Strategic Plan Rio City Government 2013 2016

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Rio: Integratedand Olympic2



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Strategic Plan Rio de JaneiroMunicipal Government

S T R A T E G I C P L A N

R I O D E J A N E I R O M U N I C I P A L G O V E R N M E N T

2 0 1 3 - 2 0 1 6








O Rio mais integradoe olímpico6




The launch of the first Strategic Plan by the Rio de Janeiro MunicipalGovernment in 2009 was a major step forward in terms of managingthe city. For the first time, annual targets and objectives were setfor each management area, disclosed transparently to society and

monitored by all the people of Rio – the cariocas. Since then, Rio haschanged and accomplished much: the city has firmed up its status asa venue for major events, including the World Youth Day in 2013, the2014 FIFA World Cup, and the 2016 Olympic and Paralympic Games;the rehabilitation of degraded areas, such as the Port Region, throughthe Porto Maravilha upgrade project; the start of works to enhanceurban mobility that will underpin the integration of the entire city;and the renewed investment capacity of the Municipal Government,

acknowledged by major international risk rating agencies, which hasallowed us to practically double the funds allocated to Healthcare andEducation.

Three years later, we are working on the first review of the originalStrategic Plan, which will extend the vision of the city to 2030, definingnew guidelines, targets and initiatives for the period 2013 - 2016. Thesuccess of this Plan in 2012 has filled the Municipal Government withsatisfaction. Most of the targets have been reached, with a significantvolume of management information collected and analysed as part of

the process of monitoring this Plan. This was possible only with thefull commitment and engagement of all municipal civil servants, whoare all working for a better Rio, with better services. Transparencyin the disclosure of targets and initiatives, as well as the results ob-tained, is bringing us increasingly closer to the people of Rio, througheither acknowledgements or demands.

We are fully aware that the successes achieved so far are by no meansthe finishing line. To the contrary, they serve as a springboard for oth-

er actions and innovations, whose purpose is to turn Rio de Janeirointo the best place to live and work in the Southern Hemisphere. It iswith much pride that we submit this review of the Plan to the people ofRio so that we can together help build our ideal Marvellous City

EDUARDO PAES

Mayor of the City of Rio de Janeiro

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A VISION OF

THE FUTURE



O Rio mais integradoe olímpico10



Strategic Plan Rio de JaneiroMunicipal Government 11

A VISION

OF THE FUTURE

While reviewing the first Strategic Plan drawn up by the Rio de Janei-ro Municipal Government, we realized the need to expand the visionof the future for the city in ways encompassing a project even moreambitious than that initially conceptualized in 2009. In fact, when thecurrent Plan was launched, Rio was already scheduled to host the2014 FIFA World Cup and had just been voted the host city for the 2016Summer Olympic Games, which spurred us on - and also demanded –even more daring dreams.

As mentioned in the Opening Letter from the Mayor, the logic under-pinning the Strategic Plan is to think for the long term, while acting inthe short term. The review of the current Plan defines specific actionswithin the time frame of the next four years (2013-2016) for the nextmunicipal administration, while the vision brings together a set of as-

pirations for the city during a far longer period. In this review, we arestriving to conceptualise a Vision extending through to 2030.

The methodology used includes a diagnosis identifying the main chal-lenges and competitive advantages of the city, as well as the moststriking beliefs and values of the people of Rio. Based on this diag-nosis, we outlined our ambitions for 2030, upheld by four aspirationpillars: social, economic, sustainability and policies.

We believe that this vision will position Rio as really a Marvellous City:

the best place in the Southern Hemisphere to live, work, and visit.




In the social field, we are seeking nationwide recognition as a capitalthat simultaneously offers the best quality of life, an efficient basichealthcare system and a lifestyle that encourages healthier habitsand customs for a population integrated with education and culture.To do so, we will be:

• The capital with the best public (government) education system inBrazil.

• The capital whose basic healthcare system offers the highest qualityin Brazil, in terms of efficiency and services.

• A national benchmark for reducing the housing shortage in major cities.• A capital with no extreme poverty or marked inequalities, and more

closely integrated in cultural and social terms.

In the economic field our objective is to be a city acknowledged asa global benchmark for attracting businesses, with a low unemploy-ment level, and steady growth in the average income of its workers. Todo so, we will be:

• A global benchmark for services and technology for the Energy In-dustry, and the largest tourism hub in the Southern Hemisphere.

• The leading capital for the development of the Creative Industry inBrazil focused on Design, Fashion, the Scenic and Audiovisual Arts.

• A national benchmark for excellence in the business environment, ina leading position for attracting and retaining productive investments.

A VISION OFTHE FUTURE








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INTRODUCTION

• CONCEPTUAL STRUCTURE OF THE WORK

• CONTENT CONSTRUCTION PROCESS

• THE CITY COUNCIL• INTRODUCTION TO THE DOCUMENT






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The adoption of the best practises for public administration was oneof the main points of attention for the Rio de Janeiro Municipal Gov-ernment between 2009 and 2012; as stressed by the Mayor, the launchof the first Strategic Plan was a milestone event. For this new period,between 2013 and 2016, an even higher level is targeted, in terms ofquality and efficiency, planning and oversight of the goals and strate-gic initiatives established by the Municipal Government.

In order to draw up this new Plan, we were assisted by a highly re-spected global strategic consulting firm, McKinsey & Company, whichworked closely with the Municipal Government Executive Office stafffor seven months, between September 2011 and March 2012, when

the Municipal Government and McKinsey teams were engaged in theactivities required by a proven vision and planning methodology, striv-ing to draw up truly ambitious proposals for our city.

No effort was spared, and we made good use of all the experiencebuilt up by the Administration during the past three years of imple-menting the Strategic Plan. More than 2,000 hours were spent in workmeetings with Municipal Government administrators, collecting andanalysing benchmark information in various state capitals in Brazil

and around the world, as well as interviews with civil service experts,four major workshops, involvement of more than 100 civil servants inthe diagnosis and action proposals, conducting a poll with more than1,000 local citizens and the structuring of the City Council, which is atop level advisory forum.

At the same time, the information collected by the Project Manage-ment Bureau-EGP and fine-tuning of targets resulting from the highlysuccessful “Agreement on Results” provided a leap forward in thequality of the planning process.

The motivation shown by the stakeholders and contributors to thistask, together with the robustness of the methodology used, endowedeveryone with firm confidence. Once again, we can affirm our un-swerving belief in the success of this new Plan.

PEDRO PAULO CARVALHO TEIXEIRA

Head, Executive Office And General Coordinator Of The Strategic Plan




• The Strategic Planning for the 2013-2016 period continues, updates and ex-pands the current Plan, based on the experience built up during slightlyover the past three years. The success of the 2009-2012 Plan, which reached

more than 80% of its targets, together with the positive prospects for theCity do Rio de Janeiro over the next few years, allows us to pursue even moreambitious goals and initiatives for our city.

• At the same time, the learning curve built up through the Agreement on Re-sults, implemented from 2009 onwards, offers clear and specific guidelinesfor setting targets in the action area, for the forthcoming period.

• Essentially structuring initiatives, conceptualised during the current Plan,but with implementation over the medium and long terms, remain strategic

during this new period, reflecting concern with the effective realization ofbenefits for citizens, regardless of the Public Administration cycle and itsterms of office.

• The first step in a review of the current Plan consisted of reworking the di-agnosis that identified the main challenges and opportunities in the ten ac-tion areas established by the government. The initial conclusion is that wemust restructure some of the action areas, altering their scope. Thus, thefollowing changes are introduced into the new Plan, compared to its currentcounterpart:

• The Urban Infrastructure area was absorbed and renamed Housing andUrban Planning.

• The Public Order area was included with Conservation.

• The Environment area was included with Sustainability.

CONCEPTUALSTRUCTURE

OF THE WORK



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• The Jobs and Income area was expanded and renamed Economic Devel-opment.

• The Culture, Sports and Recreation area was simplified under the title

of Culture.• The Social Welfare area was expanded and renamed Social Development.

Through this diagnosis, the key objectives of the government were listed, withguidelines established for each action area, namely:

• Health

• Education

• Transport

• Housing and Urban Planning• Public Order and Conservation

• Management and Public Finance

• Environment and Sustainability

• Economic Development

• Culture

• Social Development

Next, the sector guidelines were transposed into specific, measurable goals tobe reached between 2013 and 2016. In practice, these goals reflect the com-mitment of the Municipal Government to the population of the city. Finally, thestrategic initiatives underpin practical actions, a set of projects structured andmanaged by the Municipal Government, through which we will strive to honourour commitments to the population of Rio.






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CONTENTCONSTRUCTION

PROCESS

Parallel to the construction of the current Plan, we consulted manyrepresentatives of our society, including entrepreneurs, qualified pro-fessionals, leaders of social organizations, intellectuals, artists, andpoliticians. Additionally, we conducted a public opinion poll with morethan 1000 ordinary citizens. The content construction process includ-ed a more strategic stage, and another that was more tactical.

During the strategic stage, individual interviews were held with ap-proximately thirty specialists and more than twenty executives in theMunicipal Government. Workshops were held with the newly estab-lished City Council, with the Mayor, Secretaries, and the Executive Of-fice Strategic Unit, in order to define the goals and strategic initiativesfor the sectors.

During this stage, the government´s objectives and the sector guide-lines were also defined through meetings of the Executive Office Stra-

tegic Unit with the Budget Office, working closely with other govern-ment entities.

During the tactical phase, the Executive Office and other MunicipalGovernment entities drew up detailed descriptions of the strategic ini-tiatives, in order to define their performance indicators, schedules andabove all their budgets. The sustainability of the Strategic Plan budgetwas carefully analysed, and fiscal balance was based on conservativetax revenue criteria. Overall, this is a daring plan in terms of imple-

mentation, but feasible from the standpoint of financial requirements.






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THE CITYCOUNCIL

The City Council was structured in order to contribute to the review ofthe Strategic Plan, and also to serve as an advisory entity for monitoringits progress. The decision to set up this group was taken on the basisof earlier successful experience, through which leading citizens wereinvited to critique and assess municipal projects and other issues.

For this review, an initial list of 150 candidates was drawn up; all ofthem selected for their acknowledged personal or professional con-tribution, as well as their dedication and identification with the City ofRio de Janeiro. From the list, 120 citizens agreed to honour the citywith their contributions as Council Members, attending four meetingsduring the review process.

Most of the suggestions put forward by this Council were included inthis Planning process, as either guidelines, targets or initiatives, with80% of all the suggestions aligned with other groups of respondents.

This Council will remain active throughout the entire implementationof the Strategic Plan, meeting at least twice a year in order to assessits progress.




CITY COUNCIL MEMBERS: ADILSON PIRES, ALBA ZALUAR, ALFREDO LOPES, ANDRÉ EPPINGHAUS,

ANTENOR DE BARROS LEAL, ARMANDO STROZENBERG, AUGUSTO IVAN, BERTHA DE BORJA

REIS DO VALLE, BETO SICUPIRA, BRENDA VALANSI OSÓRIO, BRUNO FILIPPO, BRUNO THYS,

CARLA CAMURATI, CARLA PINHEIRO, CARLOS ARTHUR NUZMAN, CARLOS CARVALHO, CARLOS

TUFVESSON, CARMEN FONTENELLE, CAROL SAMPAIO, CAROLINA WAMBIER, CELINA CARPI,

CELSO BARROS, CESAR CUNHA CAMPOS, DANIELA FISZPAN, DAVID ZYLBERSZTAJN, DOM

ORANI TEMPESTA, ELENA LANDAU, ELOI FERNANDES, FERNANDA MONTENEGRO , FERNANDO

MACDOWELL, FERNANDO MOLICA, FERREIRA GULLAR, FLAVIA OLIVEIRA, GILBERTO URURAHY,

GUILHERME LAAGER, GUILHERME STUDART, GUSTAVO ROCHA LIMA, GUTI FRAGA, HÉLCIO

TOKESHI, HUGO BARRETO, JAIRO WERNER, JOÃO DIONISIO AMOEDO, JOÃO GUILHERME

RIPPER, JOAQUIM LEVY, JOSÉ ANTONIO FICHTNER, JOSE FORMOSO, JOSE LUIZ ALQUERES,

JOSÉ MARCIO CAMARGO, JOSE PADILHA, JULIO BUENO, LEANDRO PIQUET, LEDA CASTILHO,

LUCIA HIPOLITO, LUIS CARLOS BARRETO, LUÍS FERNANDO CORREI A, LUIZ AUGUSTO MALTONI

JR, LUIZ ERLANGER, LUIZ PAULO CORREA DA ROCHA, MARCELO MADUREIRA, MARCELO NERI,MARCELO SZPILMAN, MARCELO TORRES, MARCOS AVILA, MARCUS VINICIUS FREIRE, MARIA

CELESTE EMERICK, MARIA ERCÍLIA LEITE DE CASTRO, MAURICI O ASSUMPÇÃO, MAURO OSORIO,

MICHEL SARKIS, NELMA TAVARES, NELSON SENDAS, NIZAN GUANAES, OLAVO MONTEIRO DE

CARVALHO, PATRÍCIA AMORIM, PAULO FERRAZ, PAULO MELO, PAULO MOLL, PAULO NIEMEYER,

PEDRO ABRAMO, PEDRO BUARQUE DE HOLLANDA, PEDRO DE LAMARE, PEDRO JOSÉ WAHMANN,

PEDRO LUÍS, PETER EDUARDO SIEMSEN, PHILIP CARRUTHERS, PLINIO FROES, REGINA CASÉ,

RICARDO AMARAL, RICARDO CRAVO ALBIN, ROBERTA MEDINA, ROBERTO A. MEDRONHO,

RODRIGO BAGGIO, RODRI GO PIMENTEL, ROGERIO CHOR, RONY MEISLER, ROSA CELIA, ROSISKA

DARCI, SERGIO BERMUDES, SERGIO BESSERMAN VIANNA, SERGIO FERRAZ MAGALHÃES,

SÉRGIO NOVIS, SÉRGIO RUY BARBOSA, SILVIA RAMOS, SOLON LEMOS PINTO, SUSANA

HERCULANOHOUZEL, SUZANA K AHN RIBEIRO, TÂNIA ZAGURY, VIK MUNIZ E WALTER MATTOS



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INTRODUCTION TOTHE DOCUMENT

This document is structured into eight chapters, including the Letterfrom the Mayor, the Vision of the Future for Rio and this Introduction.The key objectives will be presented below, together with the prin-ciples guiding government actions. They reflect our commitment tobreaking away from paradigms that impact the development of thecity and quality of life of its population. Then the diagnosis will be pre-sented, together with the guidelines, targets and strategic initiativesfor each of the ten action areas.

