In the 3rd Side Event of the G20 Development Working Group Meeting, ‘Mainstreaming Open Government Values in Governance and Sustainable Development’ on August 9, 2022, the Chair of C20 Indonesia delivered what should be improved on open government as an initiative to promote the quality of relations between civil society and government.
Sugeng Bahagijo, who also served as a civil society member of the Open Government Partnership Steering Committee, considered that Open Government is desirable and very doable. He said that from an ordinary perspective, the open government seems to be limiting, but actually, the limit is advantageous.
“In sociology, it is called a beneficial constraint, the open government is a bit limiting if seen from an ordinary point of view, but it will provide great benefits for the citizens, for the quality of institutions, and change what has been exclusive to be inclusive,” he said.
More concretely, he gave an interesting example of how Taiwan, a nonmember of Open Government, succeeded in providing a direct impact through an online consultation called vTaiwan, an online-offline consultation which brings together government ministries, elected representatives, scholars, experts, business leaders, civil society organizations, and citizens.
“One of the interesting results is how the Taiwan government regulates or manages Uber’s operations in Taiwan. It resulted that the residents finally agreed that 1) Uber employees should be considered workers, not partners, and 2) other standards for consumers’ safety and protection. That’s an interesting example of the direct impact and the direct benefit,”
He explained that the Open Government process is helpful for citizens to have the opportunity to voice and participate. On the other hand, the legitimacy and trust in the government also increase or are maintained through participatory work methods.
In addition, the open government will also greatly help improve the work between CSOs and the government. In open government, there must be a relationship so that civil society can have the freedom to express their concerns and solutions.
Meanwhile, the points that need to be addressed from the open government in Indonesia are its scale and its commitment. “We need to expand the illustration that has already happened. We want this to be a generalized and nationwide innovative phenomenon, not just a few good women, just a few good men. So far, we cannot implement open government, not because of a lack of knowledge or facilities and resources, but a lack of commitment,” he added.
Therefore, according to him, we should consider that open government is not for others, but for ourselves, to increase trust and legitimacy and to strengthen the quality of democracy.
He recommended that to create a large-scale open government; we must provide adequate resources which are also driven by a commitment from government at both national and local levels. Sugeng also welcomed the Presidential Regulation for Open Government so that in the next 5-10 years, Indonesia will have a stronger foundation to encourage open government at all levels. Finally, a possible way forward is to establish an Open Government Working Group in the G20.
Writer : Sita Mellia
Contact : sitamellia01@gmail.com
In the 3rd Side Event of the G20 Development Working Group Meeting, ‘Mainstreaming Open Government Values in Governance and Sustainable Development’ on August 9, 2022, the Chair of C20 Indonesia delivered what should be improved on open government as an initiative to promote the quality of relations between civil society and government.
Sugeng Bahagijo, who also served as a civil society member of the Open Government Partnership Steering Committee, considered that Open Government is desirable and very doable. He said that from an ordinary perspective, the open government seems to be limiting, but actually, the limit is advantageous.
“In sociology, it is called a beneficial constraint, the open government is a bit limiting if seen from an ordinary point of view, but it will provide great benefits for the citizens, for the quality of institutions, and change what has been exclusive to be inclusive,” he said.
More concretely, he gave an interesting example of how Taiwan, a nonmember of Open Government, succeeded in providing a direct impact through an online consultation called vTaiwan, an online-offline consultation which brings together government ministries, elected representatives, scholars, experts, business leaders, civil society organizations, and citizens.
“One of the interesting results is how the Taiwan government regulates or manages Uber’s operations in Taiwan. It resulted that the residents finally agreed that 1) Uber employees should be considered workers, not partners, and 2) other standards for consumers’ safety and protection. That’s an interesting example of the direct impact and the direct benefit,”
He explained that the Open Government process is helpful for citizens to have the opportunity to voice and participate. On the other hand, the legitimacy and trust in the government also increase or are maintained through participatory work methods.
In addition, the open government will also greatly help improve the work between CSOs and the government. In open government, there must be a relationship so that civil society can have the freedom to express their concerns and solutions.
Meanwhile, the points that need to be addressed from the open government in Indonesia are its scale and its commitment. “We need to expand the illustration that has already happened. We want this to be a generalized and nationwide innovative phenomenon, not just a few good women, just a few good men. So far, we cannot implement open government, not because of a lack of knowledge or facilities and resources, but a lack of commitment,” he added.
