RESULTS IN THE LATIN AMERICA & CARIBBEAN REGION 2015 Volume 6 RESULTS IN THE LATIN AMERICA & CARIBBEAN REGION Printed in: Washington, D.C., by The World Bank Group Produced by: The Latin America and Caribbean Regional Operations Unit in collaboration with the Latin America and Caribbean External Communications Unit Editor: Eric Palladini Design: Miguel Barreto Cover photos: World Bank Collection October 2015 TABLE OF CONTENTS i Foreword ARGENTINA 1 Improving Roads In Córdoba 5 Enhancing The Public Sector’s Efficiency, Transparency, And Accountability 9 Addressing Challenges In Health And Education In San Juan BOLIVIA 14 Providing Productive Agricultural Land For The Poor BRAZIL 19 Improving Service Delivery And Fiscal Reforms in Rio De Janeiro 23 Expanding Coverage And Improving Quality Of Primary Health Care COLOMBIA 27 Linking Smallholder Farmers To Markets 31 Better Transport, Water And Sanitation For The Urban Poor In Bogotá 38 Peace And Development Go Hand In Hand 43 Improving Access To Justice Services EL SALVADOR 47 Improving Disaster Risk Management And Responding To Natural Hazards HAITI 53 Responding To The Cholera Epidemic HONDURAS 57 Tegucigalpa Assesses Its Public Financial Management System JAMAICA 61 Big Steps Toward Improving Education MEXICO 65 Increasing School Autonomy And Parental Participation NICARAGUA 70 Expanding Reliable Water Supply And Sanitation Services To Managua’s Urban Poor PANAMA 74 Better Health And Education For Kids FOREWORD Latin America and the Caribbean (LCR) will be center stage in the global development debate this month as leaders from around the world convene in Lima, Peru for the Annual Meetings of the World Bank Group and International Monetary Fund. Critical progress in poverty reduction has been made in the region over the last decade. Extreme poverty was halved. Inequality declined. The region’s bottom 40 percent of the population saw growth eclipsing that seen by the group in every other region in the world. However, a global slowdown in economic growth and activity challenges these positive strides. Sustaining the advances despite the slowdown will certainly be an issue discussed at the Annual Meetings. Learning and sharing the experiences from our development results is even more critical in the face of these challenges. The stories in this book embody concrete successes of countries working together with the World Bank. Innovative development approaches were designed and implemented. The lives of citizens improved. Opportunities expanded. Individuals, communities, countries, and even regions benefited from better health, education, governance, disaster risk management and more. Emilia Galeano is a perfect example. The Argentinian small business owner now has access to basic supplies and faster emergency care because of a new road that connected her small town of La Cumbrecita with larger cities in the area. Specialty coffee producer Natan Nieto enjoys the benefits of productive alliances between rural producer organizations and private agribusinesses that the World Bank helped to establish, strengthen, and promote. These stories show how important collaboration and strategic partnerships are in achieving results. I am confident that if we continue to work together to find ways to improve our solutions, we can indeed achieve the twin goals of eradicating extreme poverty and boosting shared prosperity by 2030. Jorge Familiar Calderon Regional Vice President Latin America and Caribbean Region World Bank Group PAGE X Morning grass in Cordoba. Photo: FreeImages.com/Gabriel Robledo, CC. ARGENTINA IMPROVING ROADS IN CÓRDOBA The provincial government of Córdoba improved the province’s competitiveness and opportunities for economic growth by boosting its capacity to encourage efficient planning policies and adequate resource allocation for the rehabilitation and maintenance of the core provincial road network, especially through the use of innovative performance-based contracts. CHALLENGE SOLUTION Following the 2001 economic crisis, the province Through the Córdoba Road Infrastructure of Córdoba was a major contributor to Argentina’s Project, the World Bank supported the provincial recovery and rapid economic growth. Nevertheless, government’s use of performance based the province was experiencing financial shortfalls. rehabilitation and performance contracts (Contrato Few resources were available to maintain and de Recuperación y Mantenimiento CREMA). These extend Córdoba’s road network and address contracts have the advantage of committing funds the most urgent transport needs. In 2003, the upfront for routine maintenance over an extended provincial road sector budget amounted to US$26 period of time, instead of depending on stop-and- million, when the minimum needed to enhance go funding. competitiveness and prevent the road infrastructure from becoming a bottleneck to further growth was The project partnered with the Ministry of Finance US$80 million. This led to a severe maintenance to improve the quality of provincial expenditures backlog, which threatened the province’s growing through better project management, monitoring, agriculture and tourism sectors. and evaluation. In addition, the project provided PAGE 1 technical assistance to enhance the capacity of the project’s support for institutional development Provincial Directorate of Highways to prioritize and helped to consolidate the basic building blocks optimize investments through the development of for a performance-based culture in provincial an efficient road network management strategy. administration. Some of the project’s additional The objective of this strategy was to expand and outcomes included: maintain in good condition the road network. • Employment generation opportunities Finally, the project collaborated with the provincial increased with new local commercial and government on the comprehensive Road Safety agro-industrial centers. Plan and provided equipment to the Provincial Highway Patrol, which helped to reduce deaths • Access to 38 education centers and 20 health caused by traffic accidents on provincial roads. centers improved, with a more permanent presence of medical personnel. T • Mobility and access increased on the order of HE OBJECTIVE OF 120 percent, especially in heavy goods vehicles THIS STRATEGY and more frequent public transport. WAS TO EXPAND • Improved road safety conditions and AND MAINTAIN IN enforcement mechanisms led to reductions in GOOD CONDITION THE the mortality rate on provincial and national ROAD NETWORK. roads. WORLD BANK GROUP CONTRIBUTION The Bank was a key partner in road safety efforts RESULTS through technical assistance, knowledge exchange, Under the CREMA modality, the project financed and cross-fertilization of experiences. The Bank the paving of 125 kilometers of provincial roads provided financing of US$75 million over the and covered the rehabilitation and maintenance seven-year project implementation period. Also, of another 140 kilometers of provincial roads. The the project received two grants from the Global PAGE 2 Road Safety Facility to finance an International the DPAT, the Road Safety National Agency and Road Assessment Program survey and a Capacity the Global Road Safety Facility, and led to the Assessment Review. successful development of a provincial road safety plan. MOVING FORWARD The Bank foresees no further operation, except for the completion of CREMA contracts under execution as part of the Provincial Roads Project II. The Córdoba Provincial Directorate of Highways has developed its own road maintenance contracts known as “contratos de cobertura,”which are awarded to contractors to provide maintenance Paved and rehabilitated provincial roads in Cordoba. Photo: World Bank. services on a certain number of kilometers of road. These contracts are similar to CREMA PARTNERS contracts because they commit funds up front for Project implementation required a strong routine maintenance over an extended period of partnership between the Bank and the Provincial time. Provincial Law No. 10,081 ensures financial Ministry of Finance, Ministry of Public Works, the sustainability of the road maintenance projects by Agency for Investment and Financing, Provincial imposing a fuel levy, which is expected to bring in Directorate of Highways, and the Ministry of revenues of about US$100 million per year. Government’s Directorate of Road Accidents Preventions (Dirección de Prevención de Accidentes BENEFICIARIES de Tránsito, DPAT). All institutional strengthening activities were carried out with the government’s Local users and road transport services directly resources and in-house capabilities. Local benefited from the reduced transport costs and counterpart financing was US$21.54 million. This upgraded road safety. Rural communities benefited partnership created a productive synergy between from the enhanced access to social services and PAGE 3 “N distant markets. For instance, by paving a 27.2 kilometers road, the project facilitated access to the OW WE town of La Cumbrecita, a popular tourist attraction. CAN HAVE EASIER “The construction of the bridge and pavement of the road that connected our town with Villa ACCESS TO SUPPLIES, General Belgrano and other bigger cities have a FASTER EMERGENCY high positive impact, because now we can have CARE, AND ALSO easier access to supplies, faster emergency care, EXPAND SPECIAL and also expand special educational courses for EDUCATIONAL kids, like language and music classes.” COURSES FOR KIDS, Emilia Galeano (local business owner, LIKE LANGUAGE AND La Cumbrecita). MUSIC CLASSES.” PAGE 4 ARGENTINA ENHANCING THE PUBLIC SECTOR’S EFFICIENCY, TRANSPARENCY, AND ACCOUNTABILITY Argentina’s ongoing efforts to modernize the governance and management of the public sector are improving the efficiency, transparency, and accountability of public service delivery to its citizens. Based on earlier progress, these improvements were accomplished through five pilot programs designed to automate public services and institutionalize monitoring dashboards, digital signatures, and citizen charters. CHALLENGE for procuring goods and services, limited provision Argentina experienced dramatic progress after of information on public services available the 2001 financial crisis, but improvements online, and variable engagement with citizens on in governance and public sector management improving government services. remained essential to translate the recovery into sustainable economic and social development. SOLUTION The remaining challenges included short-term The World Bank-supported Second State and strategic planning, limited monitoring of Modernization Project followed the first State progress on national and subnational goals, Modernization Technical Assistance Project inefficient back-office processes and procedures (approved in 1998). The project built on progress PAGE 5 and lessons learned for incremental but impactful RESULTS reforms, based on national ownership and The project strengthened public sector performance alignment with government commitments, through improved coordination, monitoring, and strategies and plans. Through the development evaluation. Improved performance monitoring tools of multiple dashboards to monitor performance, (“dashboards”) were put in place to monitor public the Chief of Cabinet Office (CCO) was able to track policies and projects, supporting the achievement progress across several federal agencies, while of defined targets across ministries, the national increasing the transparency and reliability of public administration, and in 18 jurisdictions. The information between the agencies, Congressional Ministry of Labor, the National Institute against decision-makers, and the public. E-government Discrimination, Xenophobia, and Racism (Instituto tools also increased the efficiency, accountability, Nacional contra la Discriminación, la Xenofobia and transparency of public sector management. y el Racismo, INADI), and the National Social For example, 38 national organizations launched Security Administration (Administración Nacional Citizen Charters as public mechanisms for objective de la Seguridad Social, ANSES) among others, are monitoring of service delivery, and five piloted now using these tools to work more effectively. Government-to-Citizen transactional services for The dashboards are playing an important role in improved accessibility across a range of public decision-making processes, driving improvements services. Institutional tools were based on agency in public administration functioning and delivery of demands, and designed for interoperability so that services to citizens. improvements could be replicated and scaled. Five piloted online public services enabled citizens to perform tasks online, in the areas of justice, 38 NATIONAL ORGANIZATIONS LAUNCHED CITIZEN CHARTERS AS PUBLIC MECHANISMS FOR OBJECTIVE MONITORING OF SERVICE DELIVERY. PAGE 6 social protection, and other services, particularly WORLD BANK GROUP CONTRIBUTION benefiting women and other disadvantaged groups. The Bank contribution included a loan of US$ 22.22 These e-government platforms lay the foundation million. In addition, the Bank was able to attract for further automation to improve citizen access international experts and cutting-edge technology across a range of public services. A citizen-centered to the project. portal containing information on over 1,400 public services and procedures, received over 3.2 million PARTNERS visitors by June 2015, with high rates of user The project benefited from collaboration among satisfaction. key development partners working in public sector reform, including the United Nations Development The use of modernization tools enabled more Programme (UNDP) and the Inter-American efficient service delivery. For example, 76 agencies Development Bank (IADB). Collaboration are now using digital signatures and over 70 enhanced harmonization in key areas, such as percent of the national administration has institutional transparency and capacity building implemented a digital system for