empleo

Cada día usamos las redes sociales para intercambiar mensajes, noticias, fotos, vídeos. ¿Por qué no usarlas también para compartir recomendaciones de salud? En México, donde uno de cada tres niños o adolescentes tiene sobrepeso o sufre obesidad, cualquier medio es útil para llegar al objetivo: tener chicos más sanos y mejor alimentados. Las enfermedades derivadas de la obesidad en la infancia o la adolescencia están asociadas a problemas como la artrosis, cardiopatías y la diabetes. Esta última es la principal causa de muerte en México y uno de los males que afecta a la población mundial; tan solo en América Latina uno de cada 10 adultos ya la padecen. En Elegir mejor para comer más sano, la tecnología y la salud van de la mano. Esta iniciativa piloto desarrollada en escuelas primarias de Guadalajara, en el oeste de México, los chats de WhatsApp y las pláticas introductorias fueron las herramientas principales para informar y dialogar con los padres de familia sobre las consecuencias de la obesidad y la importancia y necesidad de una adecuada alimentación. La idea fue promover una cultura alimenticia con valor nutricional, a bajos costos, con ingredientes accesibles para todos y basándose en platillos tradicionales de la localidad. De modo que fuera más factible preparar los alimentos y mejorar así la comida diaria de los participantes modificando sus hábitos alimenticios. Una de las principales causas de la obesidad es la alimentación inadecuada y la falta de hábitos alimenticios sanos. En parte estos hábitos se transmiten de padres a hijos, por ello la relevancia en este programa de promover la información nutricional y los talleres con los padres y madres de familia de los colegios participantes para desde ahí lograr el cambio en la alimentación de los hogares.  

WASHINGTON DC, August 16, 2017 – World Bank Group President Jim Yong Kim arrives in Buenos Aires Thursday for a two-day visit to discuss Argentina’s development agenda and economic reforms, and to reaffirm the institution’s support to reduce poverty and inequality in the country. Kim will meet with President Mauricio Macri, Finance Minister Luis Caputo, several other members of the President’s cabinet, private sector leaders, and congressional representatives  to discuss opportunities to invest in infrastructure and human capital to increase the country’s competitiveness and job creation. “I look forward to visiting Argentina at this crucial time of economic change,” World Bank Group President Jim Yong Kim said. “In a country with so much promise and potential, it is critical to keep working to boost growth and investment, while increasing efforts to reduce poverty and inequality.” Together with the Minister of Science, Technology and Innovation Lino Barañao, Kim will participate in a forum on Investing in the Future of Work. This event will examine technological change and how best to prepare people for the jobs of the future, bringing together students, entrepreneurs and opinion leaders. Other topics to be addressed include the upcoming World Trade Organization (WTO) Ministerial Conference in Buenos Aires in December, and Argentina’s Presidency of the G20 next year. The World Bank Group is working with Argentina in key areas such as renewable energy, agriculture, human development,  the environment, infrastructure, and private sector development. Biography World Bank Group President, Jim Yong Kim: http://president.worldbankgroup.org/ ———————-   Learn more about the work of the World Bank in Argentina: http://www.worldbank.org/en/country/argentina Visit us on Facebook: https://www.facebook.com/BancoMundialArgentina/ Be updated via Twitter: http://www.twitter.com/BancoMundialLAC For our YouTube channel: http://www.youtube.com/BancoMundialLAC

Nicaragua is a clear example of the increasing awareness about the importance of investing in quality Early Childhood Education (ECD) to support development in low and middle-income countries. Previous research in other countries has shown that investments on quality ECD and daycare yield relevant social returns (Naudeau & Hasan, 2015: 4). Also, our work in the country is an example of how these kinds of programs can produce multiple positive spillovers and results; from a growing commitment within the National Government to boost the expenditure per student, to a reduction of the gaps in quality between rural and urban preschools nationwide.Historically, Nicaragua has struggled to make investment in preschool education in rural areas a policy priority, creating a gap between rural and urban areas, both in terms of coverage and quality. In 2013, only 47 percent of the rural children were enrolled in preschool education, compared to 70 percent in urban areas. Additionally, preschool education in rural areas was mostly provided through a “community-based modality” (covering 70% of the students enrolled in rural areas in 2016), operating in private locations, without quality standards and taught by volunteers who most of the times lack official certification [1] (70% of total preschool teachers are not graduated), resulting in very low quality education.This reality begun to change since 2011, with the approval of the new National Early Childhood Policy, the new Education Sector Strategy (2011-2015) and the Education Sector Strategy Support Project (ESSSP).  The ESSSP, financed by the European Union, the Global Partnership for Education and the World Bank and managed by the latter, focused on a holistic transformation of the preschool education supply through the design and implementation of a new preschool education quality model (PEQM).  As presented in figure 1, the quality standards of the PEQM comprise a range of areas, on which the project has made significant contributions.Curriculum. As a foundation to the new model, and in order to address inequalities in preschool education between rural and urban areas, a new, unified, curriculum for preschool was created in 2013, providing universal guidelines and standards for children in both formal and community preschools. Furthermore, new curricular instruments were developed and distributed to every preschool (community preschool and formal) nationwide.Teacher training. 100% of preschool teachers nationwide, from both formal and community preschools, have received training on the new curriculum, on the use of learning materials, and participated in monthly Evaluation, Programming and Educational Training Workshops (TEPCEs) that provide them with new tools to improve the learning process. Also, more than 2,300 un-certified pre-school teachers (20% of the total) were part of an in-service certification program over the course of 3 years, thereby reducing the percentage of uncertified teachers.Pre-school infrastructure. To improve the physical learning environments, a new adapted design for preschool classrooms was prepared and in 2015 and 2016 a total of 56 preschool classrooms were rehabilitated and equipped with proper preschool furniture, elevating the quality standards of preschool infrastructure. Assessments. To measure improvements in the system due to the new policies, the national government, with technical assistance from the World Bank, has created a new Integrated Early Childhood Development Monitoring and Evaluation System (SEIDI) as a way to assess the development and learning of children attending preschools as well the quality of the preschool learning environment. The instruments, developed with the support of the Measuring Early Learning and Quality Outcomes (MELQO) Consortium, which includes experts from UNICEF, UNESCO and the Brookings Institution among other notable institutions, measure various aspects related to child development and the quality of learning environments. This is an innovative approach that puts Nicaragua at the forefront of preschool quality monitoring and the assessment of children’s development and learning.                    Figure 1: The Preschool Education Quality Model (PEQM) being implemented in Nicaragua The story of Maria del Carmen Herrera, a preschool teacher in preschool Ruben Dario, in San Dioniso Matagalpa, illustrates the progress made by the government´s support to teacher´s training. She has 25 years of experience as a preschool community educator, but she is now a professionalized teacher with specialization in preschool education. She now works in the new preschool that has been rebuilt after an investment supported by the Global Partnership for Education (GPE) through the ESSSP project. This preschool, located 124 km north of Managua, Nicaragua´s capital, was ergonomically designed to meet the needs of children between 3 to 5 years of age. It includes a classroom, sanitary services and playgrounds. Herrera, who has 41 pupils, says that the new preschool has motivated attendance and parent´s commitments to their children´s education. ResultsAlthough improving early childhood education and reducing the urban/rural gap is still a work in progress, some of the results achieved so far are encouraging. For example, from 2009 to 2016, preschool enrollment in Nicaragua has increased from 53% to 65% among children aged 3 to 5. In addition, the national government’s overall investment has increased by boosting the coverage of school meals for preschool and primary students from 24 to 44% in the period 2009-2014 and expanding access to school kits from 10 to 23% of preschool and primary students.  Furthermore, because of the increased investment in educational materials, teacher training and school infrastructure the National Government yearly per student expenditure in preschool education increased in at least 229% between 2013 and 2014 (Ministry of Hacienda, 2015). Per year preschool per student expenditure was calculated to be US$22.1 in 2013, US$63.7 in 2014 and US$61.2 in 2015 (Codeni, 2017), showing an increasing trend in a three-year period (2013-2015). We are encouraged by the progress we have seen and we believe that this new preschool model of education will enhance Nicaragua’s future. For this reason, the World Bank’s commitment with the Government of Nicaragua will continue over the next five years on this front with the new Alliance for Education Quality project, which will begin in 2017. Other articles related to this projectIn Nicaragua new school buildings make preschool more exciting for childrenGiving children a strong foundation in Nicaragua