Therefore, according to him, we should consider that open government is not for others, but for ourselves, to increase trust and legitimacy and to strengthen the quality of democracy.
He recommended that to create a large-scale open government; we must provide adequate resources which are also driven by a commitment from government at both national and local levels. Sugeng also welcomed the Presidential Regulation for Open Government so that in the next 5-10 years, Indonesia will have a stronger foundation to encourage open government at all levels. Finally, a possible way forward is to establish an Open Government Working Group in the G20.
Writer : Sita Mellia
Contact : sitamellia01@gmail.com
By Emily Gustafsson-Wright, Izzy Boggild-Jones, Onyeka Nwabunnia, Sarah Osborne
Since 2014, Brookings has developed and maintained a comprehensive database on the global impact bonds market. The below data represents a snapshot from that database updated each month.
For further Brookings research on impact bonds, visit our Impact Bonds Project page.
F
JOB-ID: J000062989
Führungskraft - Befristet
Tätigkeitsbereich
Das Vorhaben „Integrierte wirtschaftliche Entwicklung im Rohstoffsektor“ ist Teil des Programms „nachhaltige Wirtschaftsentwicklung in der DR Kongo“, welches gemeinsam mit der KfW und der Bundesanstalt für Geowissenschaften und Rohstoffe umgesetzt wird. Das GIZ-Modul zur nachhaltigen Wirtschaftsentwicklung im Bergbausektor bearbeitet die Themen „Förderung von Nachhaltigkeit durch die Zivilgesellschaft“, „Wirtschaftliche Resilienz und Nachhaltigkeit im artisanalen Bergbau“, „Wettbewerbsfähigkeit von kleinen und mittelständischen Unternehmen (KMU) und Beschäftigung im Bergbausektor“ sowie „Stärkung von Eigeneinnahmen“. Das Vorhaben zielt darauf ab, die Potenziale des Bergbausektors für breitere wirtschaftliche Entwicklung nutzbar zu machen. Als Komponentenleiter*in am Standort Lubumbashi leisten sie einen qualitativen und nachhaltigen Beitrag zur nachhaltigen wirtschaftlichen in den Projektprovinzen Haut-Katanga und Lualaba. Die vertrauensvolle Pflege von Beziehungen zu unseren lokalen Partnern, Geberorganisationen und Auftraggebern sowie die Kooperation mit anderen Vorhaben sind dabei besonders wichtige Schwerpunkte Ihrer Tätigkeit.
Ihre Aufgaben
Ihr Profil
Zusatzinformationen
Ein besseres Leben für alle und sinnstiftende Aufgaben für unsere Mitarbeiter*innen – das ist unser Erfolgsmodell. Seit mehr als 50 Jahren unterstützt die Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) als Unternehmen der Bundesregierung bei der weltweiten Umsetzung entwicklungspolitischer Ziele. Gemeinsam mit Partnerorganisationen in 120 Ländern engagieren wir uns in unterschiedlichsten Projekten. Wenn Sie etwas in der Welt bewegen und sich selbst dabei entwickeln möchten, sind Sie bei uns richtig.
Gerne bieten wir Ihnen einen ersten Eindruck zu Themen wie bspw. Klima, Einkaufs- und Versorgungsmöglichkeiten, Schulsituation und der Gesundheitsversorgung in der Demokratischen Republik Kongo.
Die Sicherheitslage ist angespannt. Es gelten vor Ort besondere Vorsorgemaßnahmen für GIZ-Mitarbeiter*innen. Den Vorgaben zu Sicherheitsmaßnahmen der GIZ ist zu jeder Zeit Folge zu leisten. Bitte informieren Sie sich grundsätzlich auch über landesspezifische Hinweise des Auswärtigen Amts. Die GIZ ist mit einem professionellen Sicherheitsrisikomanagement vor Ort. Die Bewegungsfreiheit ist eingeschränkt. Von Seiten der GIZ bestehen keine Einschränkungen für die Mitausreise von Familienmitgliedern. Wir bitten Sie, sich gegebenenfalls zu informieren, welche Beziehungsformen im Einsatzland rechtlich und gesellschaftlich akzeptiert sind.
Weitere Informationen über landesspezifische Hinweise des Auswärtigen Amts finden Sie unter https://www.auswaertiges-amt.de/de/.
