empleo

Organization: UN Children’s Fund
Country: Brazil
Closing date: 03 May 2017

If you are a committed, creative professional and are passionate about making a lasting difference for children, the world’s leading children’s rights organization would like to hear from you. For 70 years, UNICEF has been working on the ground in 190 countries and territories to promote children’s survival, protection and development. The world’s largest provider of vaccines for developing countries, UNICEF supports child health and nutrition, good water and sanitation, quality basic education for all boys and girls, and the protection of children from violence, exploitation, and AIDS. UNICEF is funded entirely by the voluntary contributions of individuals, businesses, foundations and governments.

Purpose of the Position

Under the supervision of the Corporate Officer and the technical supervision of the Resource Mobilization and Partnerships Officer, the Corporate Acquisition Officer is accountable for developing of the corporate new business development’s strategy and guide its implementation. S/he will be responsible for supporting in driving forward new business prospects that are already in development; while also supporting co-creation of a new business pipeline, maximize the current alliances to an overview of +$100K, and focusing on generating sustainable and flexible revenues.

To do so, this job function will supervise and lead the Corporate Pathways to Pledge Officer directly.

Key Expected Results

1. Fundraising strategy

• With the coordination and leadership of the Corporate Officer, establish the Corporate New Business (NB) Partnerships plan with objective to increase high-value and long-term alliances, as well as flexible, sustainable and predictable revenue as part of overall Resource Mobilization and Program Strategy defined by RM&P Manager.

• Ensure the NB plan is aligned with the local and global priorities.

• Identifies and monitors industry trends as well as best practices at UNICEF network, including experiences from competitors and Natcoms with the goal to turn these into recommendations on how to strengthen the strategy and action plans.

• Propose innovative ways to further develop existing and new fundraising channels and translate the ideas into strategies and concrete plans/results: virtual reality, exhibition, events, 4C’s, etc.

• Propose and manage the development of Business Cases with potential for replication.

• Analyse the operational actions needed and take the necessary steps to implement the programmes and communication of each partnership agreement.

• Lead the contact and coordination of the Organization’s relevant units (programs, communication, Operations), as well other UNICEF divisions and regional offices, in order to work together on the development and consolidation of NB corporate partnerships.

2. Partnership maximization and New Business development

• With the participation of the Corporate Officer, map potential partners and prepare the priority list for prospection of new alliances, focusing on the multiple industries such as banking, IT, retail and services. Special attention will be given to companies where it is possible to develop a complete partnership, including company’s granting; employees’ and clients’ engagement, communication/marketing efforts and visibility.

• Develop proposals and negotiate agreements.

• Follow-up with the Retention Officer to assure that all points negotiated between the company and UNICEF are being fulfilled, as well as to track new maximization opportunities.

• In close interaction with different areas, support in the development of the campaign, including development of materials, training, and communication possibilities along negotiation.

• Evaluate and analyse results of each partnership to ensure strategies were adequate to goals planned.

• Flag NB plan risk and propose mitigation plans if needed.

• Search and attend forums, groups and events, which counts with the presence of the top management of the private sector, in order to improve networking with companies’ decision makers.

3. Global priorities and campaigns

• Promote a «share and compare» culture throughout the different channels using appropriate tools in order to fully leverage the search and reapply opportunities nationally and regionally or globally when applicable.

• Actively participate in the Annual Fundraising Forum with special emphasis on identifying global fundraising business learning and conclusions thus providing essential direction for the following year’s corporate NB and optimization objectives and approach.

4. Local team coordination

• Monitor progress of decisions and action plans based on outcome of items above.

• Define KPIs and accounts for each member of the acquisition sector.

• Follow-up frequently on the status of the acquisitions with the Acquisition officer and possible consultants/temporary staff: NB plan and mapping; prospection, meeting, proposal, contract, marketing and communication plan development.

• If necessary, support on the elaboration of proposals and long-term projects.

• Provide feedback and evaluate the team’s performance on a timely basis.

• Provide all necessary guidance and information in order to allow the team to take accurate business decisions, also providing opportunities for capacity building.

5. Compliance with UNICEF’s rules and guidelines

• Ensure the entire process of partner development follows UNICEF guidelines including screening and proposal submissions (DD1, DD2 and Opportunity).

• Draft contracts with the necessary juridical support.

