Como é ser mulher no maior país latino-americano?

O país deu a homens e mulheres o mesmo nível de acesso à educação, melhorou a saúde materna e reduziu os índices de gravidez na adolescência, mas paradoxalmente nem todas as brasileiras se beneficiaram desses avanços. Um novo relatório do Banco Mundial, Retrato do Gênero no Brasil Hoje, mostra as desvantagens que as afrodescendentes e indígenas ainda sofrem, em especial nas regiões mais pobres do país.  “A luta contra as desigualdades raciais e geográficas é fundamental para alcançar a igualdade de gênero, pois é difícil – e, em alguns casos, impossível – melhorar os indicadores de progresso feminino como um todo se determinados grupos ficam para trás”, escreveram as autoras. “Seria um desserviço definir metas apenas para as mulheres em geral quando sabemos que as não brancas e as moradoras do Norte, Nordeste e Centro-Oeste estão abaixo da média.” Para enfrentar esse problema, elas defendem a importância de levar em conta as desvantagens enfrentadas por esses subgrupos na concepção de políticas e projetos, bem como na definição adequada dos objetivos de igualdade de gênero no país. O documento reúne dados importantes de diversas fontes sobre como vivem as mulheres no Brasil e como elas estão em comparação às demais latino-americanas. Geografia e raça significam mais chances de morrer violentamente Na América Latina, uma pesquisa realizada em 12 países descobriu que entre 25% e 50% das mulheres já sofreram violência por parte de um companheiro. E o Brasil, em uma comparação feita entre 83 países, foi o país que apresentou o quinto maior índice de homicídios de mulheres. Das regiões do país, a Sudeste tem os menores índices e foi a única a registrar uma diminuição entre 2003 e 2013. Já no Norte quanto no Nordeste, durante o mesmo período, o índice subiu mais de 70%. O aumento se concentrou entre as afrobrasileiras e indígenas, particularmente no Nordeste, onde o índice de homicídios de negras e pardas aumentou 103% ao longo da década. As mulheres indígenas são especialmente vulneráveis à violência. Em 2012, o índice médio de homicidios de mulheres no país foi de 4,6 por 100.000. Mas o número foi quase duas vezes maior entre as indígenas: 7,3 por 100.000. Além disso, em 2015, o índice de suicídios essa população foi de 5,8 por 100.000, mais que o dobro da média feminina brasileira, de 2,2. O salário é muito inferior ao dos homens Um levantamento feito pelo Banco Mundial mostra que, 2010, as mulheres ganharam 71% do salário dos homens. Essa foi uma das maiores diferenças salariais observadas à época para os países da América Latina e do Caribe. Além disso, os salários das mulheres afrobrasileiras são inferiores aos pagos aos homens e às mulheres brancas com o mesmo nível de educação. Com 12 ou mais anos de educação, as mulheres negras recebem em média R$ 15,6 por hora, enquanto as brancas ganham R$ 21,5 e os homens brancos, R$ 32,7. Mais educação não significa maior participação no mercado de trabalho De forma semelhante ao que ocorreu na América Latina durante a última década, as lacunas entre homens e mulheres na participação na força de trabalho do Brasil mudaram pouco. O relatório aponta que, desde 2005, a participação das mulheres aumentou apenas um ponto percentual. A constatação é surpreendente levando-se em conta que as brasileiras venceram (e, dependendo do indicador, até reverteram) as diferenças de gênero na educação. O nível de escolaridade é crescente tanto para homens quanto para mulheres e o índice de alfabetização de jovens (15-24 anos) chegou a 98% para os homens e 99% para mulheres, ante 84% em 1980. Atualmente, cerca de dois terços dos graduados nas universidades a cada ano são mulheres. No entanto, as mulheres ainda estão concentradas em setores de menor expansão e com menores salários. Setores como hospedagem e alimentação, educação, saúde, serviços sociais e serviços domésticos concentram aproximadamente 45% das trabalhadoras, enquanto 48% dos homens ocupados trabalham na agricultura, indústria e construção civil. A representação feminina na política ainda é baixa Apesar de o número de mulheres candidatas ter aumentado nos últimos anos, os resultados das eleições não significaram maior representatividade feminina no Congresso. Em 2010, 45 mulheres foram eleitas para a Câmara dos Deputados; em 2014, 51 candidatas obtiveram assentos. Os números representam respectivamente 8,8% e 9,9% dos 513 deputados da Câmara. Para o Senado Federal, que renovou um terço de seus 81 assentos em 2014, cinco parlamentares mulheres foram eleitas, juntando-se às seis escolhidas anteriormente. As senadoras ocupam agora 13,6% por cento de todos os assentos da casa. Esses números estão significativamente abaixo da média da América Latina e do Caribe, em que 26% dos políticos nos parlamentos são mulheres. A União Interparlamentar classifica o Brasil em 113º lugar global em sua Lista de Mulheres nos Parlamentos Nacionais. A gravidez precoce ameaça as mais pobres No Brasil, a taxa de fecundidade adolescente (nascimentos por mil mulheres de 15 a 19 anos) tem diminuído de forma constante desde o início do século. Ele ficou em 87,47 em 2000 e caiu para 70 em 2013. Mas continua ligeiramente acima do nível médio para a América Latina e Caribe, de 67,7 em 2013, segundo os Indicadores de Desenvolvimento Global compilados pelo Banco Mundial em 2015. Como em outros países latino-americanos, os altos índices de gravidez na adolescência no Brasil se relacionam com alta vulnerabilidade social e pobreza. A porcentagem de mulheres com idades entre 15 e 19 anos que deram à luz em 2013 em relação a todas as mulheres nesse grupo etário é mais alta no Norte. Nessa região, uma em cada cinco mulheres (20%) nessa faixa etária teve um bebê. 

