2014 92220 Volume 3 Results in the Latin America & Caribbean Region Results in the Latin America & Caribbean Region TABLE OF CONTENTS 1 Foreword 48 Securing Land Rights for the Poor in Nicaragua 2 Argentina Increases Access to Basic Health Services for Uninsured Mothers 52 Nicaragua Builds Confidence in Financial Services and their Children 56 Suriname Reconnects with Global Markets 6 Improved Services and Better Resource Management in Argentina 60 Trinidad and Tobago Promotes Foreign Investment 10 Buenos Aires Enhances Local Government Accountability 64 Uruguay Expands its Full-Time School Model 14 Rio de Janeiro Improves Service Delivery and Reforms its Fiscal and Public Sectors 68 A Regional Network of Access to Information Practitioners in Latin America 17 Expanding Economic Opportunities and Improving Quality of Life in Brazil 72 Refining Performance of Credit Unions for the Eastern Caribbean 21 Brazil Strengthens Oversight of Public Expenditures SOUTH SOUTH KNOWLEDGE EXCHANGE HUB 24 Chile Establishes a National System of Social Protection 77 Improved Early Childhood Care and Development Action Plans in La Paz 28 Agricultural Innovation for a Competitive Chile and El Alto, Bolivia 32 A More Promising Future for Poor Youth in the Dominican Republic 83 Enhancing South-South Cooperation to Reduce Urban Poverty 36 Using Dialogue to Inform Public Policies in the Dominican Republic 91 Social Inclusion through Sports and Physical Culture in Brazil 40 Grenada’s Land Registry Goes Digital 97 Reducing Vulnerability to Climate Change in the Caribbean 44 Guatemala Seeks to Increase Public Confidence FOREWORD The Latin America and Caribbean region has had impressive achievements in the past decade, such as cutting extreme poverty by half and adding more than 50 million people to the middle class. Beyond the positive external conditions, it was the concerted efforts and dedication of the region’s countries to improve the lives of their citizens that enabled these and many other remarkable results. The World Bank is proud to be a part of this story, learning from our partners and contributing with knowledge, convening power and resources for initiatives ranging from the local to the regional, increasing opportunities for all Latin Americans. Results on the ground are at the core of the World Bank’s mission to eradicate extreme poverty and share the benefits of prosperity, especially for those at the bottom of the social pyramid. This publication presents some of the recent results the World Bank Group has helped achieve in the Latin America and Caribbean Region. Hasan A. Tuluy Vice President Latin America and Caribbean Region. World Bank PAGE 1 payments to the provinces when they achieve ARGENTINA certain goals, as part of a two-stage incentive mechanism. Argentina Increases Access to Results Basic Health Services During Plan Nacer’s second phase, between 2006 for Uninsured Mothers and and 2012, large improvements were seen in a range of health indicators among uninsured pregnant their Children women and children. These include: • Newborns weighing more than 2,500 grams Solution rose from 47 percent to 90 percent. In 2003, in response to the crisis, and with • Pregnant women with the first antenatal financial and technical assistance from The World care visit before the 20th week of pregnancy In its first phase, Plan Nacer provided incentives to nine provinces to improve Bank, the Government of Argentina developed climbed from 23 percent to 67 percent. access to basic health services for vulnerable pregnant women and children. In a reform program that included Plan Nacer, a • Pregnant women tested for syphilis (VDRL) its second phase, the Plan became nationwide (24 provinces), providing health provincial public insurance program that provides during pregnancy and tetanus vaccine previous insurance and basic services to 96 percent of eligible women and children. a free basic package of pre-defined cost-effective to delivery increased from 45 percent to 83 Performance-based payments were based on the number of eligible women and services to women and children without formal percent. children enrolled and on health indicators achieved. health insurance through participating healthcare • Eligible children under 18 months old with providers. coverage of measles vaccine or triple viral rose Challenge formal health insurance used the public healthcare from 45 percent to 77 percent. In its second phase, Plan Nacer was scaled up to Despite Argentina’s recovery after the deep system, which had significant shortfalls in quality • Children aged 1 year or less, with all healthy cover all provinces in the country. All the public economic crisis of 1999-2002, many problems and in service availability. This system was children consultations up to date (percentile of providers in the provinces participated and received persisted, including low access and quality of financed from public funds in a traditional manner weight and height) increased from 12 percent payments on a fee-for-service basis (conditional on health services for the poor. Immediately after the based on financing of inputs, without any link to 45 percent. quality) on top of the financing they receive from 2002 crisis, the percentage of the population not between health facility revenues and the quality of the public system on a traditional basis. A second covered by formal health insurance had risen to 44 care provided. A rigorous Impact Evaluation used data from six level of Results-Based Financing (RBF) provides percent (from 38 percent in 1997). Those without poorer provinces in northern Argentina for 2004 PAGE 2 PAGE 3 to 2008 and found that the program led to a 32 percent decrease in stillbirths and a 74 percent Plan Nacer has now been drop in in-hospital neonatal deaths for program succeeded by Plan Sumar, beneficiaries that used larger maternities. which includes additional population groups. World Bank Group Contribution The second phase of Plan Nacer was supported by a Bank loan of US$300 million. This came after Sumar, which includes additional population an earlier loan of US$135.8 million in support of groups: children and youth up to the age of 19 the program’s first phase. In addition, the Bank and women between the age of 20 and 64 that are provided a large amount of technical assistance uninsured. Financial sustainability is not an issue, to the program and was closely engaged on the given that Plan Nacer cost only about 1 percent of ground. Most of the Bank’s team consisted of total provincial public health spending on average. country-based staff who engaged constantly with the Government team. Beneficiaries The beneficiaries of Plan Nacer consisted of all Partners pregnant women and children under the age of six. A distinguishing feature of Plan Nacer is its implementation in the context of a federal system, Analia, 21, a native of Chaco Province (one of requiring partnerships and annual negotiations the poorest in the country), and a beneficiary of between the 24 provincial governments and the Plan Nacer, says: “Since I was pregnant, I have National Government. The Bank was also a key been going to the Villa Libertad Health center. partner and was closely engaged on the ground The attention I received was always very good. I with the Plan’s implementation. would come in the mornings and I would see the doctor. I then developed high blood pressure, and I was referred to Perrando Hospital. My daughter Moving Forward Eugenia was born prematurely, but she was very Plan Nacer has now been succeeded by Plan healthy.” Plan Nacer . Photo: Nahuel Berger / World Bank PAGE 4 PAGE 5 Solution argentina The Subnational Government Public Sector Modernization Project was designed to build off of past efforts at a subnational level (provincial Improved services and better and municipal development operations) which resource management in had indicated that provinces that modernized their administrations had more opportunities of Argentina fiscal autonomy, a greater cushion for economic downturns, and were better able to balance their The Subnational Government Public Sector Modernization Program accounts. The project aimed to improve the capabilities of the provincial Governments and subnational level was crucial. In response to the Ministry of the Interior’s call for their municipalities to effectively manage their resources and improve the quality institutional strengthening support, the provincial The bulk of Argentine social services are provided Governments applied for technical assistance. The of Government administrative services. As a result, between 2010 and 2013, two by its 24 provincial Governments (including the provinces supported by the project demonstrated provinces increased the ratio of collected provincial taxes by more than 15 percent; City of Buenos Aires) and 2,150 local Governments progress in their core sector areas and reforms one province increased its staff operating under integrated payroll information which vary in fiscal and social performance, as well were undertaken in judicial management, systems in human resources from 0 to 40 percent; and information exchanges now as size, populations and endowments. electronic Government, and public registries, regularly occur between property registries and cadaster in two provinces. among others. Many Governments were ill-prepared to meet Challenge growing demands for improved services related Results Increasing public sector After Argentina recovered from the 2001-2002 to enhancing local development, economic Significant progress towards improving subnational transparency and crisis, the country faced the challenge of competitiveness and safety nets to deal with capabilities to effectively manage resources and establishing the foundation for sustainable and poverty and unemployment. Also, many efficiency, and improving increase the quality of Government administrative more equitable growth, which required difficult municipalities were entirely dependent on the institutions at a national services has been demonstrated. The public sector structural and governance reforms. Increasing provinces for their organization and taxing powers. and subnational level, was public sector transparency and efficiency, management areas supported under this project are starting to contribute significantly to economic crucial. and improving institutions at a national and efficiency. PAGE 6 PAGE 7 Streamlining processes, organizational between September 2010 and 2012. Also, municipality and the province of Mendoza engaged Beneficiaries modernization, and better data management have an interface between the territorial cadaster in related activities with their own resources, and The liquidity provided by the DPL with CAT DDO resulted in improved decision-making and resource administration and Real State Property the province of Formosa developed a support plan upon the declaration of emergency after the Pacaya planning. Register Systems was developed, and the for the territorial information system. volcano eruption and Tropical Storm Agatha in fiscal valuation process for property has been There are positive signals that future World Bank 2010 helped attend to the needs of more than The project has helped to support improvements reduced to 10 days. engagement in Argentina would include a focus 910,000 citizens who had been adversely affected such as: • In Chubut, 40 percent of staff has been on strengthening subnational capacities for public by the two events. In addition, the improvements • In Mendoza, IDs can be issued in one integrated into the electronic payroll system service delivery. of institutional capacity for disaster risk week (previously one year) following the and personnel information system, and tax assessment, reduction, monitoring and forecasting modernization of the civil registry. collection increased 25 percent between benefit the country as a whole. • In Formosa, tax collection increased 40 percent September 2010 and 2012. • Santa Fe increased the service capacity of its Data Center by 300 percent and Salta by 80 percent, and costs have reduced significantly. World Bank Group Contribution This US$40 million loan built upon previous efforts to modernize Argentine’s provincial administrations and their municipalities (First and Second Provincial Development Loans as well as the Municipal Development Operations). These operations contributed to significant progress in areas such as tax and financial administration and property registration. Moving Forward In a workshop held in 2012, provinces reaffirmed their commitment to the reforms. Puerto Madryn PAGE 8 PAGE 9 equity. The project included a component to build context of transparent and effective oversight of ARGENTINA the province’s institutional capacity and strengthen the use of public funds. agencies involved in infrastructure and economic management. Buenos Aires Enhances Local Results HTC is now able to audit projects funded by the Government Accountability Within this component, HTC was granted US$1 million to: Bank and other donors. In 2012, it also developed a performance auditing methodology and guidelines, Better tools to ensure a more effective use of public resources • Strengthen its traditional audit and control which it applied to two pilot projects, a health work through the introduction of modern program and a road infrastructure program. information technology (IT) tools and systems. Training activities in information technology (IT) By developing new audit tools and control functions, the Buenos Aires Court of • Develop new functions such as project system auditing have begun with a view toward Accounts, with World Bank support, built capacity to provide citizens with higher auditing, IT systems auditing, and performance further expanding the range and transparency quality control services and to hold provincial authorities more accountable for the evaluation of public programs. of HTC’s review of the use of public funds. HTC transparent and effective use of public resources. was also the first provincial member of the Latin With this support, HTC initiated capacity-building America and Caribbean Organization of Supreme activities in new areas of auditing and control Challenge budget execution system, HTC has been challenged Audit Institutions. This has made available regional that improve performance and generate a gradual Serving the most populous and wealthy province to modernize and adapt its traditional control and international initiatives in public sector audit change in its culture from a legal focus to a more of Argentina, the Buenos Aires Court of Accounts skills, systems, and tools to the new paradigm of institutional development. performance-oriented approach. A new audit (Honorable Tribunal de Cuentas, HTC) is performance auditing and financial risk-based software tool was introduced and intensive training constitutionally vested with authority to control controls. World Bank Group Contribution was provided, both of which allowed the institution the use of public resources. To that end, HTC The Bank played an instrumental role in mobilizing to improve audit planning and execution, has developed a legacy of legal and financial Solution HTC authorities and staff around shared goals streamline audit processes, and strengthen compliance-based controls. The goals of the Buenos Aires Infrastructure and reform activities, and encouraging a more management of working papers, time estimation, Sustainable Investment Development Project systematic effort to build an effective institution and tracking and monitoring of staff work. The With the introduction in the early 2000s of public were to improve the provision of transport, water, focused on performance. Bank facilitated brainstorming of HTC staff on financial management reforms and the program drainage, and sanitation services to 5 million project activities, options, and management, with budgeting approach in the province, especially people, to help promote sustainable economic the goal of encouraging a broad conception in the the new integrated financial information and growth, alleviate poverty, and to increase social PAGE 10 PAGE 11 Partners ongoing implementation of the Strategic Plan, In addition to the Bank, the Inter-American which includes additional investment in IT, Development Bank (IADB) is also providing development and enhancement of current staff support through limited donations aimed at capacity through training in modern audit establishing the institution as the key provider of techniques, re-design of staff performance external auditing for provincial resources (including assessments, development of new staff position borrowed funds), in line with the objective of requirements, and small refurbishing works in advancing the use of country systems at the HTC’s offices. provincial level. Beneficiaries The project beneficiary is HTC. Project activities Moving Forward and Strategic Plan formulation strengthened Building on project results, HTC devised and internal communication linkages among HTC’s adopted in December 2012 a Strategic Plan for principal departments 2013-2017. The formulation of the Plan was highly • Central Government Audit participatory, involving all internal stakeholders. • Decentralized Entities Audit The Plan is anchored in five areas critical for the • Municipalities A and B Audit institution’s future: • Strengthening Government audits. According to HTC’s president, Eduardo Grinberg, • Positioning HTC as the champion for “The project led to an internal process of Government transparency. integration and cross-cutting work which was • Designing and implementing a communications extremely productive. The project, fostered by real strategy. needs arising from our everyday control work • Strengthening human resource management. and hopes of change and growth within HTC, • Optimizing the physical and technological HTC became an engine of continuous improvement and infrastructure. made it possible to access growth opportunities, which are already part our strategic objectives for The key challenges are to sustain the reform’s 2013- 2017.” momentum and access to funding to finance Colorful building in Buenos Aires. Photo: Jonathan Hillis, SXC. PAGE 12 PAGE 13 Government committed itself to improving public BRAZIL service delivery and public sector efficiency The Rio Municipal and effectiveness, and promoting private Development Policy Loan, sector development, while maintaining fiscal approved in July 2010 for Rio de Janeiro Improves Service discipline. To that end, the Municipal and Federal US$1.045 billion, financed a Delivery and Reforms its Fiscal Governments approached the World Bank for a Development Policy Loan (DPL) to alleviate portion of Rio’s existing debt and Public Sectors Rio’s debt service burden. This was the Bank’s and served as a platform for dialogue about policy issues. first DPL with a Municipality. It was aligned with the Bank’s Country Partnership Strategy (CPS), which identifies engagement with subnational of current revenue. jurisdictions to enhance the effectiveness of the With support from the World Bank, the Municipality of Rio de Janeiro • Prepaid the Municipal Government’s debt to Bank’s technical and financial resources. Brazilian restructured its debt and made more resources available for investment while the National Treasury and strengthened tax municipalities are natural partners in pursuing supporting policy reforms to strengthen public sector performance and improve administration. the goals of the CPS because they provide many the quality of public service delivery. • Expanded public sector investments from essential services. 