Der Arbeitsplatz ist für eine Besetzung in Vollzeit oder durch Teilzeitkräfte geeignet
Die Bereitschaft zu regelmäßigen Geschäftsreisen wird vorausgesetzt.
Bitte beachten Sie die Bestimmungen der landesspezifischen Impfregularien für die Einreise und das Arbeiten im Einsatzland – insbesondere auch zu COVID-19.
Wir stehen mitausreisenden Partner*innen gerne zur Verfügung um Fragen zu Leistungen, Aufenthaltsgenehmigung und dem Weg zur eigenen Berufstätigkeit vor Ort zu besprechen - melden Sie sich gerne bereits in Ihrer Bewerbungsphase bei: map@giz.de.
Zur Erfüllung der Unternehmensziele ist die Bereitschaft der Mitarbeitenden für Einsätze an allen Standorten der GIZ im In- und Ausland von hohem Unternehmensinteresse.
Bitte haben Sie Verständnis dafür, dass wir Bewerbungen grundsätzlich nur über unser E-Recruiting-System annehmen und bearbeiten können. Nach Bestätigung der erfolgreich erstellten Bewerbung bitten wir Sie, Ihren Spam / Junk Ordner regelmäßig zu überprüfen, da E-Mails unseres eRecruiting-Systems von manchen Providern als Spam eingestuft werden.
Anmeldung: https://jobs.giz.de/index.php?ac=apply&q=d05a0d38664c6e16e3ec531891c1c76260b494ff
Weitere Informationen finden Sie hier: https://jobs.giz.de/index.php?ac=jobad&id=62989
Bogotá. - Mit einem großen Festakt auf der Plaza de Bolívar in Bogotá, im Zentrum der Hauptstadt, hat Gustavo Petro Urrego die Präsidentschaft Kolumbiens angetreten. Es war ein historisches Ereignis, da zum ersten Mal ein Vertreter der Linken an der Spitze der Exekutive des südamerikanischen Landes stehen wird. Das hat das Lateinamerika-Portal amerika21 am Dienstag berichtet.
About the partner Organisation
The Government of Kenya is committed to promoting Technical and Vocational Education and Training (TVET) as stipulated in Article 55 of the Constitution of Kenya 2010. The aim is to provide a quality education that prepares students for global competitiveness. However, the implementation of the goal of TVET is faced with difficulties. The missing linkage of training to labour market needs, the strong theoretical orientation of training and the low income that most colleges generate from their production, among others. Kisumu County on Lake Victoria runs 26 TVET Centres.
Your activities/tasks
As a Comundo co-worker, you will be part of Comundo’s country program in Kenya. You will contribute to strengthening the TVET system in Kisumu County so that vulnerable children and youth can have better professional and social prospects by developing relevant skills through high-quality and inclusive Technical and Vocational Education and Training.
Based in one of the “Centres of Excellence” in Kisumu you will provide support to improve the management and administration systems of the centres, ensure that Managers of the 26 TVET Centres are able to run their centres effectively and efficiently and that the colleges develop their production side to increase their financial sustainability. Among others you will:
Your profile
Interested?
Apply here: Schulmanagement- und Unternehmensentwicklung (m/w) | Comundo
Weitere Einsatzsstellen: Offene Stellen für interessierte Fachleute | Comundo
Terms of Reference
Project title:
Support to Adult Education in Central Asia
Country:
Kyrgyzstan
Project number:
8290
Funding agency:
BMZ
1 Introduction
DVV International is the Institute for International Cooperation of the Deutscher Volkshochschul-Verband e.V. (DVV), the German Adult Education Association. DVV represents the interests of approximately 920 adult education centres (Volkshochschulen) and their state associations, the largest service provider of continuing education in Germany. As the leading professional organisation in the field of adult education and development cooperation, DVV International has committed itself to supporting lifelong learning for 50 years now. DVV International provides worldwide support for the establishment and development of sustainable structures for a lifelong Adult Learning and Education (ALE).
Funded in a large part by the BMZ for the creation/strengthening of social structures (Sozialstrukturförderung - SSF), the Institute cooperates with more than 200 partners in more than 30 countries in Africa, Asia, Latin America, and Europe. DVV International promotes, together with national, regional, and global associations of adult learning and education (ALE), lobbying and advocacy activities for the human right to education and lifelong learning. In doing so, DVV International contributes to the United Nations Sustainable Development Goals (SDGs), the Global Agenda for Education (Education 2030) and the UNESCO International Conferences on Adult Education (CONFINTEA).