The document closes with a detailed description of the institutionali-sation mechanisms for this Strategic Plan and a message that sum-marizes our expectations for Rio after its effective implementation.






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OBJECTIVES ANDPRINCIPLES OF

GOVERNMENTACTIONS




MAIN

• Improve access to and quality of municipal public services.

• Transform the city, endowing it with urban equipment and facilities that aretailored more closely to the needs and growth of its population.

• Appreciate and ensure sustainable use of the environment, as well as land-scapes and the natural, cultural, and historic heritage while upgrading the city.

• Ensure more equal opportunities for the youth and children of Rio.

• Contribute to the establishment of a highly competitive business environmentand sustainable economic growth.

• Foster the development of sectors that are strategic for the economy of Rio.

• Make Rio into a more closely integrated city from the cultural and urban plan-

ning aspects.

• Reduce the poverty indicators throughout the city.

• Position Rio as a major political and cultural hub on the international stage.



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PRINCIPLES OFGOVERNMENT

ACTIONS

• Place the daily lives of people as a top priority topic for the govern-ment, drawing it closer to the citizens of Rio.

• Ensure professional management endowed with planning and mon-itoring tools for the entire municipal administrator.

• Establish seamless integration among municipal, state, and federalgovernment policies.

• Appreciate, develop, and motivate the human talents in the Munici-pal Government.

• Ensure that the public utility services rendered by the MunicipalGovernment attain the same quality standards throughout the city.

• Potentiate the Municipal Government´s investment capacity through

partnerships with the private sectors and other tiers of government.

• Deploy technological development to enhance citizen services andensure more efficient municipal administration processes.






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EXECUTIVE

SUMMARY




EXECUTIVESUMMARY OF

THE STRATEGIC

PLAN 20132016

• The new Strategic Plan of the Rio de Janeiro Municipal Governmenthas 56 goals and 58 initiatives (Figure 1).

• The budget allocated for its implementation is R$ 38.6 billion, ofwhich R$ 24.6 billion come from Municipal Government Funds and

R$ 14.0 billion are External Funds (Figure 2).• The Budget for implementing the initiatives is spread throughout the

city, according to the priorities for each region, with the areas mostin need of public intervention absorbing the heaviest investments –PA 3 and PA 5 regions accounting for some 70% of the total budget

allocated to the 2013-2016 Strategic Plan (Figure 3).



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FIGURE 1

NUMBER OF GOALS AND INITIATIVESBY ACTION AREAS FOR THE 20132016STRATEGIC PLAN

HEALTH

EDUCATION

TRANSPORT

HOUSING AND URBAN PLANNING

PUBLIC ORDER AND CONSERVATION

MANAGEMENT AND PUBLIC FINANCE

ENVIRONMENT AND SUSTAINABILITY

ECONOMIC DEVELOPMENT

CULTURE

SOCIAL DEVELOPMENT

TOTAL

6 4

6 6

7 11

7 8

4 5

4 5

7 6

6 6

4 4

5 3

56 58

NUMBER OF INITIATIVESNUMBER OF GOALSACTION AREAS




6,72,7

FIGURE 2

BUDGET ALLOCATED TO THE IMPLEMENTATIONOF THE 201320161 PLAN

HOUSING AND URBAN PLANNING

TRANSPORT

EDUCATION

HEALTH

ENVIRONMENT AND SUSTAINABILITY

PUBLIC ORDER AND CONSERVATION

MANAGEMENT AND PUBLIC FINANCE

SOCIAL DEVELOPMENT

ECONOMIC DEVELOPMENT

CULTURE

4,10

3,40

1,1 4,1

0,1 2,3

0,60

0,1 0,9

2,5 3,4

1,10Government Funds

External Funds

1 The budget also includes 2012, as the strategic initiative will be implementedfrom this year onwards, and their outcomes monitored.

7,5 12,0

2012/2016 R$ BILLION

4,5

4,0

4,1

3,0

0,9

3,4

2,2

1,1

0,8

0,6



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PA 5

PA 4

PA 3

PA 3

PA 1

PA 2

PA 5: 35%

PA 4: 10%

PA 2: 5%

PA 1: 15%

PA 3: 35%

FIGURE 3

DISTRIBUTION OF INVESTMENTS BYPLANNING AREA PA






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ACTIONAREAS• Health• Education• Transport• Housing and Urban Planning• Public Order and Conservation• Management and Public Finance• Environment and Sustainability• Economic Development• Culture• Social Development




ACTIONAREAS

For each of the action areas, a brief diagnosis will be presented, to-gether with the guidelines, targets and strategic initiatives constitut-ing it. A description is given below of these parts of the Strategic Plan:

• Diagnosis: analyses the progress noted in the city since 2009, wheth-er provided within the scope of the Strategic Plan in effect throughgovernment actions with impact in the action area in question orother factors, such as the economic situation of Brazil, and federalor state policies affecting the municipality, among others. This di-agnosis also lists the main challenges to be faced by the city duringthe next few years.

• Guidelines: presents a breakdown of the Main Government Objec-

tives for each of the action areas covered by the Strategic Plan. Theguidelines steer the performance of the action areas.

• Goals: establishes the tactical objectives to be pursued by each ac-tion area, matched to the guidelines. The “Goals Table” Annex pres-ents all the details of the goals, broken out year by year, with sourc-es of information, benchmark values and calculation formulas.

• Strategic Initiatives: describes the practical actions that will, to-gether, allow the action areas to pursue the proposed goals. In or-

der to standardise the detailing of the initiative and allow readersto understand the scope of the proposed activities, the followinginformation will be presented:



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– Current Situation: starting point for the city on the topic covered bythe strategic initiative and the reasons for its implementation.

– Description: detailed explanation of the scope of the initiative, pre-

senting the work fronts constituting it, when necessary, and its cov-erage area.

– Expected results: expected outcome of implementing the initiative.

– Alignment with Municipal Government goals: the action areagoal(s) associated with the strategic initiative. In some cases, struc-turing initiatives are not associated with specific goals, but theirimplementation is aligned with the guidelines, enabling a shift inparadigm in a specific action area.

– Budget: encompasses the amounts to cover costs and investmentsrequired by the initiative for the period between 2012 and 2016, withdetailed descriptions of the amount to be disbursed by the Munici-pal Government (Government Funds) and the amount to be broughtin through external funds, such as concessions, PPPs, loans, andtransfers.

– Performance Indicators: indicators to be monitored in order to as-sess the progress of the initiative during its implementation phase.

– Milestones Schedule: main implementation milestones for the ini-tiative.




SUMMARY OF

THE STRATEGICINITIATIVES

The Olympic symbol

is displayed on allinitiatives that aredirectly related to the

Olympic legacy

• Saúde Presente – HealthcareProgramme

• Restructuring of Accident andEmergency Care Services

• Hospital Discharge Programmefor the Elderly - PADI and Back-UpHospital Beds

• Saúde Inteligente HealthcareProgramme

HEALTH

EDUCATION

• Full-Time Schooling Programme• Pre-School Development Space (EDI)• Tutoring

• Schools for Tomorrow• Rio Criança Global –Schooling Programme

• Healthcare in Schools

TRANSPORT• Transport Tariff Integration -

Bilhete Único Carioca • Upgrading of the Bus Fleet• TransOeste BRT Line• TransCarioca BRT Line• TransOlímpica BRT Line• TransBrasil BRT Line• Downtown Light Rail VLT System• Aquatic Transport Project• Intelligent Traffic• Sustainable Mobility Plan• Rio Boa Praça – Redesign of Taxicab

Service in Rio

HOUSING AND

URBAN PLANNING• Morar Carioca Urban Housing Programme• Morar Carioca - Minha Casa Minha Vida

Housing Programme• UPP Social Pacifying Police Programme• Bairro Maravilha Neighbourhood Renovation

Programme• Porto Maravilha Port Revitalization

Programme• Olympic Park• Rio Verde – Upgrading of Rio Branco Avenue

• Revitalisation of the Cidade Nova Area



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MANAGEMENT ANDPUBLIC FINANCE

• High Performance GovernmentProgramme

• Rio Intelligent City IT Programme

• Nota Carioca 2.0 Online InvoicingProgramme

• Tax System Upgrading• Gente de Alto Valor – Leaders

Training• A Present Municipality

CULTURE• Revision of Existing Cultural

Infrastructure• Fostering Cultural Production• Port Region Cultural Pole• Rio Heritage – Historical

Centre

SOCIALDEVELOPMENT

• Family Card• Psycho-Social

Assistance• Rio em Forma Sports

Initiative

PUBLIC ORDER ANDCONSERVATION

• Rio in Order Programme• Integrated Management of Public

Roads

• Conservation of Special Roadsand Tunnels• Upgrading of Road Lighting Network• Rio Accessibility Programme

ECONOMICDEVELOPMENT

• Rio Business Environment• Rio Energy Capital• Rio Tourism Capital• Rio Creative Industry Capital• Industry-Specific Development Plan

ENVIRONMENT ANDSUSTAINABILITY

• Sanitation Expansion Programme• Flood Control Programme• Water Quality Programme

• Rio Bike Capital• Rio Sustainable Capital• Rio Green Capital






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HEALTHCARE




The Healthcare system in the Rio de Janeiro Municipality has im-

proved significantly over the past few years, particularly through ex-tending coverage provided through the Programa Saúde da Família- PSF (Family Healthcare Programme) and the Programa de Desospi-talização de Idosos - PADI (Hospital Discharge Programme for the El-derly), in addition to opening up the Unidades de Pronto Atendimento- UPAs (Primary Care Clinics), and restructuring of the Accident andEmergency rooms.

With a coverage rate of 3.5% in 2008, the family healthcare pro-gramme reached 27.3% in 2011, assigning top priority to the neediestneighbourhoods of the city. Today, many of them already have 100% ofcoverage, including Rocinha, Manguinhos, Mangueira, Acari, Rocha,Santa Cruz, Gardênia Azul, Moneró, and Galeão (Ilha do Governador).Implemented in 2010, the Programa de Desospitalização de Idosos -PADI (Hospital Discharge Programme for the Elderly) covered aroundone million people in 2011.

Since 2009, 13 UPAs were open by the Rio de Janeiro Municipal Gov-ernment, forecast to reach twenty by the end of 2012. Furthermore,

the restructuring of the Accident and Emergency rooms programmeis under way in four of the largest hospitals in Rio de Janeiro: MiguelCouto, Souza Aguiar, Lourenço Jorge, and Salgado Filho. Other note-worthy projects are the Maternity Clinic in the West Zone, the Ma-ternity clinic at the Souza Aguiar Hospital, the new Paulino Werneckhospital and the reconstruction of the Pedro II Hospital in Santa Cruz.

HEALTHCAREDIAGNOSIS

2008

2011

EXPANSION OF THE FAMILYHEALTH PROGRAMME COVERAGEYEAR

3,5%

27,3%



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HEALTHCARE

GUIDELINES

Nevertheless, the Health Area still has a heavy demand for invest-

ments, remaining a strategic focus for attention:

• The basic care coverage still falls below the desired level.

