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In contrast to the bigger economies in Latin America, the small island developing states of the Organization of Eastern Caribbean States (OECS) have been enjoying something of a growth rebound over the past five years. However, given its openness to trade and dependence on external economies, the region remains highly vulnerable to shocks. We talked to World Bank macroeconomics expert, Francisco Carneiro, about what needs to be done to tame this volatility in the Eastern Caribbean. Question: How sustainable is the increased growth the OECS is seeing at the moment? Francisco Carneiro: While the most recent growth acceleration in the OECS is of course good news, growth in the OECS has been historically volatile. This is due to a number of internal and external factors ranging from their exposure to hurricanes and tropical storms, to the way they manage their economies. This upturn  is certainly associated with the improving economic performance in the countries which send the greatest number of tourists to the OECS – the US, Canada and the UK. . However, as is the case in other small states, any turbulence in their main source of revenues can spell trouble and it is important to build buffers to deal with difficult times. Q: Does that mean it’s a good time to put counter-cyclical policies into place? FC: Yes, now is a good moment to start thinking about how the region could enact policies to help them withstand more difficult times. This could be done through a gradual shift to what economists call a more “counter-cyclical” fiscal policy – or the ability to “lean against the wind”; that is, the ability to save more during good times so there are funds left to stimulate the economy during bad times. The region is receptive to that idea. A good example is Grenada, where a medium-term fiscal framework anchored on clear spending rules has already been passed. This is certainly an example to be followed in the region. Q: In your report Taming Volatility  you mention that there is a track record of pro-cyclical government spending in emerging economies across the region, and yet the OECS is far more volatile. Are the nations “suffering from their smallness?” FC: The fact that most developing economies find it difficult to shift to more counter-cyclical government spending is more closely associated with the quality and strength of their institutions. The point we make in the report is that the more pro-cyclical your fiscal policy is, the more volatile your economic growth will be. That’s because when public spending follows the business cycle, it tends to accentuate crises and economic downturns. Countries should therefore seek ways to build buffers during the good times to “lean against the wind” in bad times. This could be done by adopting fiscal rules like Grenada has recently done, in spite of its relative small size. Q: Tourism is the most important industry in the OECS, and yet it’s also highly vulnerable to external shocks. Just how much headway can the OECS make in taming volatility if up to 70% of GDP is from tourism?   FC: Volatility is the result of external and internal factors. While it’s difficult to avoid external factors, which are beyond any government’s control –  for example, a hurricane or a global financial crisis –  OECS countries could further strengthen their financial sector as well as making their fiscal policy stance more counter-cyclical. Further financial development can come about by restoring the stability in the banking sector which will help reduce systemic volatility. Additionally, improving savings instruments by introducing channels for long-term financing in the region, strengthening the regional insurance market by creating a single financial space in the region in which insurance companies can operate  and establishing stronger supervision and deposit insurance, so people don’t lose their savings in a crisis, could all help reduce volatility. What is the World Bank doing to tackle these issues? FC: The World Bank Group is a major development partner of OECS countries and is supporting them to strengthen their financial sectors along with the institutions that could contribute to building greater resilience to economic and natural shocks.  