DVV International supports the exchange of information and interaction between professionals at European and global level through conferences, seminars, and publications. DVV International's interventions cover three levels: first level – contribution to policies, strategies, standards and norms, as well as funding on national level (macro level), second level – institutional capacity building and capacity building of teaching staff (meso level), and, third level - the basic model interventions for the population with potential for replication at national, regional, and international level (micro level).
2 Background of the ProjectDVV International has been supporting adult education and lifelong learning in Kyrgyzstan since 2002 and cooperates with both state and non-state actors. Among the state partners in the current project phase are the State Service of Penitentiary Execution and the Vocational Training Department ot the Ministry of Education and Science of the Kyrgyz Republic as well as the State Universities in Bishkek and Osh. The non-governmental partners include the Kyrgyz Adult Education Association (KAEA) as well as the Association of Public Libraries together with their member organizations, the Institute for Youth Development, Youth of Osh, and AFEW. DVV International’s programming offers labour market-oriented skills development courses, civic education courses, and training programmes in conflict management and prevention of violent extremism for socially disadvantaged groups, such as the unemployed, prisoners and ex-prisoners, women, and youth from rural areas in all regions of Kyrgyzstan. Various formats of non-formal training are offered, including clubs, exhibitions, lectures, and discussions through the network of Adult Training Centers. In addition, DVV International in Kyrgyzstan supports capacity development for adult education institutions in the areas of educational provision, management, and financial and organizational sustainability, and thus contributes to improving the quality and accessibility of adult education offers in the country. Through policy advice, studies, and exchange of best practices in the field of adult education and lifelong learning, DVV International also contributes to improving the framework for adult education in the Kyrgyz education sector.
The following are general objectives of DVV International:
The usual DVV International programme phase is 9 years. These 9 years are divided into 3 phases of 3 years: 2018 – 2020 (phase I), 2021-2023 (phase II), and 2024 – 2026 (phase III).
The overall objective for the project phase 2018 – 2020 was: Through diversification of ALE providers and programmes as well as an increased quality of services, the access of socially disadvantaged target groups to needs-based ALE and LLL services has improved, and the experience gained has been taken into account at the macro level.
The overall objective for the current project phase 2021 – 2023 is: The policy framework for adult learning and education has been improved based on best practices and lessons learned from a network of education providers and contributes to the achievement of the SDGs in Kyrgyzstan.
The programme has set the following objectives on the meso level to contribute to achieving the overall objectives in the project phase 2018 – 2020 and 2021 – 2023:
Meso level objectives 2018 – 2020
Meso level objectives 2021 – 2023
With the objective to sustainably develop social structures for adult learning and education, DVV International’s programs aim to have an impact on three levels (micro, meso, and macro) in accordance with the above-mentioned objectives.
5 Evaluation Goal and ObjectivesDVV International understands itself as a learning organization. In order to improve further project activities, DVV International, as the implementing agency, would like to learn more about achievements, challenges, and best practices of the above mentioned project with special attention to the meso level, in the past 2,5 years.
The purpose of this evaluation is twofold.
First, an ex-post evaluation of the project phase 2018-2020 should focus on the meso level and review and assess the relevance of the project activities, the achievement of the expected results, and pay special attention to their impact and perspectives of sustainability 18 months after the end of the project phase.
Second, an evaluation of the current midterm status of the project phase 2021 – 2023 should critically assess the achievement of the objectives laid out in the initial proposal and to what extend the objectives and activities contribute to the above mentioned objectives on the meso level. The indicator which should inform the overarching guiding questions for this evaluation has been formulated in the project planning matrix as follows: “By February 2023, an external assessment confirms concrete progress in institutional change, including organisational and financial sustainability of ALE providers, particularly in terms of networking, diversity as well as quality of education and needs orientation.” In addition, the uptake of recommendations from the end of project evaluation conducted in 2020 in the current project phase should be critically assessed.
Lessons learnt and recommendations on objectives and activities should be formulated for both parts of the evaluation. These learnings and recommendations will serve to inform the conceptualization and planning of methodologies, strategies, and approaches for further activities in the next project phase, which will be prepared starting fall 2022.
The evaluation should consider all possible sources (secondary and primary sources) of information and triangulate the different information sources to achieve high quality and valid data. This data shall enable the evaluator to provide evidence-based conclusions and feasible and realistic recommendations.