Organization: UN Children’s Fund
Country: Honduras
Closing date: 01 Sep 2017

Honduras muestra avances en la consolidación del marco normativo y de políticas sobre los derechos de la niñez. La promulgación de la Ley Fundamental de Educación en el año 2012 y la reforma integral realizada a la legislación sobre niñez y familia en el año 2013 son claros ejemplos de la voluntad del poder legislativo de adaptar el marco normativo a los estándares internacionales sobre derechos del niño. En materia de políticas públicas, desde el año 2012 se han venido aprobando políticas públicas determinantes para el desarrollo de la niñez, como son la Política de Atención Integral a la Primera Infancia (PAIPI), la Política de Protección Social, la Política de Prevención de Violencia hacia la Niñez y Juventud, y otras políticas relevantes para la niñez hondureña.

No obstante, existe una serie de retos en la creación y articulación de un Sistema de Protección Integral de la Niñez en Honduras. Uno de ellos es lograr mayor correspondencia del marco legal con el Código de la Niñez y fortalecer el marco legal de la institución rectora del sistema. La implementación del marco de políticas públicas nacionales aprobadas, se ve limitada por la insuficiente asignación de presupuestos. La generación de evidencia sobre el ejercicio de los derechos de la niñez, efectividad de políticas públicas y estrategias nacionales, equidad y eficiencia del gasto social en la niñez, es una necesidad imperiosa.

Por ello, UNICEF contrató al consultor internacional Alejandro Morlachetti para proceder a un análisis del marco normativo de Honduras basado tanto en el análisis de la legislación existente relacionada con niñez y adolescencia, como en fuentes secundarias ya existentes. Este análisis servirá para identificar las principales brechas respecto de los estándares internacionales en materia de niñez y adolescencia e incluirá una serie de recomendaciones que servirán de base para una posible reforma legal.

Como segundo producto, el consultor internacional partirá del análisis normativo para coordinar la aplicación de una herramienta de indicadores que permita clasificar y medir el nivel de progreso alcanzado en respecto del sistema nacional de protección de la niñez, con el objeto de medir si se cumplen las pautas mínimas y esenciales desde una perspectiva de derechos para ser eficaz en la protección integral de sus derechos y también en la prevención y protección contra la violencia, incluyendo el abuso, la negligencia y la explotación.

Para este segundo producto, se busca el apoyo de un Consultor nacional para liderar el desarrollo del proceso de recolección de la información en Honduras y la realización de las entrevistas necesarias para la aplicación de la herramienta de indicadores (Ver anexo A), con el apoyo de la guía para la aplicación de la herramienta (Ver anexo B).

Luego, el Consultor nacional aplicará la herramienta de indicadores basados en derechos para medir y evaluar los niveles de progreso respecto de la existencia de normativa y de un sistema nacional de protección, y en particular un subsistema de protección contra todas las formas de violencia.

El proceso de recolección será liderado y supervisado a la distancia por el consultor internacional para asegurar el enfoque necesario para obtener información clave que permita el desarrollo de la evaluación.

Objetivo de la Consultoría

El Consultor nacional será responsable de aplicar la herramienta de indicadores basados en derechos para medir y evaluar los niveles de progreso respecto de la existencia de normativa y de un sistema nacional de protección, y en particular un subsistema de protección contra todas las formas de violencia.

Actividades y/o Responsabilidades

Asistir a una sesión formativa (via skype) con el consultor internacional para familiarizarse con la herramienta de indicadores y su guía de aplicación

Leer y conocer en detalle tanto la herramienta de indicadores y su guía de aplicación

Diseñar una propuesta de instrumentos para recoger la información primaria y secundaria siguiendo la herramienta de indicadores y su guía de aplicación

Aplicar los instrumentos diseñados y sistematizar la información obtenida conforme los indicadores que componen la herramienta para su posterior análisis por parte del consultor internacional

Mantener un nivel de interacción con el consultor internacional en función de obtener información de calidad para la evaluación a través de la herramienta de indicadores

Productos Esperados

Producto 1) Diseñar una propuesta de instrumentos para recoger la información primaria y secundaria:

1.1. Capacitación y coordinación

1.2. Diseño de instrumentos de recolección de información

Producto 2) Validación de los instrumentos propuestos e incorporar modificaciones o ajustes de ser necesario.

2.1. Validación en campo

2.2. Ajustes a instrumentos

2.3. Revisión y aprobación

Producto 3) Recolección de información por medio de la aplicación de los instrumentos validados:

3.1. Elaborar calendario de entrevistas, talleres y grupos focales

3.2. Administrar instrumentos

3.3. Registrar y procesar información

Producto 4) Sistematización de la información recogida en los instrumentos y/o formatos de análisis acordados con el consultor internacional.

4.1. Completar formatos de recolección y análisis de información

4.2. Elaborar sistematización final

Perfil Requerido

Formación Académica

Sólida formación de pre- y post-grado en ciencias sociales: economía, sociología, antropología, trabajo social, derecho u otra afín a los objetivos planteados para la consultoría

Sólida formación en investigación y análisis de información cuantitativa y cualitativa. Deseable conocimiento del marco analítico del Unicef.

Experiencia

Al menos 5 años de experiencia en investigación social en temas relacionados con la niñez, derechos humanos y/o inequidad demostrable por medio del registro de publicaciones realizadas. Deseable experiencia especifica en la implementación de herramientas de monitoreo y evaluación.

Experiencia previa en coordinación de procesos participativos de investigación.

Competencias

Habilidades analíticas, de redacción y comunicación demostrables a través de publicaciones relevantes para los fines de la consultoría.

Familiaridad con un enfoque de niñez, demostrable a través de registro de publicaciones pertinentes.