• Interact with the local, Regional and Global team to evaluate opportunities and fluxes, as well as clearance monitoring.

6. Monitoring and assessment

• Monitor progress of decisions and action plans based on outcome of items above.

• Carry workflow of activities/maintains information flow in the absence of the Corporate Manager.

• Create an annual forecast of corporate donations’ entry. Revisit the material in a monthly basis and adjust it, if necessary.

• Assist in the preparation of the office/region RM&P budget.

• Prepare periodical fundraising reports, monitor and maintain control records.

• Evaluate and analyse financial and non-financial results from the alliances, checking efficiency of strategies used and suggesting necessary adjustments with a view of increasing results and revenue.

Qualifications of Successful Candidate

Education

• First level university degree (Bachelor’s or equivalent), preferably in Marketing, International Relations, Communication and/or Business Administration, or relevant field is required.

Experience

• At least two (2) years of progressively responsible professional work experience in Private Sector Fundraising, Corporate Alliances, or Marketing is required.

• Previous work experience at the supervisory/managerial level is considered desirable.

• Additional years of relevant experience in the above mentioned fields is an asset.

Language

• Fluency in Portuguese and English is required. Knowledge of an additional UN Language (Arabic, Chinese, Russian, Spanish) is considered an asset.

Competencies of Successful Candidate

Core Values

• Commitment

• Diversity and Inclusion

• Integrity

Core competencies

• Communication [II]

• Working with People [II]

• Drive for Results [II]

Functional Competencies

• Relating and Networking [II]

• Persuading and Influencing [II]

• Planning and Organizing [I]

• Entrepreneurial Thinking [I]

To view our competency framework, please click here.

Note:Please note that this Vacancy Announcement is open for competition to Brazilian nationals only.

In relation, please note that all candidates who wish to apply to this Vacancy Announcement are requested to prepare and submit their respected UNICEF applications in English language.UNICEF is committed to diversity and inclusion within its workforce and encourages qualified female and male candidates from all religious and ethnic backgrounds, representing the diversity of Brazil, such as black and indigenous people, to apply to become a part of our organization. Candidates will be treated equally regardless of gender, sexual orientation, special needs, social and HIV/aids status. UNICEF is a smoke-free environment.

How to apply:

UNICEF is committed to diversity and inclusion within its workforce, and encourages qualified female and male candidates from all national, religious and ethnic backgrounds, including persons living with disabilities, to apply to become a part of our organization. To apply, click on the following link http://www.unicef.org/about/employ/?job=504153

Organization: Save the Children – España
Country: Spain
Closing date: 03 May 2017

Objetivo

Asegurar la gestión eficaz y calidad de las intervenciones humanitarias de SCE/SCI en los ámbitos regionales y/o temáticos a su cargo, con especial relevancia a programas y acciones de Nutrición y ASH (Agua, Saneamiento e higiene).

Funciones

1. Coordinar y supervisar la gestión técnica (formulación y seguimiento) de las intervenciones humanitarias sobre la base proporcionada por los equipos en la oficina regional, país, terreno u otras direcciones y/o sedes territoriales.
2. Asegurar la correcta integración y justificación de los proyectos humanitarios a través de los procesos, procedimientos y sistemas de SCE y/o SCI en tiempo y forma.
3. Orientar a los miembros Save the Children en lo concerniente a donantes estratégicos humanitarios liderados por SCE (AECID, ECHO u otros), asegurando las prioridades establecidas en el plan estratégico de Save the Children y donantes.
4. Ser referente y punto focal de SCE/SCI de las intervenciones de acción humanitaria de acuerdo a las acciones establecidas en el protocolo de emergencias, representando a SCE en redes, plataformas y grupos.
5. Participar dando apoyo temático /operativo en materia de Nutrición, u otras temáticas prioritarias promovidas por Save the Children, y movilizarse como equipo de respuesta de emergencias en caso de que sea necesario.
6. Cualquier otra tarea acorde con su categoría profesional que le sea encomendada por su responsable.

Formación

• Titulación universitaria y Postgrado Ayuda Humanitaria y/o Cooperación Internacional.
• Formación y conocimientos en: Nutrición y/o, Agua, Higiene y Saneamiento.
• Uso de herramientas Ofimáticas –Word, Excel, PowerPoint, Access…- a nivel profesional
• IMPRESCINDIBLE dominio de los siguientes idiomas: Castellano, Francés e Inglés.