• Basic health indicators, such as mother and child mortality, tuber-culosis rates and mortality due to neoplasias can still be improved.

• There are still difficulties in accessing the healthcare network.

• There are problems in administering hospital beds at all three tiers

of the public health service – municipal, state, and federal.

• There is a shortage of information technology to enable innovativesolutions, which undermines the efficiency of care offered to pa-tients, as well as the management of funds.

• Extend the life expectancy of the population, evening out differencesdue to regions, income, and class.

• Promote health and prevent diseases and their side effects, bystressing information provided to the population and providing guid-ance on the proper use of the healthcare system

• Consolidate and extend primary care coverage through the FamilyHealth Strategy.

• Enhance the effectiveness of accident and emergency services ren-dered by out-patient clinics and hospitals through a regionalised

care network focused on rapid response with good quality.

• Expand the hospital discharge services, mainly for the elderly.

• Adopt electronic healthcare tools (e-health) in order to upgrade thequality of care offered to the population.




HEALTHCAREGOALS

• Bring the infant mortality rate down to under 10 per 1,000 live births by 2016.

• Bring the maternal mortality rate down to 41 per 100,000 live births by 2016.

• Shorten waiting period by at least 25% in municipal emergency rooms (CORE)*by 2016, benchmarked to 2011.

• Reach 70% coverage by the Saúde da Família (Family Health) programme inthe municipality by 2016.

• Reach an adequate waiting period for 90% of elective medical visits, by typeof visit, by 2016, benchmarked to 2012.

• Ensure that by 2016 there are no patients in hospital beds not registered with

the CNES** in any municipal hospital network units, benchmarked to 2011.

* Regional Emergency Room Operations Coordination.** National Healthcare Establishment Registry.



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SAÚDE PRESENTE




DESCRIPTION OF STRATEGIC INITIATIVE

CURRENT SITUATION

The Present Healthcare (Saúde Presente ) program is themain strategy deployed by healthcare systems worldwideto obtain the best outcomes in terms of and life expectancyand quality among the population. In 2008, the indicatorsfor Rio de Janeiro were among the lowest. With the reno-vation of primary care services implemented under thisprogramme in 2009, the city improved its primary carecoverage, rising from 3.5% to 27.3% in 2011. To do so, 52new Family Clinics were built, and 66 old units were ren-ovated. During this time, several neighbourhoods in Riode Janeiro reached 100% coverage by the Family HealthProgramme, including: Rocinha, Manguinhos, Manguei-ra, Acari, Rocha, Santa Cruz, Gardênia Azul, Moneró, andGaleão (Ilha do Governador).

DESCRIPTIONBetween 2012 and 2016, the Saúde Presente healthcareprogramme will continue to expand its coverage, reach-ing 70% of the population of Rio de Janeiro with thebuilding of 79 new Family Clinics, totalling 279 units, to-gether with the renovation of the remaining 64 primarycare clinics.

EXPECTED OUTCOMES

Expansion of the coverage provided by the Saúde Pre-sente programme to 70% in 2016, with a better quality oflife and longer life expectancy for the population, throughmore effective care that is closer to the citizens, conse-quently reducing the flow of patients to major emergencyrooms run by the municipality. Improvement in self-per-ception of health with better self-prevention and also bet-ter access to information. More than 80 low-income com-munities / neighbourhoods with 100% coverage throughthe Family Health Programme.

SAÚDE PRESENTEPRESENT HEALTHCARE



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ALIGNMENT WITH MUNICIPALGOVERNMENT’S GOALS

Bring the infant mortality rate down to under 10 per 1,000 livebirths by 2016.

Bring the maternal mortality rate down to 41 per 100,000 livebirths by 2016.

Reach 70% coverage by the Saúde da Família (Family Health)programme in the Municipality by 2016.

PERFORMANCEINDICATORS

Number of visits under theFamily Health programme.

Number of outpatient usersoutside the territory.

Flow of patients in Municipal

emergency services (same indicatorin UPAs Programme).

Number of emergency visits in the territory.

Number of renovated Family Clinics.

MILESTONESSCHEDULE

Dec/2012Renovate 10 units and build 17 clinics.



Dec/2015

Renovate 20 units and build 30 clinics.Dec/2016Renovate 9 units and build 8 clinics.

621.2

2012-2016 BUDGET*

R$ million External Funds Government Funds Total

939.1 1,560.3Expenses

0.0 249.8 249.8Investments

621.2 1,188.9 1,810.1Total

* Coverage expansion between 2012 and 2016

REESTRUTURAÇÃO DO ATENDIMENTODE URGÊNCIA E EMERGÊNCIA





CURRENT SITUATION

Until 2009, accident and emergency care services in thecity were fragmented. Since then, an integrated and hu-manized system has been created with the implemen-tation of the Reception and Risk Classification Systemin major emergency services (Miguel Couto, LourençoJorge, Salgado Filho, Souza Aguiar Hospitals), whichled to a reduction in patient waiting time.

DESCRIPTION

Organization of the entrance to municipal emergencyservices, integration with Civil Defence, SAMU (emer-gency ambulance service), and GSE (SOS and Emergen-cy Group), and regionalization through the EmergencyRegional Operations Coordination (CORE). Conclusionof Human Resources Research and Management Devel-

opment Projects (started in 2009 with FIOTEC – Foun-dation for Technological and Scientific Development inHealth), according to its quantitative needs, vertical op-erational flows in the units and cross sectional flows inthe Municipality’s network of emergency hospitals.

EXPECTED OUTCOMES

Improve health of the population by reducing averagewaiting time, eliminating overcrowding in emergency

services, and providing faster response to major eventsand disasters.

RESTRUCTURING OF ACCIDENT ANDEMERGENCY CARE SERVICES



51


ALIGNMENT WITH MUNICIPAL

GOVERNMENT’S GOALS

Shorten waiting period by at least 25% in municipal emer-gency rooms (CORE) by 2016, benchmarked to 2011.

Reach an adequate waiting period for 90% of elective medi-cal visits, by type of visit, by 2016, benchmarked to 2012.

Ensure that by 2016 there are no patients in hospital bedsnot registered with the CNES in any municipal hospital net-work units, benchmarked to 2011.


Issuing of 3 consecutive bimonthly reportsfrom the hospital quality access unit.

Waiting time in emergency queues.

User satisfaction.

Occupancy rate of beds inobservation room (yellow room).

Unit’s productivity.

Number of regulated patients amongthose referred for admission.

MILESTONESSCHEDULE

Dec/2012Complete renovation of4 health units.

May/2013Complete Emergency CareDevelopment Project with FIOTEC.

Dec/2013Establish quality hospital accessunits in 4 hospitals.

350.0

2012-2016 BUDGET

R$million External Funds Government Funds Total

1,077.4 1,427.4Expenses


350.0 1,307.4 1,657.4Total

DESOSPITALIZAÇÃO PADIE LEITOS DE RETAGUARDA

HOSPITAL DISCHARGE PROGRAMMEFOR THE ELDERLY PADI AND





CURRENT SITUATION

The organization of accident and emergency care net-works has demanded a greater supply of backup beds,in order to reduce occupancy rates in large municipalemergency units. The Elderly Home Care Programme(Programa de Atenção Domiciliar ao Idoso - PADI ) con-sists of a group of actions to promote healthcare, pre-vention and treatment of diseases, and rehabilitation inhouseholds. The programme is mainly for patients aged60 and over with conditions that can present function-al recovery and greater autonomy, aimed at reducinghospital occupation. The programme was implementedin 2010 with nine teams, in addition to the initial pilotteam, and by 2011 it has covered approximately 1 millionresidents of the city.

DESCRIPTIONThe initiative consists in extending PADI and back-upbeds, enabling the enhancement of this service by re-covering and expanding the installed capacity. Between2012 and 2016, PADI will be extended and will reach 70%population coverage with 46 teams. The programme in-cludes the following professional categories: physician,nurse, physical therapist, occupation therapist, nutri-tionist, psychologist, speech therapist, social worker,

and nurse’s aide.

EXPECTED OUTCOMES

Improve population’s health by means of reducing longhospital stays and improve quality of care to elderly pa-tients; optimize use of resources by releasing hospitalbeds for hospitalization of new patients; and improvestandard of care.

FOR THE ELDERLY PADI ANDBACKUP HOSPITAL BEDS




53




INDICATORS

Number of procedures carriedout through PADI.

Number of teams implemented.

Number of patients treated.

Population coverage.

Number of qualified beds.

MILESTONESSCHEDULE

Dec/2012Add 10 teams and qualify 40 beds.


Dec/2014

Add 10 teams and qualify of 50 beds.



72.0

2012-2016 BUDGET


51.8 123.8Expenses


72.0 51.8 123.8Total

SAÚDE INTELIGENTE





CURRENT SITUATION

In the past 3 years, relevant changes were made in theuse of technology within the Municipal Government. Un-til then, there were no electronic registries with patientdata in any health care unit. In 2011, over 1 million peo-ple had their individual and clinical data registered inthe charts of the Family Clinics. In 2008, there were 49

thousand admissions by the Regulation Municipal Cen-tre, and this figure leapt to 190 thousand in 2011.

DESCRIPTION

The Saúde Inteligente Healthcare Initiative will consid-er: Outpatient Electronic Chart – availability of all reg-istration and clinical data of all health system users;Information and Health Management Control System –remote availability of information with follow-up of in-

dicators; Regulation Centre – for scheduling of exams,appointments and admissions in all hospital units 24/7;and Telemedicine – supplementary exams reports andsecond opinions via teleconferencing in all units thatmake up the Municipal Health Network.

EXPECTED OUTCOMES

Available clinical information about citizens through-out the whole municipal outpatient care network and

improved quality of service provided to the population.Increased regulation efficiency, reduced waiting timeto schedule medical visits and exams and increasedresolution of cases. Generate management informationfrom the electronic chart and compulsory notifications.Easier access to the Healthcare system.

HEALTHCARE PROGRAMME




55





Reach an adequate waiting period for 90% of elective medicalvisits, by type of visit, by 2016, benchmarked to 2012.

Ensure that by 2016 there are no patients in hospital beds not

registered with the CNES in any municipal hospital networkunits, benchmarked to 2011.

INDICATORS

Proportion of users with clinical data in

charts in relation to the number of usersregistered.

% of management contracts monitored by acontrol module available on the Web.

Number of hospitals with implementedInternal Regulation Unit (NIR).

Number of PSF teams assisted by a remote

second opinion support.

MILESTONESSCHEDULE

Feb/2012New Regulation Centre.

Dec/2012Implement human resourcesmanagement module.

Dec/2012Implement storage, inventory anddistribution logistics module.

Dec/2014Begin integration of all laboratories to

electronic chart.

Dec/2015NIR operating in 28 hospitals.

Dec/2016Complete integration of all laboratories.

0.0

2012-2016 BUDGET


297.9 297.9Expenses


0.0 349.1 349.1Total






57


EDUCATION




EDUCATIONDIAGNOSIS

The reformulation of the pedagogical project of Rio de Janeiro’s pub-lic (government) education network brought about positive changesto the education scenario in the city. “Automatic passing” was dis-continued, parents were encouraged to be more participative in theirchildren’s education, and children in risk areas got special attention inthe “Schools for Tomorrow”. Additionally, a new policy for Early Child-hood was developed with the EDIs – Children’s Development Space(Espaço de Desenvolvimento Infantil ), with the creation of 15 thousandnew vacancies in day care centres between 2009 and 2011.

Since 2009 there has been greater integration between Educationand other areas such as Healthcare, with the School Healthcare pro-gramme, as well as more extensive Social Assistance, with the defini-tion of eligibility conditions linked to Education for benefits from theFamily Card Programme (Programa Cartão Família Carioca ), such asminimum attendance of students enrolled in the programme.

However, there are some challenges to be overcome by the area ofEducation:

• School hours in the city are still very low when compared to educa-tion benchmarks.

• Schools run by the Municipal Government still lack more laborato-ries, libraries, and reading rooms.

• There are schools with very poor connectivity, which limits access totechnological resources.



59


EDUCATIONGUIDELINES

• Build a model pedagogical process, establishing a standard of excel-lence in basic education based on full-time school and pre-school

education.

• Be recognized by society as a teaching system that provides oppor-tunities enabling all students to complete their primary educationat the right age and be ready to start secondary education with a lifeproject for their future.

• Extend care in day care centres and pre-schools by providing an ap-propriate environment for children in their first years of life, focus-ing on their physical and mental development.

• Train, provide tools and motivate teachers of the Municipal Govern-ment education network by using new technologies in order to en-hance the learning process.




EDUCATIONGOALS

• Achieve an average grade in municipal public schools equal to orhigher than 6.0 for the first years and equal to or higher than 5.0 forthe final years of the IDEB* by 2015.