3.7 percent to 15.9 percent of total public expenditure, in bus rapid transit routes, Challenge of the population and nearly 19 percent of them The Rio Municipal Development Policy Loan, schools, day care facilities, and health clinics. For the past two decades, Rio de Janeiro’s 6.2 live in slum neighborhoods with inadequate approved in July 2010 for US$1.045 billion, • Expanded primary health care coverage from million residents have been hard-hit by the city’s infrastructure, transportation, schools and health financed a portion of Rio’s existing debt and served 6 percent of the population in 2009 to 40 long-run economic decline, which exacerbated facilities. In addition, a large and expensive loan as a platform for dialogue about policy issues, percent in 2013, through a network of primary social and economic inequalities. Between 1985 from Brazil’s National Treasury was a particular especially in Monitoring and Evaluation systems, and urgent care clinics run by private, not-for- and 2003, the economy of Rio, Brazil’s second fiscal burden, although it included an option to Public-Private Partnerships (PPP), pension reform profit management companies. largest city, has contracted at an average annual reduce debt service costs by prepaying part of the and budget management. • Improved learning outcomes through early rate of 1.1 percent. Fiscal constraints in the outstanding balance. childhood development, remedial literacy aftermath of a mid-1990s fiscal crisis have further Results programs, innovative approaches for schools deteriorated the quality of municipal service Solution The Operation’s results were in the following areas: in dangerous neighborhoods, and improved delivery. The city’s poor make up about 13 percent In January, 2009, the newly elected Municipal • Grew available resources by around 7 percent teacher training and career development. PAGE 14 PAGE 15 • Increased percentage of children with adequate and 2011. Two Technical Assistance operations reading skills at the end of grade 1 by 10 provided additional support in several policy areas: BRAZIL percentage points. the first, a PPP Reimbursable Advisory Services for • Reduced percentage of children in grade 9 US$609,000; and the second financed through a performing more than two years behind grade US$16.2 million Investment Loan. Expanding Economic • level by 7 percentage points. Improved public sector efficiency using Moving Forward Opportunities and Improving a Public-Private Partnerships framework The second of the Technical Assistance projects Quality of Life in Brazil for projects in sanitation, sports facilities, received Board approval in June 2013 and is waterfront revitalization and light rail expected to run through October 2017, providing transport. additional support to several of the loan’s policy • Simplified requirements and reduced the time areas, including public investment management, Since 2010, with World Bank support, the State of Pernambuco has enrolled to obtain a business license, from 20 days in Medium Term Expenditure Framework (MTEF) over 100,000 students in schools, expanded water rights by almost 60 percent, 2010 to three days in 2013, for applications and health and education reform. and implemented a flood monitoring alert system covering a population of 3.6 with low environmental and health impacts. million. It has also trained almost 1,500 public employees on gender issues and • Generated average savings of 39 percent on Beneficiaries improved the efficiency and transparency of public administration. Through these common goods and services in 2013, compared to 2010, through procurement reform and Policy actions under the DPL have primarily interventions, Pernambuco has achieved a 20 percent reduction in budgetary benefited low income households. Health and revisions. implementation of a centralized, electronic education outcomes are highly correlated with auction system. Reduced losses from an income and socio-economic status. average of 4.9 percent in 2006-09 to 0.1 Challenge percent in 2012 using new stock management Despite recent relatively fast economic growth, The Government’s programs in these areas procedures piloted in the health system. specifically targeted disadvantaged, underserved Pernambuco remains the 8th poorest state in Despite recent relatively neighborhoods. Special attention to the needs Brazil (out of 26 states), and there remain large fast economic growth, socioeconomic disparities within the state. It is one World Bank Group Contribution of dangerous and violent neighborhoods was Pernambuco remains the of the most vulnerable states to natural disasters The Bank supported the Municipality with a especially beneficial. 8th poorest state in Brazil. (droughts and flooding) and social hazards Development Policy Loan in the amount of (disease and crime). Moreover, unemployment US$1.045 billion, disbursed in two tranches in 2010 PAGE 16 PAGE 17 the interior, given the high correlation of regional inequities and inequities in other dimensions. Enrolled 13,687 additional students from 2010 to 2013 Results in professional education The project helped the Government to achieve schools. results in all three priority policy areas of the State’s Development Plan. • Increased the number of public employees trained on gender issues from 600 in 2010 to Improving the quality of life: over 2,000 by 2013. • Increased by 185 percent from 2010 to 2013 • Increased funding for SMEs and rural the number of secondary students enrolled in producers, from 3 in 2010 to 19 in 2013. is higher in the rural interior of the state, where public services delivery. schools receiving more hours of instruction per recent industrial expansion has not reached. • Expanding opportunities for productive week. Enhancing the capacity of the state’s public By comparison, the Recife Metropolitan Area inclusion and equity. • Increased by 24,059 students enrolled in administration: is a relatively affluent city on the east coast. In • Enhancing the capacity of the state’s public integral and semi-integral secondary schools • Reduced by 20 percent budgetary revisions. 2009, the student enrollment rate (ages 15-17) at administration to generate policy results for from 2011 to 2013. • Published systematic online a Social secondary schools in Recife was 50 percent and 33 the population. • Expanded water-rights by 58 percent from Management Report starting in 2011. percent in the interior. Household access to water 2010 to 2013, established a water users’ in Recife was 89 percent and 66 percent in the The DPL provided technical and financial support cadaster, and formalized procedures for a flood interior. to improve the quality of education, provide better risk early warning system covering over 3.6 World Bank Group Contribution water security and disaster risk management, million people. The Bank provided US$500 million as a single- support gender inclusion and job creation tranche DPL to the State of Pernambuco in order to Solution opportunities, and increase public administration Expanding opportunities for productive inclusion consolidate the impact of actions requiring specific This Expanding Opportunities Development capacity. and equity: investments. Additionally, the Bank contributed Policy Loan (DPL) supported the Government of • Enrolled 13,687 additional students from 2010 US$690,000 in resources in the form of technical Pernambuco’s ongoing Development Plan, which An integral aspect of the agenda involved focusing to 2013 in professional education schools, assistance to prepare and supervise the Project. prioritizes three strategic areas of intervention: the quality of life and expanding opportunities in 5,367 of which live outside of the Recife • Improving the quality of life through ensuring Metropolitan Area. PAGE 18 PAGE 19 Partners economic opportunities for the poor, consolidating The Bank worked in strong partnership with public sector management innovations, preventing BRAZIL the Pernambuco State Government. The State’s crime and violence, and reducing the burden Secretary of Planning and Management (SEPLAG) associated with chronic diseases. acted as the implementation agency and Brazil Strengthens Oversight of coordinated with other secretariats involved. These secretariats included the Development Agency of Beneficiaries In addition to the State at large through public Public Expenditures the State of Pernambuco (AGEFEPE ) in promoting Modernizing audit, compliance, and investigative tools administration reforms, this project benefits 2.6 the economic and social development of SMEs million citizens being covered by a newly created and rural producers, the Agency for Water and national disaster alert system, 104,000 secondary Climate (APAC) in expanding water security and Brazil’s Office of Controller General (CGU), with Bank support, strengthened students receiving higher quality education, 2,000 developing the disaster risk management system, its fiscal transparency and the efficiency and accountability of public finances public employees receiving gender training, and and the Women’s Secretariat (SecMulher) in by refining the role, methodologies, and work tools of the Secretariat of Internal 19 SMEs receiving financing and/or training providing public employees with gender training. Control (SFC). Bank intervention helped modernize the SFC’s audit, compliance, contributing to local supply chains. Additionally, the Management Institute, established and investigative tools, and develop two prototype information systems. within SEPLAG, was responsible overseeing the promotion of efficiency and transparency in public Challenge eliminate gaps in the framework for oversight and administration. The Brazilian Government has a fairly robust control. internal control framework; however, in the Moving Forward context of the recent establishment of subnational Solution In 2013 the Bank approved a follow-up control units and the supreme audit institution’s In support of the Government’s effort to modernize Development Policy Loan to the State of responsibility to audit federally transferred funds, its audit, compliance, and investigative tools, the Pernambuco. The second loan builds upon the there were gaps in oversight responsibilities for project supported the following activities: reforms supported by this DPL to assist the large federal programs that transfer financial • Diagnostic work with the SFC. Government of Pernambuco in its strategy to resources to sub-national governments and • Work with the CGU to prepare a diagnostic strengthen the design, implementation, monitoring entities. The Government needed to clarify the and assessment report of the principle types of and evaluation of policies and programs aimed roles of all the involved entities, avoid overlap of audits. at promoting sustained growth and improved functions, promote stronger collaboration, and PAGE 20 PAGE 21 • A re-design of the integration of CGU responsibility. plan implementation and capacity building at the information systems, audit and review Brazil had modernized its • Strengthen institutional capacity and skills of sub-national level. procedures, and allocation of resources. audit practices, tools, and audit practitioners. • Improve the efficiency and effectiveness of the key institutions. A more Beneficiaries The project also supported the development of two oversight of public expenditures, in light of the robust internal control The primary beneficiary was the Office of the prototype information systems in areas identified increasing complexity and comprehensiveness as CGU priorities: system now enables greater of expenditure programs. Comptroller General of Brazil (CGU) and its Federal Secretariat of Internal Control (SFC). • Follow-up on previous audit findings. transparency of public • Administration of documents and working sector expenditures. Partners “The project enabled the directors and staff of papers. The Bank financed the project activities through SFC to review our activities, enabling better from technical review of audits to include advisory a grant of US$350,000 from the Institutional planning and a realignment of activities; all this The project contributed to an institutional support with respect to the overall efficiency of Development Fund (IDF). The CGU is also using contributed significantly to improving internal strengthening plan that is a key element of the public sector expenditures. At the subnational funds from its own budget to implement the controls in Brazil.” CGU Strategy for 2012-14. One vivid example level, there are positive spillover effects, as the recommendations. Ronald da Silva Balbe is the new requirement for CGU to measure the internal control agencies adopt the new paradigm. Director of Planning and Coordination of Control impact of its audits, including the implementation One vivid example is the new requirement for Moving Forward Actions, Federal Secretariat of Internal Control percentage of the recommendations issued. the CGU to measure the impact of its audits, Some of the the recommendations that emerged (SFC), a key unit of Brazil’s Office of Controller including the implementation percentage of the from the Project activities have been adopted. General. Results recommendations. This derived from a detailed For example, an electronic management system By 2012, Brazil had modernized its audit practices, recommendation that emerged from the Project for Working Papers and a Monitoring and tools, and key institutions. A more robust internal activities. Evaluation system of institutional results have control system now enables greater transparency been introduced. Going forward, Brazil will need of public sector expenditures. The new system now World Bank Group Contribution to address a significant need for further capacity meets the International Standards on Auditing. The The Bank supported a wide range of analytical and building and additional support for internal control project activities contributed to this institutional advisory services between May 2009 and March agencies to implement fully its strategy for 2012- strengthening plan, which is a key element of the 2012. The project’s goals included: 2014. The Project provided what could be potential CGU Strategy for 2012-14. The functional scope • Identify gaps in audit practices. directions for Bank support for the strengthening of the office of the Controller General expanded • Improve audit procedures, tools, and lines of of internal controls, particularly actions to support PAGE 22 PAGE 23 Solution agreements, national budgeting procedures, CHILE In addition to poverty assessments, an analysis an integrated social information system of the social protection system, Chile: Household and registry of beneficiaries through which Risk Management and Social Protection, informed information is exchanged among nearly Chile Establishes a National the reforms supported by this project and the 40 public and private agencies. Use of the System of Social Protection accompanying adjustment operation. The Social Protection Technical Assistance Loan ensured targeting instrument was extended to other programs. Chile solidario improves the lives of families in extreme poverty adequate financing and advice during the • Improvement of the take-up of transfers implementation of the policy reforms supported by and programs. The results from the impact the Social Protection Sector Adjustment Loan. evaluations show in the short-run an By the end of 2012, nearly 600,000 families had participated in Chile Solidario, an improvement in the take-up of transfers and effective outreach program for the extreme poor designed to improve the receipt The project supported the progress made by other programs, and improved education and of monetary transfers and programs for housing and employment and health Chile in moving from isolated interventions to a health outcomes. The medium-term results and education outcomes. Chile Solidario served as a base for the installation of coherent, connected portfolio of programs, under of the program indicate positive effects on a broader social protection system. Over the medium-term the program has had a systems approach. Over the life of the project, employment and income for some groups of positive effects on employment and income for some families. programs improved communications, shared to families, as well as gains in living standards, greater extent common administrative subsystems, including more stable housing conditions. and worked together to respond to risks and to Results from the longer-term evaluation show Challenge in the social protection system were making it deliver resilience, equity and opportunity to the benefits in particular for those who had been The Government of Chile was concerned that harder for the Government to address exclusion. extremely poor population. excluded from the social network as well as although the share of the population below the Some of these weaknesses included: benefits from the progressive improvements on poverty line had declined during the 1990’s, the • The inefficient use of available information. Results the supply side. share in extreme poverty persisted. Analytical • Weakness of the targeting instrument. The following results were particularly important: work suggested that an important determinant of • Gaps in monitoring and evaluation of social • Development of a legal framework for the World Bank Group Contribution persistent extreme poverty was exclusion from a programs and policies. inter-sectoral social protection system. The original loan amount was $10.71 million. variety of networks that provided access to public • Coordination failures at both the national and • Implementation of specific mechanisms and Additional financing of $3.0 million was approved and private risk mitigation instruments. subnational levels. administrative arrangements to promote in late 2009. Although Chile’s social protection institutions were coordination including inter-institutional relatively strong and well run, several weaknesses PAGE 24 PAGE 25 financial and food price crises, by providing lump Nearly 600,000 families sum transfers to specific target groups. participated in Chile Solidario. Beneficiaries The main beneficiaries were the nearly 600,000 families that participated in Chile Solidario. One Partners of the aims of Chile Solidario was to implement a Ministry of Finance (Budget Office), Ministry of new model of management of public institutions. Planning and Solidarity and Social Investment The project supported institutional changes Fund (FOSIS). and strengthening in several areas including better coordination and the integration of social Moving Forward assistance with social promotion. Most social programs include well-designed monitoring systems. The Budget Division of the “This Government has taken into account the Ministry of Finance ensures that evaluation results poor, humble people, those who are making are taken into account in spending decisions an effort. It is not so much