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WASHINGTON, March 30, 2017 – New World Bank analysis launched today at a conference co-organized with the Miami Herald “The Caribbean Dilemma” highlights common challenges faced by small economies and identify shared solutions to generate sustainable growth in the region. “The Caribbean has tremendous economic potential and growth opportunities”, said Tahseen Sayed, World Bank Country Director for the Caribbean. “This conference takes a long-term view and focuses on key priorities and policies for the region that can help boost growth, building on lessons from other small economies". A new World Bank study “Open and Nimble: Finding Stable Growth in Small Economies” shows that economic size measured by the size of working age population does not matter to the development and economic growth of countries in Latin America and the Caribbean. In fact, some of the smaller economies in Latin America and the Caribbean such as Panama and the Dominican Republic are growing much faster than the region’s giants. “The analysis shows that while small economies are more open to trade and foreign investment, and highly specialized in their export sectors, they are also more nimble and able to change the structure of their economies and exports overtime”, said Daniel Lederman, World Bank Deputy Chief Economist and lead author of the report. “Being more nimble can help them remain competitive when facing external shocks. In fact, small economies such as Costa Rica and Caribbean countries have been more successful in reinventing themselves than larger economies”. Another World Bank report “Taming volatility: Fiscal Policy and Financial Development for Growth in the Eastern Caribbean” shows that countries in the Organization of Eastern Caribbean States (OECS)  experienced volatile growth due to  their openness to trade, limited economic diversification, exposure to natural hazards, and fiscal policies. “Tourism is the most important industry in the OECS, ranging from 26 percent of GDP in St Vincent and the Grenadines to 74 percent of GDP in Antigua and Barbuda. Because these are small economies, diversifying sources of growth and revenue is difficult, which makes them particularly vulnerable to trade volatility”, said Francisco Carneiro, World Bank Lead Economist for the Caribbean. The authors lay out key priorities to promote sustainable growth in the Caribbean and other small economies:Deeper regional integration to allow cost sharing and risk pooling would promote stable growth. Small economies often lack the resources to make large public investments. Investing in shared public services, such as a regional transportation infrastructure, would allow cost pooling and improve connectivity in the region. The Caribbean Catastrophe Risk Insurance Facility is an example of effective and attractive risk pooling mechanism able to mobilize emergency funds within the first two weeks of a disaster.Counter-cyclical fiscal policy can help mitigate the impact of trade volatility in the OECS. Adopting fiscal responsibility laws and fiscal rules is key for these countries, allowing them to save more during good times in case natural disasters or economic shocks occur. Grenada is setting the example in the region and recently adopted a medium-term fiscal framework anchored on clear spending rules.A stronger financial sector remains a priority, particularly for Eastern Caribbean countries. A new Banking Act to improve banking supervision and future consolidation has been passed, which is an important step to improve access to finance.     

Challenge In 2009, the Dominican health system suffered from lower than average mother and child outcomes as compared with other Latin American countries: many families lacked health insurance, and chronic diseases were emerging as a new challe…

WASHINGTON, April 2, 2017 — The World Bank Group today issued the following statement from World Bank Group President Jim Yong Kim on the mudslides in Colombia on Saturday, April 1, 2017: “The World Bank Group is deeply saddened by the devastating mudslides and flooding in Colombia that have taken the lives of so many. On behalf of my staff, I wish to convey our sincere and most heartfelt condolences to the families who have lost loved ones. Our thoughts are with the Colombian people and government, and the volunteers participating in the rescue efforts. The World Bank Group will work with the relevant authorities to evaluate how we can support Colombia both in the short-term as well as with reconstruction needs.”  

WASHINGTON, 2 de abril de 2017 – El Grupo Banco Mundial emitió hoy la siguiente declaración del Presidente del Grupo del Banco Mundial, Jim Yong Kim, sobre los derrumbes y deslaves en Colombia acaecidos el sábado 1 de abril de 2017: "El Grupo Banco Mundial está profundamente entristecido por los devastadores derrumbes e inundaciones que quitaron la vida a tantos en Colombia. A nombre del personal que labora en esta institución, deseo transmitir nuestras más sinceras condolencias a las familias que han perdido a sus seres queridos. Nuestros pensamientos están con el pueblo colombiano, el Gobierno y los voluntarios que participan en los esfuerzos de rescate. El Grupo Banco Mundial trabajará con las autoridades pertinentes para evaluar cómo podemos apoyar a Colombia tanto en el corto plazo como en las necesidades de reconstrucción”.  