The evaluation and its recommendations shall be a useful tool of information for the project implementing agency – DVV International and its partners.
6 Main Evaluation QuestionsThe evaluation must be carried out according to the OECD DAC Criteria for Evaluation Development Assistance and additional criteria. It should give clear statements regarding the following:
6.1 Relevance
The extent to which the aid activity is suited to the priorities and policies of the target group, recipient, and donor. In evaluating the relevance of a programme or a project, it is useful to consider the following questions:
A measure of the extent to which an aid activity attains its objectives. In evaluating the effectiveness of a programme or a project, it is useful to consider the following questions:
The positive and negative changes produced by a development intervention, directly or indirectly, intended, or unintended. This involves the main impacts and effects resulting from the activity on the local social, economic, environmental, and other development indicators. The examination should be concerned with both intended and unintended results and must also include the positive and negative impact of external factors, such as changes in terms of trade and financial conditions. When evaluating the impact of a programme or a project, it is useful to consider the following questions:
Sustainability is concerned with measuring whether the benefits of an activity are likely to continue after donor funding has been withdrawn. Projects need to be environmentally as well as financially sustainable. When evaluating the sustainability of a programme or a project, it is useful to consider the following questions:
This criterion captures a perspective that was not covered previously. A lack of coherence can lead to duplication of efforts and undermine overall progress. Adding the criteria will help raise the bar on analysis of these important issues. Coherence deals with the compatibility of the intervention with other interventions in a country, sector or institution.
The evaluation will consist of both desk and field study. A combination of primary data collection and secondary data review is expected during the evaluation.
It should be checked if standardized quantitative approaches might be applicable.
8 Indicative Timetable and Work InputThe indicative number of working days foreseen is 22, which will include the following steps:
1 day total of briefing and debriefing (online or face-to-face);
4 days of document review;
1 day preparation of inception report;
10 days of field mission in Kyrgyzstan (Bishkek, Osh, Naryn, and Issyk Kul)
5 days of report drafting;
1 day of report finalization.
Please take the indicative distribution of working days into account in your suggestions regarding the evaluation methodology. It is up to the contractor to make alternative suggestions, depending on the evaluation approach and methodology chosen. The field phase is supposed to take place in September. The first draft evaluation report will be due by 15 October, and the final version by mid-November.
9 Target Group of the Evaluation ResultsThe target group of the evaluation results will be the project management team of DVV International country and regional office as well as the head office in Bonn. The results of the evaluation will also be sent to the Contracting Authority (BMZ). Furthermore, the results of the evaluation will also be presented to local partners.
10 Right of UseThe Principal has the exclusive and unlimited right to use the results fulfilled by the contract. The transfer of this Right of Use is complete with the payment made to the Contractor.
The Contractor has Right of Use permission strictly limited for personal non-commercial purposes. Transfer of the Right of Use to third parties is excluded.
11 Contractual ConditionsThe legal basis for this contract is provided by the „General terms and conditions for the implementation of Services" (VOL/B). These general terms and conditions are not attached to this contract; however, an exemplary service contract is part of these Terms of Reference for perusal.
12 Tasks of the Evaluator/ Evaluation TeamThe evaluation team will be requested to fulfil the following tasks:
13 Deliverables
The following deliverables are expected:
The evaluation report should be produced in English and submitted to DVV International electronically. A respective template for the final report will be provided in the inception phase to the contractor.
14 Responsible Persons at DVV International and LogisticsDVV International will be the contracting authority for this evaluation. The main contact persons will be
The DVV country office will provide all relevant documents and support the evaluator/ team of evaluators in the field with arranging interviews and field visits etc.
The final report will be accepted by the senior manager for monitoring and evaluation and the senior desk officer for Central & South Asia of DVV International in Bonn.
15 Evaluator Eligibility CriteriaThe consultant(s) we are looking for should
The candidates should propose a suitable evaluation design and methodology, well adapted to the project objectives and TOR for the evaluation, to meet the evaluation’s goal and objectives.
The evaluation must comply with the following standards and guidelines:
The Senior Desk Officer for Central & South Asia as well as the Senior Desk Officer for Monitoring and Evaluation at DVV International Headquarters in Bonn will oversee the contracting. The evaluator should work in close cooperation with DVV International Country Director in Kyrgyzstan during the preparatory and implementation phase. Relevant project documentation and data as well as logistic support (booking of accommodation, local transportation, translation, and assistance in arranging interviews and project visits) will be provided by the DVV International Country Office in Kyrgyzstan.