When There Is an Opportunity in Every Seed

From time immemorial, Villa de Mojocoya is one of the most important agricultural centers of Chuquisaca, Bolivia. At present, the small producers’ economy is based on the production of potato, corn and wheat seed, using the revenues from this activity to cover the cost of their children’s education. But it has not always been like this. “I started producing seed when I was 14 years old, when my community –Mojocoya- produced only potatoes. The demand was low and there were no quality requirements. I decided to get training in family farming and I particularly focused on everything related to seed; gradually more people got involved when they realized this was good business. Today, 45 families produce seed”, says Camilo Roque, leader of the Naunaca Seed Producers Association (Aprosena) and agricultural entrepreneur. But Roque wants his community to go beyond this achievement. “We are making an effort to increase and diversify the production to commercialize it in Santa Cruz”, he ensures. And they are reinvesting their earnings to buy new equipment because they are interested to start producing other products as well, e.g. oat seed. Their main constraint is the shortage of land, which they compensate through permanent crop rotation. Their primary concern is the impact of climate change. In 2016 Bolivia was hit by the worst drought of the last 25 years. Aprosena is one of the 300 seed producing organizations with which the National Institute for Innovation in Agriculture, Livestock and Forestry (INIAF) works. The World Bank has been supporting the strengthening of INIAF since 2011 through the Agricultural Innovation and Services Project (PISA, in Spanish). This entity within the Ministry of Rural Development and Land (MDRyT, in Spanish) is responsible for the certification, oversight, registration and control of seed trade in the entire Bolivian territory through its National Seed Directorate. More seed, more productivity Seed production has developed substantially over recent years, making a significant contribution to the country’s agricultural productivity. According to historical records of the volumes of seed produced in Bolivia, 20,662 tons were certified in 1991; 78,000 tons in 2011 and, by 2015, INIAF certified 119,124 tons of seed.   At present, certified seed is used on 56 percent of the cropland in Bolivia, which is higher compared to various countries of the region. The highest percentage is found in Brasil with 66 percent. This growth is possible only thanks to the participation of the producers and their families. Through INIAF, they have access to specialized technical advice, research and technology. According to Ediberta Mallku Mamani, a seed producer from Challapata (Oruro), INIAF’s technical assistance is fundamental for her to improve her production and, hence, her income. “In my community we use the sprout-based seed production method, which improves yields from 16 to 20 potatoes per seed. We have also learned about innovations to rejuvenate the seed”. Verónica Choque Leyva is a young agricultural engineer who works at the National Vegetable Production Center of INIAF. She conducts research to develop drought-resistant varieties and she provides technical assistance to seed producers in Cochabamba. “The producers’ income has improved significantly thanks to this profitable activity. It is our goal to help them optimize their production. In this region, we work with onion, carrot, radish and beet seed, which are greatly valued in other markets, e.g. Santa Cruz, as well”, she says. The small-scale producers focus on the market in Santa Cruz in view of the volume of agricultural activity in that department, which is the one demanding the greatest quantity and variety of certified seed in the country. In Bolivia, the greatest demand is for soybean seed (64 percent), followed by wheat (15 percent) and potatoes (10 percent). Other important crops in terms of the demand for seed are rice, corn, sugarcane, kidney beans, fodder, sunflower, chia, peas, beans, vegetables, peanuts, quinoa, sesame, sorghum and other products in lower quantities.

Cuando en cada semilla hay una oportunidad

Desde tiempos inmemoriales, la Villa de Mojocoya es uno de los centros agrícolas más importantes de Chuquisaca, Bolivia. Su economía actualmente está basada en la producción de semillas de papa, maíz y trigo y es con los ingresos generados por esta actividad que los pequeños productores han podido costear los estudios de sus hijos. Pero no siempre fue así. “Empecé a los 14 años la actividad semillera, cuando mi comunidad -Mojocoya- producía sólo papa. Entonces no había mucha demanda y no se exigía calidad. Decidí capacitarme en agricultura familiar y me involucré en todo lo referente a las semillas; al ver que era un buen negocio, poco a poco se fueron sumando más personas. Ahora, somos 45 familias productoras de semillas”, cuenta Camilo Roque, líder de la Asociación de Productores de Semilla Naunaca (Aprosena) y emprendedor agropecuario. Pero Roque no quiere que su comunidad se detenga ahí. “Estamos esforzándonos para aumentar y diversificar la producción para comercializarla en Santa Cruz”, asegura. También están reinvirtiendo para comprar nuevo equipamiento, pues quieren incursionar en otros productos como la semilla de avena. Su principal limitación es la falta de terrenos, que compensan con la permanente rotación de cultivos, y su mayor preocupación son los efectos del cambio climático. Bolivia vivió en 2016 la peor sequía en los últimos 25 años. Aprosena es una de las 300 organizaciones productoras de semillas con las que trabaja el Instituto Nacional de Innovación Agropecuaria y Forestal (INIAF), cuyo fortalecimiento apoya el Banco Mundial desde 2011, a través del Proyecto de Innovación y Servicios Agrícolas (PISA). La entidad, dependiente del Ministerio de Desarrollo Rural y Tierras (MDRyT), está a cargo de la certificación, fiscalización, registro y control de comercio de semillas en todo el territorio boliviano, tareas que ejecuta mediante la Dirección Nacional de Semillas. Más semillas, más productividad La actividad semillera se ha desarrollado de manera sustancial en los últimos años, aportando significativamente a la productividad agrícola en el país. El registro histórico de volúmenes de semilla producida en Bolivia muestra que en 1991 se certificaban 20.662 toneladas; en 2011, 78.000 toneladas, y para 2015, ya se alcanzaban las 119.124 toneladas de semillas certificadas por INIAF.   Actualmente, el 56 por ciento de la superficie cultivada en Bolivia utiliza semilla certificada, superando a varios países de la región. El uso más alto se da en Brasil con el 66 por ciento. Este crecimiento no sería posible sin la participación de los productores y sus familias que, en colaboración con el INIAF, acceden a asesoramiento técnico especializado, investigación y tecnología. Para Ediberta Mallku Mamani, mujer semillerista de Challapata (Oruro), el apoyo técnico de INIAF es fundamental para mejorar su producción y, por ende, sus ingresos. “En nuestra comunidad utilizamos el método de producción por brotes que mejora el rendimiento de 16 a 20 papas por semilla, nos han enseñado también innovaciones para rejuvenecer la semilla”. Verónica Choque Leyva es una joven ingeniera agrónoma que desempeña labores en el Centro Nacional de Producción de Hortalizas de INIAF. Su tarea consiste en realizar investigaciones para desarrollar variedades resistentes a la sequía y brindar asesoramiento técnico a semilleros en Cochabamba. “Los productores han mejorado significativamente sus ingresos porque es una actividad rentable. Nuestra meta es ayudarlos a optimizar su producción. En esta región trabajamos con semillas de cebolla, zanahoria, rábano y remolacha, que son muy valoradas en otros mercados nacionales como Santa Cruz”, señala. Los pequeños productores apuntan al mercado cruceño por el volumen de la actividad agropecuaria en ese departamento que es el que demanda la mayor cantidad y variedad de semillas certificadas de todo el país. En Bolivia la semilla de soya es la más requerida (64 por ciento). Le siguen la de trigo con 15 por ciento y de papa con 10 por ciento. Otras semillas importantes son las de arroz, maíz, caña, fréjol, forrajes, girasol, caña, chía, arveja, haba, hortalizas, maní, quinua, sésamo, sorgo y otras de menores volúmenes.  