WASHINGTON, March 31, 2017 – The World Bank’s Board of Executive Directors today approved the following project:Guyana– Guyana Payments System Project IDA Credit: US$6 million Terms: Maturity = 25 years, Grace = 5 years Project ID: P159512 Project Description:  The objective of the project is to improve Guyana’s national payments system by enhancing safety and efficiency of payments.

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Organization: Mercy Corps
Country: Guatemala
Closing date: 30 Apr 2017

About Mercy Corps

Mercy Corps is a leading global organization powered by the belief that a better world is possible. In disaster, in hardship, in more than 40 countries around the world, we partner to put bold solutions into action — helping people triumph over adversity and build stronger communities from within.
Now, and for the future.

Program / Department Summary

Mercy Corps has been present in Guatemala since 2001, focusing its interventions on food security, health, disaster relief, land conflict resolutions, horticulture value chains, and sustainable income generation. Our current projects work on violence prevention and conflict management, enhancing the resilience of vulnerable households and opportunities for women and youth.

With funding from USAID, the United Nations and the private sector, Mercy Corps has been able to work together with communities in Guatemala to respond to these priorities, bringing benefit to more than 30,659 direct beneficiaries.

General Position Summary

The Mercy Corps Guatemala Country Director is an innovative and visionary leader responsible for resourcefully managing all programming in Guatemala, resulting in lasting improvement in the lives of Guatemalans. S/He has held senior leadership roles in formulating strategic direction within an international development context. The CD has supervisory responsibility for the country team and the total country portfolio of some 7 grants across a country and 3 field offices in Guatemala. The total grant portfolio is valued at $49.5M with funding from USAID, Starbucks and the United Nations Peacebuilding Fund. A $40M USAID Community Conflict Prevention Grant is the flagship program of the country portfolio.

The CD develops sustainable, multi-sector programming and is accountable to beneficiaries and donors, placing a high value on innovative solutions to development issues and creative partnerships in tough environments. S/he is responsible for the implementation of all security protocols.

Essential Job Responsibilities

St**rategy & Vision**

• Explore, evaluate and present innovative funding opportunities, leveraging impact and integrating activities with other NGOs; priority sectors include: market led economic development and recovery, civil society capacity building, resilience, community led development, conflict management, and emergency response
• Anticipate needs, understand donor pool and secure sufficient resources in a timely manner.
• Communicate a clear vision of present and future program goals and strategies to team members and stakeholders that translates into concrete programs and work plans.
• Lead the annual country planning process and provide timely quarterly reporting and strategic updates.
• Use technical support teams collaboratively.

Team Management

• Recruit, orient, motivate and lead a skilled, efficient team; incorporate staff development strategies and performance management systems into the team-building process, encouraging a culture of learning and innovation.
• Develop the capacity of the team, deepen understanding of their roles and assist with career development.
• Assist team members with information, tools and resources to improve performance & reach objectives.
• Promote accountability, communicate expectations and provide constructive feedback informally and formally via regular one on ones and performance reviews.
• Contribute to country team-building efforts, help team members identify problem-solving options and ensure the integration of all team members into relevant decision-making.
• Institute a disciplined culture of performance management and regular feedback between supervisors and their direct reports.
• Create and sustain a work environment of mutual respect where team members strive to achieve excellence.

Program Operations Management

• Apply Mercy Corps’ M&E principles and framework to programs and ensure the country’s overall strategy includes effective, timely reporting systems for all donors.
• Ensure effective, transparent use of resources in compliance with Mercy Corps and donor policies/procedures.
• Build and maintain operational systems that ensure proper administrative support for programs, as well as segregation of duties between finance and operations.
• Maintain an environment of collaboration among program, finance, operations and human resource team members resulting in optimal support for program activiti
• Fulfill Mercy Corps’ Program Management Minimum Standards based on the organization-wide guide.
• Ensure all interventions adhere to Mercy Corps’ Gender Policy, Do No Harm principles, and beneficiary accountability standards.