more efficient programs for public servants. and transparent procurement, moving towards an integrated, secure, and paperless administration. MOVING FORWARD The platforms created through the project, Platforms for greater transparency, accountability, particularly through e-government, monitoring and citizen participation have been established. and evaluation, and social accountability tools, Over thirty national organizations are using have enjoyed systematic and continuous use since citizens’ charters as tools to engage public the project’s closure. The focus on interoperability monitoring of their performance and to enhance and scalability in their design also enabled the quality of delivery, reducing opportunities for greater impact across Argentina’s national public corruption and promoting citizens’ awareness of administration. their rights. PAGE 7 BENEFICIARIES and Customs Administration (Administración The project strengthened the capacity of the Chief Federal de Ingresos Públicos, AFIP) also benefited of Cabinet Office to fulfill its ambitious mandate to from state modernization support. Modernization promote policy coordination and oversee reforms of these institutions benefited citizens in general across Argentina’s national public administration. and the private sector through more efficient and Other ministries and agencies, such as the National effective public services and policies, creating a Investment Development Agency (Agencia Nacional more conducive environment for sustained and de Desarrollo de Inversiones, ANDI), the Ministry inclusive growth. of Labor, the Nuclear Regulatory Agency (Autoridad Regulatoria Nuclear, ARN), and the Federal Tax Photo: Jefatura de Gabinete de Argentina PAGE 8 ARGENTINA ADDRESSING CHALLENGES IN HEALTH AND EDUCATION IN SAN JUAN The province of San Juan implemented several programs to improve the equity, quality, and efficiency of health service delivery and to tackle the high levels of school failure in the first few years of primary education. The programs also addressed the unequal access to education for children from disadvantaged backgrounds and their ability to remain in school. CHALLENGE 2008 was about 14 deaths per 1,000 live births, By 2010, notwithstanding San Juan’s strong higher than the national average of 13.3 deaths economic growth and solid fiscal performance, per 1,000 live births. In addition, at seven deaths key provincial human development indicators per 100,000 live births, the province’s maternal lagged behind the national average in the areas mortality rate was almost double the national of health and education. Although public health average. Cardiovascular and respiratory diseases expenditures amounted to about 30 percent of and tumors were the leading causes of adult death total provincial social expenditure, maternal and in the province, representing about 64 percent infant mortality were above the national average of total deaths, followed by external causes and and non-communicable diseases were a growing diabetes representing 16 percent of total deaths of problem. San Juan’s infant mortality rate in the province. PAGE 9 For children from disadvantaged backgrounds, Todos Pueden Aprender (“All Can Learn”) and the the province’s most important challenges in the Jornada Completa (“Full Day”). The component education sector were evident particularly in focused on the key challenges of school failure, primary school, where the repetition rates during unequal access, and the high dropout rate. the first six years exceeded the national mean, and the 2.7 percent dropout rate was well above the RESULTS national average. Overall, San Juan Province improved key maternal and child health indicators, even surpassing SOLUTION the national average. By the end of the project, San Juan Province addressed these human permanent safe blood provision in maternities development challenges with the support of the reached 100 percent, and the percentage of World Bank-financed San Juan Social Inclusion pregnant women attending the minimum required and Development Project-SWAP (Sector-wide number of consultations before birth doubled. Approach). The SWAP financed specific programs Also, the percentage of children with complete in those sectors. The health sector component immunization in their first year of life was nearly of US$28 million complemented two earlier 96 percent by the end of 2013. One of the most projects by supporting the Ministry of Health in remarkable achievements was the registration into the areas of maternal, youth and child health, and a database, created by the Ministry of Health, of the non-communicable diseases. The earlier Bank- population without health insurance coverage. This financed projects were Plan Nacer, which aimed valuable database will help the ministry’s budget to improve access and coverage in maternal and process and the design and development of health infant population, and the Essential Public Health policy in the province. Functions project, which attempted to achieve universal coverage for prioritized health public Communal health workers identified persons with programs. diabetes and ensured that they received proper medical treatment, although the percentage of The Education Sector component of US$19 million identified diabetic patients under regular care fell supported two concurrent and ongoing programs: short of the target. PAGE 10 million funded technical assistance activities that supported the implementation of the main components. PARTNERS The San Juan Investment Promotion Agency (Agencia San Juan de Desarrollo de Inversiones, ASJDI) was the main point of contact with the Bank. It coordinated the teams from the Ministries Young students in rural areas of Argentina. Photo: World Bank. of Health, Education, and Finance. ASJDI followed progress in the achievement of objectives, In the “All Can Learn” and “Full Day” programs, producing semi-annual reports and a mid-term education authorities emphasized teacher training. report which facilitated Bank supervision of the The result was a substantial increase in the project. The teams from the Ministries of Health promotion rate of students in the first school cycle, and Education mentioned that the contribution and a marked improvement in the percentage received from the Bank’s specialists was extremely of students who achieved passing grades in both useful. language and math. The number of Full Day schools T reached 42 by December 2011, which was 10 more than the target. By the end of 2013, the number had HE NUMBER grown to 51 and 11 more were planned for 2014. OF FULL DAY SCHOOLS WORLD BANK GROUP CONTRIBUTION REACHED 42 BY The SWAP provided a total financing of US$48.65 DECEMBER 2011, million, of which US$28 million was destined to the WHICH WAS 10 MORE health component and US$19 million destined to THAN THE TARGET. the education component. The remaining US$1.65 PAGE 11 MOVING FORWARD The programs that were financed are now included in the budgetary process of San Juan Province. This guarantees their funding and continuity. Public officials internalized the institutional and procedural reforms adopted during implementation and will likely continue applying them. Although there is currently no discussion about a follow-up operation, the provincial authorities have expressed interest in a second loan of the same type. BENEFICIARIES The primary project beneficiaries are the users of public health and education services in San Juan Province. Many of these beneficiaries are among the poorest in the province. The institutions benefiting from the project include the provincial Ministries of Health and Education, the Ministry of Finance, and the San Juan Investment Promotion Agency, which is linked to the Ministry of Economic Development and Production, and had the responsibility for the overall management of the project. PAGE 12 PAGE CC. Perito Moreno Glacier, Argentina. Photo: FreeImages.com/Diego Chiesa, 13 BOLIVIA PROVIDING PRODUCTIVE AGRICULTURAL LAND FOR THE POOR Bolivia’s pilot program developed land access mechanisms to benefit predominantly indigenous families organized in productive associations. These associations were granted more than 150,000 hectares of land, and through grants and technical assistance, average family income increased by 39 percent. Women participated actively through training sessions on agricultural production and the management of the associations. CHALLENGE especially in the Department of Santa Cruz, at Access to agricultural land has been a long- a time when Bolivia was undergoing significant standing challenge for poverty reduction in Bolivia. political and social changes. Since 2006, the Despite government efforts since the Agrarian Morales administration has made agrarian reform Reform of 1953, landlessness has been growing. one of its central policies, promoting equity Traditional, often bureaucratic land access through the distribution of agricultural land, with mechanisms, such as public land distribution and a particular focus on communities of Indigenous planned settlements on lands identified during Peoples’ Territories (Territorios Comunitarios de the regularization process, could not satisfy the Origen, TCOs) and Communal Lands (Territorios growing demand. Meanwhile, underutilized private Comunitarios, TCs). However, due to a lack of lands were on the rise in the eastern lowlands, technical capacity and productive assets, poor PAGE 14 farmers, and especially indigenous families, still land purchasing, but changing market conditions faced constraints to benefit from the right to land made land prices unaffordable for beneficiaries. that they had received as members of TCOs and Based on implementation experience and the TCs. pro-poor land policies promoted by the Morales administration, the land access mechanisms were broadened to include leasing, share cropping, P and especially an innovative alternative that OOR FARMERS, allowed poor indigenous families who had been AND ESPECIALLY given collective land rights to enjoy these rights INDIGENOUS productively by providing them with matching FAMILIES STILL FACED grants and technical assistance for agricultural CONSTRAINTS TO productive investments and commercialization BENEFIT FROM THE of products. This mechanism in particular had RIGHT TO LAND THAT demonstrable impacts and could be replicated THEY HAD RECEIVED. countrywide and other countries of the region. RESULTS The project enabled the testing of innovative land access mechanisms suitable to local contexts and SOLUTION indigenous communities. It contributed to testing The Land for Agricultural Development Project was alternative decentralized beneficiary-driven land designed as a pilot effort concentrated on selected distribution mechanisms for organized landless or municipalities of the Department of Santa Cruz, poor farmers, by: where the land market looked favorable to test new land access mechanisms. Project design was • Facilitating access to 151,579 hectares of land informed by the World Bank’s global experience for productive purposes, 87.3 percent of which and by South-South knowledge exchanges (with, is located in Indigenous Peoples’ Territories for example, Brazil). The project initially focused on and Communal Lands. PAGE 15 • Enabling 2,891 beneficiary families (11,488 • At least three quarters of the productive direct individual beneficiaries, 5,681 of whom associations rated the project’s capacity- are women) to gain access to land and improve building activities as good or excellent. their livelihoods through 237 productive • Women’s participation in training activities associations. reached 38 percent by the project’s closing date, • Allocating an average of 52 hectares of land with training focusing both on agricultural and per family, and 640 hectares per productive administrative skills. association. • Women were also active board members in 74 percent of the productive associations The project also supported productive investments established. in agriculture, livestock, and agro-forestry systems on the newly accessed land, contributing to WORLD BANK GROUP CONTRIBUTION increased and more sustainable livelihoods for The Bank financed the project with a credit of beneficiaries, as evidenced by several key outcomes: US$15 million equivalent (XDR 9.8 million). Based • Family income increased by 39 percent on global experience and good practices, the Bank compared to the baseline of 2008. also provided substantive technical advice on the design and operationalization of the various land access mechanisms and the participatory process to organize the beneficiaries in a culturally and environmentally adequate manner. PARTNERS The United Nations Food and Agricultural Organization (FAO) provided technical expertise during project implementation and for the final evaluation. Project beneficiary in all-women Productive Association proudly shows the fruits of the investment supported by the Project, Bolivia. Photo: World Bank. PAGE 16 W MOVING FORWARD Although a follow-on project was not prepared, E INTEND Bolivia has a proven mechanism to consolidate TO CARRY access to land, especially for indigenous peoples ON WITH in TCOs and TCs, which could be scaled up. To ensure the sustainability of the productive THE PRODUCTIVE associations, the project implemented a graduation ASSOCIATION. NOW plan. This plan ensured that the associations had THAT WE HAVE achieved a minimum set of conditions related GOTTEN OUR LEGAL to organizational, administrative, technical, and STATUS, WE ALSO entrepreneurial competencies. Consequently the INTEND TO GET THE capacity of most associations was strengthened TAX ID NUMBER, TO and they should be able to continue with their CONTINUE FORWARD. productive activities and participate in other rural development programs. Long term project benefits also include the processing of identity documents BENEFICIARIES for women and youth. “We’ve learned to do a work we had never done in our lives; we had seen it, but now we have done it.” Edith Rosario Herrera, Treasurer of the “April 19” Productive