• Ensure that at least 95% of children who will be 7 years old by theend of 2016 are literate.

• Reduce functional illiteracy rates to less than 5% among students

from 4th to 6th grades by 2016.

• Have at least 35% of municipal school students in full-time schoolby 2016.

• Ensure that 96% of municipal school students graduate from basiceducation by the age of 16.

• Create 60 thousand vacancies for pre-school education between2009 and 2016.

* Índice de Desenvolvimento da Educação Básica (Basic Education Development Index).



ESCOLA CARIOCAEM TEMPO INTEGRALFULLTIME SCHOOLING PROGRAMME





CURRENT SITUATION

Until 2011, only 79 of the 1,064 (7%) municipal schoolsin Rio operated in a single shift of at least 7 hours, ofwhich 20 offered the 2nd segment. This figure is far fromthe recommendation of the best international practicesand points at a direct relation between longer classroomhours and students’ performance, as can be noted in theEuropean and American educational systems.

DESCRIPTION

The Full-time Schooling Programme (Escola Cariocaem Tempo Integral) is the second generation of invest-ments in a quality leap for municipal public educationin Rio de Janeiro. The new Single Shift School (EscolaCarioca em Turno Único ) will operate during a full daywith a specific syllabus content, offering more classeson basic subjects in addition to time dedicated to Edu-cation of Values and Guided Studies. It will be organizedin groups according to age brackets: Literacy Houses(1st to 3rd years), Primary (4th to 6th years) and Middleschool (7th to 9th years), enabling greater achievementfor students, and more specialized training for teacherson each learning stage. It will aspire to Academic Ex-cellence by preparing students to be more competent,autonomous, and solidary, and to have a life project –

protagonists of their future.

EXPECTED OUTCOMES

Improved quality of public education, with performancelevels equal to those of OECD – Organisation for Eco-nomic Cooperation and Development – countries andcompliance with Rio’s legislation, adopting the 7-hourshift in municipal schools. Achieve the best grade in theBrazil Exam (Prova Brasil ) in 2015 among the municipal

education networks in the country.

FULL TIME SCHOOLING PROGRAMME




63




Achieve an average grade in municipal public schools equalto or higher than 6.0 for the first years and equal to or higherthan 5.0 for the final years of IDEB in 2015.

Ensure that at least 95% of children who will be 7 years oldby the end of 2016 are literate.

Reduce functional illiteracy rate to less than 5% among stu-dents from 4th to 6th grades by 2016.

Have at least 35% of municipal network students in full-timeschool by 2016.

Ensure that 96% of municipal school students graduate frombasic education by the age of 16.

IDEB grades (initial and final schoolyears).

Literate students at the end of 2nd

grade (%).

Passing rate in the first segment (%).

Dispersion of grades of the SAEB- Basic Education Assessment System

- exam.

Percentage of basic educationstudents studying in a single shift ofat least 7 hours.

Schools renovated to enable singleshift operation.

Schools built following the single shiftstandard.

Percentage of Schools for Tomorrowoperating in single shift.

0.0

2012-2016 BUDGET


193.0 193.0Expenses

0.0 1,174.0 1,174.0Investments

0.0 1,367.0 1,367.0Total

ESPAÇO DE DESENVOLVIMENTOINFANTIL EDIPRESCHOOL DEVELOPMENT





CURRENT SITUATION

Since 2009, pre-school education has been extended to15 thousand vacancies in day care centres. As to qual-ity, progress has been made by creating the position ofPre-School Education Professor, training of all day carecentre support staff, design and implementation of syl-labus for day care centres and pre-school, definition andimplementation of child development assessment and

monitoring indicators, design and implementation of theComplete Early Childhood Programme (Programa Pri-meira Infância Completa – PIC ) and the Family School(Escola da Família ), an alternative and cross sector mod-el to assist children and provide information for their par-ents on Early Infant care. The initiative needs, however, tocontinue in a more ambitious plan so as to overcome thevacancy deficit in pre-school education in the City of Riode Janeiro, which deprives many children from access toeducation and obliges mothers to give up their jobs inorder to care for their children.

DESCRIPTION

The Pre-School Development Space initiative (EDI) com-prehends three fronts: (i) Expansion of coverage, (ii) Leapin quality and (iii) Cross sector integration. (i) Expansionof coverage consists of adding 30 thousand new vacan-

cies to the pre-school network, first and foremost in theWest Zone and areas with a high concentration of FamilyCard beneficiaries. This front also plans to refine accessto day care centres (including enhanced priority criteria,customized to family needs) and a better match of sup-ply to local demand (through georeferencing equipmentand optimizing intrapole registration vacancies); (ii) TheLeap in Quality consists in ensuring presence of pre-school teachers in all classes from the nursery on, with

a clear pedagogical proposal. It also includes the cre-

PRE SCHOOL DEVELOPMENT


Number of new vacancies in day caret



65


centres.

Number of new vacancies in pre-school.

Occupancy rates in day care centres.

Occupancy rates in pre-schools.

% of children from 0.5 to 3 years included inthe Family Card registry serviced by day carecentres or PIC.

Implementation of Assessment andMonitoring System.

MILESTONESSCHEDULE

May/2012Demand Map (match supply/demand ofvacancies).

Feb/2013Implement new Vacancy Access Policy forDay Care Centres (inclusion of more criteriabesides the Family Card).

Dec/201370 new units (14 thousand vacancies).

Dec/2013

Implement Assessment and MonitoringSystem.




0.0

2012-2016 BUDGET


977.0 977.0Expenses


0.0 1,650.0 1,650.0Total

ation and implementation of the Assessment and Monitoring

System (aiming at ensuring child development and quality ofservice provided); (iii) Cross sector integration plans to en-sure service to 100% of Family Card beneficiaries throughthe day care centre modality or the PIC, as well as fine tuningand implementing the cross sector programme for alterna-tive services.

EXPECTED OUTCOMES

Increased access to Pre-School Education through 30 thousand

new vacancies, ensuring that the vacancies offered will meetthe demand of the poorer population; better child developmentof the children serviced, ensuring basic health conditions andlevelling socio-economic differences in future school perfor-mance; connect all Municipal Government’s actions geared to-ward Early Childhood so as to ensure complete assistance forthe child and family.



Create 60 thousand vacancies for pre-school education be-tween 2009 and 2016.

REFORÇO ESCOLARTUTORING PROGRAMME





CURRENT SITUATION

In 2009, approximately 28 thousand functionally illiteratestudents were identified between the 4th and 6th grades inRio de Janeiro’s municipal school network. The Tutoring(Reforço Escolar ) Project was created with a special fo-cus on re-literacy and acceleration to ensure a successfullearning process for all students in the network. Classeswere organized for functionally illiterate students from 4th

to 6th grades. Other dedicated classes were also set upwith the purpose of reducing the age-grade gap in boththe 1st and 2nd segments. Since then, 25.5 thousand stu-dents learned how to read and write between 2009 and2011 and 7 thousand are in the re-literacy process. Ad-ditionally, 33 thousand students attended acceleratedlearning classes between 2009 and 2011; and in 2012, 34thousand students are in this process. Nevertheless, theprogramme must be enhanced, in order to reduce de age-grade gap which is still a challenge for the Municipality´seducation system.

DESCRIPTION

The Tutoring Programme aims at continuing the learningqualification process and providing continuous attentionto the maintenance of the correct flow in Rio de Janeiro’sMunicipal schools. The two lines of action— re-literacy

and acceleration — will continue in the next stage, how-ever for a smaller number of students, in an effort to levelthem in the right grade for their age. The focus will shiftto intensive parallel catching up and tutoring during thefree shift (Nenhuma Criança a Menos project), preventingstudents from falling behind. The project includes con-tinuous teacher training, convention agreements, hiringpartners, and monitoring school performance.




67


Results of bimonthly exams(exams given by the Municipality).

% of students who dropping out of basiceducation in the municipal schools perplace of enrolment.

% of students that failing basic educa-tion in the municipal schools, per place ofenrolment.

Rates of functional illiteracy.

MILESTONESSCHEDULE

Dec/2012Perform diagnostic tests for functional il-literacy from 4th to 6th grades.

Jan/ 13Train teachers.

Nov/2012 to 16Rio Exam and Literate Rio (Alfabetiza Rio ).

0.0

2012-2016 BUDGET


154.3 154.3Expenses


0.0 154.3 154.3Total

EXPECTED OUTCOMES

Improve quality of public education, focusing on reducingstudents’ functional illiteracy and age-grade gap.


Achieve an average grade in municipal public schools equalto or higher than 6.0 for the first years and equal to or high-er than 5.0 for the final years of IDEB by 2015.


Reduce functional illiteracy rates to less than 5% among

students from 4th to 6th grades by 2016.

Ensure that 96% of municipal school students graduatefrom basic education by the age of 16.

ESCOLAS DO AMANHÃSCHOOLS FOR





CURRENT SITUATION

In 2009, the Municipal Government identified over 150schools located in areas with high violence rates andrisks to the quality of teaching. In these schools, stu-dents suffered from trauma, mental blocks and learn-ing difficulties due to exposure to violence and teacherswere not motivated to work in an environment with suchgrievance. In order to face these challenges, the Munic-

ipal Government implemented the Schools for Tomor-row programme, by which students are offered tutoringactivities in their free shift, community integration ac-tivities, healthcare in schools and cognitive unblocking,among others. This programme needs to be extended inorder to solve these issues, still present in very violentareas, especially with regard to school dropout rates.

DESCRIPTION

The programme aims at improving learning and edu-cational quality in all basic education schools locatedin low-income areas with high violence rates or thosewhich have been recently pacified. These schools typi-cally present elevated school dropout rates, illiteratechildren, age-grade gap and consequently much loweracademic performance than the rest of the Municipalschool network. The Programme’s main pillars are: (i)

Tutoring; (ii) Full-time education with extracurricularactivities in the free shift; (iii) Special education in theteaching of Science through experimentation; (iv) Train-ing for teachers and pedagogical coordinators; (v) Se-lecting key community members to be school entrepre-neurs; (vi) Healthcare in Schools- work together withthe Health area to diagnose and follow up students andpromote education in health.


( )



69


IDEB grade (initial and final years).

IDE-RIO grade (final years).

Care provided by physicians and nurses.

Percentage of awarded schools.

School dropout rates.

Age-grade gap.

MILESTONESSCHEDULE

Apr/2012Execute contract for the Scientist ofTomorrow Programme.

May/2012 and May/2014Execute contract for EducatingNeighbourhood Programme.

Apr/2013Implement monitoring and assessmentsystem.

Dec/2013 and Dec/2015Execute contract for teacher training.


Achieve an average grade in municipal public schools equalto or higher than 6.0 for the first years and equal to or higherthan 5.0 for the final years of IDEB in 2015.


Reduce functional illiteracy rate to less than 5% among

students from 4th to 6th grades by 2016.

Ensure that 96% of municipal school students graduate frombasic education by the age of 16.

0.0

2012-2016 BUDGET


323.5 323.5Expenses


0.0 323.5 323.5Total

EXPECTED OUTCOMES

Improved quality of public education, with reduced schooldropout rates.

RIO CRIANÇA GLOBALSCHOOLING PROGRAMME





CURRENT SITUATION

Since 2010, Rio’s Global Child Programme has extendedthe teaching of English in Rio de Janeiro’s MunicipalGovernment schools. In 2012, the Programme taught allstudents from 1st to 7th grade in Basic Education. How-ever, 8th and 9th grade students have not been includedin this initiative, bringing about discontinuity in the Eng-lish learning process and affecting students finalizing

their schooling.

DESCRIPTION

The objective of Rio Criança Global Schooling Pro-gramme is to extend English teaching to all 1st to 9th

grade students of all Municipal Government schools, tobe implemented in the 8 th grade in 2013, and 9 th grade

in 2014. Emphasis will be given to oral communication.

EXPECTED OUTCOMES

Improve the quality of public education by teachingEnglish, with a focus on oral communication, offeringstudents finishing the 9th grade a knowledge of the lan-guage between basic and intermediate, thus expandingtheir opportunities.


Number of students covered



71


Number of students covered.

School years covered.

MILESTONESSCHEDULE

Dec/2012English classes for all 1st to 7th gradestudents.




GOVERNMENT’S GOALSAchieve an average grade in municipal public schools equal toor higher than 6.0 for the first years and equal to or higher than5.0 for the final years of IDEB in 2015.

0.0

2012-2016 BUDGET


213.5 213.5Expenses


0.0 213.5 213.5Total


SAÚDE NAS ESCOLASHEALTHCARE IN SCHOOLS





CURRENT SITUATION

The vast majority of students from the municipal educa-tion network, which includes a good share of the lowerincome population, have no access to preventive health-care, and this jeopardizes their school performance. Inthis sense, the Health in Schools initiative was imple-mented in 2010, performing over 500 thousand visits inthe municipal network in 2011, covering hearing, visual

and oral healthcare. This figure needs to rise as a meansof reaching a greater number of children in municipalschools with this improvement in public health quality.

