations in the European Union
Panel discussion on Raising and accessing debt in the current environment
• Is there sufficient capital available for debt financing
• When will banks start lending again?
• Capital markets appetite for infrastructure assets
• Refinancing options
Moderator: Simon Gray, Founding Partner, Arcus Infrastructure Partners
Marc Bajer, CEO, Hadrian’s Wall Capital
Spence Clunie, Senior Managing Director, Macquarie Capital Advisers
J-G Duthie Jackson, Partner, Citi Infrastructure Investors
James Miller, Head of Secured Debt Markets, RBS Global Banking & Markets
Chris O'Gorman, Head of Infrastructure & Executive Director, Mizuho Corporate Bank
Other topics of discussion:
What dynamics are driving electric power and oil & gas infrastructure investments?
Emerging markets infrastructure
Identifying and managing risk
Developing a viable project syndicate
Case Study: Active direct investment opportunities in infrastructure assets
Case study: Gatwick a landmark deal - opportunities and challenges of infrastructure investing
Contact: mailto:tereza.l@peimedia.com
The welcome address by Philip Borel, Editorial Director, PEI Media is to be followed by the Chairman’s welcome address, John Campbell, Senior Partner, Campbell Lutyens & Co. Ltd:
Infrastructure at a point of reflection
Infrastructure in the last 12 months – weathering the storm of challenge and change
• Investment write downs and fund cancellations
• Discounted secondary market sales
• Brownfield to the fore: investing in existing assets
• Placement agent scandals
Data snapshot
Key global infrastructure trends and developments
• Infrastructure deal activity by geography and sector
• Evolution and status of fund activity
• Identifying the extent to which the market is changing structurally
• New relationships and coalitions that will support the new channels of capital flow
Richard Little, Director, The Keston Institute for Public Finance and Infrastructure Policy
University of Southern California
Panel discussion on Infrastructure fundraising in difficult economic times
• Fundraising for listed private equity funds
• Fundraising for unlisted private equity funds
• Private equity ETFs
• Post-crisis evaluation - What went wrong?
Moderator: Philip Borel, Editorial Director, PEI Media
Mathias Burghardt, Head of Infrastructure, AXA Private Equity
Alain Rauscher, Founder and Chief Executive Officer, Antin Infrastructure Partners
Karsten Sinner, Senior Investment Officer, European Investment Bank
Directorate for Lending Operations in the European Union
Panel discussion on Raising and accessing debt in the current environment
• Is there sufficient capital available for debt financing
• When will banks start lending again?
• Capital markets appetite for infrastructure assets
• Refinancing options
Moderator: Simon Gray, Founding Partner, Arcus Infrastructure Partners
Marc Bajer, CEO, Hadrian’s Wall Capital
Spence Clunie, Senior Managing Director, Macquarie Capital Advisers
J-G Duthie Jackson, Partner, Citi Infrastructure Investors
James Miller, Head of Secured Debt Markets, RBS Global Banking & Markets
Chris O'Gorman, Head of Infrastructure & Executive Director, Mizuho Corporate Bank
Other topics of discussion:
What dynamics are driving electric power and oil & gas infrastructure investments?
Emerging markets infrastructure
Identifying and managing risk
Developing a viable project syndicate
Case Study: Active direct investment opportunities in infrastructure assets
Case study: Gatwick a landmark deal - opportunities and challenges of infrastructure investing
Contact: mailto:tereza.l@peimedia.com
terça-feira, março 23, 2010
Escassez de especialistas na AP
[Este artigo de Opinião, publicado a 16 Março 2010 no Jornal de Negócios, faz uma boa descrição do dilema da gestão dos recursos humanos na adminstração pública:
Como cultivar e cativar os especialistas mais escassos num contexto de distorções laborais e excesso de funcionários menos qualificados, quando as politicas e normas "tamanho único" provam ser ineficazes ou produzem efeitos indesejados como a recente corrida dos médicos à aposentação antecipada.]
Miguel Lebre De Freitas*: Escassez
Um dos desafios mais importantes que o País tem pela frente é o da reforma da Administração Pública. O Estado é um prestador de serviços essenciais ao estabelecimento de actividades privadas e a competitividade de uma economia depende criticamente da combinação existente entre a qualidade da prestação pública e o nível de tributação. Ora, em Portugal, o Estado está demasiado caro para os serviços que presta.
Uma das razões para a baixa produtividade (média!) do Estado é o facto de a Administração Pública ter convivido demasiados anos com um grave problema de incentivos: as promoções eram praticamente automáticas e qualquer funcionário, independentemente do seu esforço, aspirava chegar ao topo da carreira. O resultado foi uma Função Pública que não acompanhou o progresso técnico e que, muitas vezes, inchou para colmatar pela quantidade o problema fundamental de baixa produtividade. O outro problema foi a impossibilidade do despedimento.
Hoje, existem em quase todos os organismos bolsas de funcionários com competências pouco adequadas às exigências dos serviços e cuja manutenção obriga as chefias a um esforço acrescido de planeamento inglório. Com a depauperação técnica da Administração Pública, os sucessivos governos foram perdendo a confiança nos serviços, passando a subcontratar no exterior tarefas que antes eram executadas por organismos do Estado.
Sem dúvida, a introdução de uma nova metodologia de avaliação está a contribuir para mudar este estado de coisas. Com a reforma, as promoções passaram a depender do desempenho e as chefias ficaram impedidas de dar notas máximas a todos os seus funcionários. Estes passaram a competir pela nota e até os mais negligentes se tornaram zelosos nos seus mínimos, pois sobre a possibilidade de ocorrência de três avaliações negativas paira agora o espectro do despedimento. Apesar de existir ainda uma grande margem de manobra para aperfeiçoamento, o certo é que a Administração Pública passou a contar com uma importante ferramenta, que concorre para alinhar os objectivos individuais pelos objectivos do conjunto. Pena é que a reforma não tenha tocado o sector da educação. Pena é também que muitos dos que hoje lamentam o facto de o Governo ter recuado nessa área não tenham na altura levantado a voz em defesa da política.
Um dos aspectos interessantes da reforma era a possibilidade de, em sede de concurso, a chefia poder negociar livremente a remuneração com o candidato, independentemente do salário de origem. A ideia era os concursos funcionarem como uma espécie de leilão, que facilitaria o encontro entre competências e funções e que ajudaria a aproximar as remunerações da produtividade. Acontece, no entanto, que tal liberdade produziu efeitos adversos: muitos funcionários que ganharam concursos conseguiram negociar com as chefias remunerações muito elevadas, bem acima do que seria razoável auferir numa função equivalente no sector privado. Para fazer face à situação, o Governo decretou agora um limite de dois saltos de escalão na progressão de carreiras por concurso. Com tal medida, o Governo aparenta ter recuado em matéria de flexibilização. No actual contexto, no entanto, a medida era necessária.
O problema é que a liberdade de negociação anterior tinha sido introduzida no contexto de uma importante distorção: sendo praticamente impossível contratar funcionários fora da Função Pública, os organismos públicos são forçados a competir dentro de um conjunto de recursos limitado. E não competem por um bem homogéneo mas, sim, por competências específicas, algumas das quais muito escassas na Função Pública, como sejam as das áreas da estatística ou da avaliação económica de projectos, [e médicos e profissionais de saúde]. Assim, quando passou a haver liberdade de negociação de salários, a renda de escassez passou a ser apropriada pelos vencedores dos concursos, gerando desníveis muito significativos entre os salários auferidos por competências equivalentes, dentro do sector público e entre o sector público e o sector privado.
Este caso lembra o problema das escolhas em segundo óptimo: na presença de uma distorção inamovível, a remoção de outra distorção não assegura necessariamente uma melhoria de eficiência. Neste caso, num contexto de barreiras [ou limitações]à entrada, a introdução da negociação livre estava a gerar uma subida excessiva de salários, que se traduzia em aumento da despesa pública sem um correspondente aumento da produtividade ou do emprego. A reintrodução de restrições à negociação surge, assim, como um mal menor.