the money…it is the and organizes an annual schedule of program support and orientation that they have provided evaluations. us; in other words, the wish to move forward so that we can improve and become better people Program monitoring indicators and evaluation and have a better quality of life. I feel capable. I results are accessible to the public. Programs developed a personality that I did not have before. must also comply with the requirements of the I didn’t talk. I said to my husband, you talk, you Law of Transparency, in which the integrated go. I didn’t handle any processes alone. I was social information system has played an important ashamed to speak because everyone looked at me role. Finally, the existence of social programs and when I spoke. Now, I can talk with anyone. Now transfers and the wide coverage of the targeting try to keep me quiet.” instrument enabled the Government to respond Rosa Chaguan, Town of Castro, Lakes Region. quickly to the needs of the poor during the previous Flowers swaying in wind. Chile. Photo: Curt Carnemark / World Bank PAGE 26 PAGE 27 sector and analyzed best practices in agricultural CHILE Starting in 2009, the World innovation coordination in six countries with Bank has worked with comparable agricultural sectors to that in Chile. the Government of Chile Agricultural Innovation for a to develop a long-term The unit was designed to improve the existing, Competitive Chile strategy for agricultural more informal coordination in place by: • Inducing processes of agenda building and Designing the Directorate of Agricultural Innovation to Improve Coordination and innovation to accelerate priority setting. Harness Synergies growth in the agrifood • Harmonizing funding flows and other sector. innovation support activities, such as research. Since 2009, the World Bank has worked with Chile to develop a long-term strategy • Implementing systematic monitoring and for agricultural innovation, which the country identified as key to reducing lagging evaluation of the Agricultural Innovation duplication, and even conflict of efforts resulted agricultural productivity. However, the agricultural innovation system suffers System. from poorly defined roles for the many public and The unit was designed to mobilize an advisory from weak coordination, creating conflict and inefficiency. Drawing on intensive private agencies and institutes working in this area. council to evaluate the unit’s work and provide consultations and other international experiences, the World Bank responded direct representation from the sectors, and a to Chile’s request for the design of a technical unit in the Ministry of Agriculture Solution more autonomous think tank to tap into global dedicated to coordinating and enhancing agricultural innovation. Through three analytical activities starting in 2009, knowledge networks and push the frontiers of the World Bank has worked with the Government innovation in Chile. Challenge The Government sought to develop an investment of Chile to develop a long-term strategy for Chile has a national goal to become an important program focused on agricultural innovation that agricultural innovation to accelerate growth in the Results actor in global agrifood markets, and has had would help Chile reach Organization for Economic agrifood sector. The approach of the final analytical The design for the agricultural innovation notable success with fruit, wine, salmon and Cooperation and Development standards. product was to create the recommended innovation coordination unit was well-received, and the forestry products in international markets. coordination unit in the Ministry of Agriculture Ministry of Agriculture is moving ahead to begin However, the initial dynamism of the agrifood Agricultural innovation, however, has been (MINAGRI) to implement the actions agreed implementation of this unit according to the sector fizzled during the last decade, contributing hampered by a lack of a clear, shared vision for the in the early two analytical activities. To develop recommendations. Furthermore, the design of the to a decline in productivity growth of the overall sector, with several disarticulated priorities and the design, the World Bank conducted intensive unit has been incorporated in a new proposed law economy. agenda setting mechanisms in place. Confusion, consultations with public agencies and the private to restructure the Ministry of Agriculture. PAGE 28 PAGE 29 This series of analytical activities has already led to will lead to increased private sector investment in Partners several new initiatives by the Chilean Government, research and development in the agro-food sector. The innovation coordination unit was designed New areas, such as ICT in such as the development of long term funding lines in partnership with the Ministry of Agriculture agriculture, are starting and research programs and the establishment of (MINAGRI) and the Chilean Foundation for World Bank Group Contribution to receive more attention, enhanced technical assistance to Chilean farmers. Agricultural Innovation (FIA) and involved The World Bank was reimbursed for this series of and research institutes have New areas, such as ICT in agriculture, are starting extensive stakeholder interviews with numerous to receive more attention, and research institutes analytical services by the Government of Chile, for Government and non-governmental agencies and been modernizing their a total amount of US$410,000. have been modernizing their agendas. In the long private sector representatives. agendas. term, Chile expects that the proposed measures Moving Forward Chile’s agro-industry, for example, in wines, fruits, The importance of the engagement between salmon, and forestry, will benefit from improved the World Bank and the Government of Chile coordination and regulation of innovation has enabled it to withstand Government activities. In addition, revitalizing the agricultural transition. Starting during the Michelle Bachelet sector in Chile will have economy-wide returns, administration, the work was further pursued by and over time, Chilean consumers will benefit from the Sebastian Piñera administration, and at the improvements in food quality and reduced prices. Bank’s recommendation, the groundwork for the unit has been implemented in order to continue to evolve under the new Bachelet administration. Beneficiaries The transformations in the agricultural sector catalyzed by the agricultural innovation coordination unit are intentionally targeted to improve inclusive priority-setting, giving voice to producers of all sizes and in regions sometimes marginalized by centralized decision-making. Winery in Chile. Photo: Odan Jaeger, SXC. PAGE 30 PAGE 31 Solution DOMINICAN REPUBLIC The Dominican Republic Youth Development A total of 600 power Project responded to the urgent need to provide generators are now more opportunities to disadvantaged youth from providing electricity to 350 A More Promising Future poor families and with little schooling. The Project schools offering second- for Poor Youth in was part of a larger effort of the authorities to strengthen the country’s social protection system chance education programs the Dominican Republic and was complementary to a series of operations that previously had to rely on candles or gas lamps for being financed by the World Bank and the IDB. At least 38,000 benefited from on-the-job training and formal education The Project had a two-fold strategy: lighting. • First, it focused on improving the employability of poor, at-risk youth by building their work With joint World Bank and Inter-American Development Bank (IDB) support, PJyE, with the overwhelming majority living in experience and life skills through training and authorities in the Dominican Republic successfully implemented a Youth Training the poorest areas and more than half women. on-the-job internships. and Employment Program (PJyE) that provided technical/vocational and life • Over 3,000 private firms offered internships • Second, it supported the expansion of second- skills training and on-the-job internships to poor, at-risk youth. The program to PJyE graduates, providing trainees with chance education programs aimed at providing had positive impacts, including increased earnings and better quality jobs among valuable on-the-job experience. youth and adults the opportunity to complete participants. The authorities also implemented the country’s first temporary • Results from a rigorous impact evaluation their formal education. employment program targeting poor unemployed adults. show that program graduates had a higher probability of acquiring a formal job and a A temporary employment program targeting Challenge labor market, particularly among the poor and larger income, particularly among women. poor, low skilled unemployed adults was added Dominican youth, particularly the poor, face unemployed. This was demonstrated by the Teenage pregnancy rates were also lower in 2010 to help Government authorities address structural barriers to labor markets, including disproportionate increase in youth unemployment, among participants. widespread increases in unemployment in the insufficient education, poor life skills, and weak which rose by roughly a third between 2003 • A total of 600 power generators are now aftermath of the 2008 global financial crisis. job skills to transition from school to work. and 2005 to reach 31 percent for ages 15-24, as providing electricity to 350 schools offering Exacerbating this already precarious situation, a compared to 17 percent for the population at large. second-chance education programs that Results banking crisis that unfolded in 2003 decreased previously had to rely on candles or gas lamps Results of the intervention included the following: even further the chances of youth to enter the for lighting. • Over 38,000 at-risk youth benefited from the PAGE 32 PAGE 33 World Bank Group Contribution continue to support the Government’s efforts to The PJyE was awarded Best The World Bank contributed US$25 million to this foster the employability of vulnerable population Practices in Youth Policies project, which had an overall cost of US$50 million. groups, particularly unskilled youth, as well as the development of labor market institutions. and Programs in Latin America and the Caribbean Partners The PJyE was awarded, among other recognitions, by the United Nations The Ministry of Labor, the National Training Best Practices in Youth Policies and Programs in Development Program and Agency (INFOTEP) and the Ministry of Education Latin America and the Caribbean by the United the World Bank. implemented the Project. INFOTEP’s strong Nations Development Program and the World institutional capacity was a critical element in Bank. The Ministry of Labor has disseminated ensuring the successful implementation of PJyE. widely the lessons learned in the implementation of • The second-chance basic education curricula At the same time, the Project helped expand the PJyE among other countries in the region. and supporting instruction materials were INFOTEP’s traditional focus beyond training of redeveloped under the Project and used to employed, formal workers to include unemployed prepare the Quisqueya Aprende Contigo youth. Beneficiaries Literacy Program, a presidential flagship Between 2008 and 2013, 38,000 young people program that enrolled over 700,000 adults in The IDB and the World Bank collaborated closely, between the ages of 16 to 29 benefited from the 2013 alone. supporting complementary operations focusing Youth and Employment Training Program run by • A total of 3,920 low-income, unskilled on enhancing the efficiency of labor markets in INFOTEP. 60 percent of beneficiaries were women long-term unemployed adults completed the Dominican Republic. There was also strong between the ages of 18 to 20. 95 percent of the training under the country’s first temporary coordination between the supervision and beneficiaries were living in extreme poor areas, employment program. They gained work evaluation teams of the two institutions in the as classified by the national poverty mapping. 45 experience in selected projects managed by framework of the PJyE. percent of the female beneficiaries had at least one non-profit organizations and municipalities, child, and 55 percent were single. including maintenance of physical Moving Forward infrastructure such as street and drainage Two new operations financed by the World Bank maintenance and cleaning of public parks and (Flexible Employment System Project) and the watersheds. IDB (Support the National Employment System) Dominican Republic youth training program. Photo: fundarte.org. PAGE 34 PAGE 35 set of joint policy notes on topics identified by the DOMINICAN REPUBLIC Government, in order to inform sector dialogue The dialogue created a and agree on priorities in the different Ministries unique opportunity for and institutions, most of which were at that multi-sector discussion Using dialogue to inform moment preparing their four-year action plans. around the Dominican Public policies in the Solution Republic Policy Notes. Dominican Republic In order to promptly respond to the request of Government authorities, the World Bank drew experts on the IADB and the WB side. The dialogue Improving transparency and expenditure efficiency from an ongoing policy notes elaboration process. created a unique opportunity for multi-sector The World Bank and the IADB put together a discussion around the Dominican Republic Policy At the request of the Dominican Republic’s incoming Administration in 2012, joint coordination team in charge of defining Notes. The World Bank and the Inter-American Development Bank (IADB) convened homogeneous objectives and format for the to elaborate a set of 13 policy notes to help further the ambitious social agenda. different policy notes, as well as coordinating Results Nine (out of 22) Ministries participated in a convention to discuss the policy notes, the inputs from the different sector experts. A While the following results cannot be solely called the “Dominican Republic Dialogue Day,” and informed their respective total of 13 policy notes were prepared in 5 broad attributed to the Policy Notes, as some of them action plans with the priorities agreed with the IADB and the World Bank. areas: macroeconomic management, the quality of were already in the Government’s agenda, the public management, growth and competitiveness, Progress has been observed in the areas of fiscal and macroeconomic stability, Dominican Republic Dialogue Day was convened electricity development and the social sectors. public financial management and procurement, access to finance, and quality of by authorities precisely to agree on the priorities In order to ensure the quality of the content and education, among other areas. and to use the World Bank’s leverage to move the consistency of the messages, in March 2013 all forward in certain areas. These are some of the the different focal points on the WB and IADB side areas that have noticeably registered improvement: Challenge The emphasis of the new Administration on social presented and discussed the different notes in a • According to the General Directorate for Public President Danilo Medina assumed office in August policies was challenged by a large deficit and joint review meeting. Procurement, the number of non-competitive 2012 carrying an ambitious electoral program the tightest fiscal space in public finances in a biddings diminished by 21.1 percent in 2013. In aimed at generating 400,000 jobs and agreeing decade. The Minister of the Economy called on the Finally, on March 9, 2013 the Dominican Republic addition, the number of procurement processes on three nationwide targets on fiscal, energy and Inter-American Development Bank (IADB) and Dialogue Day was held, comprised of around 10 published in 2013 reached 57,000, compared education priorities. the World Bank to elaborate in just two months a Ministries and high level representatives and PAGE 36 PAGE 37 to just 1,000 in 2012. funding and knowledge sharing. Specifically, the • On December 3, 2013, the International IADB Director for Central America, the Principal Finance Corporation issued Taíno Bonds for a Economist of the IADB for Central America, value of US$390 million, in its effort to develop the Economist of the IADB for the Dominican the domestic market for corporate bonds. Republic, and the IADB Representative in Santo • •In the context of progress towards a Single Domingo were the World Bank’s main counterparts Treasury Account, as of December 2013, 12 in the process. In addition, more than 20 IADB out of 12 hospitals in Santo Domingo National experts participated in the elaboration of the policy District had been fully incorporated to the notes and/or in the main workshop. decentralized payment system, compared to just 6 as of July 2013. Moving Forward • As of August 2013, the first monitoring The Policy Notes have also helped inform the report on the progress of the actions agreed IADB Strategy in the Dominican Republic, and the at Dominican Initiative for the Quality of World Bank Country Partnership Strategy. Once Education (IDEC) was made public. the approval process of the latter is completed, the Policy Notes will be made public as “Proceedings of World Bank Group Contribution the DR Dialogue Day,” and a series of BBLs and of The total cost of the elaboration of the joint web-based dissemination actions will be launched policy notes for the World Bank is estimated to be in order to ensure the continuity of the messages US$87,000. In addition, the World Bank and the and to support the implementation of agreed IADB shared the cost of the logistics and venue for priorities. the Dominican Republic Dialogue Day. Beneficiaries Partners The ultimate beneficiaries of this initiative are As aforementioned, the IADB contributed in equal the citizens of the Dominican Republic, who are terms to the development of the Policy Notes and benefiting from the outcomes derived from better the Dominican Republic Dialogue Day, both in coordinated development efforts. A beach in Dominican Republic. Photo: David Uztariz, SXC. PAGE 38 PAGE 39 by setting up and modernizing the Grenada Lands GRENADA Agency, upgrading its processes and technology, The number of days needed as well as digitizing services. Additionally, all to register a business departments that constituted the Grenada Lands and receive a company Grenada’s Land Registry Agency were connected through fiber-optic lines to certificate declined from 10- Goes Digital allow for information sharing. The quality of land survey, registration, and spatial planning improved 20 to 1-2 days Improving Public Service Efficiency in Service Delivery radically, benefitting citizens and businesses. related to efficiency in public service delivery: Results • The number of days needed to register a This Public Sector Modernization Technical Assistance Credit supported the The Grenada Public Sector Modernization project business and receive a company certificate Government of Grenada in reducing the time needed to (i) register a company, (ii) supported improvements in several key areas declined from 10-20 to 1-2 days. Bills of sale are register property deeds, and (iii) complete property registration. The investment