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Meeting commitments: are countries on track to achieve SDG 4? Año de publicación: 2019 Autor corporativo: Global Education Monitoring Report Team | UNESCO Institute for Statistics (UIS) The world is a third of the way towards the deadline of the 2030 Agenda for Sustainable Development, which includes the fourth Sustainable Development Goal on education, SDG 4. But it is behind on its commitments. This joint publication by the UNESCO Institute for Statistics and the Global Education Monitoring Report for the 2019 High-level Political Forum on Sustainable Development captures concisely how far the world is from achieving its education targets. This is the year that the generation of students that should finish secondary school by 2030 should be entering school for the first time. Yet, in low-income countries, only 60% of children complete primary school, while in some regions the percentage of students who achieve minimum proficiency in reading is even falling. There is no denying that the world is off track. It is time to put an end to complacency. The international community relies on data to report on the SDG 4 monitoring framework to assess progress. While clear improvements have been made in data collection, data gaps remain a major concern. This publication makes a call for countries and their international development partners to coordinate and finance the collection of data to monitor and deliver on SDG 4. Respecter les engagements: les pays sont-ils en bonne voie d'atteindre l'ODD 4? Año de publicación: 2019 Autor corporativo: Global Education Monitoring Report Team | UNESCO Institute for Statistics (UIS) Le monde a parcouru un tiers du chemin vers l’échéance de l’Agenda de développement durable 2030, qui inclut le quatrième Objectif de développement durable (ODD 4), mais il est en retard sur la réalisation de ses engagements. Cette publication conjointe de l’Institut de statistique de l’UNESCO et du Rapport mondial de suivi sur l’éducation pour le Forum politique de haut niveau sur le développement durable 2019 expose de manière concise le retard dans la réalisation des cibles de l’éducation. Cette année est celle où la génération d’élèves qui terminera l’enseignement secondaire d’ici 2030 doit commencer l’école pour la toute première fois. Pourtant, dans les pays à revenu faible, seuls 60 % des enfants achèvent l’enseignement primaire, tandis que dans certaines régions, le pourcentage d’élèves qui possèdent les compétences minimales en lecture est même en baisse. On ne peut nier le fait que le monde est en retard. Il est temps de cesser ce laxisme. La communauté internationale dépend des données pour établir les rapports sur le cadre de suivi de l’ODD 4 afin d’évaluer les progrès accomplis. Des améliorations ont clairement été accomplies en matière de collecte de données mais les déficits de données demeurent une préoccupation majeure. Cette publication exhorte les pays et leurs partenaires internationaux du développement à coordonner et à financer la collecte de données pour suivre et réaliser l’ODD 4. Cumplir los compromisos: ¿van los países por el buen camino para alcanzar el ODS 4? Año de publicación: 2019 Autor corporativo: Global Education Monitoring Report Team | UNESCO Institute for Statistics (UIS) El mundo ya ha recorrido un tercio del camino hacia la fecha límite para el cumplimiento de la Agenda 2030 para el Desarrollo Sostenible, que incluye el Objetivo de Desarrollo Sostenible 4, relativo a la educación, pero aún está muy atrasado en el cumplimiento de sus compromisos. Esta publicación conjunta del Instituto de Estadística de la UNESCO y el Informe de Seguimiento de la Educación en el Mundo para el Foro Político de Alto Nivel sobre el Desarrollo Sostenible de 2019 refleja de manera concisa lo lejos que está el mundo de alcanzar sus objetivos en materia de educación. Este es el año en que la generación de estudiantes que debería finalizar la educación secundaria en 2030 tendría que ingresar a la escuela. Sinembargo, en los países de ingresos bajos, solo el 60% de los niños terminan la educación primaria, mientras que en algunas regiones el porcentaje de estudiantes que alcanzan un nivel mínimo de competencia en lectura está incluso en disminución. No se puede negar que el mundo no está bien encaminado. Ya es hora de que cese la apatía. La comunidad internacional se apoya en los datos para informar al marco de seguimiento del ODS 4 con el fin de evaluar los progresos realizados. Si bien se han realizado claras mejoras en la producción de datos, los faltantes de información siguen siendo motivo de gran preocupación. En esta publicación se hace un llamado a los países y a sus asociados internacionales para que coordinen y financien la producción de datos para el seguimiento y a la consecución del ODS 4. 
Gender Report 2020: A New Generation; 25 Years of Efforts for Gender Equality in Education (Global Education Monitoring Report) Año de publicación: 2020 Autor corporativo: UNESCO | Global Education Monitoring Report Team Building on the 2020 Global Education Monitoring Report, this report investigates how inclusion in education can advance gender equality in and through education, which is critical to make progress towards gender equality in society. The goal of gender equality is, of course, not new. It was enshrined in the 1979 Convention on the Elimination of All Forms of Discrimination Against Women and was at the core of the 1995 Beijing Declaration and Platform for Action, whose 25th anniversary is marked in 2020. 