A inflexão não resolve, no entanto, um problema essencial, que é o da escassez de técnicos especializados em determinadas áreas. Essa escassez tem criado grandes dificuldades em alguns organismos públicos, que, em resposta, sobrecarregam os seus técnicos mais competentes, incentivando-os à saída, e autocondenando-se a um processo de sangria viciosa. Nestes casos, a Lei prevê, é certo, que os organismos possam solicitar a abertura de concursos externos. Mas tais processos são morosos e estão deliberadamente pejados de obstáculos burocráticos, pois, afinal, o Estado como um todo tem que emagrecer.
O trabalho não é um bem homogéneo e a Função Pública não tem simplesmente trabalhadores a mais: tem demasiados trabalhadores com algumas competências e trabalhadores a menos com outras competências. Esse desajustamento não se corrige com a melhoria dos sistemas de incentivos nem com a reciclagem de trabalhadores em mobilidade especial. A sua correcção passa necessariamente pelo aumento da mobilidade entre a Função Pública e o sector privado, o que, por sua vez, só poderá ter lugar se ocorrer nos dois sentidos.
*Docente universitário
Fonte: Jornal de Negócios, [negrito comentários nosso)
Como cultivar e cativar os especialistas mais escassos num contexto de distorções laborais e excesso de funcionários menos qualificados, quando as politicas e normas "tamanho único" provam ser ineficazes ou produzem efeitos indesejados como a recente corrida dos médicos à aposentação antecipada.]
Miguel Lebre De Freitas*: Escassez
Um dos desafios mais importantes que o País tem pela frente é o da reforma da Administração Pública. O Estado é um prestador de serviços essenciais ao estabelecimento de actividades privadas e a competitividade de uma economia depende criticamente da combinação existente entre a qualidade da prestação pública e o nível de tributação. Ora, em Portugal, o Estado está demasiado caro para os serviços que presta.
Uma das razões para a baixa produtividade (média!) do Estado é o facto de a Administração Pública ter convivido demasiados anos com um grave problema de incentivos: as promoções eram praticamente automáticas e qualquer funcionário, independentemente do seu esforço, aspirava chegar ao topo da carreira. O resultado foi uma Função Pública que não acompanhou o progresso técnico e que, muitas vezes, inchou para colmatar pela quantidade o problema fundamental de baixa produtividade. O outro problema foi a impossibilidade do despedimento.
Hoje, existem em quase todos os organismos bolsas de funcionários com competências pouco adequadas às exigências dos serviços e cuja manutenção obriga as chefias a um esforço acrescido de planeamento inglório. Com a depauperação técnica da Administração Pública, os sucessivos governos foram perdendo a confiança nos serviços, passando a subcontratar no exterior tarefas que antes eram executadas por organismos do Estado.
Sem dúvida, a introdução de uma nova metodologia de avaliação está a contribuir para mudar este estado de coisas. Com a reforma, as promoções passaram a depender do desempenho e as chefias ficaram impedidas de dar notas máximas a todos os seus funcionários. Estes passaram a competir pela nota e até os mais negligentes se tornaram zelosos nos seus mínimos, pois sobre a possibilidade de ocorrência de três avaliações negativas paira agora o espectro do despedimento. Apesar de existir ainda uma grande margem de manobra para aperfeiçoamento, o certo é que a Administração Pública passou a contar com uma importante ferramenta, que concorre para alinhar os objectivos individuais pelos objectivos do conjunto. Pena é que a reforma não tenha tocado o sector da educação. Pena é também que muitos dos que hoje lamentam o facto de o Governo ter recuado nessa área não tenham na altura levantado a voz em defesa da política.
Um dos aspectos interessantes da reforma era a possibilidade de, em sede de concurso, a chefia poder negociar livremente a remuneração com o candidato, independentemente do salário de origem. A ideia era os concursos funcionarem como uma espécie de leilão, que facilitaria o encontro entre competências e funções e que ajudaria a aproximar as remunerações da produtividade. Acontece, no entanto, que tal liberdade produziu efeitos adversos: muitos funcionários que ganharam concursos conseguiram negociar com as chefias remunerações muito elevadas, bem acima do que seria razoável auferir numa função equivalente no sector privado. Para fazer face à situação, o Governo decretou agora um limite de dois saltos de escalão na progressão de carreiras por concurso. Com tal medida, o Governo aparenta ter recuado em matéria de flexibilização. No actual contexto, no entanto, a medida era necessária.
O problema é que a liberdade de negociação anterior tinha sido introduzida no contexto de uma importante distorção: sendo praticamente impossível contratar funcionários fora da Função Pública, os organismos públicos são forçados a competir dentro de um conjunto de recursos limitado. E não competem por um bem homogéneo mas, sim, por competências específicas, algumas das quais muito escassas na Função Pública, como sejam as das áreas da estatística ou da avaliação económica de projectos, [e médicos e profissionais de saúde]. Assim, quando passou a haver liberdade de negociação de salários, a renda de escassez passou a ser apropriada pelos vencedores dos concursos, gerando desníveis muito significativos entre os salários auferidos por competências equivalentes, dentro do sector público e entre o sector público e o sector privado.
Este caso lembra o problema das escolhas em segundo óptimo: na presença de uma distorção inamovível, a remoção de outra distorção não assegura necessariamente uma melhoria de eficiência. Neste caso, num contexto de barreiras [ou limitações]à entrada, a introdução da negociação livre estava a gerar uma subida excessiva de salários, que se traduzia em aumento da despesa pública sem um correspondente aumento da produtividade ou do emprego. A reintrodução de restrições à negociação surge, assim, como um mal menor.
A inflexão não resolve, no entanto, um problema essencial, que é o da escassez de técnicos especializados em determinadas áreas. Essa escassez tem criado grandes dificuldades em alguns organismos públicos, que, em resposta, sobrecarregam os seus técnicos mais competentes, incentivando-os à saída, e autocondenando-se a um processo de sangria viciosa. Nestes casos, a Lei prevê, é certo, que os organismos possam solicitar a abertura de concursos externos. Mas tais processos são morosos e estão deliberadamente pejados de obstáculos burocráticos, pois, afinal, o Estado como um todo tem que emagrecer.
O trabalho não é um bem homogéneo e a Função Pública não tem simplesmente trabalhadores a mais: tem demasiados trabalhadores com algumas competências e trabalhadores a menos com outras competências. Esse desajustamento não se corrige com a melhoria dos sistemas de incentivos nem com a reciclagem de trabalhadores em mobilidade especial. A sua correcção passa necessariamente pelo aumento da mobilidade entre a Função Pública e o sector privado, o que, por sua vez, só poderá ter lugar se ocorrer nos dois sentidos.
*Docente universitário
Fonte: Jornal de Negócios, [negrito comentários nosso)
segunda-feira, março 22, 2010
O PEC e os PIGS - Opinião - DN
O PEC e os PIGS - Opinião - DN
O PEC e os PIGS
por RICARDO CABRAL
PEC - Programa de Estabilidade e Crescimento.
PIGS - Portugal, Irlanda, Grécia e Espanha
O país vive, há uma década, obcecado pela grave situação das contas públicas. Contudo, essa situação é, em grande parte, um sintoma do défice das contas externas e do endividamento externo, da mesma forma que uma febre é um sintoma de uma infecção viral ou bacteriana. Se o primeiro desequilíbrio perdura pelo menos desde os tempos da primeira República*, o segundo, negligenciável em 1995, cresceu rapidamente desde então e representa a espada de Dâmocles sobre a economia portuguesa.
De facto, o nível de dívida externa líquida nacional é de cerca de 100% do PIB, sendo que desta só cerca de metade corresponde a dívida pública - o remanescente é dívida do sector privado. Partilhamos o problema com outros membros do clube dos PIGS, que possuem níveis de endividamento externo similares.