made in the newly created Grenada Lands Agency permitted the digitization of maps and computerization of processes, with the bulk of some 170,000 registration documents from the 1930’s made available online as a customer service. To support job and small business creation, the Government also supported the development of entrepreneurial skills of population. Challenge conservation of material. Information technologies Several agencies, with no efficient information to create, keep, share, and retrieve information sharing system, were involved in land registration. were not available. The opportunities for Citizens were required to spend time dealing with Grenadians were scarce. each agency. Land registries were done manually and kept in hard copies. The high humidity Solution had damaged the documentation because of With the support of the World Bank, the Grenadian inappropriate location and poor condition of Government improved its public service delivery the Office of the State Registrar and inadequate PAGE 40 PAGE 41 filled and registered in one day. • The number of days to complete all property registration activities decreased from 77 days to 47 days. • The number of days to register deeds decreased from 60 days to 30 days. World Bank Group Contribution The Bank contributed to these achievements through a Technical Assistance Credit in the amount of US$3.5 million, of which US$3 million were disbursed. Partners The Project was financed by the World Bank. The • Implementing a geodetic system and creating a Beneficiaries key Government partners for this project were: National Cadaster. The beneficiaries included the Ministry of Legal the Ministry of Finance and the Department of Affairs (responsible for Supreme Court Registry), Public Administration of the Cabinet Office of the The Government of Grenada will oversee and the Inland Revenue Division of the Ministry of Government. support the following activities: Finance (responsible for Land Valuation), the • Integrating business processes of the land Ministry of Agriculture, Lands, Forestry, Fisheries, Moving Forward survey, physical planning, valuation, recording Public Utilities and Energy, the Ministry of Finance The ongoing Regional Disaster Vulnerability proprietors in the tax database, property (responsible for physical planning), and the Reduction Project, will support: registration and information search, and Grenada Investment Development Corporation. • Developing capacity for maintenance and integrating respective information subsystems Ultimately the people of Grenada will benefit upgrade of the information system for land into one system. from more efficient and reliable services in land, management. property and business registration. PAGE 42 PAGE 43 GUATEMALA Guatemala Seeks to Increase Public Confidence Enhancing transparency and accountability through public expenditures With support from the World Bank and other donors, the Guatemalan Government enhanced its transparency and accountability by implementing some recommendations, which included recognition and measurement of long-standing off-the-books floating loans that had threatened the country’s financial stability. Solution from the Bank, the Inter-American Development A joint Bank, IADB, and the European Union collaboration with the In 2009, the Guatemalan Government agreed Bank (IADB), the European Union (EU), and to a Bank-proposed “PEFA Plus” approach. This the Guatemalan Government formed a joint Government of Guatemala (GoG) produced a Public Expenditure and Financial approach provided prioritized recommendations supervision and monitoring team. Validation Accountability (PEFA) assessment under a PEFA Plus approach with prioritized in addition to the PEFA assessment (which workshops were organized and yielded candid recommendations for the reform. usually does not provide recommendations). The discussions and re-thinking. The discussion effort involved extremely close and persistent brought to light some sensitive matters, such Challenge modernize the financial management systems. collaboration with the Government, leading to as the institutional arrangements for budget The Government of Guatemala was aware of the an iterative process to determine evidence that execution outside the public financial management need for public financial management reform; The Bank and other donors supported the justified the final PEFA scores, and to address long- information system and unrecorded liabilities, however, it did not have a blueprint of what Government with the Public Expenditure and standing issues of transparency and accountability. which created unregistered debt in the was needed and how to implement the reform. Financial Accountability (PEFA) methodology, an Government’s financial statements. After three The Government sought assistance of analytical internationally accepted standard to analyze and After the assessment, and to help the Government years, a second PEFA Assessment was conducted to work to help establish a baseline to guide the assess public financial management systems. implement the recommendations, representatives evaluate and confirm the progress of the reform. country’s reforms and to work out an action plan to PAGE 44 PAGE 45 Results spending across administrative unit, began with the assessment’s inception and The Following results were achieved through the economic activity, and program). continued through the Concept Note, through In June 2013, the project. »» From “D” to a “B” in transparency of supervision and monitoring, to the meeting with Goverment announced that • An initial action plan was immediately inter-governmental fiscal relations the President, Vice President, and Cabinet and the it would issue bonds to pay prepared with the results of the PEFA (which frequently translates as sub- final delivery of the report. off US$450 million of debts Assessment 2009 and was presented to national governments providing primary the Cabinet and adopted by the Ministry of social service delivery) with respect to For the analytical work of the second PEFA, the that had accumulated over Finance in 2009. transparent and rule-based systems. Bank contributed staff time. two governments and which • Municipal planning and delivery of social • An indicator of future success was the were not included in the services were enhanced by the adoption of the high level of discussions of PEFA Plus Partners 2013 budget. recommendation to provide municipalities recommendations, which were presented to the The Bank collaborated with the Inter-American with the annual subvention early in the fiscal President and Vice President at a full cabinet Development Bank (IADB) and the European Moving Forward year. meeting. Union throughout the process. The partners The Guatemalan Government continues to • Confidence in the Government’s accountability worked at two levels: implement some of the recommended areas of the for public finances rose as the Government • Level One included the Technical Working World Bank Group Contribution reform. assumed responsibility for the floating debt, Team, which was led by co-TTLs of the For the PEFA Assessment 2009, the Bank provided undertook an audit with assistance from the Bank and the IADB and members from both about US$40,000 for a series of missions for International Monetary Fund (IMF), and, institutions. Beneficiaries analytical and advisory services. The missions in June 2013, announced that it would issue • Level Two included the Steering Committee, The beneficiary of the project is Government of bonds to pay off US$450 million of debts that formed by the EU, the Guatemalan Government Guatemala. had accumulated over two governments and of Guatemala, IADB and the World Bank to which were not included in the 2013 budget. make important decisions. “One of the most significant outcomes of the PEFA • The Government’s PEFA scores improved. report is the decision to develop a Strategic Plan Comparing the 2009 and 2012 PEFA In addition to Bank funding, the IADB and the EU for the improved public financial management assessment years, two of the scores were provided financial support. based on the results of the PEFA Analysis.” significantly improved: Marco Antonio Gutiérrez Montufar »» From “C” to an “A” for classification of the Vice Minister of Internal Administration and budget (which allows the tracking of System Development, Ministry of Finance. PAGE 46 PAGE 47 and titling of indigenous communities as well as to NICARAGUA It was estimated that over cadastral and registration activities. one third of rural land was The adequacy of the project’s implementation held without a clear title. Securing Land Rights for the framework was then tested through an extensive Poor IN NICARAGUA peoples, some of the most disadvantaged pilot regularization program focusing especially on small rural producers and urban households and poorest rural groups, remained mostly in medium-sized towns, in specific departments Nicaragua’s Land Administration and Regularization Experience unaddressed. There was also an urgent need to where poverty levels were highest. The territories promote gender equity in land ownership because of historically marginalized indigenous Drawing upon World Bank funding since 2002, Nicaragua has substantially past agrarian reform programs and inheritance communities in the Caribbean Region were revamped its legal and institutional framework for land administration. The laws had favored males. demarcated and collectively titled to better protect country has embarked upon a regularization program covering more than their asset base in a changing economy, and 220,000 rural and urban properties, granting land titles to more than 60,000 poor Solution vulnerable protected areas were also demarcated households, demarcating 14 protected areas, and titling 15 indigenous territories for the first time. These processes were supported To address the above challenges, the Bank that account for nearly 20 percent of the national territory. by alternative conflict resolution that has supported Nicaragua through the Land contributed to social peace and cohesion. Administration Project - PRODEP, which implemented an approach fozcused on legal Challenge situation. It was estimated then that over one third and policy changes, institutional consolidation, Results Securing property rights and modernizing of rural land was held without a clear title. organizational capacity building, modernization The key results achieved during the project (2002- land administration was central to Nicaragua’s of land records and information systems, and 2013) included: social and economic development. The country The share of land with no or improper documents extensive piloting and implementation of • Key legislation and policies were passed: Titling experienced years of contradictory legal and was critically high among poor, small-scale regularization and demarcation initiatives. Three of Indigenous Peoples’ Lands Law (2003); administrative decisions that contributed to land producers. Land conflicts due to overlapping claims fundamentally important laws were passed and Cadastre Law (2005); Public Registry Law tenure insecurity and undermined the population’s were numerous. Long-term insecurity of tenure implemented: Titling of Indigenous Peoples’ Lands (2009); Policy for Protected Areas Law (2009); confidence in state institutions. In 2002, poverty posed particular challenges to agricultural growth, Law (2003); Cadastre Law (2005); and Public and a General Land Policy Framework (2010). was overwhelmingly concentrated in rural areas natural resource preservation, and social fairness Registry Law (2009). This legislation provided • By July 2012, a total of 44,019 people in and the country was emerging from a post-conflict and cohesion. The land claims of indigenous clarity and fairness to processes of demarcation rural areas had benefited from new titles and PAGE 48 PAGE 49 reviewed and the cases solved, and 1,140 to support institutional strengthening and urban cases from agrarian reform cooperatives were cadastral and regularization activities outside the A total of 32,905 agrarian reviewed and 418 approved. scope of PRODEP. In addition, MCC financed reform titles were reviewed • The information system linking the legal and the successful piloting of a new methodology for and the cases solved. geographic information on each property cadastral surveying and regularization that would became fully operational in Chinandega, 625 be later applied under the project and subsequent personnel of key land agencies were trained to programs. Moreover, MCC transferred about than 600 trained persons. strengthen institutional capacity. US$2.6 million for equipment and funded the • Inter-institutional coordination and studies and assessments needed to prepare the collaboration is taking root. Additional Financing. World Bank Group Contribution 12,480 urban households received new land The Bank’s support totaled US$42.60 million of Beneficiaries titles through regularization (51percent of The project benefited 44,019 people in rural areas which US$10 million was approved as an Additional Moving Forward beneficiaries of new titles were women). Credit in February 2010 as the Government of of 5 provinces, where 51 percent of the beneficiaries The Government of Nicaragua now has a clear • By July 2011, 14 protected areas (6 in Nicaragua sought to complete coverage in the vision and is implementing a long-term land were women. One example is Maria de los Angeles Chinandega, 5 in Estelí, 2 in Madriz and 1 in pilot municipalities and expand to a new province. national program. As part of the program, a Reyes, who works with her family on a 3.5 acre León) were demarcated and geo-referenced, Titling and regularization accounted for 45 percent second phase (PRODEP II, US$40 million) was property in El Limón (20 miles southeast of the city and integrated into the Nicaraguan Institute of total project costs while demarcation and titling approved by the Bank in March 2013 with similar of Rivas in the Pacific lowlands region of Nicaragua) for Territorial Studies (INETER) database. The activities in indigenous territories and protected components to PRODEP while expanding its that benefited from the Land Administration Delimitation and demarcation was completed areas amounted for another 10 percent. More than activities to other municipalities. Program (PRODEP). Maria considers that “the for 14 protected areas following a participatory one third of project costs went to institutional titling and implementation of the National process, combined with an environmental strengthening and decentralization. Various factors contribute to the sustainability of Cadastre allow us to have a more secure property, awareness raising campaign. In addition, 15 because we will know exactly our property project outcomes: indigenous territories, corresponding to over measurements, produce better, and women Partners • The integrated information system is already 20 percent of the national territory, were can have access to land.” As a direct outcome of The Government of Nicaragua expanded its efforts operational. demarcated and titled in Nicaragua’s Caribbean securing land tenure, additional social benefits with support from other development partners • Municipalities are being involved more in the Region, benefitting more than 100,000 could be provided to Maria, including training in such as the Nordic Development Fund (NDF) maintenance of the national cadastre system. indigenous people. animal and plant care that will help improve her and the US-Millennium Challenge Corporation • National capacity for land administration has • A total of 32,905 agrarian reform titles were family’s overall income. (MCC). NDF provided a credit of EUR5.5 million been strengthened through the hiring of more PAGE 50 PAGE 51 their credit portfolio in arrears skyrocketed to review. NICARAGUA close to 17 percent (over 30 days overdue) from • Implementing priority measures identified some 3 percent before the crisis. Several micro in the action plan to strengthen consumer lenders went out of business or had to be heavily protection in Nicaragua (completed in 2013). Nicaragua Builds Confidence in recapitalized, and the number of microfinance Financial Services consumer loans sharply decreased, affecting access to finance for the lower income population. Results In June 2013, Nicaragua enacted a new consumer Improving consumer protection protection law and, in September, published related Solution regulations to increase the transparency of financial The Financial Sector Reform and Strengthening transactions, among others. These regulations With World Bank technical assistance, Nicaragua has developed a national Initiative (FIRST)—a multi-donor trust fund include a method for calculating total annual costs program to improve consumer protection for the banking and microfinance for strengthening the financial sector in middle of credit products and a model (summary sheet) sectors. The Government has also enacted related transparency regulations and low-income countries—assisted the for disclosing terms and conditions of active and to improve consumer confidence in the financial sector. In addition, the new Superintendence of Banks and Other Financial passive financial products to consumers in the consumer protection law includes a financial services chapter. Institutions of Nicaragua (SIBOIF) in developing a banking sector, in addition to the contract. national program to improve consumer protection for the banking and microfinance sectors. Additionally, the regulation addresses the following issues: Challenge This Project aimed to establish a system that would • Rights and obligations of clients. The 2008 global financial crisis and the “no- Several micro lenders went provide adequate consumer protection for financial • Applicable criteria for fees and expenses, payment” movement opened the door to abusive out of business or had to be services and ultimately greater access to finance. including their sustention and the process for financial practices, an array of misunderstandings heavily recapitalized, and changing them. about hidden microloan fees, forced savings (in the number of microfinance Project activities included: • Transparency on advertising. the form of compensatory balances), and very high consumer loans sharply • Assessing the legal, regulatory and institutional • Role of board of director and internal audit. late payment charges. The damage to the financial decreased, affecting access frameworks for consumer protection. • Disclosure of formulas for calculating interests system was severe and immediate. Between • Building consensus among key stakeholders and fees. to finance for the lower 2009 and 2010, 19 microfinance institutions in the form of a prioritized action plan to • Financial product and services contracts lost over US$60 million in foreign financing and income population. implement recommendations of the diagnostic abusive clauses. PAGE 52 PAGE 53 • System for the attention of the financial users However, as the project progressed, it also involved claim. the National Commission for Microfinance (CONAMI), the new microfinance regulator. Likely benefits of the new regulations include: • Improved household confidence in financial Moving Forward