Criterios de Selección

La selección del profesional se hará basada en los siguientes aspectos y ponderaciones:

Conocimiento (incluyendo el conocimiento deseable): 20%

Experiencia (incluyendo la experiencia deseable):25%

Propuesta técnica:25%

Costo (incluyendo movilización):30%

Duración Estimada:

Dos (2) meses a partir de la firma del contrato.

Lugar de Trabajo:

a. Lugar de desarrollo de la Consultoría:

La consultoría se podrá desarrollar desde cualquier sede para trabajar en los productos que solo requieren trabajo de escritorio, pero se necesitará trabajar en la ciudad de Tegucigalpa, Francisco Morazán, Honduras, para desarrollar el trabajo de campo y las entrevistas.

b. Visitas al campo:

Se deberán prever todas las visitas necesarias acorde a la metodología propuesta de medición de indicadores.

c. Viajes aéreos o terrestres:

Si el consultor seleccionado vive en el extranjero o en un lugar de Honduras fuera de Tegucigalpa, se preverán los viajes que el consultor planifique necesarios para cumplir con las responsabilidades dentro del alcance de la consultoría. El consultor deberá gestionar directamente sus boletos y trámites administrativos, cuyos costos deberán incluirse como parte de la oferta económica para desarrollar esta consultoría.

Viáticos:

En caso de requerirse, estos costos deberán incluirse como parte de la oferta económica para desarrollar esta consultoría.

e. Espacio y equipo de Oficina:

El consultor procurará su propio espacio de oficina y equipo.

f. Seguros:

El consultor adquirirá sus propias pólizas de seguro para soporte de gastos médicos y/o de accidentes personales que le cubran estas eventualidades mientras dure el presente contrato. UNICEF no asume responsabilidad por algún accidente que el consultor pudiera sufrir, ya que este contrato no supone relación patronal de ningún tipo.

g. Entrega de productos y/o reportes:

El consultor entregará los productos y reportes acordados por medio electrónico, en lenguaje universalmente aceptable y a satisfacción de la supervisión de esta consultoría. Los gastos de emisión y entrega de estos productos/reportes, correrán por cuenta del consultor.

h. Reserva de derechos de propiedad:

Todos los documentos, materiales o productos de la presente consultoría son propiedad de UNICEF y no podrán ser utilizados por terceros sin su autorización.

Honorarios y forma de pago:

Sujeto a condiciones establecidas en el contrato. Pago contra entrega de factura y productos esperados en el acápite IV y a entera satisfacción de la supervisión del contrato.

20% a la entrega del Producto 1

20% a la entrega del Producto 2

20% a la entrega del Producto 3

40% a la entrega del Producto 4

Supervisión

El trabajo del Consultor Nacional se desarrollará bajo la supervisión del Especialista de Protección de UNICEF Honduras y del Consultor Internacional responsable por la consolidación y evaluación de los niveles de progreso respecto de la existencia de normativa y de un sistema nacional de protección.

Aplicaciones

El interesado en aplicar a esta consultoría debe entregar lo siguiente:

Una carta de aplicación donde destaque el conocimiento, experiencia y competencias relevantes para el desarrollo de esta consultoría.

Su hoja de vida actualizada.

Una propuesta técnica en la que describa brevemente el proceso que llevaría a cabo para desarrollar la consultoría.

Una oferta económica que incluya sus honorarios profesionales a suma alzada para la realización de la consultoría y en caso de residir fuera de Honduras, por separado entregar un plan de viajes y estadías en la ciudad con su respectiva estimación de costos por transporte, gastos terminales y viáticos.

To view our competency framework, please click here.

Please indicate your ability, availability and daily/monthly rate (in HNL) to undertake the terms of reference above (including travel and daily subsistence allowance, if applicable). Applications submitted without a daily/monthly rate will not be considered.

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 organisation.

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=506746

Organization: UN Children’s Fund
Country: Mexico
Closing date: 05 Sep 2017

The fundamental mission of UNICEF is to promote the rights of every child, everywhere, in everything the organization does — in programs, in advocacy and in operations. The equity strategy, emphasizing the most disadvantaged and excluded children and families, translates this commitment to children’s rights into action. For UNICEF, equity means that all children have an opportunity to survive, develop and reach their full potential, without discrimination, bias or favoritism. To the degree that any child has an unequal chance in life — in its social, political, economic, civic and cultural dimensions — her or his rights are violated. There is growing evidence that investing in the health, education and protection of a society’s most disadvantaged citizens — addressing inequity — not only will give all children the opportunity to fulfill their potential but also will lead to sustained growth and stability of countries. This is why the focus on equity is so vital. It accelerates progress towards realizing the human rights of all children, which is the universal mandate of UNICEF, as outlined by the Convention on the Rights of the Child, while also supporting the equitable development of nations.

Purpose for the job

The Administrative Assistant is responsible for executing a broad variety of standardized administrative tasks for the respective section(s) requiring thorough knowledge of UNICEF administrative procedures, processes and policies. In this capacity, the need to project the image of a credible and reliable service provider is imperative to quality of process delivery, and the impact of work directly reflects on the overall reputation of the team in terms of responsiveness to client needs and quality of process execution.

Key functions, accountabilities and related duties/tasks

Summary of key functions/accountabilities:

Travel

Invoice Processing

Events and Conferences

Property management, office equipment, vehicles.

General Administrative Duties

1. Travel

Provides travel assistance to staff in section for travel arrangements and entitlements based on the organization’s rules and policies. Liaises with relevant Programme Assistants to ensure that the organization obtains the best service and price for all travel.

Briefs/de-briefs staff members on issues relating to related administrative matters such as visas, security clearance, documentation procedures.

Extracts, inputs, maintains and verifies correctness of travel records in the organization’s travel system to ensure accurate transactions related to travel costs and staff travel

Assist in the preparation of budgets on travel costs and maintain travel budgetary control records

2. Invoice Processing

Responsible for collecting invoices and filing documents for approval and, thereafter or processing in vision.

Upload electronic files and verify results to destination system.

Respond to client transaction status and other inquiries.

3. Internal Events and Conferences

Supports capacity development activities and conferences by making the logistical arrangements, through engaging with facilitators, caterers and hosts.

Arranges times through liaising with participants over availability.

Liaises with budget focal points and section over costs and needs.

Prepares background materials for participants and uploads cleared materials in the intranet.

Prepares and maintains agendas on meeting and events related to the work group commitments.

4. Property management, office equipment, vehicles

Supports management of administrative supplies, office equipment and vehicles, updating inventory of items.

Appropriate interpretation and application of administrative policy and procedures are timely implemented to support operations at the country level.

Guarantee the timely and effectively delivery of administrative support services, and security arrangements in line with MOSS for enhanced safety and security of staff and property.

Ensures the acquisition of all administrative expendable and non-expendable property. Controls inventory, its utilization and disposal.

Monitors and supervises adequate and appropriate use of supplies. Ensures that services and maintenance of premises are in accordance with organizational standards.

5. General Administrative Duties

Maintain hard and electronic files and update data base systems ensuring timely and appropriate recording, safekeeping and disposal of confidential information

Monitor the utilization of all financial input requisitions and report to the supervisor for necessary adjustments (over-utilization, shortage of funds, etc.) Familiarize with programme monitoring related instructions/tools and report to supervisor for significant changes.