Experiencia

• Imprescindible experiencia de al menos 2 años en Gestión y Seguimiento de proyectos de Acción Humanitaria**.**
• Conocimientos y experiencia contrastados en acciones y emergencias con temáticas: Nutrición y ASH.
• Valorables conocimientos en: Seguridad alimentaria, salud, reducción de riesgos, primera respuesta a emergencias….
• Experiencia en normativa, seguimiento y gestión de financiadores como: ECHO, AECID y Descentralizada.

Competencias

• Flexibilidad y Adaptación al cambio.
• Gestión y trabajo en equipo.
• Óptimas dotes de planificación y organización.
• Alta orientación a plazos y resultados.

Otros

• Compromiso y cumplimiento de Valores, Visión y Misión; Código de Conducta y Protocolos de Seguridad.
• Disponibilidad para desplazarse a terreno para la realización del seguimiento de los proyectos
• IMPRESCINDIBLE permiso de trabajo en España y Unión Europea.

How to apply:

Para más información sobre la vacante y cómo aplicar: http://bit.ly/2oD27vs

Organization: Semilla Nueva
Country: Guatemala
Closing date: 17 May 2017

COMMUNICATIONS COORDINATOR

Overview of the Organization

Malnutrition affects over a billion people worldwide, and Guatemala has the third highest rate in the world with nearly half of children suffering stunted growth. Semilla Nueva works with scientists, farmers, and the Guatemalan government to promote biofortified crops. Biofortified corn, beans and others have been bred to have higher yields, better taste, and far more nutrients. These new crops allow farmers and families to continue growing and eating what they traditionally have, while dramatically improving the nutrition of their children, and the entire food system. Semilla Nueva’s goal is to reach more than a million people with these new crops in the next five years.

Semilla Nueva works directly with farmers to test, improve and disseminate these new seeds. We achieve scaling through collaborations with farmer groups, NGOs, the government and through direct sales of commercial seeds based on innovative social marketing campaigns. We have also constructed a national collaboration to promote biofortified seeds, which has helped nearly 20 organizations throughout the country reach 5,000 families in its first year. Our newest seed, launched in 2016, has already changed the daily diets of 27,000 people, and we hope to reach 60,000 in 2017. This year marked our first year of commercial seed sales, which we hope in five years will provide over half of our revenue, allowing Semilla Nueva to become more financially sustainable.

We are hiring a communications coordinator to hone and share SN’s message and strengthen our relationships with both national and international institutions. Our goal isn’t just to get publicity and financing, but to build connections and awareness about small farmers, the issues that impact their lives and effective development models. Communicating our successes, failures, and lessons learned is essential to the long-term goal of being leaders in agricultural development. In the last years we have grown tremendously as an organization and our programs are generating interest among larger organizations and across a wider audience. We need a highly skilled communicator who can create and disseminate a cohesive, focused and powerful message about Semilla Nueva. This job is an opportunity for someone who is passionate about finding creative ways to use stories, photos, social media, etc. to connect various audiences with those a world away.

We are proud to have maintained a passionate and committed team with great relationships with our partner farmers and allies. We are looking for a new team member who wants to apply their skills and experience to help our organization grow, but equally looking for a team member who shares our values and passions.

This full-time position based in Guatemala City anticipates that 75% of the time will be in the SN office. The communications coordinator will have extensive field time with farmers in our partner communities and direct contact with diverse stakeholders.

Qualifications

Required:

· Excellent writing/communications skills

· Experience with graphic design (Adobe Illustrator, Indesign, PhotoShop, etc.)

· Experience leading social media and online awareness-building campaigns

· Experience with fundraising and relationship management

· Ability to engage donors, etc. in person, digitally and by phone

· Ability to self-learn new skills

· Advanced Spanish, fluent English

· Ability to drive a manual transmission vehicle

Desired:

· Website design experience

· Photography experience

· Videography and editing experience

Expectations

• Minimum commitment one year, preferably two

• Ability to work independently, proactively, and prioritize/coordinate a variety of activities

• Ability to work effectively in a multicultural team

• Good public relations and communications skills

• Comfortable working in a fast-paced, constantly evolving work environment

• Must be comfortable driving in Guatemala and have a valid Driver’s License from home country

Specific Tasks

1. Developing Communications Strategy – This position will work jointly with the director of development to hone the message of Semilla Nueva and deliver it through a number of avenues such as Facebook, Twitter, videos, reports, and more. This will require significant expertise in gathering “voices” from several different facets of the organization (farmers, field staff, donors, partnering institutions), funneling those voices through the SN message, and delivering them in impactful ways that engage the interest of existing and new supporters in our network.