Global Education Monitoring Report 2024/5: Leadership in Education; Lead for Learning Año de publicación: 2024 Autor corporativo: Global Education Monitoring Report Team Leadership matters in education. Strong leaders are needed to help institutions, systems and societies change for the better. Strong leaders work in collaboration with other actors towards the same goals. At the school level, they are the principals but also those who surround them, in the school and in the community, in positions of responsibility. At the system level, they are civil servants working as district officers, supervisors or planners. At the societal level, they are political leaders, as well as a very broad range of actors who help shape education goals, from unions and researchers to civil society and the media.Entitled Lead for learning, this report argues that, in pursuing specific goals, education leaders are more than just managers. They are change agents, who need the time, trust and support to focus on setting a vision and developing the people they serve and work with. The report calls for investment in and empowerment of school and system leaders. There should be fair hiring processes and growth opportunities that recognize the full scope of leaders’ roles. Moreover, leadership works best when it is shared, empowering others to lead as they can within their roles.There is no one leadership style that works. Different contexts, capacities and personalities mean that styles vary, and rightfully so. This, combined with the different goals that each leader is trying to achieve, means that their impact is hard to fully assess. Yet, all research points towards the critical need for strong leaders to continuously improve education quality. School leaders are second only to teachers for transforming student outcomes. Meanwhile, politicians wield huge influence in making equitable and inclusive education a national priority.Supporting this seventh Global Education Monitoring Report is a new series of country profiles on PEER, an online resource supporting policy dialogue and describing policies and regulations on school principal selection, preparation and development in the world’s education systems. 
Rapport mondial de suivi sur l'éducation 2024/5, Leadership dans l'éducation : diriger pour apprendre Año de publicación: 2025 Autor corporativo: Global Education Monitoring Report Team Le Rapport mondial de suivi sur l'éducation 2024/5 évalue les progrès accomplis dans la réalisation des objectifs du Programme 2030 et montre que, si le nombre d'enfants scolarisés et achevant l'enseignement secondaire n'a jamais été aussi élevé, de nombreux domaines connaissent une stagnation. Le leadership joue un rôle central pour y remédier. Aucune école n’améliore les résultats des élèves sans un bon leader pour montrer la voie. Sur la base d’un examen des lois et politiques concernant la sélection, la préparation et les conditions de travail des chefs d'établissement de 211 systèmes éducatifs, le rapport analyse les leviers stratégiques permettant d'attirer et de retenir des leaders de talent.Les possibilités d’exercer un leadership ne se limitent pas aux dirigeants des écoles, elles s’étendent à des personnes qui occupent d’autres postes dans le système éducatif et en dehors de celui-ci, telles que les directeurs adjoints, les enseignants et les élèves lorsque le leadership est partagé, les responsables politiques, la société civile, les organisations internationales, les syndicats et les médias, qui contribuent à définir les objectifs en matière d’éducation.Le rapport préconise que des efforts soient faits pour former des leaders dans quatre dimensions essentielles : fixer des objectifs, donner la priorité à l’apprentissage, encourager la collaboration et faire évoluer les personnes. Pour que ces dimensions se concrétisent, il faut faire confiance aux personnes occupant des postes de direction et leur donner les moyens d’agir ; il faut les recruter grâce à des pratiques d’embauche équitables ; les soutenir dans leur évolution ; et les encourager à mettre en place une culture de collaboration. Le rapport appelle également à investir dans la capacité des responsables de l'éducation à jouer un rôle de leader au sein du système, en mettant particulièrement l'accent sur la direction pédagogique et l'assurance qualité 
Informe de seguimiento de la educación en el mundo, 2024/5: Liderazgo en la educación: liderar por el aprendizaje Año de publicación: 2025 Autor corporativo: Global Education Monitoring Report Team El Informe de seguimiento de la educación en el mundo 2024-2025 evalúa los avances hacia el logro de las metas de 2030 y muestra que, aunque hay más niños escolarizados y que finalizan la educación secundaria que nunca, en muchos ámbitos hay estancamientos. El liderazgo es fundamental para abordar esta cuestión. Ninguna escuela puede mejorar los resultados de los alumnos sin un buen líder que muestre el camino a seguir. Partiendo de un examen de la legislación y las políticas relativas a la selección, preparación y condiciones laborales de los directores de escuela de 211 sistemas educativos, el informe analiza instrumentos de política para atraer y retener a líderes talentosos.El potencial de liderazgo no se limita a los líderes escolares, sino que abarca también a las personas que ocupan otros puestos en el sistema educativo, así como fuera de él, desde subdirectores, docentes y alumnos, cuando el liderazgo es compartido, hasta líderes políticos, la sociedad civil, organizaciones internacionales, sindicatos y medios de comunicación, que contribuyen a definir los objetivos de la educación.El informe insta a adoptar medidas para que los líderes desarrollen sus capacidades en las cuatro dimensiones fundamentales del liderazgo: establecer expectativas, centrarse en el aprendizaje, fomentar la colaboración y favorecer el perfeccionamiento personal. Para llevar a la práctica estas dimensiones, es esencial confiar en quienes ocupan puestos de liderazgo y empoderarlos; reclutarlos mediante prácticas de contratación justas; brindarles apoyo para que se perfeccionen; y motivarlos a fomentar culturas de colaboración. Asimismo, el informe pide que se invierta en fortalecer las capacidades de los funcionarios de educación para que actúen como líderes del sistema, especialmente en el liderazgo pedagógico y la garantía de la calidad. 