En Amérique latine et aux Caraïbes, la croissance passe par une intégration plus poussée

WASHINGTON, 14 mars 2017 – D’après un nouveau rapport de la Banque mondiale, une intégration économique accrue entre les pays d’Amérique latine et des Caraïbes rendra cette région plus compétitive sur les marchés internationaux et stimulera sa croissance à long terme. Selon ce rapport, intitulé Better Neighbors: Toward a Renewal of Economic Integration in Latin America, une stratégie d’intégration repensée, qui tire parti des complémentarités de l’intégration économique régionale et mondiale, peut favoriser la croissance et la stabilité. Ceci est particulièrement important pour cette région qui sort à peine de deux années de récession. « Dans le monde actuel, l’intégration économique régionale offre un moyen de relancer la croissance économique nécessaire pour faire reculer la pauvreté et promouvoir une prospérité partagée, indique Jorge Familiar, vice-président de la Banque mondiale pour l’Amérique latine et les Caraïbes. Une intégration intra-régionale renforcée permettra d’accroître notre compétitivité sur la scène mondiale. Une bonne intégration demande des investissements dans les infrastructures, les réseaux de communications et la logistique, ce qui stimulera la croissance économique. » Les efforts d’intégration régionale remontent aux années 60, et s’intensifient depuis le milieu des années 90. Toutefois, les exportations entre les pays d’Amérique latine stagnent à 20 % des exportations totales de la région, une proportion nettement inférieure aux 60 % et 50 % affichés respectivement par l’Union européenne et l’Asie de l’Est/Pacifique. Le rapport propose un « régionalisme ouvert » apte à exploiter pleinement les synergies de l’intégration économique régionale et mondiale, en partant du postulat qu’une intégration mondiale propice à la croissance passe impérativement par un renforcement des pays de la région. Pour ce faire, le rapport expose une stratégie en cinq volets interdépendants :Abaisser encore les droits de douane extérieurs. Cette mesure peut donner de l’élan à l’activité économique locale, attirer les investissements étrangers, favoriser le partage du savoir entre pays voisins et, in fine, leur permettre de pénétrer collectivement sur les marchés d’exportation mondiaux.Approfondir l’intégration économique entre l’Amérique du Sud, l’Amérique centrale et le Mexique. Grâce à de nouveaux accords commerciaux préférentiels (ACP), ces sous-régions peuvent mieux tirer parti de leurs complémentarités et des échanges commerciaux. Cela sera particulièrement pertinent pour les petites économies lorsqu’elles s’intègrent aux plus grandes.Harmoniser les règles et procédures. En autorisant les entreprises à utiliser des produits venant d’autres pays sans perdre leur accès préférentiel, comme le prévoient les règles instaurées par les ACP existants, les pays de la région pourront tirer de ces accords un plus grand bénéfice. L’harmonisation des normes réglementaires peut aussi leur permettre de capitaliser pleinement sur les progrès déjà substantiels qu’ils ont réalisés vers la mise en place d’un réseau énergétique intégré.Concentrer les efforts pour réduire des coûts commerciaux élevés. En Amérique latine, les échanges pâtissent du manque d’infrastructures de qualité et du relief accidenté. La part des routes non goudronnées dans la région est d’environ 70%, ce qui a pour effet d’augmenter les coûts des transports routiers. Une faible efficacité des ports rend également la connectivité de la région plus faible et plus coûteuse en comparaison aux réseaux de transport maritime et aérien dans le monde.Intégrer les marchés du travail et les marchés financiers. Une plus grande liberté de circulation des personnes et des capitaux améliorera l’efficience régionale en Amérique latine. L’intégration transnationale du marché du travail rendra les pays plus productifs et dynamisera la croissance grâce à des transferts transfrontaliers de savoir. Créé en 2011, le marché intégré latino-américain (MILA), qui regroupe les Bourses colombienne, chilienne, mexicaine et péruvienne, constitue également un pas dans la bonne direction, améliorant ainsi le climat d’investissement pour tous. Le rapport conclut que, pour réussir, la région devra concevoir et mettre en œuvre ces politiques intelligentes mais complexes pour améliorer l’intégration économique intra-régionale tout en diminuant les obstacles au commerce international avec le reste du monde. Même si cet objectif ne sera pas simple à atteindre, le rapport fait valoir que le moment est venu de donner la priorité à ces efforts. — Pour en savoir plus sur les activités de la Banque mondiale en Amérique latine et aux Caraïbes : www.worldbank.org/lac Rejoignez-nous sur Facebook : http://www.facebook.com/worldbank Suivez notre actualité sur Twitter : http://www.twitter.com/BancoMundialLAC Retrouvez-nous sur YouTube : http://www.youtube.com/BancoMundialLAC