Association “We intend to carry on with the productive association. Now that we have gotten our legal status, we also intend to get the tax ID number, to continue forward.” Jesús Flores, project beneficiary Project beneficiary, Bolivia. Photo: World Bank. PAGE 17 PAGE 18 Clínica da Família Assis Valente. Photo: Prefeitura do Rio de Janeiro. BRAZIL IMPROVING SERVICE DELIVERY AND FISCAL REFORMS IN RIO DE JANEIRO Rio de Janeiro restructured its debt and made more resources available for investment while supporting policy reforms to strengthen public sector performance and improve the quality of public service delivery. CHALLENGE was a particular fiscal burden, although it included For the past two decades, a long-run economic an option to reduce debt service costs by prepaying decline exacerbated social and economic inequality part of the outstanding balance. for Rio de Janeiro’s 6.2 million residents. Between 1985 and 2003, the city’s economy has contracted SOLUTION at an average annual rate of 1.1 percent. Fiscal In January 2009, the newly elected municipal constraints in the aftermath of a mid-1990s fiscal government committed itself to improving public crisis have further deteriorated the quality of service delivery and public sector efficiency municipal service delivery. The city’s poor make and effectiveness, and promoting private up about 13 percent of the population and nearly sector development, while maintaining fiscal 19 percent of them live in slum neighborhoods discipline. To that end, the municipal and federal with inadequate infrastructure, transportation, governments approached the World Bank for a schools and health facilities. In addition, a large Development Policy Loan (DPL) to alleviate Rio’s and expensive loan from Brazil’s National Treasury debt service burden. PAGE 19 The Rio Municipal Development Policy Loan, urgent care clinics run by private, not-for-profit financed a portion of Rio’s existing debt and served management companies. as a platform for dialogue about policy issues, • Improved learning outcomes through early especially in Monitoring and Evaluation (M&E) childhood development, remedial literacy systems, Public-Private Partnerships (PPPs), programs, innovative approaches for schools pension reform and budget management. The DPL in dangerous neighborhoods, and improved was aligned with the Bank’s Country Partnership teacher training and career development. Strategy (CPS), which identifies engagement with subnational jurisdictions to enhance the • Increased percentage of children with adequate effectiveness of the Bank’s technical and financial reading skills at the end of grade 1 by 10 resources. percentage points. • Reduced percentage of children in grade 9 RESULTS performing more than two years behind grade The operation’s results included: level by 7 percentage points. • Increased available resources by around 7 T percent of current revenue. HE • Prepaid the municipal government’s debt to DEVELOPMENT the National Treasury and strengthened tax administration. POLICY LOAN, FINANCED A PORTION • Expanded public sector investments from OF RIO’S EXISTING 3.7 percent to 15.9 percent of total public DEBT AND SERVED expenditure, in bus rapid transit routes, AS A PLATFORM FOR schools, day care facilities, and health clinics. DIALOGUE ABOUT • Expanded primary health care coverage from 6 POLICY ISSUES. percent of the population in 2009 to 40 percent in 2013, through a network of primary and PAGE 20 Escola do Amanha at Complexo do Alemao slum, Rio de Janeiro. Photo: World Bank. • Improved public sector efficiency using to 2010, through procurement reform and a Public-Private Partnerships framework implementation of a centralized, electronic for projects in sanitation, sports facilities, auction system. Reduced losses from an average waterfront revitalization and light rail of 4.9 percent in 2006-09 to 0.1 percent in transport. 2012 using new stock management procedures piloted in the health system. • Simplified requirements and reduced the time to obtain a business license, from 20 days in 2010 to three days in 2013, for applications WORLD BANK GROUP CONTRIBUTION with low environmental and health impacts. The Bank supported the municipality with a Development Policy Loan in the amount of • Generated average savings of 39 percent on US$1.045 billion, disbursed in two tranches in common goods and services in 2013, compared PAGE 21 2010 and 2011. Two technical assistance operations MOVING FORWARD provided additional support. The first supported The second of the technical assistance projects Reimbursable Advisory Services in Public-Private received Board approval in June 2013 and is Partnership (PPP) for US$609,000. The second expected to run through October 2017, providing was financed through a US$16.2 million Investment additional support to several of the loan’s policy Loan. areas, including public investment management, Medium Term Expenditure Framework and health P and education reform. OLICY ACTIONS UNDER THE DPL BENEFICIARIES Policy actions under the DPL have primarily HAVE PRIMARILY benefited low income households. Health and BENEFITED LOW education outcomes are highly correlated INCOME HOUSEHOLDS. with income and socio-economic status. The HEALTH AND government’s programs in these areas targeted EDUCATION disadvantaged and underserved neighborhoods. OUTCOMES ARE Special attention to the needs of dangerous and HIGHLY CORRELATED violent neighborhoods was especially beneficial. WITH INCOME AND SOCIO-ECONOMIC STATUS. PARTNERS Project partners included the education, health and finance ministries at the municipal and federal levels. PAGE 22 BRAZIL EXPANDING COVERAGE AND IMPROVING QUALITY OF PRIMARY HEALTH CARE Brazil has expanded coverage to mostly low-income populations that rely on public providers, reducing infant mortality in participating municipalities. Introducing performance-based financing and management arrangements into the government’s transfers to the municipal and state levels strengthened the Ministry of Health’s capacity to monitor and evaluate health services. CHALLENGE The government first introduced the PSF in 1994 The Family Health Extension Program, (Programa as its main strategy for extending primary health Saúde da Família, PSF) was designed to improve care to underserved populations. In 1998, the health outcomes through a community-based, government implemented major health reforms, outreach-oriented primary health care model changing the organization, financing, and provision provided by multiple professional health of health services. States and municipalities teams to mostly underserved rural areas and supported the reforms but lacked the managerial small municipalities, and later to 250 urban capacity needed to show results. municipalities (under 100,000 inhabitants), where over 60 percent of Brazil’s population reside. PAGE 23 Despite several achievements, the PSF faced several performance-based disbursement mechanism and challenges: uniform fiduciary and reporting arrangements that applied to the entire PSF investment. • Low productivity of health teams, • Difficulties in converting traditional primary, RESULTS • Care units to the family health approach, The project met its targets by its mid-term review. Infant mortality fell from 17.8 per 1,000 live births • Low prestige of family health practice among in 2003 to 13.9 in 2011, and per capita contacts physicians, with primary care providers had increased from 1.4 • Poor quality of some health professionals, in 2003 to 1.6 in 2011. At the time, PSF coverage in municipalities under the Project for the Expansion • Weak referral systems, and Consolidation Family Health (PROESF 2) had increased from 33.8 percent of the population in • Lack of information on quality of care, 2006 to 39.5 percent in 2011, exceeding the target efficiency and costs, and of 37 percent. By project completion, although • Absence of performance orientation at the service delivery level. SOLUTION The Family Health Extension Adaptable Program Lending (APL) helped expand and consolidate coverage of the PSF, introducing performance- based financing and management arrangements into the government’s transfers to the municipal and state levels, while strengthening the Ministry of Health’s capacity to monitor and evaluate PSF health services. Significant up-front analysis carried The kid and the blue icecream, Brazil. Photo: FreeImages.com/Ricardo out during preparation informed the design of a Vincenzo, CC. PAGE 24 other factors were likely at play (increased access program was approved in March 2002. A US$83.45 to safe water, quality food and education, and a million loan in support of its second phase was reduction in poverty), infant mortality had been approved in April 2008, of which US$34.7 million reduced further to 12.7 per 1,000 live births in were spent. The third phase was never considered 2013. The per capita contacts with primary care in view of the government’s evolving priorities providers, however, had increased to 1.8 in 2012 and programs, which made the relevance of but then began a downward trend, decreasing to continued Bank support modest mid-way through 1.5 in 2014, falling short of the target. PSF coverage implementation of the program’s second phase. expanded to 48.2 percent of the population. In Although Bank financing represented less than addition, studies by the Ministry of Health showed 5 percent of the PSF’s total costs, it provided that PSF’s population coverage increased at a faster significant leverage to affect the program’s design pace in the 187 participating municipalities than in and functioning. those that had not participated. PARTNERS I There were no external partners supporting the NFANT MORTALITY PSF. Nevertheless, there was strong partnership HAD BEEN and coordination among Ministry of Health, state REDUCED FURTHER and municipal Secretariat’s of Health and the TO 12.7 PER 1,000 LIVE Bank, both in the design of the program and its BIRTHS IN 2013. early implementation. MOVING FORWARD Despite subsequent changes in policy, funding, and WORLD BANK GROUP CONTRIBUTION government priorities, the new programs continue The Family Health Extension Adaptable Program to build upon the PSF’s performance orientation, Lending was originally designed as a three-phase, including its quality dimensions. A new public seven-year US$550 million program. A US$68 health care policy (Política Nacional de Atenção million loan in support of the first phase of the Básica, PNAB) approved in October 2011 provided PAGE 25 directives and guidelines on primary health. New BENEFICIARIES initiatives were introduced, including changes in The project supported coverage extension federal financing arrangements to include both exclusively in 187 municipalities with over 100,000 equity and quality as criteria. Resources allocated inhabitants who participated in the first phase. to primary health more than doubled, from R$9.8 About 38 percent of those in the poorest income billion in 2010 to R$20 billion in 2014. With quintile lived in urban areas. The PROESF 2 also increased funding and new programs, the PSF provided the states with technical assistance, remains a preferred delivery model, albeit one training and managerial support to small of several programs. The PSF’s most significant municipalities in rural areas, and to the Ministry contribution was the performance- based financing of Health in strengthening the program’s systems modalities for linking federal transfers to results and its ability to provide support to states and that have been institutionalized in Brazil’s public municipalities. health care system. Ilhabela, Brazil. Photo: FreeImages.com/Gisela Here, CC. PAGE 26 COLOMBIA LINKING SMALLHOLDER FARMERS TO MARKETS Colombia is integrating more than 55,000 smallholder producer households into modern value chains, lifting their productivity and sales volumes, and reaching vulnerable groups including women, indigenous people, and Afro-Colombians. CHALLENGE distant markets, and their inability to comply with The obstacles faced by smallholder producers the stringent requirements relating to volume, in Colombia prevent them from integrating quality, and timely delivery demanded by modern into rapidly evolving national and international agricultural value chains. markets. This contributes to sluggish growth and lingering poverty in the rural sector. Most rural SOLUTION households engage in smallholder agriculture The World Bank-funded Rural Productive characterized by low productivity, asymmetric Partnerships Project addressed these challenges information in prices and selling opportunities, by helping Colombia’s smallholder producers and limited market access. Many of these build entrepreneurship and compete more households sell their commodities in village open- effectively. The project established, strengthened, air markets, which are less demanding but also and promoted productive alliances between rural less rewarding. Others sell through intermediaries, producer organizations and private agribusinesses. due to the small scale of their production, the It introduced a decentralized, demand-driven high transaction costs involved in reaching more PAGE 27 T competitive bidding process for productive partnership proposals along with a transparent, HE PROJECT independent evaluation procedure. With the ADDRESSES investment grants, technical assistance, and INEQUALITY BY business development training, the project ensured that these partnerships not only benefited from REACHING DIFFERENT increased production, sales, and productivity, but CATEGORIES also demonstrated high survival rates. Another OF PRODUCERS, objective of the project was to address inequality INCLUDING by reaching out to women, indigenous people, and VULNERABLE GROUPS Afro-Colombians. SUCH AS WOMEN, INDIGENOUS PEOPLE, RESULTS AND The results achieved by the project have been well AFRO-COLOMBIANS. documented. Highlights include: • More than 820 successful productive • The project reached vulnerable households partnerships benefiting more than 55,000 headed by