2. Build a database of materials from the field: This position will require constant contact between the field and the office to ensure that we have the appropriate materials for telling the Semilla Nueva story. This may involve directly visiting our field programs to capture photos and video, but also involves coordinating with the field team to ensure receiving these materials and updates in a constant matter.

3. Graphic Design – This position will be the go-to person for development of all graphic design material. This may include annual/quarterly reports, board reports, logo and letterhead design, field materials, invitations, etc. This will require skills and a passion for designing captivating material with our brand.

4. Donor Relations –This position will work in various activities to maintain existing donors and engage new supporters. This may include thank you letters tailored to specific donors, assisting in calling/mailing campaigns when necessary, etc. This will also include leading donor trips in Guatemala, serving as a guide to visitors, answering questions about our programs, translating, etc. This will require significant interpersonal and relational skills.

5. Relationship Building –This will be a key part of the position. Much of our work at SN depends on building relationships at multiple levels and over the past few years we’ve concretized partnerships with branches of the Guatemalan government and a range of international research institutions. The Outreach Coordinator will play an important role in cultivating and expanding these relationships, which may include in-country activities with partnering organizations or potential funding institutions, calling/sending updates to donors on a monthly basis, posting program updates on partnering Rotary institutions’ FB wall, and much more.

6. Board of Directors Development: This position works closely with the board of directors (and potential board members), linking them with Guatemala through regular updates and provision of promotional materials, as well as occasional on-the-ground work in Idaho to run fundraising events or lead in-country visits to our field programs. Building these relationships is a cornerstone to building our donor base as well.

Before applying, please review our website: www.semillanueva.org, including blogs and annual reports.

To apply please send your cover letter and CV to trabajo@semillanueva.org. Please note “Communications Coordinator” in the subject line of your email.

How to apply:

Before applying, please review our website: www.semillanueva.org, including blogs and annual reports.

To apply please send your cover letter and CV to trabajo@semillanueva.org. Please note “Communications Coordinator” in the subject line of your email.

Organization: Semilla Nueva
Country: Guatemala
Closing date: 17 May 2017

MONITORING & EVALUATION COORDINATOR

Summary of the organization

Semilla Nueva works with Guatemalan smallholder farmers and their families to teach techniques that increase incomes, rebuild soils, and produce more nutritious foods. We achieve this through three primary activities: 1) Technology Development – through collaborations with national and international research institutions, and through scientific trials at our own Experimental Farm, SN researches and refines the best technologies for smallholder corn farmers. 2) Farmer to Farmer Development – Our field technicians work with local farmers to experiment with new, sustainable technologies on their own land, analyze the results of new technologies versus conventional practices, and then share the results with neighbors through community and regional conferences. 3) Institutionalization – SN helps organize farmers at the local level to build their own agricultural extension networks, and then collaborates with government and NGO institutions to create a sustainable system. Our aim is to work with farmers and the appropriate local institutions to build a functioning, lasting agricultural development system in Guatemala, ultimately putting ourselves out of a job.

We’re dedicated to being leaders in agricultural development, and communicating our successes, failures, and lessons learned is essential to the long-term achievement of that goal. In the last year we have grown tremendously as an organization. We received our first large, institutional grants, won prestigious awards with Huffington Post and Ashoka, and doubled our budget and program reach. Our programs are beginning to generate interest among larger organizations and influence government policy. We are proud to have maintained a passionate and committed team with great relationships with our partner farmers. We are looking for a new team member who wants to share their skills and experience to help our organization grow, but equally looking for a team member who shares our values and passions.

Summary of the position

We are hiring Monitoring and Evaluation (M&E) Coordinator to oversee the impact assessment, continual monitoring, and reporting of our programs. Over the last three years we have worked hard to develop strong relationships with funding institutions that support our work including the Inter-American Foundation, Conservation, Food and Health Foundation, and Rotary International among others. The M&E Coordinator will take the lead in submitting program and financial reports to all donors, explaining our successes and lessons learned to maintain and grow these relationships.