Deeper Integration Vital for Growth in Latin America and the Caribbean, World Bank Report Says

WASHINGTON, March 14, 2017 – A deeper economic integration among Latin American and Caribbean countries will make the region more competitive in international markets and boost long-term growth, according to a new World Bank report. Better Neighbors: Toward a Renewal of Economic Integration in Latin America, argues that a renewed integration strategy that takes advantage of the complementarities between regional and global economic integration can contribute to growth with stability. This is particularly relevant for a region that is just coming out of two years of recession. “In today’s world, regional economic integration offers a way forward to reactivate the economic growth needed for reducing poverty and boosting shared prosperity,” said Jorge Familiar, World Bank Vice President for Latin America and the Caribbean. “A more robust intraregional integration will make us more competitive in the global arena. Effective integration will require investment in infrastructure, connectivity and logistics, which will offer an additional boost in economic growth.” Since the 1960s, the region has been pursuing regional integration, with efforts intensifying since the mid-1990s. Still, intraregional exports in Latin America remain at a persistent 20 percent of total exports, much less than the 60 and 50 percent intraregional exports in the European Union and East Asia Pacific, respectively. Therefore, the report proposes an “open regionalism” that reaps unexploited synergies between regional and global economic integration, on the premise that pro-growth integration with the world cannot be achieved without first strengthening the region’s own neighborhood. To do so, the report lays out a five-pronged interdependent strategy:Further reduce external tariffs. This can stimulate local economic activity, attract foreign investment, enable knowledge-sharing among regional neighbors, and ultimately facilitate collective entry into global export markets.Deepen economic integration between South America, Central America, the Caribbean, and Mexico. Through new preferential trade agreements (PTAs), these sub regions can better benefit from their complementarities and obtain additional gains from trade. This will be particularly relevant for small economies when integrating with larger ones.Harmonize rules and procedures.  Allowing firms to use materials from other countries without losing preferential access, as it tends to happen with rules established by existing PTAs, can help the region attain higher gains from these agreements. Harmonizing regulatory standards can also help the region fully capitalize on the already significant progress toward an integrated energy grid.  Focus efforts to reduce high trade costs. Lack of quality infrastructure and challenging topography make distance much costlier to Latin America’s trade. The share of unpaved roads in the region is around 70 percent, causing land transport to drive up trade costs. Low port efficiency also makes the region’s connectivity to global maritime and air transport networks comparatively weaker and more costly.Integrate labor and capital markets. There is room for improving regional efficiencies through freer migration and capital flows in Latin America. Labor market integration across borders can help countries become more productive and boost growth through cross-border knowledge transfers. The 2011 Mercado Integrado Latinoamericano (MILA) that sought to unite the stock market exchanges of Colombia, Chile, Mexico and Peru is also a step in the right direction, seeking to improve the investment climate for all. The report concludes that in order to be successful, the region will need to design and implement these smart but complex policies to enhance intraregional economic integration while also lowering barriers to international trade with the rest of the world. While it will not be simple, the report argues that the time is ripe to bring these efforts to the forefront. — Learn more about the work of the World Bank in Latin America and the Caribbean: www.worldbank.org/lac Visit us on Facebook: http://www.facebook.com/worldbank Be updated via Twitter: http://www.twitter.com/BancoMundialLAC For our YouTube channel: http://www.youtube.com/BancoMundialLAC

Integración más profunda vital para el crecimiento de América Latina y el Caribe, según informe del Banco Mundial