Finance & Compliance Management

• Ensure compliance with donor and Mercy Corps regulations related to emergency programming.
• Oversee budget management of country budgets, as well as budgets of sub-grantees/sub-contractors, if applicable.
• Oversee expenditures of all country funds and grants, according to Mercy Corps and donor policies and procedures.
• Draft and/or review scope of work to hire and manage any technical consultants, including review for technical efficacy and contract budget.

Influence & Representation

• Represent Mercy Corps programs with national and international media and participate in community activities as appropriate.
• Maintain productive relationships with internal and external constituents such as private partners, local governments, foundations, the private sector, etc.
• Anticipate needs, understand donor pool and contribute to shaping donor’s views on development.
• Explore, evaluate and present innovative funding opportunities that support the objectives for the country as a whole.
• Demonstrate flexibility, resilience and ability to maintain positive relationships and composure.
• Maintain high ethical standards and treat people with respect and dignity.
• Exhibit awareness of his/her own strengths and development needs.

Security

• Liaise with the VP of Operations and Regional Program Director on crucial events, high-risk periods, incident reporting and security policy changes.

Organizational Learning As part of our commitment to organizational learning and in support of our understanding that learning organizations are more effective, efficient and relevant to the communities they serve, we expect all team members to commit 5% of their time to learning activities that benefit Mercy Corps as well as themselves.

Accountability to Beneficiaries
Mercy Corps team members are expected to support all efforts towards accountability, specifically to our beneficiaries and to international standards guiding international relief and development work, while actively engaging beneficiary communities as equal partners in the design, monitoring and evaluation of our field projects.

Supervisory Responsibility:
Directly supervises all Senior Country Program Managers and Chief of Parties, Operations Managers/Directors and Finance/Compliance Managers/Directors as well as the Human Resource Manager/Director. Overall indirect responsibility for all Mercy Corps Guatemala team members, both ex-patriate and nationals in Guatemala, approximately 73 staff.

Accountability

Reports Directly To: Regional Program Director

Works Directly With: Senior Program Officers in Portland, Oregon USA and Edinburgh, Scotland; Regional Finance Officers; Technical Support Unit team members; Legal and other HQ departments as relevant.

Knowledge and Experience

• BA/S or equivalent in relevant field required; MA/S preferred.
• 7-10 years of field experience in international relief and development programs, including demonstrable success in managing (large, complex, transitional) development programs of more than $40M.
• 5 years of senior-level leadership, capacity building and field management experience.
• Capacity to respond to emergency and disaster response as appropriate.
• Knowledge of Sphere standards and other training in emergency response preferred.
• Demonstrated success working effectively and respectfully with host country government, private sector, INGO, NGO partners and other stakeholders in complex environments.
• Internationally recognized qualification in project or program management or a commitment to obtain the qualification in the early months of work.
• Proven skills in financial and grants management; prior experience with (donor), (government) grant management.
• Successful and proven negotiation, communication and organization skills.
• Excellent oral and written English skills required; proficiency in (language) is (a plus/required).
• Ability to work effectively with an ethnically diverse team in a sensitive environment.
• Previous work experience in Guatemala or Central/South America and in insecure environments preferred.

Success Factors

The successful Guatemala CD will skillfully represent programmatic priorities of the agency to donors and regional partners while providing effective leadership to the Mercy Corps program team. S/he will have high emotional intelligence, constructive mentoring skills and proven experience with capacity building and will be committed to long-term program sustainability and the delivery of high-impact activities at the community level. Successful Mercy Corps team members have a strong commitment to teamwork and accountability, thrive in evolving and challenging environments, and make effective written and verbal communication a priority.

Living Conditions / Environmental Conditions

The CD is based in Guatemala City. The location is accompanied. Housing is individual accommodation with unlimited freedom of movement beyond the house/office. There are high quality International schools in Guatemala. Staff have good access to services and modern conveniences, including medical, electricity; water, etc. This position requires up to 35% travel by car to field offices throughout Guatemala.