The Coordinator will also take lead on developing and implementing monitoring and evaluation systems as we begin to launch our first commercial enterprise. In 2016, Semilla Nueva shifted to a focus in biofortification, and our M&E systems need to be updated to reflect this shift in programmatic focus. This position would allow for the design and management of systems to measure our impact through social marketing as well as identify our reach across the country, as we scale through partners.

The position will be based primarily in the SN main office in Guatemala City. While the majority of the work is office-based, the position will require frequent travel to our communities and Experimental Center in Suchitepequez for impact assessment activities including surveys, data-gathering, and participation at community and regional events with farmers and NGOs.

Qualifications

Required:

· Excellent writing/communications skills

· Experience in developing, implementing and/or maintaining monitoring and evaluation systems; a solid understanding of M&E practices

· Donor reporting experience

· Grant writing and project design experience

· Spanish-English Bilingual

· International Development experience

· Demonstrated interest in rural agriculture and food security

· Budgeting experience (monitoring program budgets)

· Demonstrated leadership, stress-management and flexibility in the work environment

· Ability to drive a manual transmission vehicle (for travel to the field)

Desired:

· Accounting or financial management experience

· Agricultural Experience/knowledge

· Donor relationship management experience

Expectations

• Full-time position based in Guatemala City

• Minimum commitment one year, preferably two

• Ability to work independently, proactively, and prioritize/coordinate a variety of activities

• Ability to creatively problem-solve in difficult work environments

• Must be comfortable traveling to and staying in rural parts of Guatemala with difficult living conditions.

• Must be comfortable driving in Guatemala and have a valid Driver’s License

Specific Tasks

1. Monitor and report on existing grants – SN currently has roughly 11 major funders (and growing) to whom we are required to submit both program and financial reports at various intervals, requiring the ability to multitask and maintain information on all current grants at once. This requires gathering appropriate data from field team and executing various M&E activities to obtain information for program reports, speaking with the Development Director to understand the grant goals and the grantors’ interests to develop an appropriate narrative, and working with the accountant to ensure adequate management of grant funds and development of financial reports.

2. Develop and Maintain M&E tools – Our current team has developed tools to gather information on a frequent basis, including an annual community survey, experimental parcel analysis packets which are filled out with each farmer, participation lists and databases to monitor growing participation in our programs, and more. After shifting our focus toward biofortification in 2016, these systems – while important for the current reporting we are required to do, and a good base for future M&E – are in need of an upgrade. The incoming M&E Coordinator will be responsible for designing an updated system, and collecting data on new indicators such as responses to our social marketing campaigns, sales efforts, and collaborative work around the country. This data is gathered for reporting purposes, communications materials, and for our Quarterly and Annual Reports to the Board of Directors. This part of the job will require the most leadership and creativity.

3. Financial Oversight – The M&E Director will assist the Financial and Administrative Director on monitoring project budgets and developing budget performance reports for various entities. The Coordinator will participate in the regular communication between the development and finance/admin team to ensure that the allocation of donations is appropriate, accurate and reported correctly.

4. Relationship Building – The M&E Coordinator will also work to ensure that our funders are kept up to date with our progress, building relationships and ensuring future funding. This may include off-schedule update reporting, leading in-country verification visits, and working with the development team to ensure that foundations are kept up to date on the programs they fund. This will require excellent public relations skills and the ability to gather both qualitative and quantitate information from our programs and adequately and appropriately communicate it to a number of diverse institutions.

Beginning date: ASAP

Salary: Competitive local salary, dependent on experience

Before applying, please review our website, blog, and annual reports which are found at www.Semillanueva.org

To apply please send a cover letter explaining your interest in SN and the position and a current, detailed CV to trabajo@semillanueva.org. Please note “M&E Coordinator” in the subject line.