single women and households in the households were established between 2002 indigenous and Afro-Colombian communities. and 2014. Most of these were established More than 9,900 female-headed households during the second phase, between 2007 and were assisted during the second phase, 2014, (727 partnerships and more than 44,500 exceeding the target of 2,550 households. In households). addition, more than 9.250 indigenous and Afro- • Of the productive partnerships established Colombian households were assisted, exceeding during the second phase, 72 percent of the end-of-project target of 1,275. participating producer organizations remained linked to their business partners 24 months after project support ended. PAGE 28 WORLD BANK GROUP CONTRIBUTION PARTNERS The cost of the first phase of the project (2002- The project was implemented by the Ministry of 2007), equivalent to US$32 million, was supported Agriculture and Rural Development (Ministerio entirely by the Bank. The cost of the second phase de Agricultura y Desarrollo Rural, MADR) with (2008-2015), equivalent to US$122.4 million, was assistance from a decentralized network of supported by the Bank in the amount of US$30 regional and local management organizations. A million, with the balance provided by other partners distinguishing feature of the project was its ability including project beneficiaries. to leverage funding from the public and private sectors. For example during the second phase, of the total project cost of US$122.4 million, Members of a passion fruit producers’ alliance near Buga, Colombia. Photo: World Bank. PAGE 29 US$43 million were contributed by the beneficiary MOVING FORWARD producer organizations themselves, US$27.1 The second phase of the project ended in June million by local governments, US$12.4 million by 2015. Nearly all end-of-project targets were the national government, and US$9.9 million by achieved or surpassed. The government is currently agribusiness partners. making the necessary policy, fiduciary, and operational transition arrangements needed to institutionalize the Rural Productive Partnerships B Program within MADR. Because of its documented ECAUSE OF ITS successes, different configurations of the Rural DOCUMENTED Productive Partnerships approach have been SUCCESSES, replicated under Bank-financed projects in eight additional countries throughout Latin America, as DIFFERENT well as in several countries in Sub-Saharan Africa CONFIGURATIONS and Asia. OF THE RURAL PRODUCTIVE BENEFICIARIES PARTNERSHIPS Natan Nieto from the specialty coffee producer APPROACH HAVE organization Asodesarrollo in Huila commented BEEN REPLICATED that “being associated [with the partnership] UNDER BANK- enables us to access economic resources and FINANCED PROJECTS technical assistance.” He confirmed that the Rural IN EIGHT ADDITIONAL Productive Partnership Project helped to “improve COUNTRIES the life of my family and protect the environment, increasing my income while avoiding pollution.” THROUGHOUT LATIN AMERICA. PAGE 30 COLOMBIA BETTER TRANSPORT, WATER AND SANITATION FOR THE URBAN POOR IN BOGOTÁ Since 1998, Bogotá has developed a large urban infrastructure investment program to meet the needs of its growing population. Bogotá expanded and modernized of water supply and sanitation networks. It also increased access, coverage, quality, reliability, and inter-agency coordination in the provision of water, sanitation, transport, and related basic services. CHALLENGE in slums, (iii) unsatisfied demand for basic During the 1960s and1970s, Bogotá experienced urban services, including housing, water and rapid urbanization. This led to annual population sanitation provision and access to quality public growth rates over ten percent. However, urban transport, in particular for populations migrating services did not keep pace with the population, and from rural areas, (iv) high unemployment and an infrastructure gap was made evident through underemployment rates, reaching levels of 10.4 pathologies common to large cities, including (i) percent and 37.1 percent, respectively, and (v) inadequate management of the public transport urban crime, perceived insecurity and violence (19 system, (ii) deficient land management policies, murders per 100,000 inhabitants). which led to unregulated urban growth, typically PAGE 31 The Transmilenio system in Bogota, Colombia. Photo: World Bank. SOLUTION step that later allowed the city to embark on an During the 1990s, the municipal government internationally recognized program of sustained undertook a number of structural changes in the investments in infrastructure aimed at closing the administration of urban services, which allowed infrastructure gap. planning for significant improvements in public services provision. These changes included an The Bogotá Urban Services Project (BUSP) was enabling environment for sound fiscal management designed to assist Bogotá in implementing a and good governance practices, which allowed strategic portion of its Development Plan (Plan providing for financing mechanisms for ambitious de Desarrollo, PD) consistent with the ten-year infrastructure investment plans. This was the first Land-use Plan (Plan de Ordenamiento Territorial, PAGE 32 POT). The plan focused on affordable housing, from 48 min to 31 min, representing a 25 percent improvement in informal and marginalized decrease in the travel time to access employment, settlements, improvement of key areas such as education, health and economic and social public transport, comprehensive road maintenance, opportunities. The construction of feeder lines and inter-agency coordination, to improve and bike lanes has especially benefited low income the wellbeing and quality of life of the urban population, since it has provided significant population. At time of appraisal, the Bogotá DP accessibility to fast, reliable BRT services and focused on collectively building an inclusive and mobility gains to population living in the low- equitable city. Bogotá had undergone a process of income periphery of the city. The feeder lines improving municipal operations, which made it feature operational, physical and fare integration possible for the Bank to prepare a multi-sectoral to the trunk BRT system, allowing quick, accessible project with a special focus on low-income interchanges of bus services without requiring neighborhoods. The project also represented an the purchase of an additional fare. The bike lanes innovation in the type of engagement that the feature segregated design from pedestrians and urban sector of the Bank used with projects in street vehicles, and feature well lit, signalized and Colombia. The underlying principle for multi- properly connected traces which connect to BRT sectorial interventions was that there would stations which in many cases feature free or low arguably be more impacts and efficiency associated cost bike storage facilities. with well planned, community-driven holistic approaches than isolated, uncoordinated sectorial Urban Upgrading: Nearly 1.2 million inhabitants improvements across the city. have benefited from 55 improvements to urban space works (parks, pedestrian access) and pedestrian infrastructure, including lighting, RESULTS signaling and painting. These works were done Transport: The project daily benefits nearly 160 using a participatory design process with the thousand women users of the Bus Rapid Transit community. The project also contributed to (BRT) Transmilenio Suba Trunk corridor, and improve the direct living conditions of 1,995 nearly 155 thousand men. For these users, average housing units resettled away from high risk areas. passenger travel times along the corridor fell PAGE 33 Eighty-nine low-income neighborhoods (barrios) WORLD BANK GROUP CONTRIBUTION were legalized and 14 public information points The project is one of a series of Bank loans to were established, providing improved legal status Bogotá to improve coverage and access to urban to residents and an increased voice and formal role services. The project’s parent loan provided in the city politics’ community participation. 1,559 US$100 million for the city of Bogotá. An families were assisted, with 534 new residential additional loan of US$30 million was approved titles granted. Participatory development of in October 2008 to scale up the project’s impact environmental management plans for low income and development effectiveness through the settlements/areas including Ciudad Bolívar, Altos support to the district’s new program for urban de la Estancia, Quebrada La Hoya del Ramo and transportation, which was a key element of the two hectares of degraded areas were developed for original project design, and to support local subsequent city projects. agencies with institutional strengthening activities. In addition to the Bank financing, counterpart Water and Sanitation coverage: Between 120 and funding provided US$32.6 million. 450 thousand persons benefited from new water and sewage connections, respectively, and the Technical assistance activities funded by grants city as a whole advanced from 97 and 90 percent in excess of US$2 million between 2004 and 2014 coverage of these services to 99 percent in 2007. provided valuable knowledge products that helped the municipal government improve its planning 89 LOW-INCOME NEIGHBORHOODS WERE LEGALIZED AND 14 PUBLIC INFORMATION POINTS WERE ESTABLISHED, PROVIDING IMPROVED LEGAL STATUS TO RESIDENTS AND AN INCREASED VOICE AND FORMAL ROLE IN THE CITY POLITICS’ COMMUNITY PARTICIPATION. PAGE 34 capabilities in the transport, water and sanitation MOVING FORWARD and environmental fields. For example, grant The Bank continues its engagement with Bogotá proceeds from the Public-Private Infrastructure around increasing provision, coverage and access Advisory Facility strengthened the institutional to urban services, and in particular, to transport. framework and the consideration of different As a result of the successful implementation of institutional layouts with which the administration mass transit project, the city administration has will contract the construction and operation phases prioritized a sustainable transport program that of the Bogotá Metro Line One Project. aims to improve mobility conditions in the short and medium-term. PARTNERS The first program is the full integration of public The Bank fostered a strong partnership with transit system (Sistema Integrado de Transporte Bogotá’s Finance Secretariat (SHD), which was Público, SITP), between the existing BRT network— the designated Project Coordinating Unit (PCU). Transmilenio—and the traditional bus system. Facilitated by the PCU, the Bank developed working partnerships with local agencies including The second program is the construction of Bogotá’s the Urban Development Institute (Instituto de first Metro Line, which will also be conceived Desarrollo Urbano, IDU), in charge of mobility as the first rail component to be integrated (in related components, the Popular Housing Unit terms of tariff, operations, and infrastructure (Caja de Vivienda Popular, CVP), in charge of components) to the SITP in the future. The project urban upgrading activities, and the Bogotá Water financed the second phase of expansion of the BRT and Sewage Company (Empresa de Acueducto system and the studies and designs for the Bogotá y Alcantarillado de Bogotá, EAAB), which led Metro Line One Project. The deliverables of the water and sewage connection works. Multilateral engineering design studies are presently under partners included the Inter-American Development review by the Bogotá municipal government. The Bank (IADB) and Latin American Development Bank is providing technical support in reviewing Bank (CAF), which participated in complimentary and monitoring the results of the designs. The activities in the transport and housing sectors. government of Colombia and the city of Bogotá are PAGE 35 working on the financial, technical and institutional BENEFICIARIES aspects of the 27-kilometer metro project, and a Thanks to the construction of inclusive urban bidding process for the construction of the project infrastructure, citizens with disabilities are able to is expected to be launched in early 2016. access Transmilenio to an unprecedented extent. Ramps, safety elements, and audible mechanisms satisfy the particular needs of disabled people. Urban upgrading has also adapted the surrounding areas of feeder stops, mimicking the trunk line experience, in order to provide a more inclusive urban design. Beyond resources such as signposting for the blind, audible signals for the deaf and ramps for people in wheelchairs, the most important access code in the system is the code of conduct based on the principles of respect and solidarity among users. This provides people with disabilities equal access to the city and the world. “Transmilenio gave me many good things. First of all, it takes me everywhere quickly, even though people complain that it’s too crowded. The trip is really fast. Second, there’s the comfort of having a guide tell me which bus to take. Third, the bus makes fixed stops as part of an itinerary; the other buses would see I was blind and assume I was going to get on to sing or beg. They also have elevators that help a lot.” Luis Rincón, blind user of Transmilenio Transmilenio, Bogota. Photo: FreeImages.com/David Garzón, CC. PAGE 36 Hamacas, Colombia. Photo: FreeImages.com/David Garzón, CC. 37 PAGE COLOMBIA PEACE AND DEVELOPMENT GO HAND IN HAND Colombia is reducing the risk of displacement and mitigating its effects by installing basic assets and generating socioeconomic stabilization through income generation and recovery of a social support network. Colombia is also preventing violence and reducing vulnerability by strengthening participatory democracy. CHALLENGE little opportunities for participation by civil society Colombia, despite its impressive economic institutions. development faces a sustained challenge of high levels of inequality. The internal conflict and the B high rates of violence have had a negative impact