Mercy Corps team members represent the agency both during and outside work hours when deployed in a field posting or on a visit/TDY to a field posting. Team members are expected to conduct themselves in a professional manner and respect local laws, customs and MC’s policies, procedures, and values at all times and in all in-country venues.

PI97380135

Apply Here

How to apply:

Apply Online

No pasó tanto tiempo desde que Uruguay soñara con que sus productos cárnicos se posicionaran globalmente entre los de mayor calidad. Hoy es el sexto exportador mundial de carne y obtiene por sus productos precios en el quintil superior de la distribución. El sistema de trazabilidad bovina -ese chip que cada vaca tiene en su oreja, que almacena información y registra cada evento de su vida- se transformó en una garantía de calidad en los mercados más exigentes del mundo, que quieren conocer el origen del producto, y tener certeza de lo que consumen. Uruguay quiere trasladar esta experiencia a otros productos que ya son populares en el país, aunque no tan conocidos en los mercados internacionales. Quesos artesanales, aplicaciones tecnológicas, videojuegos, y animaciones hechas en Uruguay,podrían convertirse en productos solicitados por los consumidores del planeta. Para una economía pequeña como la de Uruguay, rodeada de gigantes como Brasil y Argentina, la integración en el mercado mundial es uno de los vehículos más poderosos para su crecimiento y desarrollo. Y la clave para lograrlo son las cadenas globales (o regionales) de valor. Una cadena de valor se convierte en global cuando un proceso productivo, desde su comienzo (a través del diseño e investigación y desarrollo), hasta su último eslabón (en ventas y servicio al cliente), es fragmentado internacionalmente, y diferentes empresas (o distintas subsidiarias de una misma empresa) ubicadas en países diferentes contribuyen al proceso. El informe del Banco Mundial, Uruguay: Integración en Cadenas Globales de Valor analiza dos cadenas de valor – lechería y tecnologías de la información y comunicaciones (TIC)- y cómo un sector tradicional, cautivo de una exportación de bajo valor agregado, y un sector de servicios de exportación nuevo, son capaces de superar los desafíos que supone la lejanía geográfica y la escala de Uruguay en pos de la modernización económica y de una mejor integración internacional. El estudio identifica oportunidades de modernización e inserción, específicamente relacionadas con estos sectores, y enfatiza, además, la importancia de políticas públicas para potenciar los beneficios. Los autores opinan que esta apuesta constituye una oportunidad para las empresas uruguayas, tanto para crecer como para aprender. “El hecho de que los procesos productivos se fragmenten, permite que un país pequeño como Uruguay logre especializarse y ser competitivo en algunas de las partes de la cadena, sin tener que desarrollar las capacidades para el proceso en su conjunto, ganando productividad, y generando empleo de calidad”, explica Alberto Criscuolo, uno de los autores del estudio. Nuevos mercados para explorar La industria láctea uruguaya genera casi el 9 % de las exportaciones de bienes de Uruguay y el 70 % de sus flujos de producción son destinados a los mercados internacionales, principalmente Venezuela, Brasil, China y Argentina. Si