63375 idea vvas 0 those activities inside our institution vvh c have been preeminent in terms of results, preetninent in terms of client responsiveness, cost-effectiveness, innovation, partnership, professionalism, and team vvork. We first of all really vvant to believe, and vve do believe, that vve should be judged by the results . ...But the second element of the seven that I just described to you vvhich is so critically important to us is the recognition that partnership is crucial and that it is not a Bank project. These are projects of the countries in vvhich vve operate....and each of the ele­ ments today reflect to you the fact that our professionalism and our desire for excellence can only be met if vve have counterparts and partners vvho share that same objective. -James D. Wolfensohn, 2000 Avvards Ceremony • 1 • Since its inception in 1996 the Awards Program has recognized the outstanding results achieved by twelve Bank teams, representing close to 400 staff in core teams, and a few thousand more in team associates. The Program also acknowledges the contribution made by the award-winning team partners by awarding a partner certificate. For the year 2001 we salute the achievements of the following teams: • The HIPC Debt Initiative Team • The Peru Rural Roads Program Team, LCR • The Turkey MEER Project Team. ECA These awards recognize the combined effort of 120 Bank staff. In the last five years the following teams have received the President's Awards for Excellence: Global Communications, ISG Mexico II Basic Health Care Project, LCR World Bank Electronic Bond, TRE , Guatemala Financial Recovery Management Reform, LCR Indonesia Education Recovery Program, EAP Railway Concessioning Group, PSI Currency Choice Implementation, TRE Ukraine Small Scale Privitization, ECA , 7 EI Salvador EDUCO Basic Education, LCR Thailand Land Titling Program, EAP , Africa Road Maintenance Initiative, AFR Kenya Airways Privatization, AFR More information on the achievements of these teams, and general information on the Awards Program is available on the Intranet http://awards. • 2 • The Peru Rural Roads Program Team, in partnership with the Ministry of Transport and Communications-Rural Roads Program (Peru), the Inter-American Development Bank, and more than 20 NGOs has established a mechanism for the poor to voice their transport needs. At a time ofdeep economic downturn, the Program has restored rural people's access to basic social services, improved the availability and affordability ofrural transport services, and created entrepreneurial capacity by setting up about 400 community-based micro-enterprises to act as catalysts for furthering local development initiatives beyond the transport sedor. Results beyond the up-keeping of roads, acted as cata­ The Rural Roads Program (RRP) has helped lysts for other local development initiatives, reduce poverty in the rural communities of the bringing new services and stimulating labor mar­ Peruvian Sierra by reducing isolation and facili­ kets in their communities, for the benefit of both tating the integration of the beneficiary women and men. The program generated, in the communities-920/0 of which fell within the cat­ aggregate, about 32,300 seasonal unskilled jobs egories of "poor" or "extremely poor"-and through the rural road rehabilitation program, having a direct positive impact on transport and about 4,700 permanent jobs through the parameters-through the reduction of travel creation of about 410 road maintenance micro­ times (up to half) and transport tariffs for both enterprises. passengers and freight, and an increase in the The RRP also supported improvements of availability and quality of transport services. The non-motorized transport (NMT) tracks. The transport effects in turn have enhanced commu­ benefits of these improvements have been clearly nities' access to health services, improved the perceived by the communities, though have quality of education, and facilitated social inter­ proved difficult to quantified. Villagers have actions. The effects on the growth of rural valued the technical and organizational skills economic production appear to be still incipient, acquired through the program. For some com­ in part because of the short time elapsed since munities, participating in the NMT interventions the completion of the rehabilitation works, meant having first time access to a bank account though the results do show that the program and acquiring new organizational and technical helped diversify and move into high-value-added skills. The popularity of the NMT interventions production activities. To achieve these results, the builds on the effect of these interventions in project supported the rehabilitation of about