A obra que primeiro consagrou Keynes** foi precisamente sobre as indemnizações de guerra exigidas à Alemanha, equivalentes a 200% do PIB em 1922. Keynes argumentou que não podia utilizar--se política orçamental restritiva para pagar essa dívida externa. A Alemanha só o poderia fazer se aumentasse as exportações e, mesmo assim, não iria conseguir pagar a dívida. O tempo veio dar--lhe razão. O Governo alemão da altura empreendeu uma política orçamental restritiva acompanhada de maciça emissão de moeda, com elevados custos económicos e sociais. Só uma pequena fracção da dívida original chegou a ser paga, porque em 1924 um perdão de dívida reduziu-a para 85% do PIB e em 1931 a restante foi perdoada. Argentina, Brasil, México são outros países que registaram crises de dívida externa e perdão de dívida nos anos 80 e 90, apesar de possuírem na altura níveis de dívida externa substancialmente inferiores aos que os PIGS registam na actualidade.
Também os PIGS não irão conseguir reduzir significativamente a dívida externa, por mais restritiva que seja a sua política orçamental. Parte dessa dívida ou será destruída através de falências de empresas ou será perdoada. Seria, por isso, preferível chegar rapidamente a acordo com os credores em vez de deixar arrastar a situação por mais uma década.
É óbvio que é fundamental a estratégia de consolidação orçamental no PEC 2010-2013, mas esta só surtirá efeito duradouro se visar reduzir os desequilíbrios externos acima referidos. Medidas de consolidação orçamental indiscriminadas e drásticas, como as adoptadas pela Irlanda, teriam efeitos perversos na economia e não iriam impedir o agravamento do endividamento externo no futuro.
De facto, estas últimas são, na versão de política económica, a forma como as febres elevadas eram tratadas por médicos desde a Grécia antiga até ao século XIX: as sangrias reduziam a febre, mas frequentemente matavam o paciente e, como hoje se sabe, só nesse caso erradicavam a infecção que originara a febre.
* Pereira, A. How Bad is it?, 26 de Fevereiro de 2010
** Keynes, J. (1920) The Economic Consequences of the Peace, New York: Harcourt, Brace, and Howe.
*** Doutorado em Economia e professor da Universidade da
O PEC e os PIGS
por RICARDO CABRAL
PEC - Programa de Estabilidade e Crescimento.
PIGS - Portugal, Irlanda, Grécia e Espanha
O país vive, há uma década, obcecado pela grave situação das contas públicas. Contudo, essa situação é, em grande parte, um sintoma do défice das contas externas e do endividamento externo, da mesma forma que uma febre é um sintoma de uma infecção viral ou bacteriana. Se o primeiro desequilíbrio perdura pelo menos desde os tempos da primeira República*, o segundo, negligenciável em 1995, cresceu rapidamente desde então e representa a espada de Dâmocles sobre a economia portuguesa.
De facto, o nível de dívida externa líquida nacional é de cerca de 100% do PIB, sendo que desta só cerca de metade corresponde a dívida pública - o remanescente é dívida do sector privado. Partilhamos o problema com outros membros do clube dos PIGS, que possuem níveis de endividamento externo similares.
A obra que primeiro consagrou Keynes** foi precisamente sobre as indemnizações de guerra exigidas à Alemanha, equivalentes a 200% do PIB em 1922. Keynes argumentou que não podia utilizar--se política orçamental restritiva para pagar essa dívida externa. A Alemanha só o poderia fazer se aumentasse as exportações e, mesmo assim, não iria conseguir pagar a dívida. O tempo veio dar--lhe razão. O Governo alemão da altura empreendeu uma política orçamental restritiva acompanhada de maciça emissão de moeda, com elevados custos económicos e sociais. Só uma pequena fracção da dívida original chegou a ser paga, porque em 1924 um perdão de dívida reduziu-a para 85% do PIB e em 1931 a restante foi perdoada. Argentina, Brasil, México são outros países que registaram crises de dívida externa e perdão de dívida nos anos 80 e 90, apesar de possuírem na altura níveis de dívida externa substancialmente inferiores aos que os PIGS registam na actualidade.
Também os PIGS não irão conseguir reduzir significativamente a dívida externa, por mais restritiva que seja a sua política orçamental. Parte dessa dívida ou será destruída através de falências de empresas ou será perdoada. Seria, por isso, preferível chegar rapidamente a acordo com os credores em vez de deixar arrastar a situação por mais uma década.
É óbvio que é fundamental a estratégia de consolidação orçamental no PEC 2010-2013, mas esta só surtirá efeito duradouro se visar reduzir os desequilíbrios externos acima referidos. Medidas de consolidação orçamental indiscriminadas e drásticas, como as adoptadas pela Irlanda, teriam efeitos perversos na economia e não iriam impedir o agravamento do endividamento externo no futuro.
De facto, estas últimas são, na versão de política económica, a forma como as febres elevadas eram tratadas por médicos desde a Grécia antiga até ao século XIX: as sangrias reduziam a febre, mas frequentemente matavam o paciente e, como hoje se sabe, só nesse caso erradicavam a infecção que originara a febre.
* Pereira, A. How Bad is it?, 26 de Fevereiro de 2010
** Keynes, J. (1920) The Economic Consequences of the Peace, New York: Harcourt, Brace, and Howe.
*** Doutorado em Economia e professor da Universidade da
terça-feira, março 16, 2010
Regulating banks? Kiss and Tell !
What should be the fundamental principles of banking and financial regulation?
1. KISS, keep it simple stupid (or the more politically correct, keep it small and simple)
2. TELL, go for transparency, simplify the accounting, put everything on the Balance Sheet, gross assets and liabilities, but and mostly the gross contingent liabilities.
The Aleph Blog has a number of very interesting suggestions, including:
… accounting has to be more conservative…
… More transparency is needed everywhere...
PPP Lusofonia comments :
The first rule of Liquidation Analysis is to put all actual and contingent liabilities on the balance sheet and to shrink the actual and contingent assets. In other words, no netting, presume that all paying counterparties will fail, not the receiving counterparties will insist on getting their money, NOW! , by immediately invoking cross-default clauses.
Banks, aother finance companies, and companies receiving Governtment taxpayer support should all be required to publish such worst case Liquidation Analysis, monthly or at least quarterly.
This way, we won´t have to wait for the tide to go out to see “who’s swimming without bathing trunks”… as Warren Buffet says.
SEE Kiss & Tell in banking, Peter Koenig, 1988 Euromoney version ,
and the consequences of increased banking competition.
1. KISS, keep it simple stupid (or the more politically correct, keep it small and simple)
2. TELL, go for transparency, simplify the accounting, put everything on the Balance Sheet, gross assets and liabilities, but and mostly the gross contingent liabilities.
The Aleph Blog has a number of very interesting suggestions, including:
… accounting has to be more conservative…
… More transparency is needed everywhere...
PPP Lusofonia comments :
The first rule of Liquidation Analysis is to put all actual and contingent liabilities on the balance sheet and to shrink the actual and contingent assets. In other words, no netting, presume that all paying counterparties will fail, not the receiving counterparties will insist on getting their money, NOW! , by immediately invoking cross-default clauses.
Banks, aother finance companies, and companies receiving Governtment taxpayer support should all be required to publish such worst case Liquidation Analysis, monthly or at least quarterly.
This way, we won´t have to wait for the tide to go out to see “who’s swimming without bathing trunks”… as Warren Buffet says.
SEE Kiss & Tell in banking, Peter Koenig, 1988 Euromoney version ,
and the consequences of increased banking competition.
Especialistas de finanças públicas para Timor Leste
The Ministry of Finance of Timor Leste is recruiting senior advisors for its Planning and Financial Management Capacity Building Program (PFMCBP), a 5-year technical assistance program funded by the World Bank, Australia, New Zealand, EU, Ireland and Norway.