6. Performs other duties, as required.

Competencies and level of proficiency required

Core Values

Commitment

Diversity and inclusion

Integrity

Core competencies

Communication (I)

Working with people (II)

Drive for results (I)

Functional Competencies:

Analyzing (I)

Learning & Researching (I)

Planning and organizing (I)

Following Instructions and Procedures (I)

Recruitment Qualifications

Education: Completion of secondary education, preferably supplemented by technical or university courses related to the work of the organization.

Experience: A minimum of 5 years of progressively responsible administrative or clerical work experience is required.

Language Requirements: Fluency in Spanish and English

Non-Mexican candidates must be in possession of an existingMexicanFM3/FM2 visa or be aMexican permanent resident/citizen.

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=506677

Organization: Acción contra el Hambre España
Country: Spain
Closing date: 01 Oct 2017

Acción contra el Hambre es una organización internacional no gubernamental, privada, apolítica, aconfesional y no lucrativa, creada en 1979 para intervenir en todo el mundo. Su vocación es luchar contra el hambre, la miseria y las situaciones de peligro que amenazan a hombres, mujeres y niños indefensos. Actualmente 500 cooperantes y 5.000 trabajadores locales trabajan en la Red Internacional Acción contra el Hambre en más de cuarenta países en torno a cuatro ejes de intervención: nutrición, salud, seguridad alimentaria y agua y saneamiento.

OBJETIVO GENERAL

El área de Operaciones es una de las cinco áreas en las que se divide el organigrama de la sede. Es codirigida por el Director de Operaciones, el Director Técnico y el Director de Logística. El mandato del departamento de Operaciones es dar una respuesta ágil y de calidad a las poblaciones vulnerables, de forma independiente y pertinente, así como incidir en las causas profundas de la vulnerabilidad de las mismas y en las políticas, por medio del análisis y de la movilización de la opinión pública, de los donantes y de los políticos. El departamento lidera la respuesta a los nuevos retos en la lucha contra el hambre adaptando su respuesta (enfoques estratégicos, respuestas en emergencia, gestión etc.) a los nuevos contextos y potenciando sinergias con otros departamentos y sedes y con actores complementarios.

Junto con el equipo de emergencia contribuye a:

• Coordinar, apoyar y guiar a la organización, optimizar los recursos y garantizar el máximo impacto de nuestras intervenciones y estrategia de emergencias, conforme a nuestro mandato.
• Disponer de datos fiables (cuantitativos y cualitativos) que nos permitan evaluar la necesidad de una intervención. Aportando la información necesaria para la toma de decisión
• Determinar la gravedad de una situación de urgencia, asegurando una respuesta adaptada a las necesidades de la población
• Definir las prioridades estratégicas de intervención y formular un plan de actuación, determinando los recursos necesarios.

OBJETIVOS ESPECÍFICOS DEL PUESTO

Monitoreo y alerta temprana:

· Monitoreo de la situación humanitaria de las zonas geográficas asignadas (focal point)

· Identificación, actualización y capitalización de fuentes de información (directa e/o indirecta) sobre Agua, Higiene y Saneamiento, con especial énfasis en las zonas geográficas asignadas

Preparación para desastres:

· Identificar fortalezas, debilidades, amenazas y oportunidades en el área de Agua, Higiene y Saneamiento entre las misiones y el sistema global de respuesta de emergencia de la organización

· Liderar la implementación y/o actualización de los planes de contingencia en las misiones de las zonas geográficas asignadas, de acuerdo a la metodología diseñada por el Pool de Emergencias

Contextos de Emergencia:

· Fase previa al despliegue
Contacto con actores relacionados con las áreas de Agua, Higiene y Saneamiento en el terreno

· Puesta en marcha de intervenciones de emergencia

· Coordinación con el resto de miembros del pool de emergencia.

· Capitalización: Toda la información relevante sobre la emergencia y la intervención desarrollada deberá ser capitalizada.

Misiones Exploratorias

· Preparación del proceso de identificación

· Identificación de necesidades y definición de los principales ejes de intervención

· Capitalización de toda la información recopilada y analizada.

Apoyo misiones en curso

· Apoyo a programas en curso que precisan un refuerzo en recursos humanos.

· Coordinación con el resto de miembros de la misión y con el resto de actores que intervengan en la zona en el campo de Agua, Higiene y Saneamiento

Desarrollo Técnico

· Apoyo a los proyectos transversales de la programación anual de sede

· Capitalización de las intervenciones de emergencia.

PERFIL DEL CANDIDATO

· Grado universitario técnico (ingeniería, ciencias, medioambiente, salud pública)

· Experiencia con ONGs en puestos de responsabilidad en proyectos de WASH y respuestas de emergencia

· Un mínimo de 3 años de experiencia con ONGs en puestos de coordinación

· Trabajo en crisis humanitaria

· Experiencia en misiones exploratorias

· Cocimiento del sector humanitario: Reforma Humanitaria, funcionamiento plataformas de coordinación humanitaria, seguimiento de los compromisos de la Cumbre Mundial Humanitaria (WHS), Agenda 2030

· Dominio de español, francés e inglés

· Ofimática y sistemas específicos: Dominio de informática a nivel usuario avanzado (Word, Excel, PPT, SPHINX, odk)

· Movilidad, disponibilidad para desplazarse al terreno urgentemente en caso de emergencia Resistencia física y psicológica

· Autonomía y capacidad para gestionar situaciones de stress

· Salidas con preaviso de 24h en caso de emergencia súbita

· 2 meses máximo en terreno en emergencia, 1 mes en caso de soporte

SE OFRECE

· Integración en una organización dinámica, de reconocido prestigio profesional con proyección internacional.

· Duración: 2 años

· Un paquete de remuneración competitivo y otros beneficios atractivos y específicos como parte del Equipo de Emergencia

· La posición con sede en Madrid con frecuentes desplazamientos a terreno. Cuando viajan a terreno en una misión, los gastos de traslado, alojamiento, mantenimiento y dietas están cubiertos.

· 25 días laborables de vacaciones anuales (proporcional al tiempo trabajado).

· Tickets restaurante.

How to apply:

Sólo se consideraran las candidaturas recibidas a través de nuestro servicio on-line. Por favor haz click en el link siguiente para acceder al servicio

https://employ.acf-e.org/

Nota.- Dada la urgencia en este puesto, la vacante puede cerrarse antes de la fecha prevista. Para más información sobre este puesto, consulte nuestra página Web www.accioncontraelhambre.org en caso de no encontrarla aquí publicada se entiende que el proceso de selección ha sido cerrado.

Organization: Acción contra el Hambre España
Country: Spain
Closing date: 01 Oct 2017

Who are we?

Action against Hunger is an international humanitarian organization committed to saving the lives of malnourished children while providing communities with access to safe water and sustainable solutions to hunger.

Why joining the Emergency Team (ER)?

The primary mandate of the ER pool is to address international humanitarian crisis either in countries where we are present or in countries with no Action against Hunger presence.

Besides crisis, the ER may be requested to organize exploratory missions in order to open new country programs.

In order to promote crisis and disaster preparedness, ER pool members will provide guidelines, training and preparation to strengthen capacity reaction to crisis.