How to apply:

Before applying, please review our website, blog, and annual reports which are found at www.Semillanueva.org

To apply please send a cover letter explaining your interest in SN and the position and a current, detailed CV to trabajo@semillanueva.org. Please note “M&E Coordinator” in the subject line

Challenge The conclusions of the Argentine Second National Communication (2008) to the United Nations Framework Convention on Climate Change (UNFCCC) identified core climate vulnerabilities through 2040, including increased water stress; intens…

Challenge Pernambuco, a poor, largely arid northeastern state, was characterized by low education attainment. The resulting poorly qualified labor pool was considered a bottleneck to growth and reduced the impact of state-planned investments. P…

Challenge The grasslands of the Pampa biome in Brazil’s Rio Grande do Sul State support high levels of biodiversity, and the area is considered one of the most globally significant for endemic birds. It occupies 176,496 square kilometers, 63 percent of the state’s total area (and 2.07 percent of Brazil’s total area). These natural grasslands provide forage for approximately 18 million animals, mainly cattle and sheep, and livestock production is a primary economic activity in the biome. In recent decades, the area has gone through a process of intense land use change and degradation as natural vegetation has been replaced by rice paddies, soybean fields, and forests of alien species. The Pampa consequently became the second most devastated biome in Brazil. In 2009, only 35.6 percent of its natural vegetation remained, leading to losses of both biodiversity and socioeconomic opportunities. Consequently, the Rio Grande do Sul government recognized the complex issue of the interaction between agriculture and biodiversity conservation to be a central development and conservation challenge. Approach The goal established for the Rio Grande do Sul Biodiversity Project was to contribute to the protection of natural habitats and biological diversity through the following activities: •  Strengthening state policies and the operational capacity of the institutions charged with environmental management and rural development. •  Strengthening the system of state protected areas. •   Promoting sustainable practices by rural producers in the cattle ranching and forestry sectors that, when integrated into agricultural activities, lead to reversion of marginal agricultural areas to forest. • Increasing knowledge about biodiversity conservation and sustainable rural production systems in the Pampa biome to provide a sound scientific basis for developing a strong regulatory framework for the control of invasive alien species and the restoration and conservation of relevant sites and indigenous species. Though this was a pilot project, the strategy intended to support a small number of landholdings and demonstration units as a basis for strong outreach and dissemination activities to educate potential beneficiaries on sustainable practices.

Challenge Despite advances in criminal procedural reform and more transparent processes, lack of access to justice was a fundamental challenge in Peru. The costs of accessing justice services was high, including formal costs such as attorneys’ and court fees and informal ones such as bribes paid and opportunity costs for time invested in the process. Another challenge was the limited technical capabilities and professionalization of staff at the judiciary and in the Attorney General’s Office, as no permanent system existed to select, evaluate, train, or remove judges and prosecutors. Related challenges to professional development were weak accountability mechanisms and inefficiencies in judicial processes. Finally, the gradual implementation of the new criminal procedural code (NCPC) required coordination and close cooperation among the central stakeholders, including the judiciary, the Ministry of Justice (MINJUS), the Attorney General’s Office, the Judicial Academy, and the National Judicial Council. Approach The World Bank’s 2007–11 Country Partnership Strategy for Peru identified as an essential pillar the modernization of state institutions, with special focus on improving justice and reducing corruption. Additionally, improving access to justice (understood as both having the opportunity to present claims before a competent authority and receiving a timely process) ­­was one of the government’s main priorities. The Justice Services Improvement II Project sought to improve the quality of service delivery of the institutions forming part of the Justice Service Administration System and to enhance access to justice services. Overall, project activities targeted improved justice services delivery, strengthened managerial capabilities of justice-sector institutions, and enhanced transparency and access to justice.   