services. Currently, there is a new window of opportunity • Increased citizens’ use of financial products, to implement the transparency regulations and improve the fair competition among financial continue strengthening the role of SIBOIF in the service providers and contribute to the area of consumer financial protection. SIBOIF soundness and stability of the financial system. is planning to create a consumer protection department and dedicate staff to the issue. The World Bank Group Contribution Bank team will follow up with SIBOIF and The FIRST Initiative multi-donor trust fund CONAMI to coordinate future support on this funded this technical assistance. Project costs were topic. approximately US$165,000. Beneficiaries Partners Beneficiaries include all the (current and future) The main counterpart for this project was SIBOIF. users of financial services. Because Nicaragua only recently enacted the Consumer Protection Law and the related regulations, it is too early to assess impact for individual citizens; countries where these initiatives were implemented have shown a decline in the interest rate and higher levels of competition. Crafts from Nicaragua. Photo: Alberto Ramirez, SXC. PAGE 54 PAGE 55 • An absence of acceptable accounting and regional comparators. SURINAME auditing standards. Solution All three factors are critical for the development of The Government of Suriname sought to re-engage Suriname Reconnects with a vibrant capital market. They reassure potential with the Bank by inviting a Reports on Standards Global Markets investors that rational investment decisions are being made. As the Governor of Suriname’s Central and Codes Accounting and Auditing (ROSC A&A) mission to assess the country’s financial Enhancing public sector financial management Bank noted, “With only 35 qualified accountants architecture as it relates to accounting and Suriname cannot develop its private sector.” auditing practices and wider public sector financial Moreover, regulators of the profession and of the management performance. From December 2010 Suriname’s weak accounting and financial reporting regime precluded private financial reporting requirements lagged behind through June 2011 a Bank financial management sector-led growth. An analysis of the country’s financial architecture, as it relates to accounting, auditing and public sector financial management performance, stimulated a national plan to strengthen the legal and regulatory framework for the accounting profession and foster the technical skills of accountants and auditors. Challenge Suriname’s decades-long absence from global As the Governor of markets and engagement with the Bank severely Suriname’s Central Bank limited its access to financial resources to support noted, “With only 35 private sector-led growth. Key factors in this qualified accountants limited access were: • A lack of reliable financial information about Suriname cannot develop its the family-owned small businesses seeking private sector.” credit. • A paucity of professional accountants and auditors. Paramaribo, Suriname. Photo: teachandlearn, Flickr, CC©. PAGE 56 PAGE 57 team worked with the Central Bank, the Ministry auditing and to seek wider Bank support for public 2010 to June 2011. It identified gaps in corporate of Finance, the Office of the Auditor General, the sector reforms. sector accounting, financial reporting, and auditing The public financial Suriname Association of Accountants (SUVA), and practices. To support the Government’s objectives management reform others to clarify the challenges, propose remedies In addition, the Government agreed to organize of private sector-led growth, financial sector strategy resulted in a through a country action plan, disseminate in 2014 the annual conference of the Caribbean development, and deepened integration with the US$300,000 Bank Project findings, and offer assistance for next steps to Institute of Chartered Accountants. This event global economy, the assessment proposed reforms improve the investment climate. will facilitate training for local accountants and that would enhance financial transparency in the supporting the development heighten awareness by policymakers and the public corporate sector and institutional reforms in the of Suriname’s accounting The first steps taken were to: regarding the value of a strengthened accounting public sector. and auditing standards. • Establish a sound legal and regulatory profession and improved accounting and auditing framework for the profession. standards. Partners members, who will improve their performance • Foster the technical skills of accountants and The Bank’s task team was supported by a Senior and reputations. Suriname’s small and medium auditors. The ROSC initiative has also led the Government Technical Manager for Member Body Development businesses will also benefit as the country’s • Strengthen the institutional capacity of SUVA to build relations with the International Finance of the International Federation of Accountants. business environment and access to financing and and of educational institutions offering Corporation (IFC), which is collaborating in foreign direct investment improve. training in accounting. establishing a credit bureau and engaging in the area of public-private partnerships. Finally, Moving Forward “The Government of Suriname is determined to building on the ROSC missions, the Government To follow up on the recommendation made by Results strengthen fiscal discipline, transparency, and has sought to align itself with the Extractive the ROSC A&A, the Institutional Development This public financial management reform strategy government efficiency through the adoption of Industries Transparency Initiative, which will Fund (IDF) is providing US$300,000 to support resulted in a US$300,000 Bank Project supporting best international practices and standards. The have trickle down effects on wider Government the implementation of the recommended actions, the development of Suriname’s accounting Government is fully committed to prioritize and transparency and on financial and economic and development and capacity building of the and auditing standards. The ROSC process led implement the recommendations in the ROSC A&A stability and anticorruption initiatives. SUVA, the Supreme Audit Institution, and local Suriname’s policymakers to value better accounting report, given their importance for the development accountants and auditors. as central to private sector development and more of Suriname in general, and for the ability of efficient use of public finances. More broadly, the World Bank Group Contribution the country to attract foreign investment in ROSC ended a 30-year hiatus in Suriname-Bank The US$90,070 ROSC Accounting and Auditing Beneficiaries particular.” engagement. It led the Government to adopt (ROSC A&A) assessment provided for a wide range The primary beneficiaries are the financial Mr. Gillmore Hoefdraad international standards on financial reporting and of analytical and advisory services from December accounting and auditing institutions and their Governor of the Central Bank of Suriname. PAGE 58 PAGE 59 Challenge TRINIDAD AND TOBAGO For decades, the Government of Trinidad and The country’s record of Tobago prioritized diversification of the economy, attracting non-petroleum which is highly vulnerable, given the country’s FDI has been weak, with an Trinidad and Tobago Promotes reliance on the oil and gas sector. However, annual average of US$66 Foreign Investment achieving this diversification has been elusive. Despite attempts to strengthen the enabling million from 2001 to 2007. Implementing a Modern Economic Zone Strategy environment for private sector development, the oil and gas sector’s contribution to Trinidad and Tobago’s GDP increased from 31.3 percent in Trinidad and Tobago, with World Bank support, assessed its capacity to been a subsidiary of eTecK. The agencies have now 2000 to 43.6 percent in 2012. This motivated the attract foreign investment and improved the capacity of investment promotion Government to focus on economic diversification been formally separated, each with its own board institutions (IPI) to implement a modern economic zone strategy. Key stakeholders in the non-energy sector, particularly by attracting of directors and separate offices. This will allow included Government ministers, senior management of key Government agencies, foreign direct investment (FDI) to stimulate each agency to focus on its new mandate. This and approximately three dozen other government and business leaders in the sustainable economic growth and development. decision also streamlines the diffuse institutional country’s investment promotion institutions (IPIs). The country’s record of attracting non-petroleum framework, creates a “first point of contact” for FDI has been weak, with an annual average of all investors, and eliminates potential conflicts of The Bank team consulted with the stakeholders to assess the Government’s US$66 million from 2001 to 2007. interest. mandates, performance, and capacities and conducted comprehensive training The Bank provided training in investment on investment promotion and economic zones development, best practices and Solution promotion and special economic zones best strategies for development. More than 35 operational and management staff of the A Bank assessment identified major areas practices to operational and management staff lead investment promotion agency (IPA) and key public and private sector agencies for improvement in the policy, strategic and in InvesTT and other sector-specific IPIs, as well participated in the training. institutional frameworks related to investment as key Government ministry and agency staff. promotion and special economic zones The training emphasized the need to clarify roles With support from this program, the Government has streamlined the institutional development. Based on this assessment, the within the streamlined institutional framework and framework, which included more than 15 IPIs, and appointed and strengthened Government designated InvesTT as the lead IPA increase coordination between the agencies. one lead IPA. The Government also commissioned evaluations focused on market and appointed eTeck as the lead agency responsible demand and requirements for industrial space. for asset management. Previously, InvesTT had PAGE 60 PAGE 61 Results development and best practices and strategies for has expressed interest in expanded Bank technical will aim to improve the effectiveness of InvesTT. Government policies and strategies informed. The development. assistance to support the implementation of the assessment’s recommendations include: plan, which includes legal, policy, regulatory, Beneficiaries • The consolidation of investment promotion World Bank Group Contribution institutional, and strategic components. The details The program’s beneficiaries include the Ministry agencies into one lead agency (Feb 2013). The Technical Assistance was one component of of the scope of the continued technical assistance of Finance, the Ministry of Trade, and the • The separation of asset management functions a larger Reimbursable Advisory Service Project. are currently being finalized. Additionally, a organizations and InvesTT and eTecK. Capacity from promotion (Oct 2013). The budget for this work was approximately Global Investment Promotion Best Practice building activities directly benefitted staff at these • Assessments of existing industrial estates, US$240,000. (GIPB) assessment was recently undertaken to organizations. Implementation of the report’s including analysis of market demand evaluate specific aspects of InvesTT’s performance. recommendations will likely lead to broader and requirements for further industrial Continued annual GIPB assessments have been Partners economic benefits for the private sector and the development (ongoing). requested through 2015, which is in line with the The project was a joint effort of the World Bank and citizens of Trinidad and Tobago. • Advances in the commercialization of an objectives of the outlined plan, as the assessments the International Finance Corporation (IFC) effort. existing special economic zone, including plans Technical inputs were provided by Bank and IFC to analyze and revise the development plan, staff members; in-country support was provided engage in phased development, and identify by IFC staff. The key partners in this project potential commercial opportunities to aid in the included the Ministry of Finance and the Ministry zone’s development (ongoing). of Trade, InvesTT, and eTecK. These partners provided input and feedback and adjusted their The recommendations and detailed action plan institutional structures based on the program’s were also incorporated into a draft Government recommendations. policy note for a potential broader Government- supported program. Moving Forward Implementation capacity increased for client As part of this engagement, the Bank delivered agencies. The Bank provided training of more than an action plan to the Government of Trinidad 35 operational and management staff of the lead and Tobago on further activities to strengthen the IPA and key public and private sector agencies effectiveness of investment promotion and special economic zones development. The Government on investment promotion and economic zones Scarlet Ibises in Flight, Trinidad and Tobago. Photo: Mike’s Birds, Flickr, CC©. PAGE 62 PAGE 63 number of years of schooling, had slowed, URUGUAY compared to other countries with similar levels of development in the region and Asia. Uruguay Expands its Full-Time Solution School Model The World Bank supported the Government’s education reform and financed the expansion of Enhancing the equity and quality of education the Full-Time School Model. Schools operated over extended school hours and offered breakfast, Uruguay improved its preschool and primary education by expanding its Full-Time lunch and snacks for students. The Project School (FTS) Model. This model improved the quality of learning and mitigated the provided award-winning educational facilities, negative connotations of poverty. It extended the school day from 4 to 7.5 hours; equipment and learning materials. Teachers and improved educational infrastructure; provided meals and nutritional snacks; and administrators received in-service training. introduced a broader curriculum and a new teacher development program. Project within the Pre-school and Primary Education beneficiaries included students, parents, and school staff. Council. The Government channeled substantial additional resources to students from the lowest Schools operated over quintiles. extended school hours and offered breakfast, lunch and Results Challenge In 1995, the Uruguayan Government undertook Despite improvements, the gap in learning snacks for students. During the third phase of the Project (2002- an education reform aimed at improving the achievements between wealthy and disadvantaged 2012), improvements were seen in a range of equity and quality of education, and increasing students remained wide. Repetition rates were education equity, quality, and efficiency indicators access among the poor. The reform recognized concentrated in first and second grades and closely relating to students from disadvantaged and very The Project also supported the focus on the need to improve the quality of education by correlated to the students’ socioeconomic level. disadvantaged socio-economic backgrounds, socio-economically disadvantaged students introducing new pedagogical methods, extending Uruguay’s drop-out rates compared unfavorably parents, and school staff. These include: through, among other initiatives, the creation of the school day, and improving conditions for the with Chile and Argentina. The pace of human • Increased capacity through the infrastructure interdisciplinary teams to strengthen school-family disadvantaged to enter the work force. capital accumulation, measured by the average works (building and schools rehabilitation). partnerships. These were later institutionalized PAGE 64 PAGE 65 • Increased number of students attending loan of US$42 million and an Additional Financing also benefited from meaningful consultations with schools: from 21,419 to 40,156. of US$29.9 million, and had a total cost of US$93.4 principals, teachers, students, and parents. Project • Between 1999 and 2012, a significant reduction million, including counterpart funds. This followed architects developed highly personalized designs in repetition rates for the poor (lowest two two earlier IBRD loans of US$31.5 million and for the school buildings by actively seeking input quintiles) students in the first and second US$28.3 million in support of the program’s and feedback from the school and the broader grades in both FTS and Non-FTS schools: first two phases. The World Bank also provided communities. From 23.4 percent to 18.5 percent for first substantial technical assistance and was closely grade. engaged on the ground. Most of the Bank team Moving Forward From 17.6 percent to 9.7 percent for second consisted of region-based staff and consultants with A follow-on operation, Support to Uruguayan grade. vast experience and strong skills, who collaborated Public Schools Project, approved in September • Considering students in FTS schools alone, the closely with the Government team. project, from 6.2 to 11.7 percent between 2002 and 2012, continues to provide support to the results between 1999 and 2012, repetition rates 2011. Government of Uruguay in the ongoing expansion of poor students in the first and second grades Partners of the FTS model as a means to enhance also show a decline: Mercedes Chocho is the School Principal of the The Project Coordination Unit actively equity, quality, and efficiency of pre-school From 23.3 percent to 12.8 percent for first FTS School #50, in Vergara City at the Treinta promoted the close participation of key and basic education, particularly among more grade. y Tres Department: “This school has been built institutional stakeholders, including the National vulnerable population groups. In addition, this From 17.1 percent to and 6.1 percent for with participation from pupils, teachers, the Administration for Public Education’s Central operation provides technical assistance for the second grade. development commission and parents. We all Steering Council (CODICEN) and the Pre-school institutionalization of teacher in-service training • Improved academic results of students from have collaborated and wish that this small piece and Primary Education Council (CEIP). The Project within CEIP. disadvantaged and very disadvantaged contexts of country that is a Full-Time School will help the (as measured by the percentage of students that school community, especially the students, who Beneficiaries perform below a pre-defined satisfactory level are grateful for everything this kind of schools As of December 2012, there were a total of 40,156 of proficiency) in Language: from 48.8 percent offers them”. students enrolled in 175 FTS schools compared in 1999 to 63.1 percent in 2012. to 21,419 students in 92 FTS schools in 2002. The proportion of FTS students with respect to World Bank Group Contribution total urban enrollment in pre-school and