Senior Advisor, Human Resources and Capacity Devlopement to establish best HR practices and approaches
Masters degree and a minimum of 10 years experience in a public sector agency or consulting firm
Senior Advisor, Revenue and Customs Management, to provide policy advice
Advanced degree in economics, finance, public administration and minimum of 10 years experience in revenue agencies
Senior Advisor, Budget Directorate
University degree and a mimimum of 10 years experience in a public finance budget or treasury unit
All positions require proven experience, client focus, and problem solving in a culturally sensitive manner to ensure cooperation, ownership and acceptance.
See http://www.mof.gov.tl/,
and appy to PFMCBP office, pfmcbp@mof.gov.tl,
by 19-March-2010
Senior Advisor, Human Resources and Capacity Devlopement to establish best HR practices and approaches
Masters degree and a minimum of 10 years experience in a public sector agency or consulting firm
Senior Advisor, Revenue and Customs Management, to provide policy advice
Advanced degree in economics, finance, public administration and minimum of 10 years experience in revenue agencies
Senior Advisor, Budget Directorate
University degree and a mimimum of 10 years experience in a public finance budget or treasury unit
All positions require proven experience, client focus, and problem solving in a culturally sensitive manner to ensure cooperation, ownership and acceptance.
See http://www.mof.gov.tl/,
and appy to PFMCBP office, pfmcbp@mof.gov.tl,
by 19-March-2010
segunda-feira, março 15, 2010
IRD prcoura director financeiro e gestor de contratos, Moçambique
International Relief & Development Apply By: 07 April 2010
Finance Manager, Mozambique (2010055 Full-time staff position )
Reference No: 216906
The finance Manager is responsible for the management of the finance and operations activities for IRD’s program in Addis Ababa on an anticipated health infrastructure project in Mozambique. The financeManager will ensure that adequate and appropriate internal controls are in place to meet generally recognized accounting standards. In addition, s/he will manage all bookkeeping, bank accounts and cash flow to ensure sufficient funds are available for effective and efficient implementation. S/he will track all project expenses and will prepare monthly financial reports for HQ. S/he will also prepare monthly and yearly budget projections and will maintain data on expenditures by line item, as well as produce and analyze budget variance reports.
Main Responsibilities:
- Manage the accounting and finance components of the IRD project, including the various petty cash funds and field office finance and accounting activities;
- Coordinate and oversee all IRD tendering and procurement activities, ensuring strict compliance with IRD and donor regulations.
- Support the COP in project budget planning and management;
- Prepare expenditure analysis for overall program and field offices;
- Maintain accurate and timely financial information;
- Administer payroll for field office staff.
- In consultation with the COP, prepare cash projections and fund requests for the programs;
- Review and approve all vouchers prepared by the finance officer (disbursement, receipt and general journal vouchers) for expenditures and ensure that expenses are reasonable, allowable and allocable to the project;
- Coordinate payment of invoices; Review and approve field office fund request;
- Prepare, review and submit monthly financial reports to the COP;
- Compliance with IRD policies and procedures regarding petty cash;
- Monitor employee time keeping and payroll payment procedures;
- Submit timely monthly reports to HQ in Arlington, VA.
- Undertake other duties consistent with the general scope of work as assigned by the COP
Requirements:
- MA in accounting or financial/administrative management;
- 15 years of experience in program administration and/or financial management;
- 10 years of experience in program administration and/or financial management;
- Familiarity with USAID rules and regulations;
- at least ten years of experience with development programs in rural areas and/or developing countries with conditions similar to those of Mozambique;
- Experience in managing internal audit operations and application of price escalation clauses;
- Knowledge about incentive systems, budgeting and cash management, training strategies, and program and employee evaluation.
Fonte: http://www.devex.com/jobs/mar2010-international-relief-development-finance-manager-mozambique-2010055
Contract Administrator, Mozambique (2010054)
International Relief & Development
Apply By: 07 April 2010
Reference No: 216905 Full-time staff position
The Contract Administrator will be responsible for the management and administration of development related grants and contracts for this project, including a large quantity of subcontracts and sub-grants to local subcontractors and sub-grantees. S/he will also be responsible for ensuring that IRD adheres to USAID’s implementation and procurement regulations and policies. The incumbent will be responsible for incorporating IRD’s subcontracting methodologies and tools into the project and ensure adherence to, and compliance with, USAID specifications. The incumbent will also receive technical direction from the IRD-HQ Director of Contracts & Grants.
Required Experience:
- 10+ years of experience with contract administration and contracting;
- 5 years of experience with contract administration relevant to health infrastructure programs;
- At least 10 years of experience in rural areas and/or in developing countries with conditions similar to Mozambique;
- Proven ability to analyse/advise regarding contract policy and implementation;
- Education - MA (preferred) in business, finance, economics, political science, law or a related field with general relevance to work on health infrastructure with program development.
International Relief and Development (IRD) is a non-profit organization specializing in international development and humanitarian assistance. IRD’s mission is to reduce the suffering of the world’s most vulnerable groups and provide tools and resources needed to increase their self-sufficiency. IRD is currently seeking a finance and contract managers to work on an anticipated health infrastructure program in Mozambique.
Finance Manager, Mozambique (2010055 Full-time staff position )
Reference No: 216906
The finance Manager is responsible for the management of the finance and operations activities for IRD’s program in Addis Ababa on an anticipated health infrastructure project in Mozambique. The financeManager will ensure that adequate and appropriate internal controls are in place to meet generally recognized accounting standards. In addition, s/he will manage all bookkeeping, bank accounts and cash flow to ensure sufficient funds are available for effective and efficient implementation. S/he will track all project expenses and will prepare monthly financial reports for HQ. S/he will also prepare monthly and yearly budget projections and will maintain data on expenditures by line item, as well as produce and analyze budget variance reports.
Main Responsibilities:
- Manage the accounting and finance components of the IRD project, including the various petty cash funds and field office finance and accounting activities;
- Coordinate and oversee all IRD tendering and procurement activities, ensuring strict compliance with IRD and donor regulations.
- Support the COP in project budget planning and management;
- Prepare expenditure analysis for overall program and field offices;
- Maintain accurate and timely financial information;
- Administer payroll for field office staff.
- In consultation with the COP, prepare cash projections and fund requests for the programs;
- Review and approve all vouchers prepared by the finance officer (disbursement, receipt and general journal vouchers) for expenditures and ensure that expenses are reasonable, allowable and allocable to the project;
- Coordinate payment of invoices; Review and approve field office fund request;
- Prepare, review and submit monthly financial reports to the COP;
- Compliance with IRD policies and procedures regarding petty cash;
- Monitor employee time keeping and payroll payment procedures;
- Submit timely monthly reports to HQ in Arlington, VA.
- Undertake other duties consistent with the general scope of work as assigned by the COP
Requirements:
- MA in accounting or financial/administrative management;
- 15 years of experience in program administration and/or financial management;
- 10 years of experience in program administration and/or financial management;
- Familiarity with USAID rules and regulations;
- at least ten years of experience with development programs in rural areas and/or developing countries with conditions similar to those of Mozambique;
- Experience in managing internal audit operations and application of price escalation clauses;
- Knowledge about incentive systems, budgeting and cash management, training strategies, and program and employee evaluation.
Fonte: http://www.devex.com/jobs/mar2010-international-relief-development-finance-manager-mozambique-2010055
Contract Administrator, Mozambique (2010054)
International Relief & Development
Apply By: 07 April 2010
Reference No: 216905 Full-time staff position
The Contract Administrator will be responsible for the management and administration of development related grants and contracts for this project, including a large quantity of subcontracts and sub-grants to local subcontractors and sub-grantees. S/he will also be responsible for ensuring that IRD adheres to USAID’s implementation and procurement regulations and policies. The incumbent will be responsible for incorporating IRD’s subcontracting methodologies and tools into the project and ensure adherence to, and compliance with, USAID specifications. The incumbent will also receive technical direction from the IRD-HQ Director of Contracts & Grants.
Required Experience:
- 10+ years of experience with contract administration and contracting;
- 5 years of experience with contract administration relevant to health infrastructure programs;
- At least 10 years of experience in rural areas and/or in developing countries with conditions similar to Mozambique;
- Proven ability to analyse/advise regarding contract policy and implementation;
- Education - MA (preferred) in business, finance, economics, political science, law or a related field with general relevance to work on health infrastructure with program development.