Desafío Los subsistemas que conforman la estructura de la educación media superior en México funcionaban de manera independiente y sin políticas nacionales claramente definidas. También faltaban mecanismos de control de calidad adecuados para garantizar la relevancia de la educación impartida y evitar transferencias excesivas, ineficaces o inapropiadas de estudiantes entre subsistemas. Esta falta de eficacia ayuda a explicar la elevada y persistente tasa de abandono (apenas se graduaba alrededor del 60 por ciento de los alumnos inscriptos en la EMS) y el bajo nivel de rendimiento y aprendizaje de estudiantes mexicanos. En 2008 apenas el 15,6 por ciento de los alumnos de 12.o grado obtuvo una nota considerada buena o excelente en la parte de matemáticas de la prueba estandarizada basada en el censo (ENLACE). La educación media superior se erigía así en uno de los principales cuellos de botella del sistema educativo: pocos estudiantes se estaban graduando, resultando en una falta de trabajadores capacitados. Preparar a la fuerza laboral mexicana para la economía del conocimiento demandaba un sistema educativo diferente —uno que hiciera hincapié en nuevas habilidades y capacidades analíticas y que respondiese a la demanda del sector productivo—. Enfoque Entre 2010 y 2016, con la serie de Préstamos Programáticos para Políticas de Desarrollo para la Educación Media Superior, el Banco Mundial brindó apoyo presupuestario general para el respaldo de reformas, creando la base institucional para el Sistema Nacional de Bachillerato (SNB). Esta serie de préstamos para políticas de desarrollo (DPL, por sus siglas en inglés) apoyó varias políticas clave tendientes a mejorar la calidad, pertinencia y equidad de la educación media superior en México, mientras que la participación del Banco en las reformas se tornó esencial a la hora de garantizar la continuidad de las políticas tras el cambio de administración y partido gobernante en diciembre de 2012. Además, la colaboración técnica entre el Banco y el gobierno ayudó a propiciar reformas basadas en evidencia y mejores prácticas internacionales. Por ejemplo, una evaluación de impacto proporcionó información útil para mejorar la focalización de las becas en los pobres. Asimismo, la asistencia técnica “justo a tiempo” ayudó a superar algunos de los obstáculos enfrentados durante la implementación de la reforma; por ejemplo, las recomendaciones de los talleres sobre mejores prácticas internacionales de enseñanza derivaron en mejoras cruciales en el diseño del Programa de Formación Docente introducido con la reforma. 

Challenge The subsystems comprising Mexico’s upper secondary educational structure worked independently and without clearly defined national policies. Also lacking were adequate quality assurance mechanisms to guarantee the relevance of the education provided and to avoid excessive, ineffective, or inappropriate transfers of students between subsystems. These gaps in efficacy help explain the persistently high dropout rate (only about 60 percent of students enrolled in USE graduated) and the low levels of achievement and learning among Mexican students. In 2008 only 15.6 percent of the students in 12th grade scored at levels considered good or excellent on the mathematics portion of the census-based standardized test (ENLACE). Upper secondary education represented a major bottleneck in the education system: few students were graduating, leading to a lack of skilled workers. Preparing Mexico’s workforce for the knowledge economy required a different kind of education system — one that emphasized new competencies and analytical ability and responded to the demands of the productive sector. Approach Between 2010 and 2016, with the Series of Programmatic Development Policy Loans on Upper Secondary Education, the World Bank provided general budgetary support to back up reforms creating the institutional basis for the National Upper Secondary Education System (Sistema Nacional de Bachillerato, SNB).  The development policy loan (DPL) series supported key policy actions to improve the quality, relevance, and equity of upper secondary education in Mexico, and Bank engagement in the reforms proved essential to guaranteeing policy continuity through the changes in ruling party and administration in December 2012. In addition, the technical collaboration between the Bank and the government helped foster reforms based on evidence and international best practices. For instance, an impact evaluation provided information useful in better targeting scholarships to the poor. In addition, just-in-time technical assistance helped overcome some obstacles faced during reform implementation; for example, workshop recommendations on international best teaching practices led to critical design improvements in the Programa de Formación Docentes, the teacher-training program introduced with the reform. 