WASHINGTON, 14 de marzo de 2017 – Una mayor integración económica entre los países de América Latina y el Caribe hará más competitiva a la región en los mercados internacionales e impulsará el crecimiento a largo plazo, de acuerdo a un nuevo informe del Banco Mundial. Mejores vecinos: Hacia una renovación de la integración económica en América Latina (i) señala que una renovada estrategia de integración que aproveche las complementariedades entre la integración económica a nivel global y regional contribuirá a un crecimiento con estabilidad. Esto es algo particularmente relevante para una región que en 2017 está dejando atrás dos años de recesión. “En el mundo de hoy, la integración económica regional ofrece una vía para reactivar el crecimiento económico necesario para disminuir la pobreza y promover la prosperidad compartida”, dijo Jorge Familiar, Vicepresidente del Banco Mundial para América Latina y el Caribe. “Una integración intrarregional más robusta nos volverá más competitivos en el escenario mundial. La integración efectiva demandará inversiones en infraestructura, conectividad y logística, lo que brindará un impulso adicional al crecimiento económico”. La región ha buscado integrarse desde la década de los 60, intensificando sus esfuerzos en esa dirección desde mediados de los 90. Aun así, las exportaciones intrarregionales en América Latina siguen siendo un 20 por ciento de las exportaciones totales, muy por debajo del 60 y 50 por ciento que las exportaciones intrarregionales representan para la Unión Europea y Asia Oriental-Pacífico, respectivamente. Por lo tanto, el informe propone un “regionalismo abierto” que saque partido de las sinergias desaprovechadas entre la integración económica a nivel regional y mundial, sobre la premisa de que una integración con el mundo favorable al crecimiento no podría lograse sin primero fortalecer el propio vecindario. Para lograrlo, el informe propone una estrategia interdependiente de cinco componentes:Reducción adicional de los aranceles externos. Esto puede estimular la actividad económica a nivel local, atraer inversión extranjera, posibilitar el intercambio de conocimiento entre vecinos regionales, y por último facilitar el ingreso colectivo en los mercados de exportación mundiales.Profundizar la integración económica entre América del Sur, América Central, el Caribe y México. A través de nuevos Acuerdos Comerciales Preferenciales (ACP), estas subregiones pueden beneficiarse más de sus complementariedades y sacar un mayor provecho del comercio, lo cual será particularmente relevante para las economías más pequeñas al integrarse con países grandes.Armonizar normas y procedimientos. Permitirles a las empresas utilizar materiales de otros países sin perder el acceso preferencial, como suele suceder con las normas establecidas por los ACP existentes, podría ayudar a la región a aprovechar mejor estos acuerdos. La armonización de estándares normativos también puede ayudar a la región a capitalizar plenamente los importantes avances logrados en torno una red energética integrada.Centrar los esfuerzos en reducir los altos costos relacionados con el comercio. La falta de infraestructura de calidad junto a una topografía complicada hacen que las distancias sean mucho más caras para el comercio latinoamericano. La proporción de caminos sin pavimentar en la región es de un 70 por ciento, haciendo que el transporte terrestre encarezca los costos de comerciar. La baja eficiencia de los puertos hacen que la conectividad de la región con las redes globales de transporte marítimo y aéreo sea comparativamente más débil y onerosa.Integrar los mercados de trabajo y de capital. Se pueden mejorar las eficiencias regionales mediante una liberalización de los flujos migratorios y de capital en América Latina. La integración de los mercados de trabajo a través de fronteras puede ayudar a los países a tornarse más productivos e impulsar el crecimiento a través del intercambio transfronterizo de conocimientos. El Mercado Integrado Latinoamericano (MILA) de 2011 que buscó unificar los mercados de valores de Colombia, Chile, México y Perú es también un paso en la dirección correcta al mejorar el clima de inversión para todos. El informe concluye que para ser exitosa, la región deberá ser capaz de diseñar y llevar a cabo políticas inteligentes, aunque complejas, mejorando así la integración económica intrarregional a la vez que reduce los obstáculos al comercio internacional con el resto del mundo. Si bien no será fácil, el informe señala que este es el momento de darle prioridad a estos esfuerzos. — Para más información sobre el trabajo del Banco Mundial en América Latina y el Caribe: www.bancomundial.org/lac Visítenos en Facebook: http://www.facebook.com/bancomundial Manténgase informado vía Twitter: http://www.twitter.com/BancoMundialLAC Nuestro canal de YouTube: http://www.youtube.com/user/BancoMundialLAC

Mujeres rurales, punta de lanza del desarrollo

El Día Internacional de la Mujer es una de las fechas más importantes para el mundo y, en particular, para el ámbito del desarrollo. Este año el tema de debate de la Comisión de la Condición Jurídica y Social de la Mujer de la ONU será:…

Brazil: Human Resources Assistant, GS-5, Brasilia, Brazil

Organization: UN Children’s Fund
Country: Brazil
Closing date: 30 Mar 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

The Human Resources Assistantwill beresponsible forprovidingadministrative, procedural and operational support and assistance to the efficient implementation of a broad range of Human Resources functions for all categories of staff in his/her office, ensuring accurate and timely delivery, whilst promoting a client-based, quality and results orientated approach to the unit and ensuring compliance with UNICEF HR rules and regulations.

Key Accountabilities and Duties & Tasks

1. Support the efficient recruitment and placement of all categories of staff for the offices

– Draft vacancy announcements for positions within his/her office to help attract ideal candidates.- Advertise positions in required means.- Assist in preparing shortlist of candidates.- Liaise with candidates in the various stages of the recruitment process.- Record and maintain recruitment files, ensure all necessary documentation has been prepared (electronic and hard).

2. Support the efficient development of staff learning and development

– Assist in compiling information to create the office’s learning plans, follow up of the plan implementation report.- Assist in organization ofcourses, workshops and events by preparation and distribution of materials for participants, ensure availability of training venues and required equipment and supplies, while providing logistical and secretarial support at workshops and events as necessary.- Assist in the follow up of mandatory training and its delivery dates.

3. Support the efficient preparation of induction programme for newly arrived staff

– Assist in the preparation of briefing documents (briefing, kit, forms etc).- Assist in organising briefing programme and orientation.Liaise with relevant focal points toensure that sufficient resources are available tonew staff during their first few months of service.- Update of Welcome Booklet.

4. Support in processing of entitlement and benefits

– Deal with visa and ID request/extension (focal pointfor contacts withItamaraty).- Liaise with DHR to request UNLP for staff.

5. Support the efficient general administrative tasks of the HR unit

– Support in the organization and maintenance of HR documents and personal file including MyCase.- Responsible for update of staff list including the Emergency List, Staff List, UNDSS list and any other purposes.Qualifications of Successful Candidate

Education

– Completion of secondary school education is required,suplemented by technical or university course(s) in human resources as an advantage.

Experience

– A minimum of (5) five years of relevant professional work experience of progressively responsible work in the area of human resources, administration, clerical is required.

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 (I)• Working with People (II)• Drive for Results (I)

Functional Competencies

• Analyzing (I)• Applying technical expertise (I)• Planning and organizing (I) • Following Instructions and Procedures (I)

To view our competency framework, please click here.