18 Application packageExperts participating in the tender for this evaluation should send the application package by latest 22.08.2022 by e-mail to:
Dr. Thomas Lichtenberg (Senior Manager on Monitoring and Evaluation at DVV International Headquarters in Bonn), e-mail address: Lichtenberg@dvv-international.de
Kathleen Glenz (Senior Desk Officer for Central & South Asia at DVV International Headquarters in Bonn), e-mail address: glenz@dvv-international.de
Dr. Nicola Vöhringer (Regional Officer for Adult Learning and Education), e-mail address: mailto:voehringer@dvv-international.de
Nadezhda Romanenko (Country Director Kyrgyzstan, DVV International), e-mail address: romanenko@dvv-international.kg
Late submissions will not be accepted.
The application package should include the following documents. Please make sure to comply to the provided requirements below and use the annexed templates:
All interested candidates should submit the following documents:
The proposals will be assessed according to the following criteria:
If you should have questions concerning this tender, please send your questions to Dr. Thomas Lichtenberg mentioned as contact person, above. The latest date for submitting questions is 16 August 2022. The answers to the questions will be published on our website (https://www.dvv-international.de/dvv-international/stellenangebote/) for all interested parties the following day.
[1] http://www.oecd.org/dac/evaluation/qualitystandardsfordevelopmentevaluation.htm
[2] https://www.degeval.org/publikationen/standards-fuer-evaluation
This roundtable discussed aid effectiveness, proliferation, and fragmentation in light of the newly published World Bank report: Understanding Trends in Proliferation and Fragmentation for Aid Effectiveness During Crises. World Bank Vice President for Development Finance, Aki Nishio, presented key findings of the report, followed by a panel and open discussion, moderated by Senior Fellow Homi Kharas and attended by a variety of participants from Brookings, the World Bank, nonprofits, and academia. Panelists included:
Over the last two decades, the increase in Official Financial Flows (OFF) from developed countries to developing countries has been accompanied by an increase in donors and donor agencies. The number of donor agencies nearly tripled from 194 in the period 2000-2004 to 502 in the period 2015-2019. This proliferation is felt by recipient countries, many of whom now have more than 60 donor entities to manage. Additionally, a greater share (three out of four) of OFF funded projects are being implemented by entities other than the recipient governments, such as the donor government, private sector institutions, multilateral organizations, and others. At the same time, the size of individual donations has decreased, with the average size of Official Development Assistance grants being roughly cut in half from 2000 to 2019.
Collectively, these trends raise concerns around aid effectiveness and transaction costs for recipient countries. Mr. Nepal confirmed the greater workloads and difficulties that may result from relying on a multitude of donors. He expressed the challenge of obtaining funding for broad budget support, as opposed to earmarked project support. Donors increasingly want to fund projects where they can “stake their flag” and receive credit, leaving fewer funds to the discretion of recipient countries on how they will be used. Archibong commented on the potential consequences of fragmented health aid, for example, during public health crises when liquidity is necessary. Rogerson posed various questions surrounding the ideal aid infrastructure and discussed the use of cash transfers for social protection in crises.
By publishing this report, Nishio hopes to get the issue of aid effectiveness, proliferation, and fragmentation back on the international agenda after about 10 years since the last global forum at Busan. Pooled funding has been widely acknowledged as a solution to these issues, but adoption has been low. It is also worth noting that the trends have not been as present for multilateral channels of aid as bilateral, leading discussants to encourage greater use of channels like IDA. There was an acknowledgement by participants that a diversity of donors has certain benefits, particularly for funding innovation, and that these trends mask a great diversity of country outcomes. The participants discussed how future work could use country case studies to better understand the impact of aid proliferation and fragmentation on recipient countries.
> View full list of roundtable participants
AGIAMONDO ist der Personaldienst der deutschen Katholiken für Entwicklungszusammenarbeit. Im Zivilen Friedensdienst bieten wir Fachkräften die Chance zu einem sinnerfüllten Dienst in der Zusammenarbeit mit lokalen Entwicklungsakteuren. Der Zivile Friedensdienst (ZFD) ist ein Personalprogramm für Gewaltprävention und Friedensförderung in Krisen- und Konfliktregionen. Er setzt sich für eine Welt ein, in der Konflikte ohne Gewalt geregelt werden. Zusammen mit kirchlichen und zivilgesellschaftlichen Partnerorganisationen in der Demokratischen Republik Kongo will AGIAMONDO durch friedensfördernde Maßnahmen einen Beitrag zur dortigen zivilen Konfliktbearbeitung und zur nachhaltigen gerechten Entwicklung des Landes wie auch der Region der Großen Seen leisten.