International Relief and Development (IRD) is a non-profit organization specializing in international development and humanitarian assistance. IRD’s mission is to reduce the suffering of the world’s most vulnerable groups and provide tools and resources needed to increase their self-sufficiency. IRD is currently seeking a finance and contract managers to work on an anticipated health infrastructure program in Mozambique.
Gestor para Fundação Aga Khan, Cabo Delgado, Moçambique
Regional Programme Manager, senior level
Aga Khan Foundation, Mozambique
Apply By: 01 April 2010
Position Summary:
The Regional Programme Manager will provide leadership and strategic guidance for Aga Khan Foundation (Mozambique)’s integrated Coastal Rural Support Programme (CRSP) in Cabo Delgado Province, northern Mozambique.
CRSP is a long-term development project that is funded by diverse donors.
The programme is implemented in an area protected for its terrestrial and marine biodiversity; while challenging, the region has high potential for agriculture-led economic growth. The programme includes additional inputs in health, education, civil society and habitats.
Overall management of the programme extends to further systematizing operations in this expanding programme, to ensure greater outputs from AKF and donor investments.
The Requirements
• The Regional Programme manager will, at a minimum, possess the following qualifications, skills and professional experience:
• Postgraduate degree in development, social sciences, or in relevant fields
• At least 10 years of working experience in development cooperation, with a minimum of 5 years in related work experience in a leadership position, preferably in Africa
• Management of a multi-sector rural development programme
• Management of administrative systems including budget management, and operations
• Engaging with and building partnerships with public and private sector actors
• Excellent communications skills
• Fluent in English and Portuguese
AKF (Mozambique) Overview
Aga Khan Foundation Mozambique [AKF(Moz)] became active in the country in 2001 with the establishment of the Coastal Rural Support Program Mozambique [CRSP(M)], which implements integrated interventions in the economic development, civil society, education, health and habitat sectors. The ultimate aim of CRSP(M) is to bring about sustainable and equitable improvements to the living standards of women and men in vulnerable rural communities in Cabo Delgado province, the northernmost province in Mozambique. CRSP(M), which recently entered its next five-year strategy, currently works in 191 villages in five districts and supports more than 25,000 households to improve their quality of life.
The five main objectives of this multi-input area development (MIAD) programme are to: i) increase food security and income through broadened market opportunities and increased production capacity; ii) increase the growth and development of a vibrant civil society that is participatory, non-discriminatory and equitable, fosters pluralism and deepens democratic values and can contribute to positive socio-economic development; iii) ensure a more accessible and continuous ladder of quality education opportunities available, particularly for girls and other marginalised students; iv) Improve the health status of the population with a focus on women of reproductive age (15-49) and children under five; v) improve habitats and increase usage of alternative energy through increased access to low-cost ecological construction skills and services and alternative energy supply.
AKF(Moz) collaborates with the other institutions of the Aga Khan Development Network (AKDN) that are present in the country and working in economic, social and cultural development. AKF(Moz)’s administrative unit is located in Maputo. The regional office base, for AKF(Moz)’s Coastal Rural Support Programme is located in Pemba, Cabo Delgado
Key Responsibilities:
Programme Support:
Ensure the quality, effectiveness and efficiency of AKF(Moz)’s CRSP(M); support the CRSP(M) Director of Programmes and team in the review and development of the programme in line with AKF’s strategy for Mozambique.
Provide technical oversight, supervision, support and guidance to the CRSP(M) leadership to enable effective and efficient management of the programme and its strategic development.
Guide the strategic development of the CRSP(M), in collaboration with the CRSP(M) leadership and programme team, the Geneva based programme directors, and the unit’s (AKF) programme development team.
Support the CRSP(M) leadership and senior programme team members in coordination and collaboration activities with the provincial and local governments, partners and communities.
Ensure knowledge management through learning and dissemination of lessons, including action research, stemming from the CRSP(M).
Foster a culture of learning within AKF(Moz), through support of exchange visits for staff, joint meetings and implement appropriate mechanisms for information sharing and learning.
Support the CRSP(M) Director of Programmes and team in the preparation of budgets and work plans, and budgets for new grants in coordination with the Finance team.
Operations:
Manage and strengthen the regional office and its administrative systems, through working closely with programme staff and the Chief Finance Officer (CFO; in Maputo).
Oversee the structure of CRSP(M) in relation to its district offices and teams, with the aim to increase cost effectiveness and improve programme efficiency.
Participate in the development of administration and HR and policies, and implement approved policies and related procedures. Ensure adherence to the policies by all staff; facilitate review and inputs from staff.
Oversee recruitment of all programme and administrative staff for the regional office in accordance with AKF(Moz)’s HR strategy and policies.
Financial management and control: Assist and support financial management and control functions in the regional office. Work with the regional finance manager in coordination with the CFO.
Support implementation of AKF(Moz)’s financial policies and procedures in the regional office.
Budget Management:
Support the development of the annual programme budget and lead in the process of the overall annual budget for CRSP(M); with the finance team, facilitate monthly pipeline reviews towards ensuring proper management of individual grants. Overall, the RPM will ensure cost efficiency in all operations and programme activities. .
Support the programme officers in the unit in the preparation of budget documents for submission to the AKF Board.
External Relations
As the lead representative for AKF(Moz)’s programme in the region, nurture and maintain good relations with local government, civil society and private stakeholders. In coordination with the AKF(Moz) unit team, participate also in relevant national level policy dialogues and other sector meetings.
Working with other senior staff, keep abreast of developments in government, AKDN agencies, and with partners in the region in support of CRSP(M); develop and continuously cultivate a strong network of partnerships.
Work closely with the Unit’s programme team to maintain contact and working relationships with donor agencies, including private sector donors ’ for briefings on programme progress, and mobilizing additional and new resources. Actively support the Unit’s resource mobilization strategy initiatives.
The RPM will ensure frequent and open communication between the regional and national office.
Aga Khan Foundation, Mozambique
Apply By: 01 April 2010
Position Summary:
The Regional Programme Manager will provide leadership and strategic guidance for Aga Khan Foundation (Mozambique)’s integrated Coastal Rural Support Programme (CRSP) in Cabo Delgado Province, northern Mozambique.
CRSP is a long-term development project that is funded by diverse donors.
The programme is implemented in an area protected for its terrestrial and marine biodiversity; while challenging, the region has high potential for agriculture-led economic growth. The programme includes additional inputs in health, education, civil society and habitats.
Overall management of the programme extends to further systematizing operations in this expanding programme, to ensure greater outputs from AKF and donor investments.
The Requirements
• The Regional Programme manager will, at a minimum, possess the following qualifications, skills and professional experience:
• Postgraduate degree in development, social sciences, or in relevant fields
• At least 10 years of working experience in development cooperation, with a minimum of 5 years in related work experience in a leadership position, preferably in Africa
• Management of a multi-sector rural development programme
• Management of administrative systems including budget management, and operations
• Engaging with and building partnerships with public and private sector actors
• Excellent communications skills
• Fluent in English and Portuguese
AKF (Mozambique) Overview
Aga Khan Foundation Mozambique [AKF(Moz)] became active in the country in 2001 with the establishment of the Coastal Rural Support Program Mozambique [CRSP(M)], which implements integrated interventions in the economic development, civil society, education, health and habitat sectors. The ultimate aim of CRSP(M) is to bring about sustainable and equitable improvements to the living standards of women and men in vulnerable rural communities in Cabo Delgado province, the northernmost province in Mozambique. CRSP(M), which recently entered its next five-year strategy, currently works in 191 villages in five districts and supports more than 25,000 households to improve their quality of life.