ER Pool members may also bring specific support to existing teams in order to achieve mission objectives.

You’ll contribute to ending world hunger by…

· Coordinating, supporting and guiding the organization, to optimize the resources and to guarantee the maximum impact of our interventions and emergency strategies.

• Giving the right info for decisions makings

Your role will be focus in:

Monitoring and early warning:

• Monitoring the humanitarian situation in the assigned geographical areas (focal point)

• Identification, updating and capitalization of information sources (direct and / or indirect) on Water, Hygiene and Sanitation, with special emphasis on the geographical areas assigned

Preparing for Disasters:

• Identify strengths, weaknesses, threats and opportunities in the area of ​​Water, Hygiene and Sanitation between the missions and the organization’s global emergency response system

• Leading the implementation and / or updating of the contingency plans in the missions of the assigned geographical areas, according to the methodology designed by the Emergency Pool

Emergency Settings:

• Pre-deployment phase: Contact with actors related to the areas of Water, Hygiene and Sanitation in the field

• Implementation of emergency interventions

• Coordination with the rest of the members of the emergency pool.

• Capitalization: All relevant information about the emergency and the intervention developed must be capitalized.

Exploratory Missions

• Preparation of the identification process

• Identification of needs and definition of the main axes of intervention

• Capitalization of all information collected and analysed.

Support ongoing missions

• Support for ongoing programs that require reinforcement in human resources.

• Coordination with the other members of the mission and with the other actors involved in the area in the field of Water, Hygiene and Sanitation

Technical development

• Support for transversal projects of the annual headquarters program

• Capitalization of emergency interventions.

This is your position if you:

· Hold a University degree in any of the these areas (engineering, science, environment, public health)

· Have experience in working with NGOs in WASH projects and emergency responses

· Have minimum of 3 years of experience with NGOs in coordination posts

· Have at least 3 years of senior management experience

· Have worked previously in Emergency context

· Have advance knowledge of donor guidelines and procedures (ECHO, EU, UNICEF, DFID, BPRM, GAC and others.)

· Speak languages: Domain of Spanish, French and English (at least two)

· Have a Computing domain with an advanced user level

· Have physic and psychological resistance

· Have availability to get to the field immediately in case of emergency

· Have autonomy and ability to manage stress situations

And what do we offer?

· We offer immediate incorporation to a dynamic international network with an international career development

· A two years contract

· A competitive remuneration package plus other attractive and specific benefits as part of the Emergency Team

· The position based in Madrid with frequent displacements to field. When travelling to the field on a mission, transfer, accommodations, maintenance and per diem expenses are covered.

· 25 working days of paid leave per year

· Meal Vouchers

· 24-hour advance notice in case of sudden emergency

· 2 months maximum on emergency ground, 1 month in case of support

Do you meet the required criteria?

· Are you passionate about leading ambitious programming that has impact?

· Do you have rapid capacity of analysis and strategic integrated vision?

· Are you resistance to stress, have flexibility, adjustment and strong motivation to commit with the objectives?

How to apply:

As we will only consider the candidacies received by our online service, please click in the following link to accede to the service:

https://employ.acf-e.org/

Note. – Given the urgency of this position, the vacancy may close before the deadline. For more information about this position, visit our Website www.accioncontraelhambre.org

in case of not find it published here means that the selection process has been closed.

Join the conversation using #FutureJobs.