Zur Unterstützung der CDJP in Bukavu suchen wir zum nächstmöglichen Zeitpunkt eine*n
Ihr neues Aufgabenfeld
Die sozialen Folgen und gesellschaftlichen Spaltungen nach Jahrzenten der Gewalt, die Wunden einer von Gewalt belasteten Vergangenheit wirken sich auf das Zusammenleben der Menschen in der Region der Großen Seen aus, welche in Ruanda, Burundi und im Osten der DR Kongo miteinander auch über Grenzen hinweg verbunden sind. Gerade in den Regionen Kivu und Ituri setzt sich die Gewalt fort, während sich Zivilgesellschaft und Kirchen aktiv grenzüberschreitend für Gerechtigkeit, Frieden und Versöhnung einsetzen.
Die Commission Diocésain Justice et Paix (CDJP) der Erzdiözese Bukavu bringt sich aktiv im Süd-Kivu in den Bereichen Good Governance, Menschenrechte, Frauenrechte und gerechte und nachhaltige Bewirtschaftung natürlicher Ressourcen ein. Das interdisziplinäre Team fördert durch seine zahlreichen Aktivitäten Frieden und Gerechtigkeit in der Region. Mit dem Ziel der Förderung des friedlichen Zusammenlebens und der Reduktion von Gewalt unterstützt die Organisation Versöhnungsinitiativen und Ansätze friedlicher Konfliktbearbeitung. In der Zukunft sollen die Programme insbesondere in den Bereichen Analyse, Planung, Monitoring und Evaluierung professionalisiert werden, um über Reflexions-, Lern- und Dokumentationsprozesse die Friedensarbeit zu stärken.
Bukavu ist eine lebendige Großstadt im Osten der Demokratischen Republik Kongo, direkt am Ufer des Kivusees und an der Grenze zur Ruanda gelegen. Im Rahmen ihrer Mitarbeit bei der CDJP haben Sie die Chance, organisationale Lernprozesse im Kontext des Friedendienstes zu begleiten und die Partnerorganisation darin zu unterstützen, gesellschaftliche Veränderungsprozesse im Umgang mit einer gewaltbelasteten Vergangenheit und Gegenwart erfolgreich voranzubringen.
Im Einzelnen übernehmen Sie die folgenden Aufgaben:
Ihr Profil
Das Angebot von AGIAMONDO
Wir freuen uns auf Ihre aussagekräftige Onlinebewerbung (Anschreiben, Europass-Lebenslauf, Zeugnisse im pdf-Format) bis spätestens zum 28.08.2022 über unser Stellenportal.
Corona - Informationen für Bewerber*innen
Liebe Bewerber*innen,
Ihre Bewerbung nehmen wir auch in der aktuellen Situation gerne über das Onlinebewerbungsportal entgegen. Das Auswahlverfahren führen wir aktuell online durch. Auch für die Vorbereitungsmaßnahmen bieten wir digitale Angebote an.
Gegenwärtig reisen keine Fachkräfte aus. Wir hoffen, dass sich die Lage weltweit weiter entspannt und wir verantwortlich und gemeinsam mit den Partnern die Entscheidung treffen können, dass Fachkräfte wieder vor Ort in den Projekten arbeiten.
Ihr(e) Ansprechpartner(in)
Jacqueline Kallmeyer
AGIAMONDO e.V.
Ripuarenstrasse 8
50679 Köln
IRC (International Rescue Committee) Deutschland sucht eine:n
Berlin, Bonn oder Homeoffice | zum nächstmöglichen Zeitpunkt
Teil- oder Vollzeit (32 – 40 Wochenstunden) | zunächst befristet auf 15 Monate
Über uns
International Rescue Committee (IRC) ist eine internationale Hilfsorganisation, die 1933 auf Anregung von Albert Einstein gegründet wurde. Seitdem unterstützt IRC Menschen, die vor politischen Krisen, Krieg, Verfolgung oder Naturkatastrophen fliehen müssen. Seit 2016 ist IRC auch in Deutschland aktiv und unterstützt bundesweit schutzsuchende Menschen in den Bereichen Bildung, wirtschaftliche Integration sowie Schutz und Teilhabe.