Global Education Monitoring Report 2023, Southeast Asia: Technology in Education; A Tool on Whose Terms? Año de publicación: 2023 Autor corporativo: Global Education Monitoring Report Team | Southeast Asian Ministers of Education Organization (SEAMEO) Developed in partnership with the Southeast Asia Ministers of Education Organization (SEAMEO), and with the contribution of EdTech Hub, the fifth regional report focuses on technology in education in Southeast Asia. Characterized by a variety of contexts and resources, Southeast Asia has experienced a rapid growth in digital technology applications. In education, digital technologies have been identified for their potential to transform education and meet the region’s development aspirations. The regional report investigates both challenges and potentials, which technology as a tool and as a process can potentially contribute to, across and within countries, and education levels. The regional report on Southeast Asia covers 11 countries, Brunei Darussalam, Cambodia, Lao PDR, Indonesia, Malaysia, Myanmar, Philippines, Singapore, Thailand, Timor-Leste and Viet Nam. Extensive background research informs the regional analysis: 9 country case-studies compiled by local research teams and independent experts; 5 thematic studies produced by SEAMEO centers on open and distance learning, technology for students with disabilities, integration of technology in teaching practices, key policies issues in ICT in education; technology in technical and vocational education and training, and 3 research inputs on ICT in education practices produced by SEAMEO affiliate members and partners. 
Global Education Monitoring Report 2025: Gender Report: Women Lead for Learning Año de publicación: 2025 Autor corporativo: UNESCO Barriers to gender equality in education leadership positions can and need to be overcome This gender edition, which is part of the 2024/5 Global Education Monitoring Report on leadership in education, addresses the remaining obstacles for women in their efforts to climb up the leadership ladder in education. Although the teaching profession has been feminized, there are considerable gender gaps in school management, education administration and political leadership positions, a situation illuminated in detail with examples from all over the world. Gender disparity in education leadership is the result of entrenched stereotypes and biases – conscious or unconscious – on the one hand and on the other institutional processes or professional development mechanisms that are insufficiently supportive. Research suggests that women leaders display some differences relative to men in their approaches to education leadership, for example the extent to which they emphasize collaboration, build relationships with the community and retain a focus on learning. While there is little to suggest that these differences are universal or immutable, the evidence points to the fact that the lack of equitable opportunities translates to less talent and fewer diverse approaches to leadership, which are a loss to education systems – not to mention the obvious need for equity. This is particularly evident in parts of the world where gender disparities remain large. This gender edition calls on countries to take a much closer look at gender disparity in education leadership and adopt measures to raise awareness, improve mechanisms and strengthen capacities to address discrimination and bias and thus encourage women who aspire to such careers to pursue them. Gender disparity in education leadership is the result of entrenched stereotypes and biases – conscious or unconscious – on the one hand and on the other institutional processes or professional development mechanisms that are insufficiently supportive. Research suggests that women leaders display some differences relative to men in their approaches to education leadership, for example the extent to which they emphasize collaboration, build relationships with the community and retain a focus on learning. While there is little to suggest that these differences are universal or immutable, the evidence points to the fact that the lack of equitable opportunities translates to less talent and fewer diverse approaches to leadership, which are a loss to education systems – not to mention the obvious need for equity. This is particularly evident in parts of the world where gender disparities remain large. This gender edition calls on countries to take a much closer look at gender disparity in education leadership and adopt measures to raise awareness, improve mechanisms and strengthen capacities to address discrimination and bias and thus encourage women who aspire to such careers to pursue them. 
UNESCO-UNEVOC Medium-Term Strategy for 2021-2023: Strengthening TVET Capacities and Cooperation in the Member States Año de publicación: 2020 Autor corporativo: UNESCO International Centre for Technical and Vocational Education and Training (UNEVOC) The Medium-Term Strategy for 2021-2023 (MTS-III) sets out how UNESCO-UNEVOC will support TVET institutions to meet the demands of dynamic labour markets and provide quality skills training for a sustainable future of work. MTS-III focuses on developing the capacities of TVET leaders, supporting TVET institutions in implementing change programmes, and facilitating knowledge sharing and peer learning within the UNEVOC Network.