Challenge Nicaragua is the poorest country in Central America with gross national income (GNI) per capita of US$1,940 (2015). Decades of civil conflict and a series of catastrophic natural disasters have left the country lagging behind most of its neighbors in terms of economic and social indicators. Despite notable progress in poverty reduction over the last decade, much work remains, as 29.6 percent of the country’s more than six million inhabitants live in poverty; 8.3 percent in extreme poverty. Most of the poor live in rural areas, often in remote communities where access to basic services is still constrained by very limited infrastructure. Social and basic service indicators in the rural Atlantic coastal regions are significantly lower than in the rest of the country, disproportionately impacting indigenous and Afro-descendant populations. Though economic growth has been stronger than average for the Region and prudent macroeconomic management has underpinned the country’s solid economic performance, key challenges remain in reducing vulnerabilities and increasing productivity. Nicaragua ranks among the most vulnerable in terms of natural disasters and extreme climate; other major vulnerabilities include dependence on oil imports, concentration of food exports to limited countries, and the drought affecting Central America. Given the country’s low level of per capita income, higher growth rates are necessary to further reduce poverty and boost shared prosperity. Furthermore, aggregate productivity has been declining over the last decade, constraining Nicaragua’s ability to move to a higher growth equilibrium and requiring additional efforts to improve productivity. Approach Against this backdrop, the WBG approach in Nicaragua has focused on improving the delivery of basic services and strengthening competitiveness as a means to accelerate income growth. The IDA (International Development Association) lending program has helped Nicaragua raise welfare by improving access to quality basic services through scaling up of new service delivery models in health, education, social protection, and water & sanitation, particularly in areas where Nicaragua faces significant challenges linked to achieving the Sustainable Development Goals (SDGs). The WBG program also seeks to raise incomes by enhancing competitiveness and diversifying exports, deepening the impact of programs in rural infrastructure, and incorporating a focus on productivity into land and small & medium enterprise (SME) administration, as well as by ensuring greater synergies with International Finance Corporation (IFC) and Multilateral Investment Guarantee Agency (MIGA) engagements in agribusiness, and in the energy and financial sectors. The WBG program also incorporates a focus on mainstreaming issues related to gender, indigenous peoples, disaster risk mitigation and climate adaptation. IDA Program Results Enhanced health services in rural and indigenous territories: Through “casas maternas,” a component of the Improving Community and Family Health Care Services Project, maternal and infant health has improved: from 2012 to 2015, the percentage of pregnant women receiving four prenatal controls increased from 50 to 73; institutional deliveries increased from 72 percent to 87 percent; and the percentage of children under age one immunized with the Pentavalent vaccine increased from 88 to 98 in targeted municipal health networks.                                                           Increased access to water & sanitation: From 2009 to 2015, over 168,000 beneficiaries of the Greater Managua Water and Sanitation (PRASMA) Project gained access to reliable water supply (16 hours per day) in urban areas, and more than 62,000 beneficiaries gained access to sanitation services. In rural areas, from 2008 to 2015, more than 68,000 beneficiaries from the Rural Water Supply and Sanitation Project (PRASNICA) gained access to water supply and sanitation services (of which 44,000 were in indigenous territories); and by the end of the period, women were serving as presidents or treasurers in 70 percent of the Water & Sanitation Committees involved. Land rights have been strengthened, benefitting 15 of Nicaragua’s 21 indigenous territories in the historically marginalized Atlantic regions. From 2005 to 2013, through the Land Administration Project (PRODEP), over 104,000 people from 214 communities in five major ethnic groups benefited; 18 percent of the national territory was registered and titled with support of the project. Improving roads sustainably: Through the Rural Roads Infrastructure Improvement Project, a successful, scalable model for investment and maintenance of rural roads has been implemented through the development of “módulos comunitarios de adoquines” or community participation associations focused on road construction with locally-made blocks that allow for faster, more sustainable road works while creating jobs for vulnerable communities. From 2012 to 2015, four-hundred and ten kilometers of rural roads were constructed, more than 280 Community Modules for Adoquines created, generating short-term employment for over 900 people, of which 34 percent were women. Overall, more than 9,000 short-term jobs were created, providing people with skills and the ability to look for future employment. In addition, 52 micro-enterprises were established to carry out routine maintenance of 3,200 km of rural roads. Enhanced agricultural productivity through technology adoption: With support from the Second Agricultural Technology Project, between 2005 and 2014, more than 33,000 producers adopted at least two new production and/or processing technologies; over 3,000 producers were trained in food processing, business administration and marketing; and more than 1,400 producers from 30 cooperatives produced certified seeds of basic grains. Overall, productivity indices of participating farmers (25 percent of which were women) increased an average of 16 percent, and crop production increased from 1,800 to 4,728 metric tons. Bank Group Contribution As of June 2017, the IDA portfolio in Nicaragua reached US$560.82 million in net commitments,  focusing on the sectors of water & sanitation, health, education, food security, disaster risk management, land administration, roads infrastructure and connectivity, social protection, and public financial management. From 2012 to 2016, IFC’s investments in Nicaragua have grown from 11 projects totaling US$166.9 million, to approximately US$279.4 million, including advisory services and investment projects in agribusiness (coffee, sugar, forestry), the financial sector, mining and energy (geothermal). MIGA’s guarantees more than doubled in the same period, from US$34.9 million to US$76 million, focusing on the renewable energy sector. Partners Implementation of the WBG program has benefited from an efficient division of labor among key development partners, as well as more coordinated programs among donors. Key WBG partnerships in Nicaragua, including through trust funds, are featured in: (i) the education sector, with the European Union (EU) and Global Program for Education; (ii) public financial management, with the Inter-American Development Bank (IDB) and EU; (iii) the water & sanitation sector, with Switzerland and Spain; (iv) roads and transport, with Japan; and (v) agriculture, with the Global Agricultural and Food Security Program (GAFSP) and Canadian International Development Agency (CIDA). In a recent example of collaboration, the IFC and GAFSP, together with the IDB and private firms, provided a US$30 million package of financing to farmers for the renovation of over 5,000 hectares of coffee plantations affected by coffee rust disease in Nicaragua – in this way helping the country mitigate climate change by deploying a scalable model of climate-smart renovation that can be replicated by other countries and coffee traders. Moving Forward Given the satisfactory pace of implementation, the priorities of the WBG program remain relevant and aligned to the Government’s priorities. Over the coming period, the WBG will continue to leverage its products and services to complement IDA resources and help mobilize other development financing related to the two pillars of the Country Partnership Framework:  i) improving access to quality basic services; and ii) increasing competitiveness and productivity. In particular, it will focus on building scalable programs that can attract additional resources and closely coordinate IDA, IFC and MIGA interventions, while continuing to deepen the focus on mainstreaming gender and indigenous peoples’ issues. IDA and IFC will also jointly support Nicaragua in its effort to unlock geothermal potential by mitigating risks associated with the exploration phase and helping to leverage financing for geothermal development through public private partnerships. IFC will continue its program of credit lines in the trade sector, agribusiness-finance and SME lending, while looking for opportunities in other sectors, such as higher education, where IFC can complement IDA work. MIGA will also be open to opportunities to support foreign investments in the financial sector. Beneficiaries In Water & Sanitation:   "I used to go every day at this time to my mother’s house, about 400 meters from here, to get water and use her bathroom," Jacqueline recalls. Her home is one of the 125 houses in this rural town that now has water connections. "The families are happy because they have sinks, showers and toilets" explains Angela Durand, a neighbor who coordinates the local Water & Sanitation Committee. Besides the work the Committee has done in the neighborhood, Angela is proud that the organization includes and respects local women. "Women are organized and have the capacity to manage projects and communities as well as their homes" she says. http://www.worldbank.org/en/news/feature/2013/01/22/agua-saneamiento-comunidades-rurales Key Words Learn More Links to key related sites The web site of the World Bank for Nicaragua (www.worldbank.org/ni) offers in-depth information on all projects and programs in the country. Links to partner websites –        Government of Nicaragua –        Ministry of Finance  –        European Union Delegation in Nicaragua Multimedia VIDEO: Escuela de valores, muchos pasos hacia adelante VIDEO: Consejeros, transformando vidas en Nicaragua VIDEO: Los adoquines: un camino para terminar con la pobreza de Nicaragua – World Bank – BLOG: Going the last mile in Nicaragua: local communities pave the road to end poverty – Stephen Muzira, World Bank – BLOG: In Nicaragua, rural communities obtain visible results in access to water and sanitation    