The five main objectives of this multi-input area development (MIAD) programme are to: i) increase food security and income through broadened market opportunities and increased production capacity; ii) increase the growth and development of a vibrant civil society that is participatory, non-discriminatory and equitable, fosters pluralism and deepens democratic values and can contribute to positive socio-economic development; iii) ensure a more accessible and continuous ladder of quality education opportunities available, particularly for girls and other marginalised students; iv) Improve the health status of the population with a focus on women of reproductive age (15-49) and children under five; v) improve habitats and increase usage of alternative energy through increased access to low-cost ecological construction skills and services and alternative energy supply.
AKF(Moz) collaborates with the other institutions of the Aga Khan Development Network (AKDN) that are present in the country and working in economic, social and cultural development. AKF(Moz)’s administrative unit is located in Maputo. The regional office base, for AKF(Moz)’s Coastal Rural Support Programme is located in Pemba, Cabo Delgado
Key Responsibilities:
Programme Support:
Ensure the quality, effectiveness and efficiency of AKF(Moz)’s CRSP(M); support the CRSP(M) Director of Programmes and team in the review and development of the programme in line with AKF’s strategy for Mozambique.
Provide technical oversight, supervision, support and guidance to the CRSP(M) leadership to enable effective and efficient management of the programme and its strategic development.
Guide the strategic development of the CRSP(M), in collaboration with the CRSP(M) leadership and programme team, the Geneva based programme directors, and the unit’s (AKF) programme development team.
Support the CRSP(M) leadership and senior programme team members in coordination and collaboration activities with the provincial and local governments, partners and communities.
Ensure knowledge management through learning and dissemination of lessons, including action research, stemming from the CRSP(M).
Foster a culture of learning within AKF(Moz), through support of exchange visits for staff, joint meetings and implement appropriate mechanisms for information sharing and learning.
Support the CRSP(M) Director of Programmes and team in the preparation of budgets and work plans, and budgets for new grants in coordination with the Finance team.
Operations:
Manage and strengthen the regional office and its administrative systems, through working closely with programme staff and the Chief Finance Officer (CFO; in Maputo).
Oversee the structure of CRSP(M) in relation to its district offices and teams, with the aim to increase cost effectiveness and improve programme efficiency.
Participate in the development of administration and HR and policies, and implement approved policies and related procedures. Ensure adherence to the policies by all staff; facilitate review and inputs from staff.
Oversee recruitment of all programme and administrative staff for the regional office in accordance with AKF(Moz)’s HR strategy and policies.
Financial management and control: Assist and support financial management and control functions in the regional office. Work with the regional finance manager in coordination with the CFO.
Support implementation of AKF(Moz)’s financial policies and procedures in the regional office.
Budget Management:
Support the development of the annual programme budget and lead in the process of the overall annual budget for CRSP(M); with the finance team, facilitate monthly pipeline reviews towards ensuring proper management of individual grants. Overall, the RPM will ensure cost efficiency in all operations and programme activities. .
Support the programme officers in the unit in the preparation of budget documents for submission to the AKF Board.
External Relations
As the lead representative for AKF(Moz)’s programme in the region, nurture and maintain good relations with local government, civil society and private stakeholders. In coordination with the AKF(Moz) unit team, participate also in relevant national level policy dialogues and other sector meetings.
Working with other senior staff, keep abreast of developments in government, AKDN agencies, and with partners in the region in support of CRSP(M); develop and continuously cultivate a strong network of partnerships.
Work closely with the Unit’s programme team to maintain contact and working relationships with donor agencies, including private sector donors ’ for briefings on programme progress, and mobilizing additional and new resources. Actively support the Unit’s resource mobilization strategy initiatives.
The RPM will ensure frequent and open communication between the regional and national office.
terça-feira, março 09, 2010
Passar férias a ajudar em Moçambique
Mozambique Community Development Trip code:
MOCD Location:The coastal town of Vilanculos, Mozambique.
Take part as a "community volunteer" in vital community support and development schemes within rural African villages. This varied and valuable project will see you working closely with the local African children at an exciting rural pre-school project and the community to provide shelter, education, sports and workshops to those who need it most.
As a volunteer on this project, you will take part in a variety of areas such as teaching at an early learning preschool centre, teaching English to eager young adults, work with children at a local orphanage, and traditional building for disadvantage individuals or community groups. By taking part in this programme you will also gain an invaluable insight into the everyday lives of local Mozambique communities of Africa. During your free time you will also be able to relax and enjoy Mozambique's optional excursions including Open Water PADI certificate.
As a volunteer on the Mozambique Community Development Programme, you can get involved in the following:
-English lessons
-Preschool teaching
-Building for the disadvantaged
-Cultural Days
-Orphan care and development work -HIV/AIDS Workshops (occur once every 4-6 weeks)
-Vilanculos Community Project
Duration camp; Price:from €1079. Full price list
Mozambique Teaching English and Community Development - 2 weeks €1,079
Mozambique Teaching English and Community Development - 4 weeks €1,599
Mozambique Teaching English and Community Development - 6 weeks €2,339
Mozambique Teaching English and Community Development - 8 weeks €3,079
Deposit:€250 Balance to be paid 12 weeks before departure
Accommodation:Rustic, comfortable thatched bungalows, just 100m from the beach.
Meals:Three meals a day.
Dates:Starts the first Monday of every month.
Information Pack:Mozambique Community Development Pack
What’s Included in the Programme
Project Fee: this entails financing that goes directly back into the project that you are involved with. This project fee facilitates funding for items such as teaching materials, sports equipment, supplies, etc, as well as the development of the actual programme
Orientation and introductions to project work upon your arrival
A cultural day involving an insight into the traditional lifestyles of the local area, including traditional food, dancing, drumming and singing
All daily transportation to and from the project
Full board and lodging which includes three meals a day at your volunteer accommodation
Assistance and full support in your projects by African staff and volunteer co-ordinators
What’s Not Included in the Programme
All flights
Personal travel insurance for the duration of your placement (expected to include cover for repatriation)
All items of a personal nature, such as curios, gifts, clothing (work and other)
E-mail/Internet and telephone calls
Soft drinks, wines and spirits
Visas for Mozambique, as well as departure tax $30 when you leave the airport
Any excursions over and above your planned itinerary in Mozambique
Prices and Durations
Mozambique Teaching English and Community Development - 2 weeks €1,079
Mozambique Teaching English and Community Development - 4 weeks €1,599
Mozambique Teaching English and Community Development - 6 weeks €2,339
Mozambique Teaching English and Community Development - 8 weeks €3,0
MOCD Location:The coastal town of Vilanculos, Mozambique.
Take part as a "community volunteer" in vital community support and development schemes within rural African villages. This varied and valuable project will see you working closely with the local African children at an exciting rural pre-school project and the community to provide shelter, education, sports and workshops to those who need it most.
As a volunteer on this project, you will take part in a variety of areas such as teaching at an early learning preschool centre, teaching English to eager young adults, work with children at a local orphanage, and traditional building for disadvantage individuals or community groups. By taking part in this programme you will also gain an invaluable insight into the everyday lives of local Mozambique communities of Africa. During your free time you will also be able to relax and enjoy Mozambique's optional excursions including Open Water PADI certificate.
As a volunteer on the Mozambique Community Development Programme, you can get involved in the following:
-English lessons
-Preschool teaching
-Building for the disadvantaged
-Cultural Days
-Orphan care and development work -HIV/AIDS Workshops (occur once every 4-6 weeks)
-Vilanculos Community Project
Duration camp; Price:from €1079. Full price list
Mozambique Teaching English and Community Development - 2 weeks €1,079
Mozambique Teaching English and Community Development - 4 weeks €1,599
Mozambique Teaching English and Community Development - 6 weeks €2,339
Mozambique Teaching English and Community Development - 8 weeks €3,079
Deposit:€250 Balance to be paid 12 weeks before departure
Accommodation:Rustic, comfortable thatched bungalows, just 100m from the beach.
Meals:Three meals a day.
Dates:Starts the first Monday of every month.