on the social and economic development of the ETWEEN country. Between 4.7 and 5.7 million people were 4.7 AND 5.7 internally displaced between 1985 and 2012. MILLION PEOPLE The conflict is waged primarily in rural areas over control of territory. It takes place in regions WERE INTERNALLY characterized by weak institutions and, in many DISPLACED BETWEEN cases, corruption and cronyism, high levels of 1985 AND 2012. impunity, expansion of illicit crop cultivation, and PAGE 38 SOLUTION the national and territorial level) facilitated The Peace and Development Project, financed by by the World Bank. The Project developed the World Bank, assumed the challenge of assisting social, economic and environmental assets low income and displaced populations in rural and and community support for displaced and urban communities in conflict-affected regions vulnerable families in the priority areas of the with the aim of reducing the risk of their exposure conflict-affected regions through a wide range to conflict and mitigating the negative impact of of subprojects, from food security and income possible derived effects. In particular the project generation to social and cultural promotion. utilized two approaches in conflict-affected regions in the midst of violence: building assets to mitigate RESULTS the risk of displacement, and restoring a basic The project had positive impacts on overcoming safety net for displaced and vulnerable families poverty, which included (i) direct effects on the as a vital first step in their social and economic early stabilization of the vulnerable and displaced stabilization. population whose poverty has been exacerbated by the armed conflict, (ii) greater social capacities Over a 14 year period, the project designed, tested for confronting poverty, associated with greater and validated an intervention model that included social integration, the strengthening of social three main components: organizations and networks, and an increase in community reciprocity, and (iii) an increase in the • A set of guiding principles of development to level of trust and community relations with public create conditions for lasting and durable peace, institutions, helping seven out of ten participants to • A proven methodology, which is highly enroll in State social programs associated with the inclusive and follows a step by step process that fight against extreme poverty and the provision of starts small and local and gains increasing size, assistance to the displaced population. complexity and influence over time, and Social, economic and environmental assets were • An institutional arrangement to manage the generated for a total of 89, 367 beneficiaries, activities based on a partnership between civil more than 60 percent of whom were enrolled society organizations and the government (at PAGE 39 in income-generation and social, cultural and environmental management subprojects. More than 700 subprojects were implemented by social and community based organizations. The project strengthened the State at the local level, as it increased citizen and political participation, and effectively involved beneficiary organizations in matters of municipal life. The project also strengthened 664 beneficiary organizations, of which 60 percent increased their Poultry farmer near Santander, Colombia. Photo: World Bank. capacity indexes above the initial levels. Through the direct implementation of several types of other national policies (Democratic Culture and subprojects, these organizations have increased Entrepreneurship). their capabilities and are influencing public policies at the regional and local level. WORLD BANK GROUP CONTRIBUTION Finally, the project has been incorporated in The Bank provided US$30 million in 2004 and an three National Development Plans (2002-2006, additional financing of US$7.8 million in 2010 to 2006-2010 and 2010-2014), and its innovative the Government of Colombia. The European Union intervention model has inspired several National contributed about US$130 million, and the partner Policy Documents (CONPES) in the following areas: organizations at the regional level leveraged about Victim’s Integral Reparation, Community Action US$12 million between 2004 and 2012. Boards, Children and Young People Recruitment Prevention, Promotion of Citizen’s Participation, Four operations were associated with the project: Territorial Consolidation and Reconstruction, Fight (i) Gender in Peace and Development Against Corruption, Youth National Policy and (US$100,000 Gender Trust Fund), PAGE 40 (ii) Institutional Strengthening of Municipalities in-depth contextual knowledge, motivation and with Afro-descendant Populations (US$1.58 commitments, credibility, trust, legitimacy, and million from the Institutional Development Fund), continuity provided by the leaders and staff of (iii) Human Rights in Peace and Development the partner organizations in the field, and by the Regional Programs (US$400,000 from the Nordic leaders of community-based organizations. The Trust Fund), and (iv) Access to Opportunities for United Nations and the European Union provided Young People (US$1.73 million from the Japan international experience, new ideas and techniques Social Development Fund), all administered by the and external funding. Bank. MOVING FORWARD R All the programs incorporated into the project ECENTLY, THE continue to operate and several are playing a key WORLD BANK role in the formulation and implementation of HAS CREATED A peace and development related policies, particularly MULTIDONOR PEACE victims, rural development and participation. The intervention methodology of the project FUND TO CONTINUE during eight years of implementation has proven PROMOTING PEACE to be effective in relation to national agenda AND DEVELOPMENT issues, in scenarios of both armed confrontation IN COLOMBIA. and transition, allowing the recovery of poor communities affected by the violence, as well as the generation of conditions for the arrival of more robust institutional interventions. In recent PARTNERS years, the lessons generated have been employed The partnership arrangement allowed for the in the design of public policies, as well as the active participation of multiple parties and led to a participation of the partner organizations in various productive combination and balance of insiders endeavors. and outsiders. This arrangement combined PAGE 41 T Recently, the Bank has created a Multidonor Peace Fund to continue promoting peace and HEY NOW development in Colombia. Projects to be financed RESOLVE under this Fund can benefit from the project’s CONFLICTS BY lessons and can take advantage of the institutional capacities that have been installed at the regional USING COMMUNITY and local levels. STRATEGIES AND PREFER A COLLECTIVE BENEFICIARIES ACTION OVER AN Project beneficiaries were (i) poor and vulnerable INDIVIDUAL ONE TO families, (ii) displaced people that returned or were ADDRESS THREATS. relocated, (iii) community organizations, small producer associations, micro-businesses, and (iv) municipal governments and partner organizations. The project contributed to increased levels of reciprocity and trust and improved confidence in public institutions, particularly the police and the military. Beneficiaries feel more responsible for their future, they have increased capacity and willingness to participate, to assume leadership positions, and to influence public affairs. They now resolve conflicts by using community strategies and prefer a collective action over an individual one to address threats. PAGE 42 COLOMBIA IMPROVING ACCESS TO JUSTICE SERVICES Colombia is improving its delivery of timely, efficient, effective and quality dispute resolution services to its citizens. The government expanded access to quality justice services, particularly to vulnerable groups. It created 50 new mediation centers, and 14 decentralized court facilities and information centers, reaching 350,000 potential users in six major cities. Typical case processing times were also reduced to a few months. CHALLENGE system, but there remained gaps in labor, civil, and Often confusing and complex, Colombia’s family courts. traditional “written” court system significantly slowed communication and overwhelmed the SOLUTION capacity of courts to respond to citizens’ demands. The Justice Service Strengthening Project was The result was persistent backlogs. Vulnerable and designed to advance legal reforms and enable hard to reach groups were particularly affected a transition from the predominantly “written” by these challenges, due to limited access to court system (relying on written correspondence) information and uneven geographic coverage of to an oral system. Building on the World Bank’s justice and mediation services. Successful reform Country Partnership Strategy (2008-2011), the efforts had already targeted the criminal justice project complemented the government’s efforts PAGE 43 to transition to the oral system in labor, civil, • Training and evaluation of 89 percent of and family courts. Under the new system, many Judiciary staff improved performance and time-consuming written communications were productivity, in accordance with national streamlined into a single court hearing. Focused on reforms and the General Judicial Process Code. the cities of Barranquilla, Bogotá, Bucaramanga, • Access to justice services was expanded, Cartagena, Cali and Medellín, the project developed particularly to vulnerable groups. the Judiciary’s capacity to improve performance and manage the comprehensive reform process U across the country. NDER THE RESULTS NEW SYSTEM, The impacts were deepened with an additional MANY TIME- focus on improving access to justice services by CONSUMING WRITTEN decentralizing service units, information centers, and creating alternative dispute resolution COMMUNICATIONS mechanisms. These interventions helped alleviate WERE TO BE grievances and enhance citizen confidence in the STREAMLINED INTO justice sector. Specific results included: A SINGLE COURT HEARING. • The performance of the civil, family, and labor courts strengthened justice service delivery. • Court backlogs were reduced by nearly 1,086,000 cases, and productivity increased by • Establishment of 14 decentralized facilities an average of 389 cases per judge per year. expanded access to justice services for a user base of over 350,000 citizens. • Through efficiency gains, 234 courts incurred savings of approximately US$92,000 per court • Establishment of 14 permanent user per year. information offices disseminated justice sector standards of accountability, transparency, PAGE 44 and effectiveness, and increased awareness of PARTNERS citizens’ rights and duties. The project was designed at the request of the Colombian Judiciary through a comprehensive • Creation of 55 certified mediation centers and diagnostic of the justice sector, funded by a grant support for an additional 30 increased the from the Japan Policy and Human Resources system’s reach to 165,000 users (an increase of Development Fund (PHRD). It was also 825 percent). conceived in partnership with the Inter-American Development Bank (IADB), whose complementary WORLD BANK GROUP CONTRIBUTION Judiciary reform efforts were harmonized Over the last decade, the World Bank has supported through the National Planning Department. the government of Colombia’s efforts to improve Complementary funding from the Japan Social its response to citizens’ demands for efficient and Development Fund (JSDF) also enabled the scaling effective justice services and expanded access for up of project components for expanding access vulnerable groups, both of which are important to justice and dispute resolution services for low- to fostering peace and inclusion in a country income and vulnerable groups. long torn by civil war. For this project, the Bank contributed US$18.55 million. The Bank’s support for improvements in physical infrastructure and human resource capacity accelerated the reform process, which was already showing strong potential for improving the timeliness and quality of justice services. The project also built on the unique management model introduced under the Bank-financed Judicial Conflict Resolution Improvement Learning and Innovation Project (which closed in 2006). New courthouse facility in Bogota, Colombia. Photo: World Bank. PAGE 45 including through software to further streamline case management. BENEFICIARIES The main beneficiaries of the project were citizens benefiting from the improvements in dispute resolution services, particularly vulnerable groups such as women and residents of hard-to-reach areas. Judges in civil, family, and labor courts of the six targeted cities also benefited through improved Decentralized unit in Medellin, Colombia. Photo: World Bank. productivity as a result of the infrastructure, MOVING FORWARD training, and technical assistance activities. The first National Unmet Justice Needs Survey conducted through the project yielded important Decentralized services and information centers insights to expand dispute resolution services. have been well received. For example, in interviews The Ministry of Justice continues to update with beneficiaries in Bogotá, Bucaramanga, and its results, used to track progress towards key Medellín, judges and users observed how access objectives under the National Development Plan. to justice services has improved. As one user Infrastructure supported through the project, such explained, it had taken her two hours and several as new courtrooms, information technologies, and costly bus rides to access the system. Now she could audio and video equipment, has also been fully access services in less time, with the opportunity to integrated into the Judiciary’s routine maintenance appear before a judge, and to process routine cases plans, ensuring its longevity. without traveling far from home. As several judges observed, public information on these services is Going forward, the Judiciary plans to scale making a difference in communities, where citizens