DESCRIPTION

The Healthcare in Schools Programme (Programa

Saúde na Escola - PSE ) aims at continuously integrat-ing and articulating Education, Health and Social As-sistance, improving the quality of life of students inthe municipal education network. PSE’s objective is tocontribute to the education of students through healthpromotion, prevention and care in order to face vulner-abilities that jeopardize the full development of childrenand youth in the public education system. To this end,mobile teams will be created including physicians, den-tists, speech therapists, and ophthalmologists, to per-form and assess oral, ocular, and hearing care of the

school students.

EXPECTED OUTCOMES

Improved quality of public health service offered to stu-dents of the Municipal Education Network and, con-sequently, improved students performance in schools,reducing functional illiteracy rates, school evasion andage-grade gap.


Number of students with Oral Healthcare.ALIGNMENT WITH MUNICIPAL



73


Number of students with Oral Healthcare.

Number of students with Eye Healthcare.

Number of students with HearingHealthcare.

MILESTONESSCHEDULE

Apr/2012

Sign service contract.

Apr/2012 to Dec/2012500 thousand students examined.






GOVERNMENT’S GOALSAchieve an average grade in municipal public schools equalto or higher than 6.0 for the first years and equal to or higherthan 5.0 for the final years of IDEB in 2015.

0.0

2012-2016 BUDGET


150.9 150.9Expenses


0.0 150.9 150.9Total






75


TRANSPORT

A series of interventions in transport are under way or have been




p y

programmed in Rio de Janeiro, such as the construction of exclusivelanes for articulated buses (Ligeirão ) – TransOeste , TransCarioca ,TransOlímpica and TransBrasil BRT Line.

The Municipal Government has also advanced in the integration of dif-ferent transport modals with the launching of the Single Ticket Pro-gramme (Bilhete Único Carioca ), which includes bus-bus and bus-train fares and, in 2012, this will be part of Ligeirão-Transoeste BRTLine. In addition, the Municipality has made a call for bids for all the

city’s bus lines and implemented exclusive bus lanes (BRS).

The state government has concomitantly invested in extending thesubway network in the city and modernizing SuperVia trains.

However, Rio residents still face critical transport problems in the citysuch as overcrowding, delays in services, lack of comfort and slowtraffic. Some challenges need to be overcome so that this reality canbe changed, such as:

• The population does not count with a high capacity structural net-work that is compatible with the city’s demands and dimensions.

• Subway, ferryboats and vans have not been integrated with the Sin-gle Ticket (Bilhete Único Carioca ) system.

• The bus and van passenger system is overgrown, and the companiesbegan to operate concurring lines that compete among each otherand also with railway and subway modes of transport.

• There is a geographical imbalance in the distribution of busesthroughout the city, with an excessive offer in the South Zone andCentre and deficiency in the West Zone.

TRANSPORTDIAGNOSIS

• The vehicle fleet, growing excessively in the capital as well as in the



77


TRANSPORTGUIDELINES

• Rationalize the public transport system through reorganization andtransport-tariff integration of the system.

• Improve public transport systems supervision and managementthrough the use of technology.

• Improve city mobility by extending and modernizing high capacitytransport infrastructure, implementing express lanes in road trans-port.

• Ensure accessibility in the public transport system.

• Upgrade, standardize and rehabilitate taxi services, providing great-er security, comfort and reliability for both passengers and drivers.

g g y p

metropolitan area, demands active management.

• The traffic network infrastructure (traffic lights, meters, messagepanels, cameras, etc. ) is still at a very low level of automation, mak-ing it difficult to efficiently manage the city’s traffic performance.

• Although there is an enormous amount of taxis in the city, the ser-vice is far from desirable in light of the fleet’s poor quality, lack ofservice standards and poor training of drivers.

• Shorten the average transit time in half along the main routes of the




TRANSPORTGOALS

city in the Ligeirão system, and at least 20% in the BRS system peryear upon the launch of each system, and maintaining this reduc-tion rate along subsequent years.

• Reduce number of traffic accidents with victims by at least 15% by2016, benchmarked to 2008.

• Integrate all public transport modes to the single fare system by 2016.

• Cover 60% of public transport users in the city of Rio de Janeiro whouse at least one high capacity transport mode (railway, subway, orLigeirão) by 2016.

• Complete construction work and begin operation of the TransOeste,TransCarioca, TransOlímpica and TransBrasil BRT Line systems.

• Upgrade 100% of the bus fleet by 2016, adopting modern air-con-ditioned buses with rear engines, green fuel and accessibility re-

sources.

• Ensure that 100% of taxicabs comply with quality standards of theRio Boa Praça Programme, geared at improving taxicab services, by2016.



BILHETE ÚNICO CARIOCARACIONALIZAÇÃO E INTEGRAÇÃOFÍSICOTARIFÁRIA

TRANSPORT TARIFF INTEGRATIONDESCRIPTION OF STRATEGIC INITIATIVE




CURRENT SITUATION

The poor supply of high capacity transport in Rio deJaneiro led to an extensive network of bus lines, withno rationale and an enormous fleet. Concurrently, thepresence of alternative transport, often times compet-ing with buses, results in a large number of circulatingvehicles, thus contributing to traffic jams. In addition,the different transport modes - bus, railway subway etc.

– were poorly integrated and expensive for citizens. Twoyears ago, the Municipal Government began to integratethe different modes, launching the Bilhete Único Cario-ca (Single Ticket Programme), which integrated the farefor bus-bus and bus-train combinations. There are stillmany challenges due to lack of integration between sub-way, ferryboats and vans.

DESCRIPTION

This initiative proposes to rationalize the system bothphysically and through fares along two fronts:

(i) rationalization of bus and van lines in Rio de Janeiro,maintaining a more efficient capillarity integrated tohigh capacity modes of transport. This includes a bet-ter distribution of the city’s regular bus lines as well asorganization and regulation of vans so as to supplementthe bus lines; and

(ii) fare integration, by extending the single fare pro-gramme to all modes of public transport: railways, sub-ways, ferryboats, Ligeirão, VLT, buses, STPL and otheralternative transport modes (Cabritinhos ) by 2016, sothat the citizen can enjoy efficient and affordable publictransport.


Number of integrations amongdifferent transport modes.

Average travel time using public transport



81


Average travel time using public transport.

Average per capita cost per trip.

Passengers per vehicle/day.

MILESTONESSCHEDULE

Milestones for implementing

the single fare system:

Jun/2012TransOeste.

Dec/2013Subway.

Dec/2013STPL.

Dec/2013TransCarioca.

Dec/2014Ferryboats.

Jan/2016TransOlímpica.

Dec/2016

TransBrasil.Milestones for increasingefficiency of bus transport:

Dec/2012Implement 7 BRS bus lanes.

Dec/2013Implement contracts for thevan system (STPL).



Integrate all public transport modes to the single fare systemby 2016.

Cover 60% of public transport users in the city of Rio deJaneiro who use at least one high capacity transport mode(railway, subway, or Ligeirão) by 2016.

Shorten the average bus ride to half the current time along themain routes of the city in the Ligeirão system and at least 20%in the BRS system per year upon the launch of each system andmaintaining this reduction rate along subsequent years.

EXPECTED OUTCOMES

A more rational transport system, with smaller bus andvan fleets, better integrated to the high capacity modes oftransport thus improving traffic; a greater choice of transportoptions and cheaper fares for citizens.

0.0

2012-2016 BUDGET


46.1 46.1Expenses


0.4 52.5 52.5Total

MODERNIZAÇÃODA FROTA DE ÔNIBUSUPGRADING OF THE BUS FLEETDESCRIPTION OF STRATEGIC INITIATIVE




CURRENT SITUATION

Rio de Janeiro has one of the newest bus fleets in thecountry; its buses are in average 3 years old. There are,however, enormous disparities among the municipalbuses in terms of accessibility, comfort (air-condition-ing)1 and sustainability (type of fuel used). Additionally,there are great differences in maintenance conditions,comfort and information in the covered bus stops. Lastly,

the population´s general perception is that bus driversare badly trained and thus provide a mediocre service.

DESCRIPTION

The initiative consists in upgrading 100% of the bus fleetby 2016, adopting:

(i) modern, air-conditioned1 vehicles with rear engine,accessibility equipment, GPS, standard Euro-5 engine

and S10 fuel;

(ii) comfortable bus stops (covered) with information onthe itinerary;

(iii) training for bus drivers;

(iv) information system for users and security cameras inthe bus fleet.

EXPECTED OUTCOMES

A transport system that is better integrated, with mod-ern bus fleets linked to high capacity modes of transport,leading to a reduced number of vehicles on the streetsand better traffic and user services. This upgrade will

contribute to more efficient and sustainable traffic. PERFORMANCE



83



Reduce number of traffic accidents with victims by at least15% by 2016, benchmarked to 2008.

Shorten the average bus ride to half the current time along themain routes of the city in the Ligeirão system and at least 20%in the BRS system per year upon the launch of each system andmaintaining this reduction rate along subsequent years.

Cover 60% of public transport users in the City of Rio deJaneiro who use at least one high capacity transport mode(railway, subway, or Ligeirão) by 2016.

Upgrade 100% of the bus fleet by 2016, adopting modern air-conditioned buses with rear engines, green fuel and acces-sibility equipment.

0.0

2012-2016 BUDGET

R$ million External Funds Government Funds Total0.0 0.0Expenses


0.0 0.0 0.0Total

1 According to RioÔnibus, in survey carried out on which item would provide most comfort foryour trip, the first reply by over 50% of users was air-conditioning.

INDICATORSRevitalization of bus stops.

Information system for user.

Drivers training.

TRANSOESTEBRT LINEDESCRIPTION OF STRATEGIC INITIATIVE




CURRENT SITUATION

Rio’s West Zone is the city’s natural expansion regionand its current road network is not sufficient to copewith the growing volume of vehicles, resulting in enor-mous traffic jams and slow traffic. The Grota Fundamountain range is the greatest bottleneck in the region.

DESCRIPTION

The TransOeste BRT Line began construction in 2010and consists in an exclusive bus lane for articulatedbuses known as Ligeirão-TransOeste . The initiative con-sists in building 56 km of roads and 55 Ligeirão stations,connecting Barra da Tijuca to Santa Cruz and CampoGrande city centres. The TransOeste will also be con-nected to the TransCarioca at the Alvorada Terminal, tosubway line no. 4, to the TransOlímpica at Salvador Al-lende Terminal, and train stations in Santa Cruz. The

project comprehends upgrading investments along theroute, such as widening and construction of roads, tun-nels, bridges, overpasses, bicycle lanes, implementa-tion of highly automated traffic equipment (traffic lights,meters, message panels, cameras, etc.), and imple-mentation of lighting and drainage systems.

EXPECTED OUTCOMES

The TransOeste will high quality public transport forthe population, and its links to the subway, railway andLigeirão networks will cut down travelling time betweendowntown Santa Cruz and Barra da Tijuca neighbour-hood by half, meeting a forecast demand of 220 thou-sand passengers a day.


% of construction plan completed.ALIGNMENT WITH MUNICIPALGOVERNMENT’S GOALS



85


Extension (km) of completed roads.

Number of signature structures (overpasses,bridges, pedestrian bridges...) completed.

Number of passengers.

Average transit time along operating routes.

Schedule regularity.

Passengers per m2 at Ligeirãoon peak hours.

MILESTONESSCHEDULE

Lots 1, 2, 3 and 4Jun/2012

Complete construction.

Lots 0 e 1Dec/2012Lot 0 Tender.

Dec/2013Complete construction of Lot 0.

Jul/2014

Tender Lot 1.

Dec/2015Complete construction of Lot 1.

Complete construction work and begin operation of the Tran-sOeste , TransCarioca , TransOlímpica , and TransBrasil BRTLine systems.

Shorten the average bus ride to half the current time alongthe main routes of the city in the Ligeirão system and at least20% in the BRS system per year upon the launch of each sys-tem and maintaining this reduction along subsequent years.

Cover 60% of public transport users in the City of Rio deJaneiro who use at least one high capacity transport mode(train, subway, or Ligeirão ) by 2016.

0.0

2012-2016 BUDGET1


0.0 0.0Expenses


0.0 446.5 446.5Total

1 Total construction cost = R$ 1.1 billion, of which R$ 0.6 billion were executed between 2009 and 2012.

TRANSCARIOCABRT LINEDESCRIPTION OF STRATEGIC INITIATIVE




CURRENT SITUATION

The City of Rio de Janeiro has always suffered from alack of transport routes connecting its different neigh-bourhoods. The problem was further aggravated withthe massive growth in Barra da Tijuca since the 90s,raising an urgent requirement for efficient public trans-port between this neighbourhood and the city’s NorthZone. At present, moving between these two regions is

slow and expensive, added to the negative impact on thedevelopment and quality of life in the region.