Information Pack:Mozambique Community Development Pack
What’s Included in the Programme
Project Fee: this entails financing that goes directly back into the project that you are involved with. This project fee facilitates funding for items such as teaching materials, sports equipment, supplies, etc, as well as the development of the actual programme
Orientation and introductions to project work upon your arrival
A cultural day involving an insight into the traditional lifestyles of the local area, including traditional food, dancing, drumming and singing
All daily transportation to and from the project
Full board and lodging which includes three meals a day at your volunteer accommodation
Assistance and full support in your projects by African staff and volunteer co-ordinators
What’s Not Included in the Programme
All flights
Personal travel insurance for the duration of your placement (expected to include cover for repatriation)
All items of a personal nature, such as curios, gifts, clothing (work and other)
E-mail/Internet and telephone calls
Soft drinks, wines and spirits
Visas for Mozambique, as well as departure tax $30 when you leave the airport
Any excursions over and above your planned itinerary in Mozambique
Prices and Durations
Mozambique Teaching English and Community Development - 2 weeks €1,079
Mozambique Teaching English and Community Development - 4 weeks €1,599
Mozambique Teaching English and Community Development - 6 weeks €2,339
Mozambique Teaching English and Community Development - 8 weeks €3,0
segunda-feira, março 08, 2010
Director para ONG de Saúde em Moçambique
Organization(s): Health Alliance International
Country/Region: Mozambique
Contract Length: Full-time staff position
Apply by: 17 March 2010
Description
Please send a CV and cover letter to hr@hai-hq.org with the position title in the subject line.
The HAI Country Director has overall responsibility for programmatic and administrative leadership of HAI’s health projects in Mozambique. S/he is the senior HAI representative in country and plays the primary role of developing and maintaining close partnerships with the Ministry of Health, key funders and other NGOs in Mozambique. The Country Director must ensure that HAI’s strategic goals coherently and effectively respond to the needs within Mozambique’s public health system. S/he must respond to the evolution of funding patterns, political climate, internal organizational pressures, and health priorities with a solid repertoire of programmatic leadership and organizational development talent.
Responsibilities
Leadership, to develop and maintain strong partnerships with national level leadership in the Ministry of Health, key local and international players in public health, donors and other relevant organizations.
Provide leadership to achieve technical, programmatic and administrative goals, ensuring a positive impact on the HAI’s staff, program participants and beneficiaries within and beyond the public health system.
Seek out new funding opportunities focused on building the capacity of public sector health systems.
Guide the development of annual operating plans and long-term strategic planning, including regular monitoring of HAI’s strategic objectives in Mozambique.
Provide continuous mentoring and capacity building to senior and middle management.
Assume overall accountability for the attainment of HAI’s program goals, objectives and deliverables.
Participate in relevant technical advisory groups with counterparts.
Provide technical assistance, when requested, to Ministry of Health officials and other appropriate agencies.
Program Management & Administration
Assume overall responsibility for an in-country budget of USD 20+ million and 400+ staff.
Maintain close and productive collaboration among programmatic and administrative leadership of HAI Mozambique to maximize the capacity of the organization to achieve its goals.
Supervise and support the Chief of Party PEPFAR, Program Director, Director of Administrative Operations, Chief Technical Advisor, and Provincial Coordinators for Sofala, Manica, and Tete.
Oversee and coordinate organizational policy development and ensure compliance among upper management.
Maintain and coordinate strong communication with Seattle headquarters for programmatic and administrative issues.
Collaborate with senior leadership to ensure that HAI policies and procedures are compliant with Mozambican law, cooperative agreements with the Ministry of Health, donor regulations and internal guides.
Review and approve annual budgets in coordination with Director of Administrative Operations and Program Director.
Work with the Program Director and Director of Administrative Operations in the design of new proposals.
Participate in the selection and hiring of national level technical advisors and senior program and administrative managers.
Reporting, Monitoring and Evaluation
Submit regular reports to funders and stakeholders as required.
Report to HAI headquarters regarding program and research progress, administrative activities, budget, etc.
Monitor and evaluate reports on activities and program progress to MOH and donors.
Qualifications
5 – 7 years of national level organizational management experience in the developing world, preferably in Africa.
Five years experience in managing grants from major donors.
MBA, MPH or other post graduate training required.
Excellent knowledge of public health systems, primary health care, and international health policy.
Significant depth and breadth of understanding of international development arena.
Ability to manage complex and rapidly changing funding and program environments.
Accomplished interpersonal, networking, communication and presentation skills.
Able to lead the organization toward new partnerships and maintain current ones.
Proven experience in the management of ohttp://search.conduit.com/Results.aspx?q=DAI+Development+Mozambique&ctid=CT175988ther highly capable managers.
Strong knowledge of human resources management, especially team building, staff retention and conflict resolution.
Proven experience in financial oversight, including preparing and managing national level budgets and contracts.
Functional Portuguese required; fluency preferred.
Fluent in English (written and spoken).
Must be proficient with Microsoft Word, Excel, Internet Explorer, Outlook, PowerPoint and similar applications.
Must be able to travel at least 20% of the time in-country with occasional international travel.
Source: http://www.devex.com/
Country/Region: Mozambique
Contract Length: Full-time staff position
Apply by: 17 March 2010
Description
Please send a CV and cover letter to hr@hai-hq.org with the position title in the subject line.
The HAI Country Director has overall responsibility for programmatic and administrative leadership of HAI’s health projects in Mozambique. S/he is the senior HAI representative in country and plays the primary role of developing and maintaining close partnerships with the Ministry of Health, key funders and other NGOs in Mozambique. The Country Director must ensure that HAI’s strategic goals coherently and effectively respond to the needs within Mozambique’s public health system. S/he must respond to the evolution of funding patterns, political climate, internal organizational pressures, and health priorities with a solid repertoire of programmatic leadership and organizational development talent.
Responsibilities
Leadership, to develop and maintain strong partnerships with national level leadership in the Ministry of Health, key local and international players in public health, donors and other relevant organizations.
Provide leadership to achieve technical, programmatic and administrative goals, ensuring a positive impact on the HAI’s staff, program participants and beneficiaries within and beyond the public health system.
Seek out new funding opportunities focused on building the capacity of public sector health systems.
Guide the development of annual operating plans and long-term strategic planning, including regular monitoring of HAI’s strategic objectives in Mozambique.
Provide continuous mentoring and capacity building to senior and middle management.
Assume overall accountability for the attainment of HAI’s program goals, objectives and deliverables.
Participate in relevant technical advisory groups with counterparts.
Provide technical assistance, when requested, to Ministry of Health officials and other appropriate agencies.
Program Management & Administration
Assume overall responsibility for an in-country budget of USD 20+ million and 400+ staff.
Maintain close and productive collaboration among programmatic and administrative leadership of HAI Mozambique to maximize the capacity of the organization to achieve its goals.
Supervise and support the Chief of Party PEPFAR, Program Director, Director of Administrative Operations, Chief Technical Advisor, and Provincial Coordinators for Sofala, Manica, and Tete.
Oversee and coordinate organizational policy development and ensure compliance among upper management.
Maintain and coordinate strong communication with Seattle headquarters for programmatic and administrative issues.
Collaborate with senior leadership to ensure that HAI policies and procedures are compliant with Mozambican law, cooperative agreements with the Ministry of Health, donor regulations and internal guides.
Review and approve annual budgets in coordination with Director of Administrative Operations and Program Director.
Work with the Program Director and Director of Administrative Operations in the design of new proposals.
Participate in the selection and hiring of national level technical advisors and senior program and administrative managers.
Reporting, Monitoring and Evaluation
Submit regular reports to funders and stakeholders as required.
Report to HAI headquarters regarding program and research progress, administrative activities, budget, etc.
Monitor and evaluate reports on activities and program progress to MOH and donors.
Qualifications
5 – 7 years of national level organizational management experience in the developing world, preferably in Africa.
Five years experience in managing grants from major donors.
MBA, MPH or other post graduate training required.
Excellent knowledge of public health systems, primary health care, and international health policy.
Significant depth and breadth of understanding of international development arena.
Ability to manage complex and rapidly changing funding and program environments.