managerial reforms adopted through the project will now be less likely to resort to taking justice into into a “unified management model,” integrating their own hands. the approach across different court systems, PAGE 46 EL SALVADOR IMPROVING DISASTER RISK MANAGEMENT AND RESPONDING TO NATURAL HAZARDS Recognizing its vulnerability to natural hazards, El Salvador included disaster risk reduction in its 2010-2014 National Development Plan and strengthened its policy and institutional framework for disaster risk management. In October, 2011, the government responded to the impacts of Tropical Depression 12E and supported the most vulnerable population by providing a timely and efficient source of liquidity. CHALLENGE product (GDP) and nearly three times the impact Recognizing its vulnerability to natural hazards, of Tropical Storm Ida. El Salvador has strengthened its policy and institutional framework for disaster risk SOLUTION management by including disaster risk reduction The World Bank-financed Disaster Risk among its policy priorities in its 2010-2014 Management Development Policy Loan (DPL) with National Development Plan. In October, 2011, a Catastrophe Deferred Drawdown Option (CAT Tropical Depression 12E resulted in estimated DDP) enhanced the government of El Salvador’s damages and losses of US$902.46 million, about response to the impacts of Tropical Depression 4.52 percent of the country’s gross domestic 12E and indirectly supported El Salvador’s most PAGE 47 vulnerable population by providing a timely and RESULTS efficient source of liquidity. The DPL with CAT DDO provided access to US$50 million immediately following the declaration A DPL with CAT DDO provides a government of a state of emergency. The operation also immediate access to funds after a natural disaster, provided a platform to strengthen the disaster enabling a quicker emergency response and helping risk management policy dialogue in the country to avoid redirecting limited budgetary resources and fostered inter-institutional information from other development programs. This innovative sharing, coordination, and mainstreaming of risk financial instrument had two-goals: (i) to support management. As a policy loan, the CAT DDO the implementation of El Salvador’s national supported the implementation of El Salvador’s disaster risk management program, and (ii) to disaster risk management program, which achieved address the country’s immediate liquidity needs the following results: following a disaster caused by a natural event. • The Civil Protection and Disaster Prevention and Mitigation National Plan was updated in 2011 and 2012. I N OCTOBER, • Seven sectoral emergency response plans were 2011, TROPICAL developed, implemented and periodically updated. DEPRESSION 12E, RESULTED IN • Forty municipalities developed plans for civil ESTIMATED DAMAGES protection. AND LOSSES OF • Public investment programs were increased, US$902.46 MILLION, including specific activities to enhance risk ABOUT 4.52 PERCENT prevention and mitigation. OF THE COUNTRY’S • The investments to enhance risk prevention and GDP. mitigation during 2009-2014, of approximately PAGE 48 Path of Tropical Depression 12E: . Images: National Hurricane Center, NOAA. PAGE 49 US$303 million, surpassed budgetary implementation to ensure a good understanding allocations of US$173 million included in the of the instrument, drawdown triggers, and how to 2010-2014 National Development Plan. request withdrawal of funds. The Bank clarified available options regarding the activation of the • Increased mainstreaming of disaster risk revolving feature, related costs, and renewal information into planning instruments at the options of the CAT DDO. The Bank also provided national and municipal levels. policy advice and technical assistance throughout • Government ministries developed and enforced the duration of the DPL, between 2011 and 2014. instruments to incorporate disaster risk analysis into public investment projects and The Bank’s dialogue with the government development planning. throughout program implementation emphasized the importance of complementary approaches and The Ministry of Environment and Natural tools for the development of a sound disaster risk Resources increased the number of seismic, management framework, gradually moving from hydrological, and meteorological monitoring emergency response to a more comprehensive stations from 95 to 267 between 2009 and 2014. approach emphasizing the proactive reduction of The Ministry of Education led an initiative to disaster risks. evaluate school infrastructure using the School Safety Index and found that 548 schools were PARTNERS exposed to landslides and 289 to flooding. The CAT DDO was implemented in parallel to trust fund-financed engagements with the WORLD BANK GROUP CONTRIBUTION Coordination Center for the Prevention of Natural The DPL with CAT DDO was designed as a Disasters in Central America (CEPREDENAC) single tranche operation in the amount of US$50 to develop technical capacities for emergency million, entirely financed by the Bank. In response response, and support for decision-making based to Tropical Depression 12E, the government on disaster risk assessment through the Central withdrew the entire amount in October 2011. The American Probabilistic Risk Assessment (CAPRA) Bank provided technical assistance throughout initiative. The Japan International Cooperation PAGE 50 Agency (JICA) and the Central American Bank of quickly to the emergency and meet the needs of Economic Integration (CABEI) are also supporting the affected population. The CAT DDO was also the government’s disaster risk management efforts. instrumental in fostering long-term institutional strengthening in disaster risk management, moving from a vision that emphasized emergency response MOVING FORWARD to a more comprehensive approach of proactive The CAT DDO became a useful entry point for risk reduction, ultimately improving the country’s the government to articulate a comprehensive resilience to natural hazards. disaster risk financing and insurance strategy. The government is working towards joining the U Caribbean Catastrophe Risk Insurance Facility Segregated Portfolio Company (CCRIF SPC). By PON THE joining CCRIF SPC, El Salvador will be able to DECLARATION purchase parametric insurance coverage similar to OF A STATE consequential loss insurance, which will provide OF EMERGENCY, THE immediate liquidity in the aftermath of an insured LIQUIDITY PROVIDED natural event. The Bank will support El Salvador BY THE DPL WITH CAT in the formulation of its disaster risk financing and DDO ENABLED THE insurance strategy and the selection of financial GOVERNMENT TO instruments through targeted technical assistance. RESPOND QUICKLY TO THE EMERGENCY BENEFICIARIES AND MEET THE NEEDS In October 2011, the total population affected in some way by Tropical Depression 12E was OF THE AFFECTED estimated at 1,424,091 people (54.7 percent of POPULATION. population). Upon the declaration of a state of emergency the liquidity provided by the DPL with CAT DDO enabled the government to respond PAGE 51 PAGE 52 Boys at gate, Haiti. Photo: FreeImages.com/B. Pete, CC. HAITI RESPONDING TO THE CHOLERA EPIDEMIC During the health crisis that followed the 2010 earthquake, Haiti met the challenge to control the growing cholera epidemic. The country’s health services and non- governmental organizations provided over 3 million citizens with expanded health services and health prevention and hygiene campaigns. CHALLENGE Many facilities operated without running water, In October 2010, just 10 months after a deadly beds or even chairs for patients. Health workers earthquake, the first case of cholera was confirmed lacked experience managing cholera cases. In many in Haiti. Living conditions in the country were cases, there simply were not sufficient numbers of particularly poor. At the time, it was estimated health staff to treat the large influx of patients. that about 38 percent of Haitian families lacked access to safe drinking water and only 24 percent SOLUTION had access to proper sanitation. Some families had In response to the outbreak, the World Bank little or no access to health care and had limited moved quickly and funded the Cholera Emergency knowledge of basic health and hygiene practices. As Response Project to prevent new cases, provide a result, in less than a month, cholera had spread quality treatment to infected patients, and throughout the country. The epidemic stressed the strengthen the government’s capacity to respond already weak health system beyond its capacity. rapidly to emergencies. It targeted six departments PAGE 53 (Centre, Artibonite, Sud, Sud-est, Grand Anse, Nippes) and parts of Port-au-Prince. It supported implementation and rollout of emergency activities by non-governmental organizations (NGOs) and the public sector as well as developing a joint Health-Water and Sanitation World Bank approach to waterborne diseases. RESULTS Clean water, Improved Sanitation, Better Health Conference, Haiti. As the government’s capacity improved, Photo: World Bank. departmental health authorities developed The project focused on (i) increasing knowledge of clear and prioritized plans for cholera control cholera early warning symptoms and prevention and increasingly contributed to the large-scale steps, (ii) maintaining or expanding access to prevention and treatment efforts in these improved water sources, and (iii) strengthening departments. Three years after the outbreak, the the government’s institutional capacity to respond integration process meant the transition from to outbreaks. Between 2010 and 2013 the cholera previously stand-alone cholera treatment sites related dead rate decreased significantly in project (usually tents) into the existing health facilities. areas when compared in the country as a whole. This integration reduced costs and, thus, led to a more sustainable solution for cholera control. The project benefited over 3 million people and In addition, thanks to this project and the Bank’s institutional capacity was clearly strengthened. The engagement, two conferences were organized in project also helped to achieve the following results: April and October 2014. These conferences brought global experts and donors together and developed • Training of 5,571 medical personnel and a joint Health-Water and Sanitation approach community workers. to waterborne diseases, which is currently under • Distribution of water treatment products and implementation. soap to over 850,000 people. PAGE 54 • Rehabilitation of 115 latrines, seven water support with further assistance provided by pumps and 20 water fountains. the Global Facility for Disaster Reduction and Recovery. • Health education and hygiene promotion for residents in 4,447 communities. T • Equipment of 256 health centers and posts, HE BANK’S treatment and chlorination centers and units, RESPONSE TO and oral rehydration posts with necessary supplies. THE HAITIAN GOVERNMENT’S • An increase in the percentage of citizens CALL TO THE who could recognize cholera early warning INTERNATIONAL symptoms (from 64 percent in 2011 to 82 COMMUNITY FOR percent in 2013). SUPPORT, WAS ITS • Development of six department cholera FIRST OPERATION IN management plans by the Ministry of Public THE HEALTH SECTOR Health and Population (MSPP) and the IN OVER A DECADE. Ministry of Water and Sanitation (DINEPA). • Recruitment and hiring of one national focal point and six departmental cholera coordinators. PARTNERS The Bank was part of a strong partnership among WORLD BANK GROUP CONTRIBUTION key development partners in Haiti’s health, social The Bank’s response to the Haitian government’s protection, and water and sanitation sectors. call to the international community for support The Bank project team participated regularly was its first operation in the Haitian health sector in meetings with partners to coordinate project in over a decade. The Bank complemented this implementation and support plans, identify PAGE 55 lessons learned and opportunities, and strategize future actions. These partners included: the US Government Center for Disease Control (CDC), US Agency for International Development (USAID), United Nations Children’s Fund (UNICEF), the Pan-American Health Organization (PAHO), the Inter-American Development Bank (IADB), and Médecins Sans Frontières (MSF). Joint field supervision missions were regularly carried out Testing drinking water, Haiti. Photo: World Bank. with the CDC. The Bank was also an active member of The Regional Coalition to Eliminate Cholera in BENEFICIARIES Hispaniola. Ricarmel Princivilma, 42, mother of four children, lives in a small village in Haiti’s Centre Department. MOVING FORWARD With the complications of vomiting and diarrhea, The Bank, as a member of the Regional Coalition she had to spend two days in a clinic. Ricarmel on Water and Sanitation for the Elimination of confessed that the family was defecating outside Cholera in Hispaniola, brings technical expertise near the house. In addition, the family had been and mobilizes resources to support the 10-year drinking water from an unprotected source. “With National Plan for the Elimination of Cholera in the help of the project brigadier, my house has Haiti. In addition, the Bank has approved a project been disinfected. I got a package of tablets for the aimed at Improving Maternal and Child Health treatment of water and advice on good hygiene through Integrated Social Services through which practices that helped the rest of the family to US$20 million will be used to support the National escape from cholera,” she remarked. Plan for the Elimination of Cholera. The Bank has also approved a new water and sanitation operation of US$50 million which will support a number of the most affected communes by cholera. PAGE 56 HONDURAS TEGUCIGALPA ASSESSES ITS PUBLIC FINANCIAL MANAGEMENT SYSTEM The governing authority of the city of Tegucigalpa is strengthening its public financial management system and its ability to access financing for infrastructure