DESCRIPTION

The TransCarioca BRT Line project began in 2010 andconsists in an exclusive lane for articulated buses knownas Ligeirão-TransCarioca . It is a fast track lane for busesconnecting Barra da Tijuca to the Galeão InternationalAirport, integrating the city’s railway and subway lines.

The project also includes investments in the upgradingof the route, with the widening and construction of roads,bicycle lanes, bridges, and overpasses, implementationof highly automated traffic equipment (traffic lights, me-ters, message panels, cameras, etc) and implementa-tion of lighting and drainage systems.

EXPECTED OUTCOMES

The TransCarioca BRT Line will provide high quality

public transport for the population of Barra, the NorthZone, and the Galeão International Airport, fully linkedto the subway and railway lines, reducing transit timebetween Barra da Tijuca and Galeão to half, and servicinga pressing demand of 570 thousand passengers per day.


% of construction plan completed.ALIGNMENT WITH MUNICIPALGOVERNMENT’S GOALS



87


Extension (km) of completed roads.

Number of signature structures (viaducts,bridges, overpasses...) completed.

% of real estate expropriated.




Passengers per m2 at the Ligeirãoon peak hours.

MILESTONESSCHEDULE

Jun/2013Complete construction and beginoperation of Barra-Penha route.

Dec/2013Complete Penha-Galeão route.

Complete construction work and begin operation of the Tran-sOeste , TransCarioca , TransOlímpica , and TransBrasil BRTLine systems.

Shorten the average bus ride to half the current time along themain routes of the city in the Ligeirão system and at least 20%in the BRS system per year upon the launch of each system and

maintaining this reduction rate along subsequent years.

Cover 60% of public transport users in the city of Rio deJaneiro who use at least one high capacity transport mode(railway, subway, or Ligeirão ) by 2016.

0.0

2012-2016 BUDGET1


0.0 0.0Expenses

1,049.2 659.9 1,709.1Investments

1,049.2 659.9 1,709.1Total

1 Total cost = R$ 1.9 billion, of which R$ 277 million were executed between 2009 and 2012 (R$150 million by the Municipal Government, 127 million financed by BNDES). Total BNDES funding= R$ 1.1 billion.

TRANSOLÍMPICABRT LINEDESCRIPTION OF STRATEGIC INITIATIVE




CURRENT SITUATION

Connection between the Jacarepaguá neighbourhoodlowlands and PA 5 (West Zone) is done mainly along theCatonho Highway, which is overburdened and in no con-ditions to increase its traffic capacity. Additionally, noneof the roads in the Taquara area of Jacarepaguá are rec-ommended, since all of them lead to the Taquara square,where the busy, noisy traffic has no remaining growth al-

ternatives. With the advent of the 2016 Olympic Games inRio, this route becomes even more critical, since it willconnect two Games clusters (Barra and Deodoro).

DESCRIPTION

The TransOlímpica BRT Line project consists in imple-menting a cross-sectional link with a dedicated expresstoll-road between Deodoro and Recreio dos Bandeiran-tes neighbourhoods. The initiative includes the construc-

tion of a new express highway between Jacarépaguá andMagalhães Bastos neighbourhoods, with connections toRecreio through a broadened Salvador Allende Avenue.The project also includes investments for widening and/or building new roads, bridges and overpasses, bicyclelanes, implementing highly automated traffic equipment(traffic lights, meters, message panels, cameras, etc.),besides lighting and drainage systems.

EXPECTED OUTCOMESThe TransOlímpica BRT Line will provide high quality pub-lic transport for the population of PA 4 and PA 5 and con-nected the two areas to the railway lines; reducing transit


% of construction plan completed.

N b f i t t t ( i d t

time between Deodoro and Recreio dos Bandeirantes to half,and meeting a forecast demand of 110 thousand passengers

d



89







Passengers per m2 in the Ligeirãoon peak hours.

MILESTONESSCHEDULE

Apr/2012Concession contract.

Jun/2012EIA/RIMA environmental licensing process.

Sep/2012Begin construction.

Mar/2014Tender for Salvador Allende andSão Pedro de Alcântara routes.

Dec/2015Complete construction and begin operations.


Complete the construction work and begin operation of theTransOeste , TransCarioca , TransOlímpica , and TransBrasil

BRT Line systems.

Shorten the average transit time in half along the main routesof the city in the Ligeirão system, and at least 20% in the BRSsystem per year upon the launch of each system, and main-taining this reduction rate along subsequent years.

Cover 60% of public transport users in the city of Rio deJaneiro who use at least one high capacity transport mode

(railway, subway, or Ligeirão ) by 2016.

0.0

2012-2016 BUDGET1


0.0 0.0Expenses

500.0 1,800.0 2,300.0Investments

500.0 1,800.0 2,300.0Total

1 Total cost = R$ 2.3 billion, of which at least R$ 500 million will be paid by the concessionaire(minimum amount).

per day.

TRANSBRASILBRT LINEDESCRIPTION OF STRATEGIC INITIATIVE

CURRENT SITUATION




CURRENT SITUATION

Brasil Avenue is the main entranceway to the City of Riode Janeiro, and as such is an important link from the Westand North Zones, and the Baixada Fluminense neighbour-hoods to Rio´s centre. At present, Brasil Avenue is satu-rated at different hours throughout the day, disturbing us-ers of public transport systems, particularly on their wayto and from work.

DESCRIPTION

The TransBrasil BRT Line project consists in building anexpress bus lane between Marechal Deodoro neighbour-hood and the City Centre. The project includes upgrad-ing investments in the routes (widening and/or buildingof roads, signage, lighting, drainage and recovery of side-walks).

EXPECTED OUTCOMESThe TransBrasil BRT Line project will provide high qual-ity public transport for the population of regions PA 5,PA 3, PA 1, and the Baixada Fluminense regions, andwill meet a pressing forecast demand of 900 thousandpassengers per day.


% of construction plan completed.

Number of signature structures (viaductsb id ) l d




91







Passengers per m2 in theLigeirão on peak hours.

MILESTONESSCHEDULE

Apr/2012

Complete basic project.

Dec/2012Environmental licensing.

Apr/2013Tender.

Jun/2013Contract.

Sep/2013Begin construction.

Dec/2015Complete construction and begin operation.

Complete construction work and begin operation of theTransOeste , TransCarioca , TransOlímpica and TransBrasilBRT Line systems.

Shorten the average transit time in half along the main routesof the city in the Ligeirão system, and at least 20% in the BRSsystem per year upon the launch of each system, and main-

taining this reduction rate along subsequent years.

Cover 60% of public transport users in the city of Rio deJaneiro who use at least one high capacity transport mode(railway, subway, or Ligeirão ) by 2016.

0.0

2012-2016 BUDGET1


0.0 0.0Expenses

1,128.5 171.5 1,300.0Investments

1,128.5 171.5 1,300.0Total

1 Total cost = R$ 1.3 bilion, of which R$ 800 million funded by the Federal Government and R$330 million of Federal Budget transfer.

VLT DO CENTRODOWNTOWN LIGHT RAILVLT SYSTEMDESCRIPTION OF STRATEGIC INITIATIVE

CURRENT SITUATION




CURRENT SITUATIONThe bus public transport system for the city’s central re-gion, specially the Port Region, has been proven to be in-efficient. The growth prospects in the region and the re-sulting need to improve mobility pointed out the urgentrequirement of providing an efficient, clean and integrat-ing transport system.

DESCRIPTIONThe initiative will implement a light rail system (VLT– Veículo Leve sobre Trilhos ) that will integrate differ-ent modes of transport (subway, train, ferryboats) andstrategic points (Central Bus Station, Mauá Square, Av-enues Rio Branco and Presidente Vargas, Praça XV, andSantos Dumont Airport).

EXPECTED OUTCOMES

Better integration of modes of transport in the City Cen-tre region, more particularly in the Port Region, im-proved mobility; reduced transit times; reduced numberof buses circulating; environmentally sound solutions.

0.0

2012-2016 BUDGET


304.1 304.1Expenses


0.0 752.1 752.1Total


Number of lines in operation.




93



Number of passengerscoming from other modesof transport.

MILESTONESSCHEDULE

Jan/2012Public Consultation.

May/2012Call for bids.

Jul/2012Licensing.

Sep/2012

Begin construction.

Jul/2014Begin operations of the two lines.

Dec/2015Begin operations of the third line.

Jul/2016All lines fully operating.

PROJETO DETRANSPORTE AQUAVIÁRIOAQUATIC TRANSPORT PROJECTDESCRIPTION OF STRATEGIC INITIATIVE

CURRENT SITUATION




Mobility in Barra da Tijuca and Jacarepaguá is stillheavily dependent on road transport. The region’s resi-dents face frequent gridlocks given the high trafficvolume. The lagoons in Barra (Jacarepaguá, Camorimand Tijuca), spread throughout the southern area of theJacarepaguá lowlands, offer an enormous potential foraquatic transport development. The same opportunity

can be envisioned in Guanabara Bay, lying between theCity Centre and the North and South Zones.

DESCRIPTION

The initiative consists in a feasibility study to analysewhether the lagoons can bear the aquatic mode of trans-port in Barra as an alternative to road transport and toreduce traffic on the main routes, besides adding to theregion’s tourism potential.

EXPECTED OUTCOMES

Assessment of technical and financial feasibility of anaquatic mode of transport using lagoons in Barra da Ti-

juca, aimed at offering residents of Barra da Tijuca, Jac-arepaguá and possibly other neighbourhoods of the city,an additional choice of public transport, encouragingthe use of environmentally sustainable modes, whichwill contribute to reducing traffic jams and improving

the city’s environment.



Number of connections implemented.

2012-2016 BUDGET




95


MILESTONESSCHEDULE

Mar/2013Tender for feasibility study.

Dec/2013

Complete feasibility study.

0.0 0.0 0.0Expenses


0.0 3.0 3.0Total

TRÁFEGOINTELIGENTEDESCRIPTION OF STRATEGIC INITIATIVE

CURRENT SITUATION




Population polls in Rio demonstrate that traffic in thecity is a greatly unsatisfactory and that this situation hasonly worsened in recent years. The traffic infrastructure(traffic lights, meters, message panels, cameras, etc.)is hardly automated, making it even more difficult tomanage efficiently the city’s traffic performance.

DESCRIPTION

The initiative intends to implement monitoring and traf-fic forecast systems that capture and integrate informa-tion from traffic equipment installed throughout the city.The implementation of intelligent equipment infrastruc-ture – smart traffic lights, message panels and trafficmeters – will be extended to cover the city’s main flows.

EXPECTED OUTCOMES

We hope to improve the capacity of the city´s traffic controlcompany, CET-Rio – Companhia de Engenharia de Tráfegodo Rio de Janeiro – of forecasting critical gridlocks in thecity and intervening in a preventive fashion so as to reducethe number of bottlenecks/traffic jams and consequentlyreduce transit times in the city.


Average transit time in areaswith intelligent equipment.

Number of intelligent traffic

ALIGNMENT WITH MUNICIPALGOVERNMENT´S GOALS

R d b f ffi id i h i i b l



97


lights in operation in the city.

Number of traffic meters in operation.

Number of message panels in operation.

Number of auto-detectioncameras in operation.

MILESTONESSCHEDULE

Dec/2013Increase number of videodetection cameras.

Dec/2013

Implement informationmanagement system.

Dec/2014Complete Municipal intelligentequipment infrastructure expansion.

Reduce number of traffic accidents with victims by at least15% by 2016, benchmarked to 2008.

Shorten the average transit time in half along the main routesof the city in the Ligeirão system, and at least 20% in the BRSsystem per year upon the launch of each system, and main-taining this reduction rate along subsequent years.

0.0

2012-2016 BUDGET


0.0 0.0Expenses


0.0 62.4 62.4Total

PLANO DEMOBILIDADE SUSTENTÁVELSUSTAINABLE MOBILITY PLANDESCRIPTION OF STRATEGIC INITIATIVE

CURRENT SITUATIONAs a result of the country’s economic growth and im




As a result of the country s economic growth and im-provement of the living conditions of Rio de Janeiro’spopulation, the fleet of cars and motorcycles of the cityhas grown over 3% a year in the last 10 years. In neigh-bouring cities and in the Rio Metropolitan Area the figuresare even more elevated. As Rio is the region’s economichub, the fleet circulating in the city has multiplied, andconsequently, traffic has become slower and ever morecongested.

DESCRIPTION

The initiative consists in the elaboration of a SustainableMobility Plan, including the definition of policies and ofthe parking model for the city’s public areas.