bien el país sudamericano exhibe un buen desempeño en la mayoría de las actividades de su cadena de valor a nivel local, nacional y regional, éste no se extiende mucho más allá de sus fronteras. Y revela que Uruguay tiene mucho potencial para avanzar en este sector, en particular en el segmento de productos no perecederos, como la leche entera en polvo, queso cheddar, lactosa, mantequilla en polvo y caseína al cuajo. Otro segmento de la industria láctea con buenas perspectivas de modernización es el de los productos llamados perecederos locales “Premium”, como los quesos artesanales, por los cuales los consumidores están dispuestos a pagar precios más elevados. En cuanto a las tecnologías informáticas, el informe señala que la entrada relativamente temprana de Uruguay en esta área ha contribuido a la supervivencia de las empresas de este sector que han sido capaces de resistir la competencia internacional y hoy son algunas de las empresas más grandes y exitosas de Uruguay. A fines de la década de 1990, las exportaciones en este rubro superaron los 90 millones de dólares, convirtiendo a Uruguay en el principal exportador de productos y servicios de TIC en América Latina. No obstante, en este sector “aún hay espacio para crecer”, aseguran los autores. Una condición necesaria para el crecimiento es que las instituciones superiores continúen formando ingenieros de sistemas de calidad. ¿Cómo hacerlo? Los beneficios de la participación en las cadenas globales de valor no son inmediatos ni automáticos, enfatiza el informe, que recomienda la implementación de algunas políticas “horizontales”, es decir, que beneficien a cualquier sector o rubro que quiera competir en las grandes ligas.  El desafío para las empresas uruguayas es doble: insertarse en las cadenas y evitar quedar atrapados en segmentos de bajo valor agregado, a la vez de “escalar” hacia tareas más sofisticadas y, por ende, mejor remuneradas. Para insertarse en las cadenas globales de valor, el informe sugiere que Uruguay debe continuar reduciendo los costos de comerciar, que aún resultan relativamente altos. Esto implica, entre otras acciones, mejorar la conectividad con una infraestructura de carreteras, ferroviaria y portuaria de calidad, así como tener una logística de clase mundial. También incluye lograr mayor acceso a mercados a través de una estrategia de regionalismo abierto. La evidencia indica que, muchas veces, las puertas a las cadenas globales de valor radican entre los mismos vecinos. Asimismo, en un contexto de creciente automatización de procesos, en los que los empleos asociados con tareas rutinarias y no cognitivas tienden a desaparecer, el estudio recomienda moverse hacia tareas de mayor valor agregado, lo cual requiere del fortalecimiento de habilidades y competencias. “En última instancia, el determinante principal para entrar en cadenas globales de valor, y para escalar hacia segmentos de alta calidad, es ser eficiente. Para ello, se necesitan dos cosas. Primero, continuar fomentando la innovación, y apoyando a las empresas en el proceso de internacionalización. Y segundo, propendiendo a una asignación de recursos eficiente en la economía: un canal fundamental para el crecimiento de la productividad. Esto es, asegurando las condiciones para que las firmas más productivas crezcan”, resume Criscuolo.