What do we think of when we imagine an indigenous person of Latin America? What’s he or she like? In what environment do we put them? Doing what? Most likely our image includes a canoe or a cabin. A setting without cement or traffic lights. Picturing them crossing a city street is not likely to be the first thing that comes to mind. But the reality is that 49% of Latin America’s indigenous population has migrated to urban areas in recent decades. “The very idea of an indigenous urban dweller challenges our collective representation of what ‘being indigenous’ means,” World Bank social development expert Germán Freire, points out in the interview below. With the International Day of the World’s Indigenous Peoples coming up on August 9 and the 10th-anniversary celebrations of the United Nations Declaration on the Rights of Indigenous Peoples, adopted on September 13, 2007, the time is ripe for us to discuss this challenging issue. Question. Why did so many Latin American indigenous people migrate from their traditional lands to the cities? Response. For several reasons. In many cases, they migrated for the same reasons all Latin Americas do. The cities offer more job opportunities and access to education, health and basic services. In Peru, for example, an indigenous household has a 37% greater chance of being poor if it is in a rural area. But access to education and health seems to be the dominant factor. While primary school coverage sharply increased over the past decade, significant gaps remain, especially at the level of secondary and tertiary education. Additionally, there continue to be serious deficits in rural health services. Often only the most basic services are offered or they are offered in ways that hinder access. Indigenous lands have also come under constant pressure due to expanding agriculture frontiers and extractive industries. For example, a fifth of the Amazon region has mining potential and 20% of these areas of potential exploitation are on indigenous lands. Internal conflicts have also disproportionately affected rural indigenous communities in Guatemala, Colombia and Peru. All these factors help explain why nearly half of the indigenous population of the region resides in urban areas today. In some countries, the percentage is even higher. The urban indigenous population of Argentina is over 80%, for example.  Q. What challenges do Latin American indigenous people face when they decide to migrate to the cities? R. The situation of indigenous peoples in the cities is paradoxical because, although they are generally better off than in their native areas, they also enter the urban context under extremely unfavorable conditions. Their traditional knowledge and practices are not valued in the urban labor market, so they tend to hold poorly paid jobs in the informal sector, with all that this implies in terms of the lack of job and economic security. Once in the cities, indigenous people tend to be relegated to unsafe, unhealthy areas with fewer job opportunities, low quality services and vulnerability to natural disasters. The proportion of indigenous households located in shantytowns is double that of non-indigenous households. All of this poses a major challenge for governments and development agencies because often policies for inclusion and service delivery specifically tailored to the indigenous population were designed with rural communities in mind. The very idea of an indigenous urban dweller challenges our collective representation of what “being indigenous” means. So cities offer numerous opportunities for indigenous peoples, but the flipside of these migrations is that these peoples are exposed to new forms of exclusion and discrimination. The region must step up efforts to develop strategies to close labor, education or housing gaps, for example, without affecting these peoples’ identity or culture. A World Bank study found that a sense of dignity is essential for the success of social inclusion policies. Q. What role do indigenous women play in the urban context? R. A fundamental one. In many cases, women are pioneers in rural-urban migration processes. Migration to cities is sometimes an opportunity to free women from traditional roles and increase their autonomy, even though they face greater challenges than men. Frequently, indigenous women not only earn less than non-indigenous women, but also less than indigenous men. A Bolivian indigenous woman earns an average of 60% less than a non-indigenous woman for the same work. Clearly, they are victims of double discrimination as indigenous people and as women. Despite these gaps, indigenous women play a key role in urban environments. They are bearers of knowledge. For example, they know about traditional medicine. They are also an anchor for children, with their own culture and languages. They are businesswomen who combine aspects of their traditional economies – such as solidarity and bartering – with market aspects. But equally important is their growing participation in public life, in decision-making at the local, national and regional levels. A noteworthy example is that of the Wayúu of the Guajira Peninsula, who hold government, academic and other positions on both sides of the Colombian and Venezuelan border. Women are the axis around which all Wayúu family decisions revolve, and naturally they have taken this role with them to cities such as Riohacha or Maracaibo. Q. How can indigenous peoples contribute to urban development? R. In many ways. Indigenous peoples bring with them alternative views of social organization, organization of space, of relationships with the environment, containment strategies, knowledge of traditional medicine, forms of political participation, architectural proposals, languages, etc. This diversity greatly contributes to the resilience of the urban environment. El Alto in Bolivia is a well-known example of the potential of the city to express indigenous forms of organization and participation in government. Through Neighborhood Boards, the Aymara have not only led efforts to build and administer their urban environment but have also become key political actors at the national level. A less well-known example is in the cities of Buenos Aires and La Plata. Few people know that most of Argentina’s indigenous population is concentrated there, approximately a quarter of the national total. In La Plata, the Nam Qom Community in the Islas Malvinas neighborhood is a wonderful example of dignity and the struggle to improve their inclusion in the urban environment. With little or no outside support, this community has built its own homes, organized community spaces according to their views on solidarity and co-existence, taken collective responsibility for the feeding and care of their children and developed school and extra-curricular initiatives to preserve their language and culture, among other activities. There are many examples like these throughout Latin America but they have received so little attention that they remain largely invisible. This is precisely the major challenge in fostering their inclusion. We have limited knowledge of the needs and opportunities of the urban indigenous population since this topic was not on the region’s development agenda until very recently. Last year’s report Indigenous Latin America in the Twenty-First Century is a call for us to begin thinking about the indigenous population in terms of its diversity. The development models and analytical tools we use today to address their needs and demands do not incorporate the reality that half of the indigenous peoples of the region lives in urban environments, or the fact that there are multiple, overlapping dimensions of exclusion. It is not the same thing to be an indigenous man as it is to be an indigenous women, child or elderly person, for example. I believe that including indigenous peoples in urban development will benefit all of us. In some cities, indigenous peoples make up a considerable share of the population. They have much to contribute to the local economy, to decision-making, to identifying solutions to critical problems of our cities, such as the sustainable use of resources or citizen participation. The region’s greatest treasure is its diversity. It makes sense to include this kaleidoscope of visions and proposed solutions in the urban development of the region.