primary The third phase of the Basic Education Quality education almost doubled during the life of the Improvement Project was supported by an IBRD PAGE 66 PAGE 67 Challenge Latin America and the Caribbean (SFLAC) grant REGIONAL In 2012, fifteen countries in the Latin America and permitted a diverse Bank Task Team (including the Caribbean region (LAC) had adopted Access LCSOS, PRMPS, LCSPS and WBI), led by the to Information (ATI) legislation to strengthen LCR Regional Governance Adviser, to support the A Regional Network of Access Government accountability and transparency. establishment of the Regional Network of Access to to Information Practitioners in Despite the existence of 5 national Information Commissions (Chile, Honduras, Mexico, Nicaragua Information Practitioners. Through the facilitation of knowledge exchanges on jurisprudence, record Latin America and Uruguay), only 3 (Chile, Honduras, and keeping, statistics, and strengthening state efforts Uruguay) combine the promotion of the right to on ATI laws and their implementation at the access information with powers of enforcement. In national and regional levels, the Network was most countries, civil society organizations (CSOs) designed to address a knowledge gap that persisted appeared more organized than the state entities between these laws and the institutions required to Through various instruments, the Bank has supported the establishment of a charged with carrying out the mandate to promote apply them. formal, Regional Network of Access to Information Practitioners among state and protect the right of access to information. Due agencies. These agencies are charged with implementing Access to Information in part to this minimal regional coordination, these Results (ATI) legislation in their countries and, through the newly established network, country agencies experienced limited capacity in The Network of Access to Information Practitioners, have enhanced their coordination and strengthened their individual as well as the implementation of new ATI laws. Responding to which is focused on promoting a formal network for collective capacity to promote greater public sector transparency. Additional demand expressed by several countries to develop implementation of access to information legislation objectives achieved include a greater collaboration among supervisory agencies a deeper knowledge and consensus about the most and systems, has helped to support governance and a venue to exchange information and set standards and regional policies. effective mechanisms for using ATI as a tool to improvements with several key outcomes: The Network has also attracted non-member countries with ATI legislation to promote good governance and mitigate corruption, • Successful establishment in April 2012 of a more effectively implement such legislation and continues to serve as a catalyst the Bank began to review its support in this growing formal, Regional ATI Network, comprised of for change among others without ATI legislation to move toward passing such movement in the LAC region. Mexico, Chile, Uruguay, Bolivia, Peru, and legislation (e.g., Brazil, Colombia). Brazil, with other countries pending formal Solution membership application. Known by its Following a review of several Bank-financed Spanish name, Red de Transparencia y Acceso activities relating to ATI, through lending and a la Información (RTA), this collaboration non-lending instruments, a Spanish Fund for has allowed for a more consistent and fluid PAGE 68 PAGE 69 exchange of information and leadership among (e.g., Mexico, Chile) and supported collaboration capacity for implementation of ATI legislation. these entities that supervise transparency and among Governments and multiple stakeholders This Regional Network While members are confident that they can provide guarantee Access to Information in the LAC through the production questionnaires, a of Access to Information operational expenses of the Network, funding region. roadmap, knowledge exchange workshops and joint to support activities of the Network remains an Practitioners in LAC is • Ongoing interest among non-member countries drafting/peer review sessions for improving the area that requires attention. The state agencies a sustainable network with ATI legislation who wish to join the implementation of ATI initiatives at the national have development proposals to address this issue, currently consisting of 6 including requiring annual contributions from Network and have thus requested the Network’s and sub-national levels. technical assistance and interest to join as full countries in the Region. members and permitting an “Observer” status for members. non-paying member countries to still benefit from Partners • Enhanced capacity among the participating Moving Forward knowledge exchanges. Through the leadership of state agencies such agencies charged with implementing ATI This Regional Network of Access to Information as Mexico’s ATI commission, the Instituto legislation through regular workshops at the Practitioners in LAC (Red de Transparencia y Federal de Acceso a la Informacion Publica y Beneficiaries technical and administrative levels, as well as Acceso a la Informacion, RTA) is a sustainable Proteccion de Datos (IFAI) and Chile’s Consejo The Network (RTA) is perceived as a fundamental dialogue among countries’ political leaders and network currently consisting of 6 countries (Bolivia, para la Transparencia (Transparency Council), tool to achieve both shared and particular leaders of these agencies. Mexico, Uruguay, Peru, Chile, and Brazil) in the countries in the LAC region have benefitted from objectives of the member institutions. It adds value • Greater understanding of how to enhance ATI Region. We expect to see other countries continue the first Index of Transparency and Access to to the work of these supervisory institutions by in the LAC region and improve collaboration to express their interest in joining the Network, Information (IATT), an indicator designed to providing a forum for knowledge and experience among Governments and stakeholders through as well as continue to seek support from each measure the effectiveness of ATI implementation sharing, as well as an opportunity to improve and the production of a roadmap. other to enhance the capacity of state oversight efforts. This multilateral partnership among LAC build relationships among the state agencies while countries, other regional development banks (e.g., and accountability systems as they work toward enhancing public trust in Government information World Bank Group Contribution Inter-American Development Bank), and CSOs becoming a successful international model of through greater access. RTA has become an The Spanish Fund for Latin America and the such as the Alianza Regional por la Libertad de exchange and cooperation on ATI specifically, and increasingly important coalition for state agencies Caribbean (SFLAC), a trust fund established Informacion has enabled the Bank to effectively good governance more broadly. to work in a proactive way to guarantee ATI laws’ by the Spanish Ministry of Economy and promote the principles of the Paris Declaration implementation and address the challenges of Finance, provided financing to generate greater on Aid Effectiveness by allowing donor countries In the future, the Network will likely have to a more open Government through information understanding of how to enhance ATI laws and to coordinate, share information, and simplify address the challenges of managing the interests sharing with the public. country systems. This work spanned across a procedures. of its diverse membership, as many of its new number of leading countries in the LAC region members have varying levels of development and PAGE 70 PAGE 71 risk. Many credit unions lack investors who bring workshops, and hands-on direct assistance were REGIONAL financial and governance discipline to operations. provided. While credit unions serve populations that may otherwise be excluded from financial services, this The Project helped develop and implement Refining Performance of is no excuse for weak financial oversight. medium-term strategic plans for oversight and Credit Unions for the Eastern regulation of non-banking financial institution. To that end, the Project supported the development Caribbean Solution of comprehensive financial regulations and Recognizing their limited institutional and supervision manuals, and delivered a sub-regional regulatory capacity as a risk for vulnerable Better accounting, financial reporting and enhanced consumer protection training program focused on financial and mechanisms populations, the OECS Governments, working prudential reporting requirements for regulators with the ECCB, initiated regulatory reform of the and industry practitioners. On-site inspections The Organization of Eastern Caribbean States (OECS) Governments and the non-banking financial sector, which included a were conducted in four OECS countries, review of regulatory arrangements, drafting of Eastern Caribbean Central Bank (ECCB), with World Bank support, launched targeting credit unions holding significant harmonized legislation, preparation of prudential a comprehensive reform of the local non-banking financial sector. The reform’s shares of population deposits. These provided and financial reporting requirements, development scope includes overhaul of the legal framework, improvement of prudential key insights into sectoral practices, and enabled of standards and supervision manuals, and training oversight, training of regional regulators and practitioners, and strengthening of supervisors to collaborate, based on the process’ of regulators and industry professionals. customer protection mechanisms and of the financial stability of local institutions. cross-jurisdictional nature. It also helped regional authorities assess the systemic risk and tailor In 2008, the OECS governments conducted mitigating measures, thus providing much-needed Challenge Reports on the Observance of Standards and protection and assurance. Credit unions are key players in the financial Codes (ROSC) Accounting and Auditing. While credit unions serve Recommendations from these diagnostic sector of OECS countries, holding deposits for populations that may exercises provided a basis for a sub-regional Results over half of the working population. Although these institutions are the main vehicle of financial otherwise be excluded from grant-financed technical assistance project focused Upon project completion, in 2013, the savings inclusion, most local jurisdictions provide no financial services, this is no on non-banking financial institutions in six OECS of economically vulnerable populations are in effective regulation, prudential oversight, or excuse for weak financial countries, implemented through the ECCB. institutions with higher standards of accounting customer protection mechanisms. Thus, savings oversight. Outreach to regulators and practitioners, including and financial reporting and enhanced consumer of economically vulnerable populations are at a sub-regional consultations process, various protection mechanisms, and are overseen by PAGE 72 PAGE 73 strengthened regulatory entities, which collectively team was involved in a broader financial sector the mock on-site examinations were invaluable provide an enhanced early-warning of systemic World Bank Group Contribution oversight and regulation agenda in the Caribbean and contributed substantially to the continued risk. This was effected through the development This effort was financed by a grant from the countries. development of the credit union supervisory of comprehensive financial regulations and Institutional Development Fund (IDF) in the framework in St. Kitts & Nevis.” supervision manuals, a sub-regional training amount of US$455,000. Mrs. Kjellin Rawlins-Elliott Moving Forward program focused on financial and prudential Registrar of Credit Unions, Financial Services The Project was completed in September 2013. reporting requirements for regulators and Regulatory Commission, St. Kitts & Nevis. Partners While it has achieved most of its objectives, the industry practitioners delivered jointly with the The project was led by the Latin America and the sub-regional reform agenda is ongoing. The new International Financial Reporting Standards Caribbean Financial Management (FM) team in installment of technical assistance in this area is (IFRS) Foundation, and the development and close collaboration with the Eastern Caribbean currently being prepared by the FPD team, which implementation of medium-term strategic plans Central Bank and, for trainings, the IFRS will help to fully operationalize the delivered guiding further development of oversight and Foundation. The Latin America and the Caribbean activities and continue capacity building activities regulatory practices in the non-banking financial Finance and Private Sector Development (FPD) for regulators and practitioners. sector. Beneficiaries The beneficiaries of the project are the credit unions of the OECS countries. “The World Bank-financed project ‘Strengthening the Accountability of the Non-Bank Financial Sector in the OECS’ has fostered credit union supervision throughout the Eastern Caribbean Currency Union (ECCU). The project has provided valuable insight into the regulatory and operational framework of the credit union sector within the ECCU. The training assistance pertaining to the risk-based credit union manual, the revised credit union reporting forms, and PAGE 74 PAGE 75 South-South Knowledge Exchange Hub Improved Early Childhood Care and Development Action Plans in La Paz and El Alto, Bolivia Bolivia’s National Development Plan and Country Partnership Providing Country: Colombia Strategy identify the improvement of basic social services as one Recipient Country: Bolivia of the four development pillars for sustained economic growth. Topic(s): Education, Public New Education and Popular Participation laws call for education Administration, Law and Justice services that consider the nation’s rich cultural diversity. Funding Source: South South The same laws assign control of education infrastructure to Facility municipalities, with broader participation from local families Funding Amount: US $37,342 and communities. Start Date: May 9th, 2012 End Date: April 15th, 2013 Under the new Country Partnership Strategy, Bolivia’s municipalities of La Paz and El Alto planned to undertake comprehensive policy reforms across the social sector, and design the inter-institutional architecture required to implement policies and deliver services more South-South efficiently. La Paz and El Alto particularly wanted to improve early childhood education, health, nutrition, child protection, and quality assurance to enhance opportunities for children and reduce intergenerational Knowledge Exchange Hub poverty and inequality. To this end, both municipal governments requested World Bank assistance to learn from other countries’ PAGE 77 PAGE 76 PAGE 77 best practices for delivering quality early childhood development services. The knowledge gained would municipalities of La Paz and El Alto to provide quality early childhood development services to the help officials prepare and design their own policies and program implementation strategies. The Bank population. The exchange exposed technical staff members to innovative practices and enabled them to identified Colombia as a suitable fit for the knowledge exchange. take charge of implementing the programs locally. As a result, they will be able to improve the quality of services provided to Bolivian children living in disadvantaged families. The exchange connected officials from the Bolivian cities of La Paz and El Alto with counterparts from Bogotá and Medellin in Colombia. The main objective was to enhance service delivery for young children Strategic Context in Bolivia. The exchange consisted of a series of video training and webinars, the creation of a knowledge Capacity Building Goals: Efficiency of Policy Instruments sharing network among policymakers, and the development of a comprehensive early childhood education action plan. Bolivia has undergone profound change since the Government of President Morales took power in 2006. The administration implemented a range of social and economic policies to empower indigenous peoples Evaluating the exchange after it was complete, the participants said that the exercise was “an eye opener” and reduce poverty and inequality. and that it “enabled the team to learn about differential services for children with special needs from an inclusive approach.” They added that it was “motivating” to see examples of how Colombia was able to In May 2006, the Government of Bolivia launched its National Development Plan (NDP), which, among overcome challenges that they also identify with. other things, sought to introduce new social programs while scaling up existing ones to achieve profound social and political reform. Several years later, the World Bank and the Government have agreed on a Overall, the exchange was effective in strengthening the capacity of the Ministry of Education and the four-year Country Partnership Strategy (CPS) as a viable medium-term program for addressing upcoming development challenges. Improving child development through an integrated system for social wellbeing and equity is a key component of Bolivia’s Human Development Plan. The Plan outlines a regulatory framework that details the roles and responsibilities at the national, departmental, and municipal levels, requiring municipalities to allocate budgets and implement comprehensive child development policies for children aged 0 to 5. La Paz and El Alto began developing strategic action plans to provide comprehensive early childhood development services and requested Bank support to gain firsthand access to international best practices, particularly in the areas of nutrition, parenting, initial education, training of care givers, and program monitoring and evaluation. PAGE 79 PAGE 78 PAGE 79 Description Outcomes Exchange Instruments: Intermediate Capacity Outcomes: Conferences Enhanced Knowledge and Skills Dialogues Enhanced Networks Study Tour Formulated policy/strategy The main objective of the exchange between the Bolivian cities of La Paz and El Alto and the Colombian The exchange enhanced the knowledge and skills of early childhood development officials and participating cities of Bogotá and Medellin was to enhance service delivery for young children in Bolivia. Several activities stakeholders from Bolivia. As a result of the video workshop, study visit, and a conference, all of the helped achieve this objective: participants are better equipped to develop effective and integrated policies to improve service delivery for • Videoconferences and a webinar: ten Government officials received training on incorporating quality young children. early childhood development standards into policy. • Study tour: four members of the municipality of La Paz, three members of the municipality of El Alto, Participants also expanded their networks for sharing knowledge (including help and advice) and developed one member Bolivia’s Ministry of Education, and two members of Nicaragua’s Ministry of Education formal partnerships. For example, officials in Bolivia, Colombia, and the international community of early participated in a four-day visit to Colombia. The participants identified lessons and best practices that childhood development policymakers and practitioners entered into a formal partnership. • specifically addressed the challenges and needs of their respective countries from the De Cero a Siempre strategy and from Medellin’s program Buen Comienzo. Field visits allowed participants to establish Finally, exchange participants from each country agreed upon a blueprint for a results-based action plan for deeper connections. early childhood development. They drafted the document and submitted it to municipal authorities. • Knowledge sharing network among policymakers: information from the knowledge exchange and At the conclusion of the project, the participants expressed their overall satisfaction with the outcomes. summaries of key learnings from the activities were published on www.comunidadprimerainfancia. Some of them said that “the exchange enabled us to share knowledge and life experiences with practitioners com. The platform is accessible to members of the Latin America and the Caribbean Early Childhood in Colombia that deal with the same issues we do. It was also an amazing opportunity to learn the different Development Learning Community and was disseminated to workshop participants and 1,600 members service provision modalities and see first-hand the work that the teachers do with young children on the of the community of practice. day-by-day basis. We will take these experiences and incorporate them into our current work.”