EXPECTED OUTCOMES

The outcome expected from this initiative is the imple-mentation of public policies to enable managing and im-proving traffic and parking conditions in a city that facesthe challenge of a growing fleet.


Presentation of plan includingnecessary actions.

Shorten average transit time in areash ti h b i l t d


Cover 60% of public transport users in the city of Rio de Janei-



99


where actions have been implemented.

MILESTONESSCHEDULE

Mar/2012Tender for Sustainable Mobility Plan.

Jul/2013Implement indicated measures.

Cover 60% of public transport users in the city of Rio de Janei-ro who use at least one high capacity transport mode (railway,subway, or Ligeirão) by 2016.

0.0

2012-2016 BUDGET


0.0 0.0Expenses


0.0 3.0 3.0Total

RIO BOA PRAÇAREDESIGN OF TAXICABSERVICE IN RIODESCRIPTION OF STRATEGIC INITIATIVE

CURRENT SITUATIONThe great number taxicabs driving around the city are




The great number taxicabs driving around the city aremaking Rio one of the cities with the highest numberof users of this mode of transport. Approximately 30thousand licenses have been issued by public authori-ties, that is, 5.1 thousand per one million inhabitants.This figure is much higher than in other large capitalcities such as New York (1.6) and London (2.8). With theimplementation of the Drunk Driving Operation, the useof taxicabs has grown even more, making this mode oftransport strategic for the population´s perception ofquality of transport. Unfortunately, many vehicles are inpoor conditions, service is not standardized, the publiccomplains about the qualification of drivers, and thereis an obvious drop in supply coinciding with high de-mand periods such as major events or rainy days. TheMunicipal Government launched the Táxi Boa Praça

programme, aimed at organizing the service in majorairports, but its focus is mostly on the reception of tour-ists which limits its scope.

DESCRIPTION

The initiative consists in totally redesigning the taxicabservice in Rio de Janeiro, both its infrastructure (ve-hicles, safety, comfort items), and customer assistance(information, driver qualification, availability), with the

purpose of offering more comfort and safety for the userof this mode of transport as well as for the taxicab driver.The project will determine the features required for thevehicles, including air conditioning, availability of posi-tioning information, the duration of the drive, and fares,among others, and will invest in training drivers, requir-ing them to have the necessary certifications, such as


Number of drivers certifiedby the programme.

Number of standardized vehicles/total number of vehicles

speaking at least one foreign language, first aid knowledge,courtesy, defensive driving, and others.

EXPECTED OUTCOMES



101


total number of vehicles.

MILESTONESSCHEDULE

Mar/2012Implement programme in airports.

Oct/2012Implement programme in theCentral Bus Station.

Mar/2013Launch of Expansion Plan.

ALIGNMENT WITH THE MUNICIPALGOVERNMENT GOALS

Ensure that 100% of taxicabs comply with quality standardsof the Rio Boa Praça programme, geared at improving taxi-cab services, by 2016.

7.5

2012-2016 BUDGET


0.0 7.5Expenses


7.5 17.5 25.0Total

Taxi transport is acknowledged as safe, comfortable and reli-able, contributing to the image of an excellent city. A smallernumber of car accidents and satisfied passengers.






103


HOUSING ANDURBAN PLANNING

The Municipal Government’s efforts in Housing and Urban Planning inthe last few years have been very successful. An example of this suc-

cess is the creation of the Morar Carioca urban housing programme.The high point of the programme is the implementation of its final

h i h Al ã C l f l i i i d 35

HOUSING AND

URBAN PLANNINGDIAGNOSIS




phase in the Alemão Complex of low-income communities and over 35thousand units that have already been secured and are being built forthe Morar Carioca: Minha Casa Minha Vida Programme (My House MyLife Housing Programme).

Other examples are project Bairro Maravilha , a neighbourhood reno-vating programme, that from the very start has recovered over 166 km

of public roads, and project Porto Maravilha , the port renovation pro-gramme, that will rehabilitate 5 million m2 of the city’s central region,an area that was abandoned and deteriorated for many years.

The UPP Social Pacifying Police Programme is also noteworthy. Itaims at coordinating the different Municipal Government entities topromote greater efficiency in the full integration of pacified areas tothe public service network and to the city’s daily life.

However, the city still faces challenges in this aspect:

• A housing deficit of approximately 300 thousand houses, a situationthat may worsen by 2025 if the necessary measures are not taken.

• An important number of favela (shantytowns) inhabitants still haveno access to adequate basic services such as road lighting, watersupply, sewage and home garbage collection.

• In the Western Zone of the city, many people still live in areas thatlack urban infrastructure, such as paved roads and basic sanitation.

• The city’s drainage system, old and inefficient, is one of the maincauses of floods when there is medium rainfall, especially in lowlandareas such as Jacarepaguá, Lagoa, and Maracanã neighbourhoods.

• The illegal occupation of riverbanks, lagoons, mangroves, hillsides,reservations, and protected areas of environmental consevation for



105Strategic Plan Rio de Janeiro

Municipal Government

HOUSINGAND URBAN

PLANNINGGUIDELINES

Promote partnerships with the federal government and private insti-tutions aimed at facilitating the building of low income housing unitsand legalizing informal settlements and housing complexes.

• Curb new illegal occupations and the horizontal or vertical expan-sion of established communities, based on the effective use of eco-limits and ongoing aero-photographic monitoring.

• Promote total integration of pacified areas to the public service net-work and the city’s day to day life as a whole.

• Promote the urban rehabilitation of neighbourhoods in the North

Zone and in the central city area.

• Enter into partnerships with other spheres of government and theprivate sector to implement urban infrastructure in poor communi-ties and in the Western Zone.

• Expand and upgrade the city´s drainage system, focusing on placesthat present repeated flooding problems and areas with low HDI.

• Continue the revitalisation of the Port Region and adjacent neigh-bourhoods, appreciating their real estate potential and resultingdrive for the creation of jobs, and reproducing this success case innew urban operations with associated partners.

lack of housing options.

• Promote the construction of 100 thousand new housing units by theend of 2016, aiming at least 30% of them for the 0 to 3 minimumwage bracket, through partnerships with the private sector and oth-er spheres of government, benchmarked to 2008.

• Reduce by at least 5% the areas occupied by favelas in the city by2016, benchmarked to 2008.




HOUSINGAND URBAN

PLANNING GOALS

• Ensure that by the end of 2016 there are no more families living inhigh risk areas (hillsides).

• Expand the Bairro Maravilha (Marvellous Neighbourhood) Pro-gramme to the North and West Zones, recovering 582 km and im-plementing 173 km of pubic roads, respectively, by 2016.

• Complete the upgrade and rehabilitation project Porto Maravilha bythe end of 2016.

• Upgrade urban services - water, sewage treatment, drainage, roadlighting, garbage collection, hillside contention and paving - to156thousand homes by 2016, as part of the Morar Carioca initiative.

•Implement the UPP Social Pacifying Police Programme in all paci-fied areas1.

1 In order to be considered pacified, an Areas with an actual UPP established are considered pacified, not onlythose with initial police occupation.





MORAR CARIOCAURBANIZAÇÃOURBAN HOUSINGPROGRAMMEDESCRIPTION OF STRATEGIC INITIATIVE

CURRENT SITUATIONA large number of inhabitants of the City of Rio de Ja-neiro live in favelas (shantytowns). There are over 383.6




neiro live in favelas (shantytowns). There are over 383.6thousand houses spread throughout 1041 settlementsin the city (corresponding to 642 units). In the last fewyears, part of these settlements received Urban Hous-ing Investments and in 2010, the Integration of InformalPrecarious Settlements Programme - Morar Carioca

was created, focusing on coordinating upgrading efforts

in these areas. The programme has evolved successfullyin the last two years and has helped over 69.5 thousandfamilies, but many favelas still require upgrading.

DESCRIPTION

The Morar Carioca Programme was created to be theurban and land ownership regularization arm of theMunicipality´s Social Housing Plan. It will promote ac-

tions contributing to the effective integration of precari-ous informal settlements, following the guidelines ofthe Master Plan of Sustainable Urban Development ofthe City of Rio de Janeiro. The programme’s goal is toupgrade 584 units, and it is developed along three lines,two of which are coordinated by the Municipal HousingSecretariat and a third one by the Municipal Agenciesresponsible for construction projects, public services,and conservation of the city.

– Implementation of Infrastructure and Urban Equip-ment (water, sewage treatment, drainage, publicroad lighting, garbage collection, hillside contention,road paving, and public equipment), Public UrbanServices, Housing Construction, Household Inter-ventions, Ownership Regularization, and Social De-


Number of houses covered.

Number of favelas with infrastructureand public services.

Number of resettled families.

velopment in 251* units with over 100 houses, structuredin three cycles:

• Cycle 1: 2010 to 2012 (23 units)• Cycle 2: 2011 to 2016 (82 units)• Cycle 3: 2015 to 2020 (162 units)– Intervention in 131 units with 70% of their area at risk, requir-

ing analyses by the competent municipal agencies as to theneed for resettlement.U di d i i f h 202 i i h l h 100





MILESTONESSCHEDULE

Jun/2012Contract risk mapping of PedraBranca mountain range.

Jun/2012Contract upgrading projects forCycle 2, stage A (11 firms).

Mar/2013Contract upgrading project for Cycle2, stages B and C (19 firms).

Jun/2013Complete resettlement studies.

Mar/2014Contract upgrading projects forCycle 2, stage D (10 firms).

Apr/2014Contract and begin upgradingof Cycle 2, stage A.

Mar/2015Contract and begin upgradingof Cycle 2, stages B and C.

Aug/2015Complete upgrading projects for Cycle 2.

Mar/2016Contract and begin upgradingof Cycle 2, stage D.


Upgrade urban services - water, sewage treatment, drain-age, road lighting, garbage collection, hillside contention

and paving - to 156 thousand homes by 2016, as part of theMorar Carioca initiative.

Reduce by at least 5% the areas occupied by favelas in thecity by 2016, benchmarked to 2008.

Ensure that by the end of 2016 there are no more familiesliving in high r isk areas (hillsides).

– Upgrading and integration of the 202 units with less than 100houses to the formal city fabric.

EXPECTED OUTCOMES

This programme aspires to promote a greater urban, social,economic and cultural integration of the inhabitants of precari-ous informal settlements to the city. By 2016, the programmeexpects to urbanize 105 units, covering a total 156 thousandhouseholds in cycles 1 and 2.

0.0

2012-2016 BUDGET


243.3 243.3Expenses

2,304.9 2,335.8 4,640.7Investments

2,304.9 2,579.1 4,884.0Total

* Note: A unit may suffer intervention in more than one cycle.

MORAR CARIOCAMINHA CASA, MINHA VIDAHOUSING PROGRAMMEDESCRIPTION OF STRATEGIC INITIATIVE

CURRENT SITUATIONAs of 2009, housing production has been a priority andto this end, the Municipal Government joined forces




with the Federal Government’s Minha Casa, Minha Vidahousing programme. By 2011, over 35,000 new housingunits were contracted to be built for families with in-come of up to R$ 5 thousand. The delivery date was setbetween 12 and 18 months. However, the city’s housingdeficit is still very high and estimated at approximately

300 thousand units. This deficit is reflected in the dis-organized occupation of the city and in the expansionof favelas, making large scale housing construction anongoing need.

DESCRIPTION

The housing programme Morar Carioca - Minha Casa,Minha Vida’s goal is to build 50 thousand housing units.The project aims at encouraging housing constructionfor families with income of up to 10 minimum wages, asegment in which the housing deficit is concentrated.Part of the units built is for families that come from highrisk areas and/or areas that are extremely precarious.

EXPECTED OUTCOMES

The programme expects to deliver new houses to ap-proximately 100 thousand families, in order to signifi-

cantly reduce the housing deficit in the City of Rio de Ja-neiro and the number of people living in extremely poor,precarious, and high risk areas.


Delivered units.

Housing construction.

Time to obtain proper permits.

% of land expropriation


Promote the construction of 100 thousand new housing unitsby the end of 2016, aiming at least 30% of them for the 0 to 3





% of land expropriation.minimum wage bracket, through partnerships with the pri-vate sector and other spheres of government, benchmarkedto 2008.

Reduce by at least 5% the areas occupied by favelas in thecity by 2016, benchmarked to 2008.

To ensure that by the end of 2016 there are no more familiesliving in high risk areas (hillsides).

0.0

2012-2016 BUDGET


2.2 2.2Expenses


0.0 479.2 479.2Total

UPP SOCIALPACIFYING POLICE PROGRAMMEDESCRIPTION OF STRATEGIC INITIATIVE

CURRENT SITUATIONAt present, the City of Rio de Janeiro is undergoing urban,social and economic renovation. The State Government´s




public security policies implemented through the PolicePacifying Units (UPPs - Unidades de Polícia Pacificado-ra ) have contributed a great deal to this process. How-ever, progress in security obtained in the regions whereUPPs have been set up has led to challenges as well asto the opportunity to extend and improve the provision of

goods and public services in these regions. The targetis to ensure consolidation of peace and to bring abouturban, social and economic integration of communitieswith the whole city.