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

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=503508

Dominican Republic: Executive Director, bilingual English/Spanish

Organization: Health Horizons International
Country: Dominican Republic
Closing date: 15 May 2017

About Our Organization

Health Horizons International (HHI) is a non-profit organization dedicated to improving community health and primary health care in the Dominican Republic. We develop direct service and capacity building programs in four core partner communities, and bring solutions to scale through strategic partnerships with primary care clinic networks and nationally-driven initiatives. We focus on: 

  • Empowering Local Leaders: Our Community Health Workers Program empowers local individuals with the knowledge and tools to improve the health of their neighbors. In our core communities, the promotores de salud are partners in the provision of primary care, with a targeted focus on chronic diseases. They are promoters of health education and connection to existing health systems, and leaders who act as agents of change in community health. Drawing on insights and evidence from our core program, we work with the Ministry of Health to train promotores across the province, and strengthen their ability to serve patients with chronic diseases. 
  • Strengthening Primary Health Care Quality: We support primary health care centers in establishing and improving the systems, tools, and practices necessary to provide high quality health care to patients, focusing on chronic diseases. We work with health centers across the province to establish measures of quality excellence, train physicians and nurses, and provide support and guidance for continuous learning and improvement. We connect people with diagnosed chronic diseases to a community health worker, who supports them in managing their condition through medication and behavior, and serves as an advocate and bridge to the primary care system. 
  • Promoting Public Health: We help community members build and maintain their well-being through health education and prevention programs. We implement innovative, community-based programs that help people who are at risk for chronic diseases to incorporate healthy eating and exercise into their lifestyles. We partner with the Ministry of Health to lead public health awareness campaigns. We work to influence the national conversation about chronic disease prevention, treatment, and management, to ensure that patient outcomes are at the center of national strategy. Established in 2009, HHI is a mission-driven, vibrant organization that is constantly being shaped by community feedback and on-the-ground experience. We are in an exciting position to grow and deepen our impact, and are looking for an Executive Director with the energy, vision, and passion to do so. HHI maintains offices in Montellano, Puerto Plata, Dominican Republic and in Bloomfield, Connecticut, USA.

About the Position

The Executive Director is entrusted with serving as a visionary for realizing HHI’s mission, in collaboration with the communities HHI serves, the Board of Directors, and all employees, volunteers, and partners. She or he leads HHI in developing the knowledge, culture, and competencies necessary to grow as a community-based, nationally influential organization. The Executive Director is responsible for all programs, personnel, and resources, and ensures HHI’s efficient operation within the approved budget. The position demands a passion for global health and community development, expertise in working towards a comprehensive vision of health in partnership with communities and institutions, and the leadership skills to drive further growth and scale the organization. The Executive Director is based in the Puerto Plata province, with regular travel to Santo Domingo and approximately 3-4 weeks of travel per year to the United States. The Executive Director has four direct reports, and oversees a total staff of ten. This position reports to the Chair of the Board of Directors.

Areas of Responsibility

Revenue Generation and Fundraising (~30% time)  Lead creation and implementation of development strategy to ensure financial sustainability.  Seek funding through traditional and entrepreneurial avenues, encompassing activities and sources based in the United States, Dominican Republic, and elsewhere. This includes individual fundraising and donor engagement, writing and securing foundation grants, pursuing public and corporate partnerships, exploring social enterprise models, and planning events and campaigns.  Develop and manage the infrastructure necessary to maintain excellent fundraising and revenue generation functions. This includes communication and outreach tools, donor database records, fundraising operations procedures, and monitoring and reporting tools.

Program Management and Leadership (~20% time)  Oversee the design, implementation, monitoring, evaluation, and growth of all programs. Ensure programs are aligned with HHI’s mission and strategic plan, and with best practices in global health and capacity building.  Effectively utilize data to assess progress, inform program development, and report outcomes. Ensure the quality, effectiveness, and sustainability of all services.  Engage community members, partners, staff, volunteers, Board members, and supporters as stakeholders in program activities and impact.

Finance and Administration (~15% time)  Develop the annual budget for approval by the Board of Directors and engage in multi-year financial planning.  Directly manage organizational budget and financial reporting, and ensure compliance with all regulations governing US 501(c)(3) organizations and Dominican charitable organizations.  Develop and manage the infrastructure necessary to maintain transparency, accuracy, and efficiency in all financial, operational, and administrative functions.

Talent Management and Leadership (~15% time)  Ensure excellence in management, support, and professional development for all staff and volunteers, including establishing clear job descriptions, expectations, and goals.  Ensure staff and volunteer roles and team structures are designed, built, and maintained to effectively and efficiently meet HHI’s organizational needs and mission.  Develop and uphold personnel policies and practices that promote a culture of collaboration, empowerment, and accountability.

Partnerships and Community Relations (~15% time)  Develop and strengthen strategic partnerships with health care and public health institutions, businesses, community organizations, and government entities to ensure program success.  Build HHI’s visibility and reputation with constituents, partners, funders, supporters, and influencers. This includes in-person engagements, virtual and print communications, social media, traditional media, public appearances, and other outreach strategies.

Board of Directors Administration (~5% time)  Collaborate with the Board Chair to ensure fulfillment of all management and governance duties.  Support the Board Chair in developing quarterly Board of Directors meeting agendas.  Provide information and analysis as required for Board of Directors to steward HHI’s mission and assure strong governance and fiduciary oversight.

Skills and Qualifications 

  • Professional fluency in English and Spanish. 
  • Academic or professional background in public health, health care, global issues, program management, and non-profit management. 
  • International work experience in Latin America required; experience with US-based international organizations preferred. 
  • Strategic planning, business planning, and operational planning and analysis capabilities. 
  • Record of program leadership requiring partnership development and collaboration.
  • Experience and success in delivering on ambitious fundraising and revenue goals. 
  • Financial and budget management expertise. 
  • Ability to supervise, manage, and collaborate with diverse colleagues and team members.
  • Excellent interpersonal skills, cultural competency, and relationship-building abilities. 
  • Strong organizational skills and attentiveness to detail. 
  • Excellent written and verbal communication abilities, including public speaking. 
  • Independent, open-minded, innovative, and motivated to develop and achieve ambitious goals
  • Ability to take on challenging situations requiring creativity and patience. 
  • Flexibility to travel domestically and internationally and work occasional evenings and weekends.