Tratemos de hacer el ejercicio: ¿Cómo imaginamos al indígena de América Latina? ¿Cómo es? ¿En qué paisaje lo ubicamos? ¿Haciendo qué? Lo más probable es que el boceto que hacemos en nuestra mente nos lleve a una escena en canoa o en una cabaña, en un paraje sin concreto, ni semáforos. Difícilmente, por lo menos no en un primer momento, lo imaginamos cruzando la calle en alguna ciudad. El dato que contrasta con esta visión es que el 49% de la población indígena de América Latina ha migrado al entorno urbano en las últimas décadas. Sin embargo, como apunta en esta entrevista Germán Freire, experto en Desarrollo Social del Banco Mundial, “la sola idea del indígena urbano reta nuestra representación colectiva de lo que es ser indígena”. A propósito de la conmemoración, este 9 de agosto, del Día Internacional de los Pueblos Indígenas y la celebración del décimo aniversario de la Declaración de las Naciones Unidas sobre los Derechos de los Pueblos indígenas, aprobada el 13 de septiembre de 2007, nos acercamos a este tema que significa un reto para la región. Pregunta. ¿Por qué los indígenas de América Latina han migrado desde sus territorios tradicionales a las ciudades? Respuesta. Las razones son muy variadas. En muchos casos migran por los mismos motivos que lo hacen todos los latinoamericanos. En las ciudades hay mayores oportunidades de empleo, de acceso a educación, salud y servicios básicos. En Perú, por ejemplo, un hogar indígena tiene un 37% más probabilidades de ser pobre si reside en zonas rurales. Pero las razones de más peso suelen ser el acceso a educación y salud. Si bien la escuela primaria experimentó una expansión transcendental la década pasada, persisten brechas significativas, especialmente a nivel de educación secundaria y terciaria. Asimismo, los servicios de salud en zonas rurales siguen teniendo deficiencias importantes. A veces estos servicios están presentes solo nominalmente o se prestan en condiciones que ponen barreras al acceso. Por otro lado, los territorios indígenas han estado en constante presión por la expansión de las fronteras agrícolas y de las industrias extractivas. Una quinta parte del Amazonas tiene potencial minero, por ejemplo, y el 20% de estas áreas de potencial explotación coinciden con territorios indígenas. Los conflictos internos también han afectado de manera desproporcionada a las comunidades indígenas rurales, en países como Guatemala, Colombia o Perú. Todos estos factores suman, y explican en parte por qué hoy alrededor del 50% de la población indígena de la región reside en zonas urbanas. En algunos países la proporción es mucho más grande. En Argentina, por ejemplo, la población indígena urbana ya supera el 80%. P. ¿Cuáles son los desafíos que deben afrontar los indígenas de América Latina que deciden migrar a las ciudades? R. La situación de los indígenas en las ciudades es paradójica, porque, si bien están generalmente mejor que en sus territorios de origen, también es cierto que se insertan en el entramado urbano en condiciones muy desventajosas. Sus conocimientos y tecnologías tradicionales suelen tener poco valor en el mercado laboral urbano, así que tienden a emplearse en trabajos mal pagados y del sector informal, con todo lo que eso implica en términos de seguridad laboral y económica. También, una vez en las ciudades, los indígenas suelen ser relegados a zonas inseguras, insalubres, con menores oportunidades laborales, peores servicios y expuestas a desastres naturales. La proporción de hogares indígenas viviendo en barrios marginales duplica la proporción de hogares no indígenas. Todo esto supone un gran reto para los gobiernos y agencias de cooperación, porque las políticas de inclusión y prestación de servicios diferenciados para la población indígena se diseñaron teniendo en mente comunidades rurales. La sola idea del indígena urbano, de hecho, reta nuestra representación colectiva de lo que es “ser indígena”. Sin embargo, el número de hogares indígenas viviendo en entornos urbanos va a seguir creciendo, a juzgar por la tendencia de las últimas décadas. Es decir, las ciudades ofrecen innumerables oportunidades para los indígenas, pero la contracara de estas migraciones es que los exponen a nuevas formas de exclusión y discriminación. La región tiene que hacer mayores esfuerzos para pensar en estrategias que permitan cerrar las brechas laborales, educativas o de acceso a vivienda, por ejemplo, sin que esto represente para ellos una renuncia a su identidad o su cultura. Un estudio del Banco Mundial, señala que el sentido de dignidad es fundamental para que las políticas de inclusión social tengan éxito. P. ¿Qué rol juega la mujer indígena en el escenario urbano? R. Fundamental. En muchos casos las mujeres son pioneras en los procesos de migración rural-urbano. La migración a las ciudades a veces es una oportunidad para liberarse de roles tradicionales y aumentar su independencia, si bien ellas enfrentan mayores retos que los hombres. Muy a menudo las mujeres indígenas no solo ganan menos que las mujeres no indígenas, sino que también ganan menos que los hombres indígenas. Se ha calculado que una indígena boliviana ganaba en promedio 60 por ciento menos que una no indígena por el mismo tipo de trabajo. No cabe duda de que son víctimas de doble discriminación, por su condición de indígena y de mujer. Pero, a pesar de estas brechas, el rol de las mujeres indígenas en entornos urbanos es central. Son portadoras de conocimientos, son las que saben de medicina tradicional, por ejemplo. También son el ancla de los niños con su propia cultura y sus lenguas. Son empresarias, combinando aspectos de sus economías tradicionales, como la solidaridad y el trueque, con aspectos de mercado. Pero tan importante como todo esto es su creciente participación en el espacio público, en la toma de decisiones a nivel local, nacional y regional. Un ejemplo notable es el de las Wayúu de la Guajira colombo-venezolana, que han ocupado cargos de gobierno, académicos y de todo tipo a ambos lados de la frontera. La mujer es el eje alrededor del cual giran todas las decisiones de la familia Wayúu, y esto evidentemente lo han llevado con ellas a ciudades como Riohacha o Maracaibo. P. ¿Cuáles podrían ser los aportes indígenas al desarrollo urbano? R. Muchos. Los indígenas traen consigo visiones diferentes de organización social, de ordenamiento del espacio, de relacionamiento con el ambiente, estrategias de contención, conocimientos médicos tradicionales, formas de participación política, propuestas arquitectónicas, lenguas, etc. Esta diversidad suma mucho a la resiliencia del entorno urbano. El Alto, en Bolivia, es un ejemplo conocido del potencial de la ciudad para expresar formas indígenas de organización y participación dentro del Estado. A través de las Juntas Vecinales, los Aymara no solo han liderado en la construcción y administración de su entorno urbano, sino que se han convertido en actores centrales de la política nacional. Otro ejemplo, menos conocido, está en las áreas metropolitanas de Buenos Aires y La Plata. Poca gente sabe que ahí se concentra la mayor parte de la población indígena argentina; aproximadamente una cuarta parte del total nacional. En La Plata, en concreto, hay una comunidad Nam Qom, en el barrio Islas Malvinas, que es un ejemplo tremendo de dignidad y lucha por mejorar su inclusión al entorno urbano. Con muy poco o ningún apoyo externo, esta comunidad ha construido sus propias viviendas, organizan el espacio comunal de acuerdo a sus visiones de solidaridad y convivencia, toman responsabilidad colectiva por la alimentación y el cuidado de sus niños, tienen iniciativas escolares y extra-escolares para preservar su lengua y su cultura, entre otras cosas. Ejemplos como este hay en toda Latinoamérica, pero han recibido poca atención hasta ahora, por lo que permanecen invisibilizados. Ese, precisamente, es el gran reto para su inclusión. No tenemos demasiado conocimiento de las necesidades u oportunidades de la población indígena en entornos urbanos, pues hasta hace muy poco este tema no estaba en la agenda de desarrollo de la región. El reporte Latinoamérica Indígena en el Siglo XXI,que lanzamos el año pasado sugiere precisamente que tenemos que empezar a pensar en la población indígena en términos de su heterogeneidad. Los modelos de desarrollo y los instrumentos analíticos que usamos hoy para abordar sus necesidades y sus reclamos son poco sensibles a la realidad de que la mitad de los indígenas de la región vive en entornos urbanos, así como al hecho de que existen múltiples dimensiones de exclusión que se superponen, pues no es lo mismo ser hombre indígena que ser mujer indígena, niño, anciano, etc. Lo que sí creo es que con la inclusión de los indígenas al desarrollo urbano ganamos todos. En algunas ciudades constituyen una proporción considerable, que tiene muchísimo que aportar a la economía local, a la toma de decisiones, a la búsqueda de soluciones a problemas críticos de nuestras ciudades, como el uso sustentable de los recursos o la participación ciudadana. La mayor riqueza de la región siempre ha estado en su diversidad, por lo que tiene sentido que esa heterogeneidad de visiones y propuestas se incorporen al desarrollo urbano de la región.

WASHINGTON DC, August 16, 2017 – World Bank Group President Jim Yong Kim arrives in Buenos Aires Thursday for a two-day visit to discuss Argentina’s development agenda and economic reforms, and to reaffirm the institution’s support to reduce poverty and inequality in the country. Kim will meet with President Mauricio Macri, Finance Minister Luis Caputo, several other members of the President’s cabinet, private sector leaders, and congressional representatives  to discuss opportunities to invest in infrastructure and human capital to increase the country’s competitiveness and job creation. “I look forward to visiting Argentina at this crucial time of economic change,” World Bank Group President Jim Yong Kim said. “In a country with so much promise and potential, it is critical to keep working to boost growth and investment, while increasing efforts to reduce poverty and inequality.” Together with the Minister of Science, Technology and Innovation Lino Barañao, Kim will participate in a forum on Investing in the Future of Work. This event will examine technological change and how best to prepare people for the jobs of the future, bringing together students, entrepreneurs and opinion leaders. Other topics to be addressed include the upcoming World Trade Organization (WTO) Ministerial Conference in Buenos Aires in December, and Argentina’s Presidency of the G20 next year. The World Bank Group is working with Argentina in key areas such as renewable energy, agriculture, human development,  the environment, infrastructure, and private sector development. Biography World Bank Group President, Jim Yong Kim: http://president.worldbankgroup.org/ ———————-   Learn more about the work of the World Bank in Argentina: http://www.worldbank.org/en/country/argentina Visit us on Facebook: https://www.facebook.com/BancoMundialArgentina/ Be updated via Twitter: http://www.twitter.com/BancoMundialLAC For our YouTube channel: http://www.youtube.com/BancoMundialLAC