Dafür realisieren wir ca. 15 bis 20 Projekte zeitgleich, teils in Zusammenarbeit mit Partner:innenorganisationen, mit ca. 75 Mitarbeitenden in ganz Deutschland. Diese Arbeit wird von einer Reihe von öffentlichen und privaten Fördergeber:innen aus dem In- und Ausland finanziert. Aufgrund des durch den Krieg in der Ukraine gestiegenen Bedarfs bauen wir unsere Programme aktuell aus.
Zur Unterstützung des Teams Projektverwaltung der Deutschen Programme von IRC in Deutschland suchen wir eine:n Referent:in (w/m/d) Kooperationen und Netzwerke am Standort Berlin, Bonn oder im Homeoffice ab September 2022.
Ihr Verantwortungsbereich
Ihr Profil
Wir bieten Ihnen
Wir setzen uns für Empowerment und Inklusion ein und wollen allen Formen von Diskriminierung aktiv entgegenwirken. Deshalb sind Bewerbungen von Menschen mit Flucht- und Migrationsgeschichte, Rassismus- und Diskriminierungserfahrung ausdrücklich erwünscht. Wir bitten darum, auf Fotos in den Bewerbungsunterlagen zu verzichten.
Bitte übermitteln Sie Ihre vollständigen Bewerbungsunterlagen:
Bitte reichen Sie Ihre Bewerbung bis zum 21. August 2022 ein.
Für Fragen, auch zum Thema Inklusion, steht Ihnen gerne Friederike Haarbrücker (Friederike.Haarbruecker@rescue.org) zur Verfügung.
Weitere Informationen zu IRC finden Sie auf IRCDeutschland.de.
World Vision ist ein internationales, christlich überkonfessionelles Hilfswerk mit den Arbeitsschwerpunkten nachhaltige Entwicklungszusammenarbeit, Katastrophenhilfe und entwicklungspolitische Anwaltschaftsarbeit. World Vision Deutschland e.V. ist mit über 190 Mitarbeiterinnen und Mitarbeitern Teil der internationalen World Vision Partnerschaft, in der sich fast 35.000 Menschen in 98 Ländern für bessere Lebensbedingungen von aktuell über 41 Millionen Kindern, ihren Familien und ihrem Umfeld einsetzen.
Haben Sie Lust auf eine Tätigkeit, die Sinn ergibt?
Arbeiten Sie mit uns an einer besseren Zukunft für Kinder!
Wir suchen für unseren Bereich Internationale Programme am Standort Friedrichsdorf/Ts. zum nächstmöglichen Zeitpunkt engagierte Unterstützung.
Was Sie erwartet:
Ein herzliches und respektvolles Miteinander in einer Unternehmenskultur, die durch christliche Werte geprägt ist. Darüber hinaus Möglichkeiten zur flexiblen Arbeitszeitgestaltung, flache Hierarchien und folgende Herausforderungen einer dynamischen und international agierenden Organisation:
Was Sie mitbringen sollten:
Neben einem erfolgreich abgeschlossenen Bachelor-Studium in einem für die Entwicklungszusammenarbeit relevanten Fachgebiet und mehrjähriger Berufserfahrung im internationalen Controlling bzw. Finanzbereich verfügen Sie über folgende Kompetenzen und Erfahrungen:
Die Vollzeitstelle (40 Std./Woche) ist unbefristet
Mehr als ein Job. Werden Sie Teil unserer Kraft.
Nutzen Sie Ihre Chance und bewerben Sie sich gleich unter
www.worldvision.de/jobportal
Kenya’s Ambassador to the United Nations Martin Kimani gave a viral speech at the UN Security Council on the eve of Russia’s invasion of Ukraine. Months later, Ambassador Kimani reflects on the impact of that speech and why Russian aggression against Ukraine is so resonant to Africa’s own experience with colonialism.
Our conversation was recorded live at the Aspen Security Forum in Mid July and Ambassador Kimani also discusses the impact of the war in Ukraine on Kenya and what opportunities still exist for multilateralism in a divided world.
Apple Podcasts | Google Podcasts | Spotify | Podcast Addict | Stitcher | Radio PublicThe post Kenya’s UN Ambassador Martin Kimani | Live from the Aspen Security Forum appeared first on UN Dispatch.