. • Revision of international standards for early childhood development: over the course of a two-day international workshop, the experts developed the blueprint for a comprehensive infrastructure plan for La Paz and El Alto. The revised standards were also shared with the municipal authorities. PAGE 81 PAGE 80 PAGE 81 Lessons for Effective Knowledge Exchange South-South Knowledge Exchange Hub Clients • Ensure that lessons from the exchange are shared among Government staff to build local capacity. • Replicate effective initiatives that can be adapted to the local context. Enhancing South-South • Maintain communication with the networks developed through the exchange using platforms such as the ECD Community of Practice. Cooperation to Reduce Urban Poverty Beneficiaries • Get involved in projects that impact the community, families, and children. • Request information about approaches implemented in other countries. In 2003, India, Brazil, and South Africa signed a Providing Countries: Brazil , India, • Demand services that meet the needs of children in their early years that also take into account the Trilateral Agreement (IBSA) establishing a mechanism South Africa needs of families and communities. for South-South cooperation among these countries Recipient Countries: Brazil , India, and other developing nations to advance inclusive South Africa Knowledge Providers sustainable development and to counter marginalization. Topics: Public Administration, • El Alto, Bolivia: Projects Unit Director, ECD Program Director, Education Director and Architect. These countries shared an urban challenge of millions Law and Justice • La Paz, Bolivia: Gender and Generations Director, ECD Program Director, ECD Centers Coordinator, of poor people living in slums; in response, in 2008 they Funding Source: South South Child Unit Director and Architect. established a Working Group on Human Settlement Facility • Bolivia’s Ministry of Education: Early Learning Director. (IBSA-HS) to promote common policy approaches in Funding Amount: US $44,924 • Nicaragua: Preschool Unit Director, Infrastructure Unit Architect. human settlements, knowledge exchanges, and cooperation Start Date: September 29th, 2011 in skills development, scientific knowledge sharing, End Date: January 31st, 2013 and partnerships with NGOs. The World Bank Institute Knowledge Seekers (WBI) and the Cities Alliance have supported IBSA-HS The list of participants included heads of the Children and Early Childhood Development units from both to share knowledge and elevate urban poverty alleviation municipalities and three operational officers working in areas related to health, education, parenting, and in global dialogue. Using a grant from the South-South Facility, WBI financed delegates’ attendance at a childcare techniques. workshop in Pretoria to learn about human settlement programs and policies, improve the networking and effectiveness of IBSA-HS, and commence work on a strategy for IBSA-HS. PAGE 83 PAGE 82 PAGE 83 From October 11 to 13, 2011, more than 100 Ministry of Housing and Urban Poverty Alleviation, and Brazil’s Ministry of Cities, finalized the IBSA-HS policymakers, city leaders, and representatives strategy discussed at the workshop that established a funding mechanism to support cooperation in policy of academia and slum dweller organizations dialogue, technical assistance, and action-research. The IBSA-HS principals lauded this development: assembled in Pretoria ahead of a broader IBSA “The new IBSA HS strategy is well-structured and is moving in the right direction to achieve IBSA-HS summit. For three days, delegates reflected on development objectives.” national policies and programmatic approaches to scale up slum upgrading and affordable Strategic Context housing programs. They discussed inclusive urban Capacity Building Goals: planning, housing subsides, tenure security, Effectiveness of Organizational Arrangements and social inclusion. Delegates visited three Strength of Stakeholder Ownership informal settlements to understand slum dwellers’ challenges and how participatory approaches have In 2003, India, Brazil, and South Africa established the India-Brazil-South Africa Trilateral Agreement been applied to slum upgrading programs. (IBSA) - a coordinating mechanism for South-South cooperation among these pluralistic countries and other developing nations to advance inclusive sustainable development and counter marginalization. Besides improving their know-how in human The principles of IBSA are participatory democracy, respect for human rights, the rule of law, and settlement, delegates took steps to strengthen their strengthening multilateralism. Recognizing the roles of cities in development and the millions of people networking and the effectiveness and sustainability living in slums in these countries, IBSA established in 2008 a Human Settlements Working Group (IBSA- of IBSA-HS. They launched a Community of HS), which promotes 1) a common policy in human settlements, especially in slum upgrading and housing Practice to share and disseminate good practices for the poor; 2) knowledge exchange through workshops, study tours, and other means; and 3) cooperation and coordinate South-South activities. They in trainings, skills development, scientific knowledge exchange, and partnerships with non-governmental established peer-learning clusters for specific groups (e.g., city officials) to share experiences through associations (NGOs). To advance South-South cooperation and increase the prominence of urban poverty videoconferences, joint research, and country visits. Delegates also identified anchor institutions to alleviation in global dialogue, the World Bank Institute (WBI) and Cities Alliance helped build the capacity manage contributions from each country and initiated discussions on a longer-term strategy for IBSA-HS. of IBSA-HS through establishing a Secretariat, facilitating site visits, and developing an interactive web- based platform, among other activities. The workshop was key in fortifying IBSA-HS, solidifying high-level commitment to expand slum upgrading and affordable housing programs. As a result, the revitalized IBSA-HS platform has supported regular As part of this support, WBI used a South-South Facility grant to send stakeholders from these countries thematic dialogues and visits of experts to countries to advise on human settlement. IBSA-HS members, to a workshop in Pretoria to share know-how and experiences in human settlement, strengthen the represented by national secretaries from South Africa’s National Department of Human Settlement, India’s networking and effectiveness of IBSA-HS, and outline a strategy for moving forward. The workshop, PAGE 85 PAGE 84 PAGE 85 held in late October 2011 before a broader IBSA Summit, allowed participants to reflect on each visited informal settlements in Gauteng Province to learn about each settlement’s design, financing plan, country’s policies and programs as well as issues related to inclusive urban planning, housing subsidies, service levels, and dweller demographics. Delegates learned about the importance of partnering with tenure security, and social inclusion. Participants shared insights and good practices from a rich base universities to develop trainings on how to design, build, and manage informal settlements. of programs, including India’s Rajiv Awas Yojana (RAY) and the National Urban Livelihood Mission programs, which improve access to housing and income opportunities in urban slums; Brazil’s PAC- At the workshop, delegates launched a Community of Practice (CoP) for IBSA-HS within the Inclusive Cities Favela program that scales up slum upgrading and its “My Home, My Life” initiative to build 3.4 million Practitioners Network to serve as a knowledge depository and to coordinate South-South learning (see affordable houses by December 2014; and South Africa’s efforts to improve the lives of 400,000 people in inclusivecities.ning.com/page/ibsa-human-settlements). Delegates proposed regular thematic dialogues informal settlements using participatory approaches. within this CoP. To improve the effectiveness of IBSA-HS, they established peer clusters to share knowledge among specific groups (e.g., city officials, academicians), and nominated anchor institutions to manage each country’s contributions to IBSA-HS. These anchor institutions included the Human Settlement Description Management Institute in India, the ABC Federal University in Brazil, and the Cities Network in South Exchange Instruments: Africa. Participants began discussions on a long-term strategy for IBSA-HS. After the exchange, WBI Communities of Practice prepared a report summarizing the workshop’s key learning points. Conferences The grant from the South-South Facility covered the travel of non-state participants. The Governments of The National Department of Human Settlement in South Africa led in preparing for this workshop, which India, Brazil, and South Africa covered the travel of participants from national, local, and city governments. included developing a Concept Note, engaging counterparts in India and Brazil to identify participants, and The Government of South Africa covered other logistical costs. finalizing the agenda. More than 100 policymakers, city managers, urban practitioners, leaders of informal settlements, and other Outcomes stakeholders assembled in Pretoria from October 11 to 13, 2011 to discuss challenges, policies, and programs Intermediate Capacity Outcomes: in informal settlements. Besides providing delegates with face-to-face interaction critical to building Enhanced Knowledge and Skills relationships, the workshop offered video and audio connections to stakeholders outside Pretoria, such as Enhanced Networks ministries, public agencies, NGOs, and academic institutions. Increased Implementation Know-how Raised awareness During the workshop’s first day, country officials presented their national policies and programs, and Strengthened Coalitions delegates discussed how to improve land security as well as plan and design slum upgrading programs. On day two, delegates discussed approaches to providing social services and financing slum upgrading The workshop improved the know-how and commitment of the delegates to improve the conditions of the initiatives, particularly through partnerships with NGOs and the private sector. For day three, delegates urban poor in informal settlements. Delegates from the public and private sectors, NGOs, and informal PAGE 87 PAGE 86 PAGE 87 settlements enhanced their skills to design, finance, and implement policies and programs to upgrade LONG TERM IMPACT slums and build affordable housing. Participants cultivated greater commitment to scale-up such programs, The exchange was a key building block in a broader Bank program to strengthen the capacity of IBSA-HS. particularly through new policies and programmatic approaches. The workshop helped increase high-level political commitment to human settlement policies and programs. It also contributed to the finalization and adoption of a new IBSA-HS strategy, which has established The workshop enhanced networking opportunities and increased the effectiveness and sustainability of a long-term funding mechanism to support cooperation in policy dialogue, technical assistance, and IBSA-HS. The CoP enabled members to identify and share innovations and good practices, such as in action-research. Representatives from Brazil’s Ministry of Cities, India’s Ministry of Housing and Urban inclusive urban planning, financing approaches, land tenure security, participatory slum upgrading, Poverty Alleviation, and South Africa’s National Department of Human Settlement lauded the new IBSA-HS monitoring and evaluation, and capacity building. The CoP stimulated seminars and expert visits to strategy, noting it is “well-structured, and is moving in the right direction to achieve IBSA-HS development countries to inform slum upgrading programs, such as India’s RAY. The peer learning clusters and anchor objectives.” institutions strengthened knowledge sharing in IBSA-HS. For example, anchor institutions have organized webinars on subjects such as resettlement policies, slum-free city planning, financing strategies, and Lessons for Effective Knowledge Exchange monitoring and evaluation methods. The workshop also laid the groundwork for a new IBSA-HS Strategy, • First, platforms for South-South Knowledge Exchange need to be truly owned and driven by countries and initiated a rotating IBSA-HS Secretariat. in the Global South. • Before creating a new Community of Practice, it is important to assess demand and investigate whether CoPs are already operating in a sector to avoid duplicating efforts. • International agencies, such as WBI, can help by sharing their know-how on designing exchanges (e.g., through WBI’s Art of Knowledge Exchange Planning Guide) and supporting catalytic actions to strengthen institutions. • Anchor organizations, such as universities, city associations, and think tanks, play critical roles in augmenting Governments’ capacity to manage knowledge exchanges, and in helping to navigate changes in leadership, particularly due to electoral cycles. Knowledge Providers The participants in this workshop provided and received knowledge on pro-poor human settlement. Participants came from national public organizations, including India’s Ministry of Housing and Urban Poverty Alleviation (MoHUPA), Brazil’s Ministry of Cities, and South Africa’s Department of Human Settlements. Delegates also came from civil society groups; academic institutions; non-governmental associations; informal settlement organizations; and local and city governments. Though a full participant PAGE 89 PAGE 88 PAGE 89 list is not available, key speakers at workshop sessions are noted below. South-South Knowledge Exchange Hub India • Arun Kumar Misra, Secretary, Ministry of Housing and Urban Poverty Alleviation, MoHUPA • Deepti Mukherjee, Director, RAY, MoHUPA Social Inclusion through Sports • • Sheila Patel, Head of Slum/Shack Dwellers International and SPARC Neelima Risbud, Professor, School of Planning and Architecture, Delhi and Physical Culture in BRAZIL Brazil Since Russia’s transition from a planned to a market • Inês Magalhães, National Housing Secretary, Ministry of Cities Providing Country: Russian Federation economy over two decades ago, economic growth has • Júnia Santa Rosa, Director of Institutional Development and Technical Cooperation at National Recipient Country: Brazil been steady and GDP per capita has increased threefold Housing Secretariat, Ministry of Cities Topics: Public Administration, Law and - yet inequality has also risen significantly. Looking for • Ícaro Moreno, President, Building Works Company of Rio de Janeiro State Government Justice ways to reduce inequality and social exclusion, Russian • Rosana Denaldi, ABC Federal University Funding Source: South South Facility authorities chose sports as a powerful mobilizer and • Fabrizio Pellicelli, Director of Fundação, AVSI Foundation Funding Amount: US $29,980 vehicle for access to remedial services. Global evidence • Anália Amorim, President of Associação, Escola da Cidade Start Date: February 1st, 2012 suggests that sports also provide a powerful and • Francesco Villarosa, Expert of Social Work and Resettlement End Date: May 30th, 2013 cost-effective entry point for social inclusion. Studies have shown sports’ effectiveness in integrating disabled South Africa people and promoting equality, employment, education, • Neville Chainee, Chief Operating Officer, Department of Human Settlements youth development, gender relations, and healthier lifestyles in the wider population. • Sibongile Nxumalo, Department of Human Settlements • Mbulelo Tshangana, Head of Department, Western Cape Department of Human Settlements To this end, the Government of the Russian Federation drafted a Long-term Social and Economic • Margo Weimers, Senior Specialist, Spatial Development Planning, City of Johannesburg Development Strategy for 2008-2020 to create conditions for social integration of vulnerable people • Walter Melato, City of Johannesburg through cultural, educational, and physical development. The Ministry of Sports developed a project to use • Amos Mboweni, City of Tshwane sports for social integration of vulnerable groups, and is keen on learning from, and adapting, international • Aubrey Mokgosi, City of Ekurhuleni approaches and models. At the time, the Russian Government did not have a clear understanding of the approach, the necessary policy frameworks, or the personnel requirements. The World Bank identified Brazil—a country with policy-makers and practitioners who have faced the same challenges in the past—as PAGE 91 PAGE 90 PAGE 91 a suitable partner for a knowledge exchange. The Russian exchange participants were key technical experts Description from the Ministry of Sports who were directly involved in preparing the Social Inclusion through Sports Exchange Instruments: Study Tour and Physical Culture project. The learning activity included visits supported by Government and civil society, meetings with the The knowledge exchange included visits to learn about social inclusion through sports programming municipal and regional government on social inclusion policies and approaches, consultations with supported by the Government and civil society and meetings with municipal and regional government stakeholders on approaches to working with vulnerable youth and the disabled, as well as visits to officials on social inclusion policies and approaches. The delegation also met with other stakeholders to transparency and social accountability initiatives related to sports construction. These visits aimed to learn