overcoming the sense of abandonment in which 8,900 km of rural roads and 2,370 km of these communities lived. connecting secondary roads between 1995 and Institutionally, the RRP, with the support of 2000, interconnecting 314 district municipalities. NGOs, has exposed local municipalities and Upon completion of their rehabilitation, the municipalities to planning and budgeting RRP supported the maintenance of these roads systems, use of labor-based methods, and through the contracting of local micro­ contract arrangements, strengthening their pro­ enterprises. These micro-enterprises have cedures and road management and maintenance embarked on productive projects and, going capabilities. • 3 • Lastly, but more importantly, the RRP has Innovation established a mechanism for the poor to voice Impact and evaluation studies were carried out their transport needs and, at a time of economic with support from local think-tanks to assess the downturn, has restored rural people's access to effects of the program on the rural communities. basic social services, improved the availability These studies became a key element of the out­ and affordability of rural transport services, and reach effort-led by the NGO coordinator at the created entrepreneurial capacity for furthering World Bank Lima Office-that allowed a contin­ local development initiatives beyond the trans­ uous learning from the beneficiary communities port sector. These effects have reached to both and the participating NGOs. The lessons learned women and men, with women reporting a high have been incorporated into a the second phase level of satisfaction with the program. of the RRP (approved by the Bank Board of Directors on June 19,2001). The RRP success­ Client responsiveness fully experimented with beneficiary participation The success of the RRP relied on a preparation in the selection of sub-projects and the imple­ i and an implementation , n tandem with the mentation of micro-enterprises for routine road Borrower that led to a strong endorsement and maintenance. Furthermore, the RRP established ownership of the project's concept and ideas an novel institutional collaborative framework even if sometimes they were new and sensitive. that attempted to make the most of the compara­ Concepts such as beneficiary involvement, par­ tive advantages of each stakeholder including the ticipatory planning processes, creation of government counterpart institution, its decen­ micro-enterprises for road maintenance, support tralized executing units, local NGOs, the IDB and to non-motorized transport, working with the World Bank. NGO's, implied new initiativ'es that the Government had to embrace and to assume a Teamvvork willingness to learn by doing. The joint World The team involved a broad mix of professional Bank and IDB preparation and supervision skills spanning across sectoral networks, where teams established an integrated basis upon which the work of transport, social, and operational the Government would rely for the definition of staff was blended with the common objective of ideas and the mechanisms for their implementa­ reducing rural poverty, and enriched with con­ tion. Project design involved a substantial degree tacts with civil society and local think tanks. This of decentralization-and a closeness to benefi­ was made possible by the joint collaboration ciaries-for the execution of the project. The between the Inter-American Development Bank implementation arrangements allowed for the (IDB) and the World Bank, and the seamless incorporation of adjustments taking into consid­ support established between the respective coun­ eration the views of the various stakeholders, try offices in Lima and Headquarters. IDB and facilitating a trusted relationship among them. the Bank prepared and supervised the RRP Experimentation, ownership, and trust helped together, through a shared project team, with the create a responsive working environment where respective task team leaders coordinating the Government, international donors, and benefi­ timing and composition of joint field missions. ciaries contributed with ideas and assumed their This synergistic collaboration, which was roles based on their comparative advantages to fostered by the continuity of both team through­ execute them. The foundations for this environ­ out project implementation, enhanced the ment can be tracked back to the participatory dialogue within the IDB and Bank teams, as the workshops conducted during preparation and respective staff brought the experience and the steady contact with the communities knowledge of best practices developed by each throughout implementation. institution. • 4 • Partnership regional executing units; second, with the