Accomplished interpersonal, networking, communication and presentation skills.
Able to lead the organization toward new partnerships and maintain current ones.
Proven experience in the management of ohttp://search.conduit.com/Results.aspx?q=DAI+Development+Mozambique&ctid=CT175988ther highly capable managers.
Strong knowledge of human resources management, especially team building, staff retention and conflict resolution.
Proven experience in financial oversight, including preparing and managing national level budgets and contracts.
Functional Portuguese required; fluency preferred.
Fluent in English (written and spoken).
Must be proficient with Microsoft Word, Excel, Internet Explorer, Outlook, PowerPoint and similar applications.
Must be able to travel at least 20% of the time in-country with occasional international travel.
Source: http://www.devex.com/
Procuram-se gestores de Operações, de Finanças e de Angariação de Fundos para Moçambique
Mozambique Call for Resumes for managers of Grants, Finance, Operations
Apply By: 19 March 2010
Organization(s): DAI
Country/Region: Mozambique
Contract Length: Long-term consulting assignment
Description
DAI works at the cutting edge of international development, combining technical excellence, professional project management, and exceptional customer service to solve our clients’ most complex problems. Since 1970, DAI has worked in 150 developing and transition countries, providing comprehensive development solutions in areas including crisis mitigation and stability operations, democratic governance and public sector management, agriculture and agribusiness, private sector development and financial services, economics and trade, HIV/AIDS, avian influenza control, water and natural resources management, and energy and climate change. Clients include international development agencies, international lending institutions, private corporations and philanthropies, and host-country governments.
Job Descriptions:
Operations Manager
• Minimum of five years relevant professional and international experience.
• USAID contract management experience.
• Previous experience managing staff, preferably in cross-cultural, multi-disciplinary environment.
• Proven financial, procurement and personnel management skills.
Finance Manager
• Minimum of five years professional experience including three years relevant project and financial management experience.
• USAID contract management experience.
• Previous experience managing staff, preferably in cross-cultural, multi-disciplinary environment.
• Proven financial, procurement and personnel management skills.
• Strong interpersonal, analytical and written/oral communications skills.
• MBA, Masters Degree in international development or a related field.
Grants Manager
• Individual must have three to five years of demonstrated experience in grants design and administration
• Prior background in grants award and grants management as well as prior experience in the award and administration of subcontracts.
• Working knowledge of USAID contract management and grants management policies and procedures required
Basic Qualifications:
• Regional Experience Required , Mozambican Nationals Preferred
• Good communication skills - both written and oral
Fluency in Portuguese and English required
Interested and qualified candidates should e-mail CV and cover letter to MozambiqueRecruit@dai.com
Apply By: 19 March 2010
Organization(s): DAI
Country/Region: Mozambique
Contract Length: Long-term consulting assignment
Description
DAI works at the cutting edge of international development, combining technical excellence, professional project management, and exceptional customer service to solve our clients’ most complex problems. Since 1970, DAI has worked in 150 developing and transition countries, providing comprehensive development solutions in areas including crisis mitigation and stability operations, democratic governance and public sector management, agriculture and agribusiness, private sector development and financial services, economics and trade, HIV/AIDS, avian influenza control, water and natural resources management, and energy and climate change. Clients include international development agencies, international lending institutions, private corporations and philanthropies, and host-country governments.
Job Descriptions:
Operations Manager
• Minimum of five years relevant professional and international experience.
• USAID contract management experience.
• Previous experience managing staff, preferably in cross-cultural, multi-disciplinary environment.
• Proven financial, procurement and personnel management skills.
Finance Manager
• Minimum of five years professional experience including three years relevant project and financial management experience.
• USAID contract management experience.
• Previous experience managing staff, preferably in cross-cultural, multi-disciplinary environment.
• Proven financial, procurement and personnel management skills.
• Strong interpersonal, analytical and written/oral communications skills.
• MBA, Masters Degree in international development or a related field.
Grants Manager
• Individual must have three to five years of demonstrated experience in grants design and administration
• Prior background in grants award and grants management as well as prior experience in the award and administration of subcontracts.
• Working knowledge of USAID contract management and grants management policies and procedures required
Basic Qualifications:
• Regional Experience Required , Mozambican Nationals Preferred
• Good communication skills - both written and oral
Fluency in Portuguese and English required
Interested and qualified candidates should e-mail CV and cover letter to MozambiqueRecruit@dai.com
Especialista em associativismo empresarial para Moçambique
Cardno Emerging Markets USA, Ltd.
Country/Region: Mozambique
Contract Length: Long-term consulting assignment
Apply by: 15 March 2010
Description
Cardno Emerging Markets USA Ltd., (Cardno) is seeking a Senior Business Development Specialist for the upcoming USAID-funded Support Program for Economic and Enterprise Development in Mozambique. The program will seek to overcome barriers to private sector-led economic growth, with focus on development and implementation of sound trade and investment policies.
Qualifications
Master’s degree in relevant field
10+ years experience developing business associations, including capacity development, advocacy, and training
Extensive experience working with associations in advocacy and building their capacity to collaborate effectively with government officials on policy and legal reform
Experience working in Sub-Sahara Africa; Mozambique preferred
Excellent written and oral communication skills
English and Portuguese fluency required
Special Instructions
If interested and qualified for this position, please send your CV to EG.Recruitment@CardnoEM.com – indicate “BDS-Mozambique” in the subject line of your email for prompt consideration.
Cardno Emerging Markets USA, Ltd. is part of Cardno’s Emerging Markets Division with international development assistance companies in Brussels, Oxford, Melbourne, Colombo, Jakarta, Port Moresby, Nairobi and Washington, DC. Cardno Emerging Markets USA, Ltd. was formerly Emerging Markets Group, Ltd. and has a 25-year history serving the US government’s foreign assistance objectives. The new Emerging Markets Division brings together a broad range of experience and talent; a rich history of innovation, passion and commitment to international development and an established reputation for high quality demand and client driven services.
Cardno’s Emerging Markets Division manages more than US $500 million of technical assistance contracts, brings together over 90 years of collective experience and engages over 3,000 professionals in more than 100 countries.
Cardno’s Emerging Markets Division currently implements over 70 projects globally.
SEE www.cardno.com/emergingmarkets
Country/Region: Mozambique
Contract Length: Long-term consulting assignment
Apply by: 15 March 2010
Description
Cardno Emerging Markets USA Ltd., (Cardno) is seeking a Senior Business Development Specialist for the upcoming USAID-funded Support Program for Economic and Enterprise Development in Mozambique. The program will seek to overcome barriers to private sector-led economic growth, with focus on development and implementation of sound trade and investment policies.
Qualifications
Master’s degree in relevant field
10+ years experience developing business associations, including capacity development, advocacy, and training
Extensive experience working with associations in advocacy and building their capacity to collaborate effectively with government officials on policy and legal reform
Experience working in Sub-Sahara Africa; Mozambique preferred
Excellent written and oral communication skills
English and Portuguese fluency required
Special Instructions
If interested and qualified for this position, please send your CV to EG.Recruitment@CardnoEM.com – indicate “BDS-Mozambique” in the subject line of your email for prompt consideration.
Cardno Emerging Markets USA, Ltd. is part of Cardno’s Emerging Markets Division with international development assistance companies in Brussels, Oxford, Melbourne, Colombo, Jakarta, Port Moresby, Nairobi and Washington, DC. Cardno Emerging Markets USA, Ltd. was formerly Emerging Markets Group, Ltd. and has a 25-year history serving the US government’s foreign assistance objectives. The new Emerging Markets Division brings together a broad range of experience and talent; a rich history of innovation, passion and commitment to international development and an established reputation for high quality demand and client driven services.
Cardno’s Emerging Markets Division manages more than US $500 million of technical assistance contracts, brings together over 90 years of collective experience and engages over 3,000 professionals in more than 100 countries.
Cardno’s Emerging Markets Division currently implements over 70 projects globally.
SEE www.cardno.com/emergingmarkets
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