about approaches to working with vulnerable youth and the disabled, and it visited transparency and address program management, partnership development and public-private partnerships, communications social accountability initiatives related to sports construction. The learning exchange was a great success. and monitoring & evaluation as well as other issues relevant to Russia’s Social Inclusion through Sports The Russian delegation met with more than 30 project staff members from 17 organizations working for Project. social inclusion of vulnerable youth and people with disabilities. The learning exchange was a great success. Russian officials met with more than 30 project staff from 17 organizations working on social inclusion of vulnerable youth and people with disabilities in Brazil, Strategic Context including non-governmental organizations, policy institutes, and municipal and state Government agencies. Capacity Building Goals: Effectiveness of Organizational Arrangements Three staff members of the Russian Ministry of Sport (MoS) and their counterparts for the Russia Social Inclusion through Sports Project were exposed to new concepts, approaches and implementation methods, Since Russia’s transition from a planned to a market economy over two decades ago, growth has been and were exploring how these could be integrated into their work—including, but not limited to, the new steady and GDP per capita has increased threefold. However, between 1988 and 2009 inequality has also Bank-supported project. They disseminated their learning to MoS colleagues and local counterparts in risen significantly, as measured by the GINI coefficient, from 23.8 to 40.1. The country’s strong economic June 2012. In addition, key documents on social inclusion programming and methodologies received from recovery and downward poverty trends mask serious challenges of inequality and social exclusion. Russian the Brazilian partners who hosted the exchange were translated into Russian. These included Operations authorities drafted a Long-term Social and Economic Development Strategy for 2008 to 2020, and chose Manuals and Terms of Reference that could greatly help the Russian clients plan and manage their new sports as a powerful mobilizer and vehicle for access to remedial services and as an effective means of Social Inclusion through Sports initiatives. social inclusion. A number of external factors impeded the implementation of the grant within the planned timeframe. In The Russian Federation Ministry of Sport worked with the World Bank to help identify countries that had early 2012, due to the Russian presidential elections (March 2012) and the transfer of power to the new successfully gained a clear understanding of approaches, entry points, necessary policy frameworks, Government (May 2012), the learning tour to Brazil was postponed to mid-May 2012. Later activities personnel and human resource capacity requirements to achieve social inclusion through sports. The planned under this initiative, including information-sharing events and a follow-up visit by a Brazilian World Bank identified Brazil as a good match, and a Bank team helped arrange a knowledge exchange for partner to Russia, could not be implemented during the grant execution period, since the Social Inclusion key technical experts from the two countries. PAGE 93 PAGE 92 PAGE 93 through Sports Project experienced a year delay in preparation, resuming in December 2012. from knowledge providers intimately acquainted with these issues, rather than search for this information Outcomes from scratch. The resources invested in this process by the South-South Facility paid immediate dividends Intermediate Capacity Outcomes: through the direct application of the knowledge to the preparation of the Russia Social Inclusion through Enhanced Knowledge and Skills Sports Project. Enhanced Networks Increased Implementation Know-how Policy makers across Europe and Central Asia are increasingly interested in the potential of sports to Raised Awareness address social exclusion and have demonstrated interest in learning from global experience (e.g. Kazakhstan and Georgia). The network of practitioners can be further expanded and exchange activities organized under The learning visit by the Russian authorities to Brazil was truly transformational for them and for the this grant can be replicated among them. evolution of the Social Inclusion project. The authorities learned about new concepts, approaches, and implementation methods. The participants became eager to explore how to integrate their learnings into Lessons for Effective Knowledge Exchange their work, including, but not limited to, the new Bank-supported project. Knowledge exchange designers should take into consideration upcoming elections or other changes in Government that can affect the continuity of the program. Unfortunately, the impact of the exchange was not captured by the planned grant outcome indicators, which were tied to the implementation of the new Social Inclusion project. Because of unrelated administrative Knowledge Providers issues during the last six months of the grant period, the program preparation had to be put on hold for a Brazil: Officials involved in the design, implementation, and monitoring of social inclusion activities, year. Since then, the Social Inclusion Project has resumed, and it is expected that the planned outcomes of including Government (central Ministry and Rio municipality), NGOs, private businesses, and beneficiaries the grant will still be achieved. • The Vencedoras program, supported by the Inter-American Development Bank and coordinated by Partners of the Americas The Rio de Janeiro Metropolitan Urban and Housing Development project, The knowledge has especially informed the design of implementation arrangements and operational supported by the World Bank. standards for sports facilities and programs promoting social inclusion of vulnerable groups. In particular, the exchange provided crucial knowledge regarding the role of municipalities in identifying the needs of Knowledge Seekers local beneficiaries, overseeing design and construction of facilities, ensuring accessibility of facilities to Key technical experts from the Ministry of Sports, Tourism and Youth Policy (currently Ministry of Sport vulnerable populations, managing recurrent facilities expenditures; and ensuring formal responsibility for of the Russian Federation), who are directly involved in the preparation of the project on Social Inclusion their operation after the project concluded. through Sports and Physical Culture. These include sports, social inclusion, and management specialists. The exchange enabled Brazilian specialists to transfer knowledge accumulated over several years of successful project implementation. It was very efficient for their Russian counterparts to learn directly PAGE 95 PAGE 94 PAGE 95 South-South Knowledge Exchange Hub Reducing Vulnerability to Climate Change in the Caribbean The Eastern Caribbean states of Dominica, Grenada, Providing Countries: Dominica, Saint Lucia, and Saint Vincent and the Grenadines (SVG) Grenada, Saint Lucia, Saint Vincent have worked with the World Bank, regional development and the Grenadines partners, and donors to reduce their vulnerability to climate Recipient Countries: ADominica, change. Activities have supported making infrastructure Grenada, Saint Lucia, Saint Vincent resilient to climate threats, modeling climate risks and and the Grenadines hazards, and using risk information in development Topics: Climate Change planning. In the context of the World Bank’s Regional Funding Source: South South Disaster Vulnerability Reduction Program (RDVRP) and Facility Climate Investment Funds’ Pilot Program for Climate Funding Amount: US $49,000 Resistance (PPCR), representatives from these countries Start Date: January 26th, 2012 and ministries helped to lead two regional workshops, End Date: February 3rd, 2012 Climate-Resilient Infrastructure and Caribbean Risk Assessment and Open-data Management, in January and February 2012. Workshop aims were to enhance the capacity of participants from Caribbean countries and partners in these areas, foster greater regional cooperation, and equip country officials to make better decisions on physical planning and development. At the Climate-Resilient Infrastructure workshop, 64 officials from ministries and planning agencies, regional organizations, and donor institutions assembled in Saint Vincent and the Grenadines to learn PAGE 97 PAGE 96 PAGE 97 about engineering models, landside risks, building codes and standards, and coastal zone management. Each country participates in the Bank’s Pilot Program for Climate Resistance (PPCR), while Grenada and At the second workshop, 41 officials from planning departments and donor agencies gathered in Trinidad Saint Vincent and the Grenadines participate in the Regional Disaster Vulnerability Reduction Program and Tobago to learn how to model and map climate risks and hazards. They also learned how to use (RDVRP). Each has formulated a Strategic Program for Climate Resistance (SPCR), which supports open-source tools and technologies such as Geonode – a centralized platform for managing and sharing developing climate-resilient infrastructure and sharing climatological, hydrological, and geo-spatial data geospatial data. The University of West Indies in St. Augustine was a key partner in the second workshop. to prepare for storms, flooding, drought and other climate threats. In addition, Grenada, Saint Lucia, and Saint Vincent and the Grenadines are piloting the use of Geonodes—centralized open source platforms for Positioned within a multi-year program of donor support on climate change, these workshops strengthened sharing geospatial data across agencies –to improve decision-making and development planning. high-level dialogue and regional cooperation. Reflecting these gains, participants launched a Community of Practice to sustain learning on data management and proposed forming a regional association to sustain The global dimension of climate change requires greater regional cooperation in sharing infrastructure dialogue on infrastructure issues. Participants enhanced their capacity to share and apply information on standards and practices and improving the management, sharing, and application of climate-related data. climate-related risks and to develop resilient infrastructure, whether through advanced engineering In this context, the governments of these states partnered with organizations under the PPCR and the designs or simple measures such as using more nails in roofs to resist higher winds. One participant from RDVRP in leading two workshops. The Climate-Resilient infrastructure and Caribbean Risk Assessment Saint Lucia expressed the general feeling of the participants: “[the infrastructure workshop] was the best and Open Geospatial Data Management workshops took place in January and February of 2012 in Saint workshop that I have ever attended, and there is a lot of knowledge that should be immediately applied to Vincent and the Grenadines and Trinidad and Tobago, respectively. The goals were to increase the know- Caribbean construction practices.” how and skills of country officials in these areas, strengthen networking and cooperation, and support officials in improving their policies and programs. Officials from the Caribbean region, the United States, Officials have started to apply their new skills to guide development planning and projects, such as using a England, and India led sessions, while participants came from ten Caribbean nations and regional agencies Geonode in Dominica to guide investments in emergency shelters. The workshop also accelerated progress and their development partners. The South-South Facility financed the travel of participants from the four on other regional programs in climate change and disaster risk reduction. Eastern Caribbean states, while trust funds, donor agencies, and Government resources financed the other participants’ costs. Strategic Context Capacity Building Goals: Description Effectiveness of Organizational Arrangements Exchange Instruments: Efficiency of Policy Instruments Communities of Practice Strength of Stakeholder Ownership Conferences The Eastern Caribbean states of Dominica, Grenada, Saint Lucia, and Saint Vincent and the Grenadines The Ministry of Transportation and Works in Saint Vincent and the Grenadines hosted the first workshop (SVG) have collaborated with the World Bank and donors to reduce their vulnerability to climate change. on climate resilient infrastructure from January 26 to 27, 2012. This workshop, which was attended by 64 PAGE 99 PAGE 98 PAGE 99 officials from ten Caribbean countries and territories, focused on designing housing and other infrastructure The workshops, part of a broader program of Bank and donor support to help Caribbean countries manage that would be more resilient to climate changes, such as more intense storms, to reduce the risk of climate- and respond to climate-related threats, were critical to improving the skills and know-how of country related disasters. Sessions addressed land slide risks, engineering models and procedures, building codes officials and to advancing high-level dialogue and regional cooperation. Among other gains, participants and standards, coastal zone infrastructure, and other topics. Participants expressed support to establish increased their capacity to design and build climate-resilient housing and infrastructure; undertake risk a regional technical association to address climate challenges within the framework of the Organization analyses and hazard assessments; manage and share climate-related data; and apply risk information to of Eastern Caribbean States (OECS). They also supported increasing regional trainings and harmonizing development plans and projects. A participant from Saint Lucia stated that the infrastructure workshop was regulatory and building codes and standards across countries. “the best workshop that I have ever attended, and there is a lot of knowledge that should be immediately applied to Caribbean construction practices.” Similarly, participants in the data management workshop The University of the West Indies in Trinidad and Tobago hosted the workshop Caribbean Risk Assessment increased their skills in modeling and mapping risks and hazards, such as floods and droughts, as well in and Open Geo-spatial Data Management from February 2-3, 2012. Forty-one participants came from nine mainstreaming risk information into longer-term development planning and programs. countries and donor and regional organizations. Co-sponsored by diverse agencies (see link to Workshop Proceedings below), this workshop explored topics related to data initiatives of the PPCR, the RDVRP, and the World Bank Caribbean Risk Atlas Project, which seeks to build the capacity of Caribbean countries to conduct hazard and risk assessments, model and map vulnerabilities, and improve decision-making. Participants explored Geonodes piloted by select countries, open source technologies, and ways to harmonize regional data management practices. Attendees from each country completed drafts of national strategies to improve data management practices and launched a Community of Practice (CoP) to continue learning. Outcomes Intermediate Capacity Outcomes: Enhanced Knowledge and Skills Enhanced Networks Formulated policy/strategy Implemented strategy/plan Improved Consensus and Teamwork Increased Implementation Know-how Raised awareness PAGE 101 PAGE 100 PAGE 101 These workshops, along with a previous workshop in Grenada in October 2011, were valuable for • Workshops are not only a means to share knowledge, but also to create long-term relationships in strengthening regional dialogue and cooperation among Caribbean countries, regional organizations, and support of broader development objectives. donor agencies. This relationship-building has been critical to advancing country initiatives as well as • Whenever possible, share the workshop agenda with participants in advance of an exchange so they can regional goals and programs. The launch of the data management CoP and delegates’ interest in building provide input and assume ownership. a regional association to promote dialogue on climate-resilient infrastructure reflects this greater regional • To enhance the effectiveness and sustainability of an exchange, set clear expectations of participants orientation. and plan follow-up activities. • It is useful to complement workshops with visits to project sites to provide “hands-on” learning. Long Term Impact • CoPs need continual nurturing to thrive, but be sure that all communications and trainings are useful to Country officials and stakeholders have begun to apply their new know-how and skills to inform members’ daily work. development plans and projects. For example, Dominica and other countries have used Geonodes to store • Online forums and listservs can help sustain communication and support development activities. and share geo-spatial data and guide infrastructure investments such as emergency shelters. Country officials continue to use the video “Building Climate Resilience: A Case for Caribbean Collaboration” which Knowledge Providers AND Knowledge Seekers was developed for the workshop, to build awareness among colleagues and stakeholders of the importance Participants in the workshops from the lead countries – Dominica, Grenada, Saint Lucia, and Saint Vincent of data sharing to inform building decisions. and the Grenadines – and other Caribbean nations both provided and received knowledge. Officials and stakeholders have used the CoP on data management as a platform for regional cooperation. The 64 participants in the “Climate-resilient Infrastructure” workshop were mainly managers, engineers, The CoP has over 150 members, drawn from ministries, regional organizations, donor agencies, and and project supervisors from national ministries and agencies, as well as senior staff and project managers other groups; it provides guides and resources, sponsors regular webinars, and provides a mechanism for from regional and international organizations, including the OECS, the Caribbean Development Bank, the coordinating trainings and knowledge sharing. United States Army Corps of Engineers, and the World Bank. Momentum from the workshop helped to propel additional knowledge exchanges and regional projects. For The 41 participants in the “Caribbean Risk Assessment & Open Geo-spatial Data Management” workshop example, three additional workshops were held in 2013 on managing and using data to improve decision- were mostly senior staff, public planners, IT specialists, data administrators, and technicians from planning making. departments or ministries in these countries, along with staff from the University of West Indies and donor organizations. Lessons for Effective Knowledge Exchange • Knowledge exchanges where countries both receive and provide knowledge promote valuable brainstorming around shared challenges. • Knowledge exchanges are most effective when linked to country or donor operational activities. PAGE 103 PAGE 102 PAGE 103 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 Development Effectiveness Unit in collaboration with Latin America and Caribbean External Affairs Unit April 2014