munic­ The RRP, jointly financed with the IDB and the ipalities and local communities where the Ministry of Transport in Peru, is an outstanding program was implemented; third, with the sector example of close cooperation among the three entities, the Vice-Ministry of Transport and the institutions. This cooperation was strengthened Vice-Ministry for Public Investment (under the by the receptive aptitude of the executing road Ministry of Economy); fourth, with NGOs institution to learn by doing and incorporate involved in supporting the execution of projects' feedback from implementation, seeking a more components or in analyzing their impacts; and comprehensive response to rural poverty and lastly, with the IDB project team, in an effective community development issues. The partnership and synergistic collaboration that facilitated the in the preparation, implementation, and supervi·­ Borrower's implementation of the project . • sion of the project has taken place at various levels: first, with the executing institution, the For more information, go to the Peru Rural Roads Programa de Caminos Rurales (peR) and its ten website: hHp:llperuroads.worldbank.org. PERU RURAL ROADS CORE TEAM Aurelio Menendez, Transport Economist Issam Abousleiman, Senior Disbursement Officer Cecilia Balchun, Disbursement Analyst Jose Luis Irigoyen, Team Leader David Varela, Legal Counsel Juan D. Quintero, Environmental Specialist Elizabeth Dasso, NGO Coordinator Miriam Allen, Procurement Assistant Francisco Wulff, Operations Specialist Paulus Guitink, NMT specialist Gladys Sakata, Team Assistant Tatiana Daza, Team Assistant PERU RURAL ROADS ASSOCIATES & PARTNERS Team associates Maria Victoria Lister, Quality Assurance Alonso Zarzar, Social Scientist Oswaldo Patino, Operations Specialist (LO) Antti Talvitie, Peer Reviewer (second phase) Paul Edwin Sisk, Financial Management Christina Malmberg-Calvo, Peer Reviewer Peter Ludwig, Unit Manager (second phase) Sally Burningham, Engineer Colin Ganon, Economist Danny Leipziger, Unit Manager Partners Gerhard Menckhoff, Transport Specialist Inter-American Development Bank Henri Beenhakker, Peer Reviewer (first phase) Programa de Caminos Rurales-Ministry of Transport Isabel Guerrero, Country Director and Communications, Government of Peru Janet K. Entwistle, Country Officer • Executive Directors Jean-Claude Sallier, Highway Engineer • Headquarters Managers for the Social Unit, Jeffrey Gutman, Unit Manager Administration and Finance, Planning, John D. Riverson, Peer Reviewer (first phase) Maintenance, and Engineering Laura Cristina Perez, Team Assistant, Legal • Staff in Headquarters (Lima) and the Regional Luis Gutierrez, Consultant-Impact Assessment Offices of Ancash, Apurimac, Ayacucho, (presently Vice Minister of Transport, Peru) Cajamarca, Cusco, Huancavelica, Huanuco, Margarita R. Lannon, Team Assistant Madre de Dios, Junin, Puno • 5 • The Turkey Marmara Emergency Earthquake Reconstruction (MBER) Project Team has set a new standard for timely preparation and delivery ofa large, complex, high-quality, major natural disaster interven.tion, balancing recan truction and recovery activities with disaster risk mitigation and emergency preparedness efforts. The team's dedication. knowledge and experience has resulted in the development ofa comprehensive framework program established in coopera­ tion with the European Investment Bank European ocial Fund, United Nations Development Programme, bilateral donors, plus national, regional, and locaL government. This framework amounted to approximately $1.8 billion il1 funding. About 10.000 housing units have been completed and distributed, 2.4 miUion earthquake insurance policies have been issued through the Turkish Catastrophic Insurance Pool (TClP), and an innovative emergency preparedness structure, the Turkish Emergency Management Agency (TElvlAD), has been established. Results with UNDP, the European Union, the European On August 17, 1999, an earthquake measuring Investment Bank, and other donors. The total 7.4 on the Richter scale ravaged the Marmara value of the Framework Program is about region of Turkey. Over 15,000 lives were lost, sev­ U5$1.8 billion from which U5$505 million con­ eral hundred thousand people were left stituted Bank financing. homeless, and Turkey's industrial heartland was The MEER team set a new standard for extensively damaged. In addition to the physical timely preparation and delivery of a large, high­ and social damage, the gravity of the event quality, complex, major natural disaster emphasized the need for upgrading the existing intervention, balancing reconstruction and emergency response system, effective recovery activities with disaster risk mitigation enforcement of Turkey's building codes, and ade­ and emergency preparedness efforts. The project quate earthquake insurance coverage in the is under implementation, but to date about housing sector. 