investments to improve the lives of its residents and identify the next reform steps. CHALLENGE SOLUTION The governing authority for the Central District To support the decentralization strategy of the of Tegucigalpa (Alcaldia Municipal del Distrito Government of Honduras, and build on synergies Central, AMDC), sought to access financing from with the IFC, the World Bank undertook an the International Finance Corporation (IFC) for assessment of AMDC’s PFM framework and basic infrastructure services. However, because practices, through a Public Expenditure and the Honduran central government did not Financial Accountability (PEFA) exercise. The provide a sovereign guarantee, the city needed PEFA process provided the foundation for AMDC to demonstrate that it had the institutional to develop and implement a balanced budget capacity and borrowing track record to qualify. and to provide the municipality’s partners a This required a satisfactory public financial reference to evaluate the evolution of AMDC’s PFM management (PFM) system. performance over time. PAGE 57 A joint AMDC-donor supervision and monitoring RESULTS team was responsible for approving the work plan The PEFA assessment process provided AMDC and the assessment results. A technical team led with a sound diagnostic of its PFM system, by Bank staff and consultants was responsible for strengthening their ability to access finance for the assessment of the municipality’s performance infrastructure investments. It also improved the with regard to the PEFA indicators. Validation transparency of the PFM system and renewed workshops addressed the preliminary assessments confidence in the AMDC’s financial management. of each indicator and provided an initial roadmap Following the assessment, three local banks for PFM reforms. requested an early cancellation of the IFC’s Risk Sharing Facility in order to provide direct loans without a sovereign guarantee to AMDC. F OLLOWING THE The assessment fostered dialogue between the ASSESSMENT, AMDC and the donors and central authorities and THREE LOCAL provided a foundation for the central government’s BANKS REQUESTED AN fiscal decentralization effort. It also contributed to EARLY CANCELLATION defining the standards for monitoring and control of the indebtedness of municipalities and other OF THE IFC’S RISK sub-national entities. SHARING FACILITY IN ORDER TO WORLD BANK GROUP CONTRIBUTION PROVIDE DIRECT The Bank-executed Public Private Infrastructure LOANS WITHOUT Advisory Facility (PPIAF) Trust Fund provided A SOVEREIGN US$84,000 through its Sub-National Technical GUARANTEE. Assistance (SNTA) program. This program helps sub-national entities improve their creditworthiness and their access to market-based financing. PAGE 58 MOVING FORWARD BENEFICIARIES Building on the achievement of the PEFA exercise “We recognize the importance of an adequate and the ability of the AMDC to access finance public financial management system as a mean to without sovereign guarantees, the IFC is exploring support policy and reach development objectives the development of a public-private partnership that endorse fiscal discipline, the strategic project to decentralize potable water and waste allocation of resources and the efficient delivery of water management services. Currently, these services. In this sense, the PEFA Report has been are managed by the municipality’s Water Utility a very important document which has helped us Agency, but AMDC is contemplating a joint venture to identify key areas to be strengthened within the with a private operator, an effort that might later framework of the reform” involve the IFC as an advisor and co-financier. Mario Zerón, Director, Development partners will almost certainly Finance and Administration Directorate, AMDC. take into consideration the results of the PEFA assessment when making decisions on potential financing for AMDC. Mayan ruins, Honduras. Photo: FreeImages.com/Luna Calquin, CC. PAGE 59 PAGE 60 Mural at school, Jamaica. Photo: World Bank JAMAICA BIG STEPS TOWARD IMPROVING EDUCATION Jamaica is transforming its education system and improving the quality of its educational services by building the capacity of a network of institutions. J CHALLENGE Jamaica has achieved universal enrollment of AMAICA’S FIRST students from early childhood through the primary NATIONAL levels up to grade nine. However, there remains an DEVELOPMENT urgent need to raise the standards and improve the quality of education. The major challenges in the GOAL IS TO EMPOWER sector included sector governance, shortcomings in ITS CITIZENS TO teaching and learning quality, equitable access, and ACHIEVE THEIR enrollment at the higher levels of the secondary FULL POTENTIAL BY system. PROVIDING WORLD-CLASS SOLUTION EDUCATION. Jamaica’s first national development goal is to empower its citizens to achieve their full potential by providing world-class education. Recognizing PAGE 61 the importance of an improved public service delivery system in realizing this goal, Jamaica launched an ambitious Education System Transformation Program (ESTP). The initiative aims to improve learning through a decentralized accountability framework. The cornerstone of the program is a restructured Ministry of Education, supported by six newly established independent agencies that are accountable for results, quality Jamaica. Photo: World Bank. assurance, service delivery, and monitoring of reforms. The agencies are: RESULTS • Central Ministry The overall result was a comprehensive network of institutions working together to support learning • Department of School Services (DSS) for every student. The government established a • Jamaica Teaching Council (JTC) framework to provide a legal entity for each of the new agencies. It substantially built the capacity • National Council for Education Leadership of the newly established agencies. The School (NCEL) Improvement Act focused on enrollment and • National Education Inspection (NEI) learning for all school age children. In addition: • National Education Trust (NET) • The project certified 53 percent of all public school principals based on rigorous competency In November 2009, the World Bank approved based training and assessment. funding for the Education System Transformation • Ninety percent of all public schools inspected Capacity Building Project to support the Jamaica have prepared and are implementing education sector reform and build the capacity of improvement plans focusing on improving these agencies. student learning. PAGE 62 S Ninety-five percent of all teachers have met requisite standards and have been registered. EVERAL • Fifty-two percent of all teachers meet COUNTRIES IN professional standards for licensing. THE CARIBBEAN HAVE APPROACHED • National Education Trust has started mobilizing resources from private sources. JAMAICA’S MINISTRY OF EDUCATION TO The program’s success has been recognized REQUEST SUPPORT ON outside the country’s borders. Several countries ISSUES RELATED TO in the Caribbean have approached Jamaica’s SCHOOL LEADERSHIP, Ministry of Education to request support on issues SCHOOL INSPECTION, related to school leadership, school inspection, AND SCHOOL and school improvement. In addition, the IMPROVEMENT. Canadian Department of Foreign Affairs, Trade and Development recognized the NCEL with a Bright Spot Award in innovation in leadership development. PARTNERS The World Bank Leadership and Learning Institute WORLD BANK GROUP CONTRIBUTION South-South Facility supported a knowledge The World Bank supported the capacity building of exchange for NCEL to learn from an internationally the key agencies established to support the national recognized Malaysian institution in strengthening Education System Transformation Program. The school leadership, and the Inter-American Bank bolstered the government’s own program, by Development Bank (IADB) supported the reform sponsoring consultancies, training and workshops, effort with a loan. and procurement of needed software. PAGE 63 T school actors and stakeholders (parents, HE NEWLY communities, board members, others) are benefiting from the more efficient, well- CREATED coordinated and higher quality school support AGENCIES ARE services provided by new agencies, including: POPULAR WITH THE POPULATION AT • Central Ministry: evidence-based policy making and oversight. LARGE AND THEIR SERVICES ARE IN • DSS: supporting School Improvement Plan DEMAND AT THE (SIP) design and implementation. SCHOOLS. • JTC: setting and enforcing teacher standards and professional development. MOVING FORWARD • NCEL: developing school leadership of The new agencies and the restructured Ministry principals and other leaders. of Education are well established and budgeted. • NEI: assessing school performance. The National Education Strategic Plan, which underpins the ESTP, enjoys strong broad-based • NET: brokering private support for schools support. The newly created agencies are popular and for managing construction and renovation with the population at large and their services are works. in demand at the schools. Moreover, NCEL and NET have already begun to generate additional In addition, capacity building exercises enabled resources. agency staff to work more effectively. The head of the government delegation stated that: “What we BENEFICIARIES learned is going to change the entire sector, not Students are benefiting from improved teaching just how school leaders are trained, thanks to the and learning quality. School principals, middle Bank’s support.” managers, teachers, administrators and other PAGE 64 MEXICO INCREASING SCHOOL AUTONOMY AND PARENTAL PARTICIPATION Mexico is expanding its Quality Schools Program to increase the number and percentage of schools in marginalized and indigenous communities. Direct support and technical assistance are reducing dropout rates and improving pass rates, as well as enhancing the students’ learning outcomes. CHALLENGE as measured by the national standardized test Mexican schools are seeking to improve the National Evaluation of Academic Achievement in equity and quality of their education. Mexico’s Schools (Evaluación Nacional del Logro Académico performance in the Program for International de Centros Escolares, ENLACE) in 2010 were also Student Assessment (PISA) was the lowest among low, especially among the poor. OECD countries in 2009 and learning outcomes M EXICO’S PERFORMANCE IN THE PISA WAS THE LOWEST AMONG OECD COUNTRIES IN 2009 AND LEARNING OUTCOMES AS MEASURED BY ENLACE IN 2010 WERE ALSO LOW, ESPECIALLY AMONG THE POOR. PAGE 65 SOLUTION RESULTS The World Bank-financed School-Based The project focused on expanding the PEC SBM Management Project in support of the Second model with an emphasis on marginalized and Phase of the School-Based Management Program indigenous schools. It supported improvements in Project supported the expansion of the Quality several key outcomes, including: (i) increasing the Schools Program (Programa Escuelas de Calidad, percentage of PEC public and special education PEC) School-Based Management (SBM) model by schools particularly in the marginalized and providing direct support to schools and technical indigenous communities, and (ii) reorienting assistance to develop school improvement plans, the school grants to improve the public schools’ with the collaboration of the school director, internal efficiency and learning outcomes. Main teachers, parents, and students. Direct support results included: averaged around US$4,000 per year, which • The percentage of basic and special education provided schools with autonomy in managing schools participating in PEC increased from extra resources to address their specific needs. 20.3 percent in 2008-09 to 23.8 percent in The program’s targeted technical assistance to the 2013-14. This increase was equivalent to states and the dissemination of a simplified school almost 10,000 additional schools participating planning instrument (consisting of a manual with in the program. a series of recommendations intended to make the school planning process clearer, easier to understand, and more efficient for schools, while easily explaining the role of different stakeholders in collaborative SBM) increased participation of schools serving indigenous and marginalized communities. It was also critical for encouraging greater participation of parents in the school life. In particular, parents were better able to contribute to the design and implementation of the school plan. The first school, Mexico. Photo: FreeImages.com/Alfonso Romero, CC. PAGE 66 • The percentage of PEC schools in highly • The average pass rate in PEC primary and marginalized areas increased from 38.4 percent secondary schools improved from 96 percent in 2008-09 to 46 percent in 2012-13. in 2008-09 to 99 percent in 2012-13 for the primary levels. • The percentage of indigenous modality schools participating in PEC increased from 15.4 WORLD BANK GROUP CONTRIBUTION percent in 2008-09 to 18 percent in 2012-13. Overall, the Bank supported approximately 75 • Direct support to schools was reoriented to percent of the total direct support to schools within enhance the quality of the education inputs the PEC. Schools received additional funds from (from 59.7 percent in 2008-09 to 74.5 percent states with a federal-to-state contribution of 3 to 1. in 2012-13). Direct support to schools entailed 99.3 percent of loan funds. The remaining project funds supported • The average ENLACE test score in PEC primary technical assistance to increase the number of and secondary schools improved from 503 in participating schools (particularly those situated math in 2008-09 to 560 in 2012-13 for the in marginalized and indigenous communities) and primary levels. guide the implementation of the PEC program. T PARTNERS HE AVERAGE Project partners included the Ministry of Education ENLACE TEST (Secretaría de Educación Pública, SEP), the Full SCORE IN Time Schools Program (Programa Escuelas de PEC PRIMARY AND Tiempo Completo, PETC), and the Support for SECONDARY SCHOOLS School Management (Apoyos a la