Hubo un tiempo en que los guaraníes de la aldea Tekoa Marangatu, en el sur de Brasil, cazaban y recolectaban frutas para alimentarse. Hoy en día, la dieta es completamente diferente. La comida es comprada por los indígenas o donada por la población urbana. Frutas, verduras y carnes fueron sustituidos por enlatados, galletas y otros productos procesados. Pero este cambio en la dieta ha cobrado su precio. No hay estadísticas formales, pero líderes indígenas y los asistentes rurales y sociales que trabajan en la zona relatan casos de colesterol alto, diabetes, sobrepeso, problemas dentales y enfermedades de la piel. "Luego de tener contacto con las culturas no indígenas, empezamos a apreciar otros tipos de comidas", admite el cacique Ricardo Benete. "Queremos tratar de volver a ser como antes, comer lo que plantamos", continúa el líder guaraní mientras enseña los nuevos huertos y un pequeño colmenar cuidado por los indígenas. El nuevo emprendimiento del grupo es una panadería donde la comunidad horneará panes y pasteles sanos usando frutas, verduras y raíces (como la yuca y la batata) disponibles en la aldea. Los alimentos servirán inicialmente para el consumo de las 45 familias locales, tanto en los hogares como en la merienda de la escuela indígena. En el futuro, también quieren vender estos productos para obtener ingresos. Hoy en día, la principal fuente proviene de las artesanías vendidas en los pueblos cercanos, pero los recursos son insuficientes para satisfacer las necesidades de la comunidad. Esta historia muestra el estado de nutrición y salud de los indígenas luego del contacto con los blancos y también el impacto positivo que una iniciativa puede tener si nace en el grupo. La panadería se construyó con el apoyo del programa Santa Catarina Rural, del gobierno estatal, financiado por el Banco Mundial. La iniciativa beneficia a 40.000 pequeños agricultores, incluyendo más de 1.200 familias indígenas. “Fue importante incluir a las comunidades rurales indígenas en este trabajo por dos razones: porque ellas producen alimentos y porque la atención a las comunidades indígenas ahora se ofrece de manera integrada por el gobierno”, dijo Diego Arias, director del programa en el Banco Mundial. La iniciativa tiene otros resultados positivos, como en la tierra Xapecó, en Santa Catarina, donde la etnia Kaingang predomina entre las 1.350 familias. Desde 2008, los indígenas se han especializado en la crianza de ganado lechero. Setenta y nueve familias están en la actividad y han superado los prejuicios del mercado contra productos elaborados por los indígenas, de acuerdo con el informe del taller Pueblos Indígenas y Proyectos Productivos Rurales de América Latina.

Houve um tempo em que os guaranis da terra Tekoa Marangatu, no sul do Brasil, caçavam e coletavam para se alimentar. Hoje, a dieta é completamente diferente. A comida é comprada pelos indígenas ou doada pela população da cidade. Saíram as frutas, verduras, legumes e carnes; entraram os enlatados, biscoitos e outros produtos industrializados. A mudança na alimentação cobrou seu preço. Faltam vitaminas e proteína animal. Não há estatísticas, mas em conversas com o cacique e com os extensionistas rurais e sociais que trabalham na área, vêm à tona relatos de colesterol alto, sobrepeso, diabetes, problemas dentários e doenças de pele. “Depois de termos contato com os não indígenas, passamos a gostar dos alimentos produzidos por eles”, reconhece o cacique Ricardo Benete. “Mas queremos voltar a ser como antigamente, comer o que plantamos”, continua o líder guarani depois de mostrar os novos pomares, um pequeno apiário e as hortas que aos poucos estão surgindo na Tekoa Marangatu. O novo empreendimento do grupo é uma padaria onde os guaranis assarão pães e bolos saudáveis usando as frutas, verduras e raízes (como mandioca e batata-doce) disponíveis no local. A ideia é que os alimentos sirvam inicialmente para consumo das 45 famílias, tanto nas casas quanto na merenda da escola indígena. No futuro, eles querem também vender os produtos para obter uma nova fonte de renda. Hoje, a maior parte dos recursos da aldeia vêm da venda de artesanato nas cidades próximas, mas eles não suprem as necessidades da comunidade.   Essa história evidencia os estados de nutrição e saúde dos indígenas depois do contato com o homem branco e os impactos positivos que um projeto pode ter se for algo nascido dentro do grupo. A padaria foi construída com apoio do Santa Catarina Rural, um programa do governo do estado e financiado pelo Banco Mundial, que beneficia 40.000 pequenos agricultores, incluindo mais de 1.200 famílias indígenas. “Foi importante incluir as comunidades indígenas rurais nesse trabalho por duas razões: porque elas produzem alimentos e porque o atendimento a elas passou a ser feito de forma integrada pelo governo”, explica Diego Arias, gerente do programa no Banco Mundial. A iniciativa conta com outros resultados positivos, como o da terra Xapecó, onde a etnia kaingang predomina entre as 1.350 famílias. Desde 2008, os indígenas vêm se especializando na criação de gado de leite. Setenta e nove famílias estão na atividade e conseguiram vencer os preconceitos do mercado, segundo o relatório de resultados do workshop Povos Indígenas e Projetos Produtivos Rurais na América Latina.