Compensation 

  • Competitive salary and benefits package 
  • Two weeks’ flexible paid time off, plus one week paid vacation at Christmas (Semana Navideña) and one week paid vacation at Easter (Semana Santa)

How to apply:

Application Instructions

Please email a cover letter and resume to Craig Czarsty, M.D., Chair of the Board of Directors, at cczarsty@hhidr.org. Selected candidates will be invited to a phone or Skype interview, and finalists will be interviewed in person by the Executive Search Committee. Applications will be accepted, and offers extended, on a rolling basis.

Mexico: Project Lead- Inclusión Financiera y Productiva

Organization: Fundación Capital
Country: Mexico
Closing date: 27 Mar 2017

**¿Qué estamos ofreciendo?

Fundación Capital está buscando un Project Lead encargado de la definición e implementación de dos estrategias en México: una en colaboración con el Fondo Internacional de Desarrollo Agrícola (FIDA) para lograr la inclusión financiera de mujeres jóvenes rurales, y otra en colaboración con el Programa Nacional de Financiamiento al Microempresario y a la Mujer Rural de la Secretaría de Economía (PRONAFIM) para la creación de capacidades empresariales y financieras en mujeres microempresarias. Proveemos un contrato por prestación de servicios por (12) meses, con posibilidad de ser extendido hasta un total de 30 meses, según desempeño de la persona. Esta persona estará basada en Ciudad de México, con viajes frecuentes a campo. Ofrecemos una oportunidad para mentes emprendedoras, estratégicas y creativas, que busquen retos y un espacio para tornar sus ideas realidad.

¿Quiénes somos?

Fundación Capital (FundaK) es pionera en inclusión financiera e incubadora de innovación para el crecimiento de activos en poblaciones de bajos recursos. Trabajamos para eliminar la pobreza buscando ampliar el acceso a la educación, el capital y las oportunidades productivas. Mediante la alineación con políticas públicas, mecanismos de mercado y avances en tecnología digital, nuestros proyectos le dan la posibilidad a millones de familias en condición de pobreza de vivir sus ambiciones y decidir por sí mismos cómo manejar, hacer crecer e invertir sus recursos (www.fundacioncapital.org).

El Proyecto:

  • Con el FIDA FundaK implementará una iniciativa orientada a facilitar el acceso y uso de mujeres jóvenes rurales a servicios financieros adecuados a sus requerimientos, capacidades y características. A través de esta intervención se busca mostrar a gobiernos y entidades financieras los beneficios de promover la inclusión financiera de este segmento específico de la población y brindarles herramientas para replicar y escalar esta iniciativa.

  • Con el PRONAFIM FundaK implementará un proyecto piloto de capacitación a capacitadores mediante un aplicativo en tableta que siente las bases para una estrategia integral de creación de capacidades empresariales entre la población atendida por las instituciones financieras adscritas al programa (cerca de 850,000 microempresarios en todo el país).

¿Cuáles son las tareas y responsabilidades?

  • Definir la estrategia de intervención:

  • Definir con los aliados las zonas de intervención.

  • Realizar el análisis de fuentes secundarias y coordinar la realización de un diagnóstico sobre los factores que limitan la inclusión financiera de mujeres jóvenes rurales (FIDA), y sobre las necesidades de las microempresarias y capacidades de las instituciones microfinancieras en términos de capacitación (PRONAFIM).

  • Definir las estrategias de intervención (a partir de los resultados del diagnóstico).

  • Liderar la implementación de las estrategias, en el caso del PRONAFIM incluye la capacitación y supervisión a 25 capacitadores para que ellos a su vez capaciten a por lo menos 600 microempresarias.

  • Administrar los recursos asignados para la implementación de las actividades previstas.

  • En el caso del FIDA, impulsar el desarrollo o adecuación de productos y servicios financieros, de manera que respondan a los requerimientos de la población objetivo, negociando con y brindando apoyo a entidades financieras para el desarrollo/adecuación de productos, servicios o estrategias de comunicación.

  • Coordinar la documentación y sistematización de las experiencias y la generación de instrumentos de difusión, así como organizar webinars, visitas guiadas y otros eventos de intercambio de conocimientos.

  • En el caso del PRONAFIM, ajustar la estrategia a partir de los resultados del proyecto piloto y participar en la incorporación de la misma en la reglas de operación.

¿A quién estamos buscando?

Requerimientos Personales

  • Excelente capacidad para relacionarse con diversidad de interlocutores: desde autoridades de entidades financiera y entidades gubernamentales, hasta personal de proyectos en campo y los usuarios de los proyectos.

  • Mente organizada, analítica, con capacidad de definir prioridades y excelentes habilidades escritas.

  • Disponibilidad e interés para viajar a zonas rurales hasta un 50% de su tiempo.

Requerimientos Técnicos

  • Lenguajes: Español (preferiblemente nativo). Habilidad alta de escritura.

  • Habilidades y conocimientos:

  • Amplio conocimiento sobre temas de inclusión financiera y/o productiva (ej: educación financiera, desarrollo de productos y canales, manejo de pequeños emprendimientos, etc).

  • Habilidades para la administración de recursos humanos y financieros.

  • Experiencia en diseñar e implementar estrategias de intervención.

  • Experiencia laboral:

  • Al menos 5 años de experiencia en temas de inclusión financiera y/o productiva.

  • Experiencia en proyectos de desarrollo.

  • Experiencia en trabajo de campo.

  • Educación: Profesional en ciencias administrativas, económicas o sociales.

Se valorará positivamente: experiencia en coordinación de proyectos de desarrollo; experiencia realizando y ejecutando presupuestos; conocimientos en inglés; experiencia internacional. **

How to apply:

¿Cómo puede aplicar?