10,000 housing units have been distributed to At the request of the Government of Turkey, beneficiaries, and over 2 million earthquake the MEER team was dispatched to the field insurance policies have been issued through the within a week of the event. In response to this Turkish Catastrophic Insurance Pool (TCIP). As disaster (which drew the attention of the entire an innovative emergency preparedness structure, world and brought generous international sup­ the Turkish Emergency Management Agency port for immediate relief), the MEER was (TEMAD), has been established. developed as a large operation directed at financ­ ing reconstruction and interventions designed to Client responsiveness minimize such damage in the future. The team sought client input at the local and MEER was prepared within 3 months as a national levels regarding specific needs for comprehensive Framework Program that was investments and this formed the basis for the developed by the World Bank in cooperation content of the project. A rapid social assessment • 6 • conducted during preparation as well as contin­ on foreign donor assistance by shifting the finan­ ued social and environmental monitoring at the cial burden to international re-insurers, capital implementation stage helped the team and the markets, and the Turkish Catastrophic Insurance Government to better understand and address Pool. The MEER created and supported the the needs of those made homeless by the earth­ establishment of the TCIP, as well as its capital­ quake. Rapid response to preparation and ization, through an innovative contingent loan approval was accorded highest priority by the facility. Government, so that project benefits would be realized as soon as possible. The MEER team response was an extraordinarily effective effort, This project team exemplifies the results that can resulting in the very rapid preparation and be achieved when individual members effective implementation of a large and complex contribute their best efforts and are both recog­ program. nized and appreciated by the other members of the team. The working relationships within the Innovation World Bank team have been characterized by It is worth noting that the emphasis and financ­ openness, mutual respect, and a sense of accom­ ing of the MEER project no longer addresses plishment. Despite the great pressure and stress only reconstruction of infrastructure and natural accompanying such an emergency operation, the disaster housing damage. The majority of the entire team functioned as a cohesive unit to project financing supports pioneering and inno­ achieve a difficult but valuable result. vative measures to mitigate future losses, The MEER team's ability to deliver the large including advancements through an improved scale project in such a limited time was due to emergency preparedness and response planning the outstanding support from and collaboration system, better land use planning and with other donors and partners, specifically enforcement of construction codes, cadastre ren­ Turkish counterparts and local team members, ovation and land management and, through the the high-quality and constructive inputs from introduction of a new disaster insurance scheme, management, and the team's combined energy establishing an expanding national catastrophic and dedication. The project reflects the best risk management and risk transfer capability. practice and experience in tackling disaster The disaster insurance scheme created a new related issues through inclusion, with the MEER mechanism that would make readily available team of experts from California, New Zealand, liquidity accessible to homeowners impacted by and many European countries . • future disasters. This will reduce the govern­ ment's fiscal burden from major catastrophic For more information, go to the Turkey MEER events as well as decrease Turkey's dependence website: http://www.•pub.gov.tr. TURKEY MEER CORE TEAM Piotr Wilczynski, Former Team Leader Catherine Stevens, Trauma Program/Social (passed away in March 2001) Dilek Barlas, Lawyer Christoph Pusch, Team Leader; former deputy TIL Eric Peterson, Housing and Task Manager Housing Eugene Gurenko, Disaster Insurance, Task Manager Alptekin Orhon, Financial Management Hulya Bayramoglu, Program Assistant Amy Evans, Consultant and Trust Fund Arrangements Ibrahim Sirer, Procurement and Off-site Infrastructure Bernard Baratz, Environment Safeguards Jennifer Ngaine, Program Assistant Betty Hanan, Trauma Program, Task Manager Jerzy Gazdzicki, Cadastre Renovation • 7 • TURI