IBRD Credit: US $100 million GFF Grant: US $9 million Terms: Maturity = 33 years, Grace = 6 years Project ID: P159213 Project Description: The objective of this project is to improve the practices, services, and behaviors that are key to curbing chronic malnutrition in Guatemala, with emphasis being placed on the first 1,000 days of life. The main beneficiaries will be children under 24 months and pregnant women and their families in seven departments with large percentage of chronic malnutrition and a predominantly indigenous population. Contact: Àngels Masó, (503)7860.8019, amaso@worldbank.org  For more information, please visit here: http://www.bancomundial.org/es/country/guatemala

WASHINGTON, 27 de MARZO, 2017 –El Directorio Ejecutivo del Banco Mundial (BM) aprobó el pasado viernes 24 de marzo un préstamo de US$100 millones destinado a mejorar las prácticas, los servicios y los comportamientos claves para reducir la desnutrición crónica en Guatemala, con un énfasis en los primeros 1,000 días de vida. El “Proyecto de Nutrición y Salud para Guatemala Crecer Sano”, busca apoyar la Estrategia Nacional para la Prevención de la Desnutrición Crónica 2016-2020, que lanzó el Presidente Jimmy Morales en marzo de 2016. Los beneficiarios principales serán los niños menores de 24 meses, así como las mujeres embarazadas y sus familias en siete departamentos con elevado porcentaje de desnutrición crónica: Alta Verapaz, Chiquimula, Huehuetenango, Quiché, San Marcos, Sololá y Totonicapán. Casi todos estos departamentos tienen población predominantemente indígena. El proyecto aprobado será financiado por el BM y el Mecanismo Mundial de Financiación en Apoyo a la iniciativa Todas las Mujeres, Todos los Niños (GFF por sus siglas en inglés). Este nuevo fondo multidonante fue creado para financiar esfuerzos destinados a mejorar la salud reproductiva, materna, neonatal, infantil y adolescente (RMNCAH por sus siglas en inglés) y cuenta con el apoyo de un amplio conjunto de socios para el desarrollo, incluidos los gobiernos de Noruega, Canadá y la Fundación Bill & Melinda Gates. El GFF ayuda a financiar planes nacionales de ampliación de RMNCAH enfocándose en los resultados, apoya a los países a lograr una sostenibilidad en sus esfuerzos de movilización de recursos domésticos de RMNCAH y contribuye a una mejor coordinación entre los actores que financian actividades de RMNCAH. “Este préstamo es de suma importancia para Guatemala. Al reducir la desnutrición aumentaremos la productividad de nuestra futura fuerza laboral. Estamos agradecidos por la donación del GFF que nos permitirá beneficiarnos de mejores condiciones de préstamo y así canalizar más recursos para las poblaciones vulnerables de Guatemala”, señaló Julio Héctor Estrada, Ministro de Finanzas de Guatemala. Entre las acciones previstas en el proyecto se incluye el apoyo a la prestación de servicios de nutrición y salud a las madres y los niños, destinado entre otros a los cuidados prenatales, y la mejora del acceso a agua potable y saneamiento. Asimismo, se busca promover intervenciones destinadas a cambiar comportamientos, como asegurar la lactancia materna exclusiva durante los primeros seis meses de vida. Guatemala es el primer país que se beneficia de un aporte del GFF para reducir el pago de intereses de un préstamo del BM en US$9 millones. Esta disminución está asociada al logro de unas metas predefinidas y permite a Guatemala gozar de unos términos más concesionales que los préstamos estándar del BM. El gobierno se ha comprometido a utilizar la contribución del GFF y a agregar una cantidad equivalente. La suma final de US$18 millones se destinará a un programa de trasferencias condicionadas que busca mejorar el estado de salud y de nutrición de las familias. “A través de este instrumento financiero innovador, estamos orgullosos de apoyar a Guatemala a ampliar los recursos que benefician a madres y niños", dijo la Dra. Mariam Claeson, Directora del GFF. Si bien la desnutrición en Guatemala ha disminuido del 55% en 1995 al 46.5% en 2014/2015, sigue siendo la más alta de América Latina y El Caribe y una de las más elevadas del mundo, superando a la de países con un ingreso per cápita mucho más bajo, como Bangladesh, Etiopía o Vietnam. Los índices de desnutrición son particularmente elevados entre las poblaciones indígenas guatemaltecas (61%). Ello afecta la calidad del desarrollo humano de su población, y en consecuencia, su potencial de desarrollo y crecimiento. “Cuando miramos al país, vemos a dos Guatemalas: la rural y la urbana,  la formal y la informal, la que tiene acceso a servicios básicos y la que no. Este proyecto y todo nuestro trabajo busca contribuir a cerrar esta brecha entre las dos Guatemalas y garantizar que las poblaciones vulnerables tengan acceso a un mejor futuro”, señaló Homa-Zahra Fotouhi, representante del Banco Mundial en Guatemala. El préstamo tiene un plazo de amortización de 33 años incluyendo un período de gracia de seis años. — Para conocer el trabajo del Banco Mundial en América Latina y el Caribe visite: www.bancomundial.org/alc Conozca más sobre el Banco Mundial en Guatemala: http://www.bancomundial.org/es/country/guatemala Visítenos en Facebook: http://www.facebook.com/bancomundial Manténgase informado via Twitter: http://www.twitter.com/BancoMundialLAC   Nuestro canal de YouTube: http://www.youtube.com/worldbank