Gestión Escolar, IMPROVED FROM 503 AGE) program. These programs share the goal IN MATH IN 2008-09 of contributing to students’ learning within a TO 560 IN 2012-13. framework of increased school autonomy and social participation. PAGE 67 MOVING FORWARD and 7,669,759 students (annual average) benefited The Bank is supporting the government with a new through the provision of direct support to schools School Based Management Project, which provides and technical assistance to implement school support to PEC and PETC. The development improvement plans. Indirect beneficiaries were objectives of this operation are to improve education authorities at the state level that received the schools’ managerial capacity and parental technical assistance to oversee the program and participation and to reduce dropout, repetition and improve their prioritization of indigenous schools failure rates among schools participating in PEC and schools in marginalized areas. and PETC. The PEC is a top priority for the SEP, as it is seen as the program for spearheading the implementation of an ambitious reform launched in 2013 to improve the quality of education through, among others, strengthening SBM. The SBM policy is currently implemented through different national programs such the PEC, PETC, and the AGE. In addition, based on the lessons learned from this program, the use of evaluations to improve pedagogical strategies and managerial capacities at the school level is being introduced. BENEFICIARIES The project benefited public basic education (pre-primary, primary and lower secondary) schools participating in the PEC in all 31 states and the Federal District, while placing greater emphasis on marginalized areas and on the indigenous population. School directors, parents, teachers, and students in approximately 49,000 PEC schools PAGE 68 PAGE CC. A child playing at the fountain, Mexico. Photo: FreeImages.com/Steve Willems, 69 NICARAGUA EXPANDING RELIABLE WATER SUPPLY AND SANITATION SERVICES TO MANAGUA’S URBAN POOR The Nicaraguan Water and Sewerage Enterprise (ENACAL) extended water and sewer connections to households in the poorest areas of Managua. ENACAL also improved service reliability, strengthened the overall financial sustainability of its operations, and increased the amount of tariffs collected. CHALLENGE more than two hours a day. ENACAL, as the agency Access to basic services for the urban poor living responsible for the provision of water supply and in extreme poverty in Nicaragua has been limited. sanitation services to most urban areas and the Only 26.5 percent had access to piped water primary provider in the greater Managua region, and 1.2 percent to in-house toilets. Most of this was struggling to extend reliable service to the population used latrines (72.5 percent), but 26.3 expanding urban population, given the lack of percent did not have access to any sanitation financing and an effective approach to carryout services. Raw sewage running down the streets works in marginalized communities. ENACAL’s of informal housing developments was not coverage challenges were amplified by operational uncommon. Those with access to piped water inefficiencies and a low capacity to collect tariffs received service sporadically, sometimes for no from clients. PAGE 70 T the development and implementation of ENACAL’s HOSE WITH operational and commercial efficiency strategies, which included water optimization activities (such ACCESS TO as non-revenue water) as well as a tariff collection PIPED WATER, strategy that transformed the way ENACAL RECEIVED SERVICE approached clients with delinquent payments. All SPORADICALLY, of these approaches were innovative for ENACAL at SOMETIMES FOR NO the time of implementation. MORE THAN TWO HOURS A DAY. SOLUTION The Greater Managua Water and Sanitation Project (PRASMA) addressed these challenges with combined infrastructure investments, which provided the platform for quality service and efficiency and institutional strengthening activities. Greater Managua water and sanitation project map. Photo: World Bank. The project promoted practical community engagement and capacity building for WSS (water and sanitation services) aspects throughout RESULTS the project cycle to engage the marginalized, The project’s infrastructure and efficiency activities low-income beneficiaries. The project also piloted extended reliable water service to 161,896 residents low-cost sewerage networks, which had not been of the greater Managua region. In addition, previously used in Nicaragua. Given their lower the increase in reliability reflected the project’s cost, these networks permitted ENACAL to extend investments in non-revenue water activities, such coverage more broadly. The project also supported as the promotion of micro and macro metering and PAGE 71 the establishment of four macro-sectors, which PARTNERS covered 145 neighborhoods. The sanitation projects The Ministry of Finance and Public Credit (MHCP) improved sanitation services, introduced the asked the Bank to lead donor involvement in the condominial sewerage method in country norms, water and sanitation sector. The Bank engaged and rehabilitated the Ciudad Sandino Treatment high-level international experts to work closely Plant. Finally, the project’s tariff collection strategy with ENACAL to develop these new areas. The increased ENACAL’s total collections by 42 percent. Bank reestablished a round table on water and sanitation services to leverage support from other WORLD BANK GROUP CONTRIBUTION donors and coordinate the investments. Donors The Bank provided Nicaragua with a US$20 million included the Inter-American Development Bank credit and a US$20 million grant to carry out the (IADB), the Japan International Cooperation project. Just under half the financing was used Agency, the Nordic Fund, the Spanish Fund for coverage extension and improvements in low- for Development Assistance, and the German income neighborhoods. The remaining financing Development Bank. During missions, the Bank was primarily utilized for technical efficiency team regularly met with the donors to ensure a improvements and institutional strengthening harmonized approach. The Bank team also had activities. access to several Bank- executed trust funds, such as the Energy Sector Management Assistance Program (ESMAP) and the Spanish Fund for Latin America (SFLAC) to support complementary institutional development activities and international exchanges. MOVING FORWARD The Bank is supporting ENACAL as it develops a Master Plan for Operational Efficiency in Managua through a technical assistance grant financed by Water Tank financed by the Project. Photo: World Bank. PAGE 72 ESMAP. The plan focuses on non-revenue water BENEFICIARIES reduction and energy efficiency maximization. ENACAL benefited because it improved the financial sustainability and the long-term reliability In addition, the Program for Human Water of its services. The water access investments and Sanitation, which is financed by a pool of resulted in 15,798 new or rehabilitated connections. international donors and has over US$300 million This improved the percentage of households who in funds for investments over the next 15 years, have access to water 16 or more hours a day from 54 incorporates good practices developed through percent in 2010 to 71 percent in 2015. The improved the project’s activities. It will finance condominial sanitation services benefited 62,295 residents. sewerage systems, extend non-revenue water Beneficiaries commented: activities and incorporate social and environmental • “Before we woke up at one in the morning to accompaniment throughout the project cycle. perhaps collect a bottle of water; there was very little water, sometimes it came out good, sometimes bad.” • “We had roads we called ‘black rivers’- we didn’t know where to dispose of the wastewater so we released it on the streets. The smell was horrible and permanent, day and night.” • “Thank God we have water 24 hours a day.” Waste water treatment plan remodeled and expanded with Project funds. Photo: World Bank. PAGE 73 PANAMA BETTER HEALTH AND EDUCATION FOR KIDS Panama has implemented a conditional cash transfer (CCT) program to reach the poorest and most vulnerable populations living in rural areas and indigenous communities. The CCT provides a cash transfer to families with children attending school or complying with regular health visits. The program also provides health and nutrition services to traditionally excluded indigenous communities. CHALLENGE Panama is one of the fastest growing economies in Latin America, but its growth has not translated into poverty reduction or economic inclusion. Although between 1997 and 2003 real per capita gross domestic product (GDP) grew at 1.5 percent per year, poverty fell by only about a half a percentage point, from 37.3 to 36.8 percent. Nearly all (98.4 percent) of the communities in the indigenous areas live in poverty. In this context, a major challenge was to formulate and implement Panama. Photo: World Bank. PAGE 74 policies that would translate its solid growth groups. The program was part of the government’s performance into effective and sustainable poverty efforts to foster a more comprehensive and reduction. coherent social protection strategy. The World Bank supported the program through the Social A Protection Project. The objectives of the project MAJOR were to (i) improve the management and operation CHALLENGE of the CCT program to enhance its effectiveness in reaching the poorest and indigenous groups, (ii) FOR PANAMA provide beneficiaries with an incentive framework WAS TO FORMULATE to increase their participation in the CCT program, AND IMPLEMENT which would boost their demand for education POLICIES THAT and maternal and infant health services, (iii) WOULD TRANSLATE strengthen the supply of nutrition and child growth ITS SOLID GROWTH promotion interventions in the indigenous areas, PERFORMANCE and (iv) enhance government capacity to develop INTO EFFECTIVE coherent and efficient social sector policies and interventions on the basis of evidence. AND SUSTAINABLE POVERTY REDUCTION. RESULTS The project supported the government’s efforts to improve the management of the Opportunities Network program, provide the beneficiary SOLUTION population with family services and program The government of Panama launched the information, and provide health services to conditional cash transfer (CCT) program, indigenous areas. The main achievements of the Opportunities Network (Red de Oportunidades), to project were: provide access to basic social services and improve the living standards of the poorest and indigenous • Coverage of 75,000 families, with more than 91 PAGE 75 percent of children between 5 and 17 years of network of social workers at the local level and the age enrolled in school. provision of health services by non-governmental organizations hired by the Ministry of Health. • Establishment of a targeting mechanism that The Bank also provided technical assistance and allowed the program to reach the poor in an consultancy services to develop the beneficiary objective and transparent way. More than 90 roster, revise the proxy means test, and develop percent of beneficiaries are in the poorest 40 the management information system and define a percent of the population (74.4 percent are in strategy for the verification of co-responsibilities. the poorest quintile) • Provision of health services to a population PARTNERS previously excluded from vaccinations or health The Ministry of Social Development was the check-ups, due to their geographical or socio- implementing agency for the Opportunities economic conditions: 234,523 beneficiaries Network program, and the Ministry of Health received PAISS+N health interventions was implementing agency of the expansion of (immunization and nutrition) in indigenous health services to rural and indigenous areas. The areas. program was co-financed by the Inter-American Development Bank (IADB). • Establishment of a network of social workers (promotores sociales) that provides support to families and close contact to address the needs MOVING FORWARD of beneficiary households. The proportion of The new administration is working to develop beneficiaries that have been informed about the further the Opportunities Network program and program through a visit from a social worker has maintained an active dialogue with the Bank. As reached 92 percent by October 2013. part of this dialogue, the government has requested a follow-up operation supporting a broader agenda to strengthen the targeting and coverage of social WORLD BANK GROUP CONTRIBUTION programs, and enhance the efficiency of the The Bank provided financing of US$24 million administration of social programs. This is in line to support the deployment and training of the with pending challenges related to the inclusion PAGE 76 of new families with children in the Opportunities families in the rural areas and 11,000 families in the Network, especially in the indigenous communities, urban areas. and complementing cash transfers with additional social and productive services that promote social “It’s been helpful to me. For example, at the inclusion and help beneficiary families to escape beginning of the school year, we always receive poverty. a payment. Then I always use that money for the school materials for the kids.” BENEFICIARIES Beneficiary mother from Chiriqui River, The main beneficiaries of the project are the poor Comarca Ngäbe Buglé (indigenous territory), 2014. and extreme poor households in the Opportunities Network program. These include around 25,000 families in the indigenous territories, 38,000 Panama. Photo: World Bank. PAGE 77 Latin America and Caribbean Region The World Bank 1818 H Street, NW Washington, DC 20433, USA http://wbi.worldbank.org/sske/result-stories http://www.worldbank.org/results/ This book was produced by the Latin America and Caribbean Regional Operations Unit in collaboration with Latin America and Caribbean External Communications Unit October 2015