Por favor envíenos su Hoja de Vida y una carta de presentación concisa en la que se explica: (1) Su motivación para trabajar con nosotros, (2) Por qué sería un verdadero enriquecimiento para nuestro equipo, (3) Expectativa de honorarios y fecha de inicio posible, (4) Dónde ha encontrado nuestra oferta de trabajo. Tenga en cuenta que sólo se considerarán las solicitudes completas. Envíe su solicitud hasta el 27 de Marzo de 2017 a hr@fundacioncapital.org, con el asunto «Project Lead – MEXICO”.

Spain: RESILIENCE KNOWLEDGE HUB COORDINATOR (Barcelona) Ref. 115/16-17

Organization: Oxfam Intermón
Country: Spain
Closing date: 23 Mar 2017

Purpose of the Job

Design, implement and lead the set-up and coordination of the Resilience Knowledge Hub for the entire Oxfam Confederation to deliver knowledge management, learning and communications on resilience and support the integration of Oxfam’s humanitarian and development programming.

Oxfam GB and Oxfam Intermón are co-leadering the Hub. The post-holder will work closely with the resilience KH co-leads, the resilience global research adviser, global advisors, regional leads and country staff across the confederation.

The selected person will be based ideally in Barcelona and he/she will report to the Head of Food Security and Livelihoods Unit- Knowledge Hub co-lead of Oxfam Intermón.

There is no direct hierarchical or functional position that report to the coordinator but this position needs to build influence capacity to facilitate connection and steer strategically the investment and work on resilience across the entire Oxfam confederation: with affiliates, regional teams and countries in Africa, America and Asia.

The position will join a small and enthusiastic team connected with the other Knowledge Hubs within Oxfam, building an influencing organization based on knowledge.

Key responsibilities

Strategic planning

· Consult with affiliates, regions and countries to develop the overall scope and specific focus of the Resilience Knowledge Hub.

· Develop and coordinate implementation of an overall knowledge management strategy, including MEAL and performance indicators and resource model for the Resilience Knowledge Hub.

· Put in place a management and accountability systems for the hub.

· With the resilience co-leads, be attentive to how resilience knowledge and practice is developing across the confederation such as emerging questions, areas for development, experimentation and innovation.

· Support overall coherence across Oxfam’s practice of resilience.

· Collaborate with other Resilience Knowledge Hub coordinators to support a coherent approach to knowledge management across hubs and the overall development of Oxfam’s practice of knowledge management.

· Be an ambassador for the Resilience Knowledge Hub demonstrating its added value within Oxfam at all levels.

Learning processes and events coordination

· Work closely with regional leads and/or country staff and global advisers to develop learning journeys and processes that support sense-making, reflection, knowledge creation and communication.

· Advise regional leads and/or country staff and global advisers on appropriate learning processes to support the creation of knowledge and evidence.

· Deliver and support the delivery of virtual learning process such as webinars, blogging, etc and face to face learning processes and events.

· Work closely with regional leads and/or country staff and global advisers to support the development of case studies, programme development guides, training modules, tools and other communications and learning products.

Communications

· Have oversight of the design, launch and maintenance of the Resilience Knowledge Hub on-line platform.

· Work with other Knowledge Hub coordinators to build links between KH platforms to support mutual integration e.g. of resilience into all Oxfam’s programmes and of governance processes and gender equality into resilience programming.

· Curate and communicate via the Resilience Knowledge Hub on-line platform content created by Oxfam and other actors.

· Create and support the creation of content for communication via the Resilience Knowledge Hub.

· With support from affiliates, arrange for the on-line platform to communicate key content in multiple languages e.g. Spanish, French, Chinese.

· Assess Oxfam’s ongoing needs to inform the future direction of the Resilience Knowledge Hub and its on-line platform.

Convening and networking

· Stimulate and facilitate the Resilience Knowledge Hub by connecting people to the hub, each other, to learning processes and events and to on-line content and communications.

· Work closely with regional and country leads and global advisers to use the Resilience Knowledge Hub to extend the reach and amplify their advisory support.

· Support the self-organising function of the Resilience Knowledge Hub through coaching and other capacity building where appropriate.

· Collaborate and share content with external platforms working on resilience such as Humanitarian Practice Network, WeAdapt, etc.

What are we looking for?

Candidates will be required to demonstrate experience and achievements of the following areas:

· Proven experience in developing and implementing knowledge management strategies and learning processes.

· Proven experience in developing knowledge products such as case studies.

· Experience of using on-line learning and communication tools e.g. Blackboard Collaborate, to facilitate e-learning and communication.

· At least 5 years experience working in development or humanitarian programming.

· Demonstrable understanding of these themes: gender mainstreaming, climate change adaptation, disaster risk reduction, livelihoods and resilience building.

· Proven experience of networking and collaborating across multi-cultural teams.

· Fluency in English and French or Spanish working knowledge is essential.

· Commitment to travel approximately 12 weeks per year.

· Result orientated and organisational capacity.

· Communication and influencing skills.

· Good copy-editing and proofreading skills.

· Knowledge of organisational and social learning theories and practice.

· Experience in the Oxfam confederation will be a plus.

· Identification with and commitment to the mission and values of Oxfam.

What can we offer you?

Contract of employment: Interim 40h contract (maternity leave coverage. 9 months April-Dec ‘17)

Gross annual salary: 38.733,76 Euros + family supplement (€473 per annum per child/ maximum 4). (Hay 11)

Holidays: 28 working days in the 2017.

Location: Post based in Barcelona.

Incorporation: 1st April 2017

How to apply:

Send your CV and motivation letter to seleccion@oxfamintermon.org before the 23rd of March 2017.

Please put the reference that corresponds in the subject box of the email: Ref. 115/16-17