DESCRIPTION

The UPP Social Programme is the strategy developedby the Municipal Government to fully integrate the paci-fied areas with the network of public services and thecity’s daily life as a whole. The management unit basedat Instituto Pereira Passos (IPP Rio) is focused on co-ordinating investments and municipal policies in thecommunities that count on the UPPs, besides buildingpartnerships with other government spheres, the pri-vate sector, and civil society. It also endeavours to cre-ate permanent dialogue channels and to foster socialparticipation of the leaders and inhabitants of the com-

munities. The pacification of new areas is followed bythe immediate implementation of urban conservation,public road lighting, cleaning, and garbage collectionservices and by the promotion of urban and buildingownership regularization, thus opening the way for thecreation and implementation of local integration plansinvolving several sectors of the Municipal Government,of society and communities with the purpose of estab-lishing new public service standards – social, urban and


Number of irregular landfills andopen air garbage sites.

Rate of outages in public lighting.

Designated public spaces.

economic – in all the benefitted areas, according to the spe-cific demands and priorities of each one.

EXPECTED OUTCOMES

Regular access to goods and essential public services in pac-ified areas of the city, with scope and quality equal to those





Percentage of householdslocated in high risk areas.

Poverty rate.

Percentage of families covered bythe Family Health Strategy.

Percentage of access to day care forchildren of corresponding age bracket.

IDEB / IDE-Rio (Basic Education Standard) gradeof schools located in areas and surroundings.

ALIGNMENT WITH MUNICIPALGOVERNMENT´S GOALSImplement the UPP Social Pacifying Police

Programme in all pacified areas.

y, p q y qoffered throughout the rest of the city.

0.0

2012-2016 BUDGET


116.7 116.7Expenses


0.0 183.3 183.3Total

BAIRRO MARAVILHANEIGHBOURHOOD RENOVATIONPROGRAMME


CURRENT SITUATIONSeveral neighbourhoods in the North and West Zones arein very poor state due to the lack of investments in theseareas The North Zone has suffered gradual degradation




areas. The North Zone has suffered gradual degradationin the last few years and the West Zone lacks basic infra-structure. The result of this is lower quality of life of theinhabitants of these areas, in contrast to more affluentneighbourhoods of the city. In order to face this chal-lenge, in the last two years the Municipal Government

has implemented the Bairro Maravilha Programme, aneighbourhood renovating programme that consists inrehabilitating degraded neighbourhoods through a se-ries of urban interventions (public road lighting, roadpaving, planting of trees and recovery of squares) in PA3 (North Zone) and implementing infrastructure in lowincome neighbourhoods in PA 5 (West Zone).

DESCRIPTION

This initiative aims at continuing Bairro Maravilha forthe next 5 years. The goal is to upgrade areas that arein need of the renovation measures offered by the pro-gramme today.

EXPECTED OUTCOMES

Improved urban quality in the neighbourhoods involvedand higher quality of life for their inhabitants.



PORTO MARAVILHAPORT REVITALIZATION PROGRAMMEDESCRIPTION OF STRATEGIC INITIATIVE

CURRENT SITUATIONDespite its strategic location and great historic rele-vance, the Port Region of the Rio de Janeiro was rundown, its public spaces and public and privately owned




down, its public spaces and public and privately ownedbuildings abandoned or dilapidated. In order to reversethis situation, the Municipal Government created TheUrban Operation Consortium for the Port Region of theCity of Rio de Janeiro, known as Porto Maravilha (Mar-vellous Port), to rehabilitate its social, economic, cul-

tural and economic potential.

DESCRIPTION

The initiative consists in implementing a large UrbanRenovation Programme in 5 million m2 (upgrading ofurban services and new urban infrastructure); a RealEstate Development Programme, aimed at promotingresidential and commercial real estate; and a SocialDevelopment Programme, aimed at appreciating theregion´s historic and cultural heritage and contributingto improve living conditions of the current and futureinhabitants and users of Rio de Janeiro’s Port Region.

EXPECTED OUTCOMES

Revitalization of the region, improved environmentalconditions and living conditions, attraction of new inhab-itants and companies to the region; enhanced historical

and cultural heritage value and increased tourism.



PARQUEOLÍMPICODESCRIPTION OF STRATEGIC INITIATIVE

CURRENT SITUATIONThe choice of the City of Rio to host the 2016 Olympic Gamescalled for the creation of an Olympic Park, one of the 4 mainsites planned for the 2016 Olympic and Paralympic Games.




DESCRIPTION

The Olympic Park will be built on Abelardo Bueno Av-enue, in Barra. Its construction, operation and main-tenance will be accomplished through a concession (a

Public-Private Partnership, or PPP). The Olympic Parkproject will have to ensure environmental, architectur-al, cultural, and economically sustainable legacy thatbenefits the urban environment and the quality of lifeof the local inhabitants. The plan will be developed toinclude 3 modes:

(i) Games Mode: will ensure the best conditions forhosting and operating the 2016 Olympic and ParalympicGames in the area chosen to house the Olympic Park;

(ii) Legacy Mode: will guarantee the feasibility for theimplementation of new projects that together with thefuture Olympic Training Centre will ensure sustainabil-ity of the project and the creation of an iconic area forthe City of Rio de Janeiro during the next decades;

(iii) Transition Mode: will ensure that transition be-tween the Games Mode and the Legacy Mode is wellplanned, efficient and economical.

PERFORMANCE INDICATORS

Call for bids.

Construction progress.

MILESTONESSCHEDULE

EXPECTED OUTCOMESOlympic and Paralympic Games held in the City of Rio de Ja-neiro in 2016, ensuring a planned, efficient and economicallegacy for the city.



119Strategic Plan Rio de JaneiroMunicipal Government

Mar/2012Call for bids.

Jun/2015Complete construction of Olympic

equipment.

Jan/2016Complete construction of theOlympic Park and other venues.

0.0

2012-2016 BUDGET1


427.4 427.4Expenses


850.0 438.6 1,288.6Total

1 Total cost of works = R$ 1.4 billion, difference refers to post-2016 costs.

RIO VERDETRANSFORMAÇÃODA RIO BRANCOUPGRADING OF RIO BRANCOAVENUE AREADESCRIPTION OF STRATEGIC INITIATIVE

CURRENT SITUATIONRio Branco Avenue is an important public, commercialand business road in the City Centre. A large number ofpedestrians use this space, but it does not offer a satis-




fying landscape or accessible and comfortable featuresto those who go there every day for work or leisure. Thisis because the avenue has become a traffic corridor thatgenerates a great deal of noise and pollution.

DESCRIPTIONThe Rio Verde Project aims at completely redesigningAvenida Rio Branco and its surroundings and upgrad-ing them into a large complex for pedestrians who workthere or go there for leisure. Rio Branco Avenue willcontinue to be home to a large concentration of eco-nomic activities, but its surroundings will be renovatedwith the planting of trees and implementation of urbanplanning that includes modern public lighting, vacuum

waste collection and modern infrastructure. The projectwill close off the whole avenue for vehicles and reorga-nize transport around its perimeter, connecting it to dif-ferent transport modes (subway, ferryboats, and trains),besides a complete transformation of the stretch be-tween Presidente Vargas and Presidente Wilson Av-enues.

EXPECTED OUTCOMESThis project will turn Rio Branco Avenida into an areathat city residents, the Cariocas, will be proud of. It willbecome one of most valued parts of the city, with moreleisure, improved commercial and business areas, bet-


Improved perception of the City Centreby its population.

Reduction of noise.

Reduction of CO2 emissions.

Expansion of green areasALIGNMENT WITH MUNICIPAL

ter transport options, and less noise and air pollution. Fur-thermore, due to the refurbishing of the area, lower mainte-

nance costs are expected.




Expansion of green areas.

Reduced maintenance costs.

MILESTONES

SCHEDULEOct/2013Complete project.

Jan/2014Call for bids.

Dec14Complete construction of Phase 1 (Rio

Branco Ave.).

Dec/2015Complete construction of Phase 2(surroundings).


Complete the upgrade and rehabilitation project Porto Mara-vilha by the end of 2016.

0.0

2012-2016 BUDGET


0.0 0.0Expenses


0.0 496.0 496.0Total

REVITALIZAÇÃO DA CIDADENOVA

REVITALISATION OF THE CIDADENOVA AREADESCRIPTION OF STRATEGIC INITIATIVE

CURRENT SITUATIONIn the last few decades the Cidade Nova neighbourhoodhas undergone several interventions that upgraded theneighbourhood as a whole but were not completely im-plemented This led to the emergence of large empty




plemented. This led to the emergence of large emptyurban spaces. Aside from this, the tenure status of thearea is either unclear or in litigation, discouraging ur-ban renovation and degrading its buildings, infrastruc-ture, and socioeconomic status. At present, a discrete

recovery of activities is noticeable in Cidade Nova, re-sulting from new investments made by major compa-nies that established their offices in the area.

DESCRIPTION

The initiative proposes to create an urban operation con-sortium following the model of the Porto Maravilha proj-ect, including a revision of the urban legislation of the Ci-dade Nova area in order to promote the revitalisation of its

degraded areas, integrating it with the present renovationof the Port and the City Centre.

EXPECTED OUTCOMES

Improved quality of life for the local population; appreci-ated real estate and commercial value; integration withthe Port and City Centre; upgraded infrastructure andenvironmental conditions in the area.


Population’s perception of the area (security,cleaning, etc.).

Improved commercial and businessenvironment.

Reduced maintenance costs.


Complete the upgrade and rehabilitation project Porto Mara-vilh a by the end of 2016.




Appreciated assets.

MILESTONESSCHEDULE

Dec/2013Complete study and project phase.

Mar/2014Call for bids.

Dec/2015Complete construction of first phase.

0.0

2012-2016 BUDGET


0.0 0.0Expenses0.0 246.0 246.0Investments

0.0 246.0 246.0Total






In the last few years, the Municipal Government of Rio de Janeiro imple-mented a series of actions that have contributed to the recovery of publicorder and the conservation of the city and that have led to a better opin-ion of the city by the local population in this respect. Among the actions,

some stand out:

• Beginning of modernization process of the Municipal Guards Force,hiring and training of new officers for the Public Order Units (UOPs).


DIAGNOSIS




• Registration of over 23 thousand shop owners as part of the Choquede Ordem (Shock of Order) Project.

• Creation of the Rio Operations Centre (COR), connecting 30 munici-pal agencies and public utilities with the purpose of monitoring andimproving operations in the city, besides anticipating solutions andreducing police occurrences.

• More focus and investments in the city´s conservation through thecreation of the Secretariat of Conservation and Public Services.

• Repaving of over 600 km of primary roads in the city through the

Smooth Asphalt Programme.

• Installation of 400 security cameras between 2009 and 2011.

Nonetheless, the deeply rooted culture of disorder and informality hasnot been totally overcome and there are still many liabilities to bedealt with:

• Pavements in poor conditions and lacking accessibility.

• Old, inefficient public road lighting equipment, leading to loss of op-erational efficiency, high energy consumption, and low brightness.

• Bad conservation of public roads, tunnels, and structures (overpass-es, bridges, pedestrian bridges...).

• Deficient coordination of efforts between municipal agencies andpublic utilities.

• Excess waste on roads due to lack of population awareness.

• Frequent disrespect for traffic norms and parking restrict ions, caus-ing obstruction of traffic flow.

• Ill-equipped and unmotivated licensing, supervising and urban con-



127



GUIDELINES

Ill equipped and unmotivated licensing, supervising and urban control entities, lack of clear focus.

• Illegal occupation of high risk and environmental protection areas.

• Poor conservation of built cultural heritage.

• Increase actions of public space order through the integration of themunicipal organs as partners of other government spheres.

• Reform, reequip and increase the Municipal Guards taskforce andthe licensing, supervising, and urban control agencies.

• Increase coordination between public authorities for the conserva-tion of roads, tunnels, lighting, structures (overpasses, bridges andpedestrian bridges…).

• Improve the quality of city conservation services, establishing oper-ational routines including with concessionaries and promoting thefull integration of pacified areas and the public service network withthe city’s daily life as a whole.

• Broaden the use of technological resources (cameras) and improvemanagement to enhance the city’s order and conservation capacity.

• Increase accessibility and improve mobility in the city’s pavementsand routes.

PUBLIC ORDER AND

• Implement 14 UOPs, all of them with electronic surveillance cover-age and a taskforce of at least 3.3 thousand Municipal Guards oper-ating on the roads daily by 2016.





GOALS

• Repave 1.7 thousand km of primary roads (smooth asphalt) and 1.0thousand km of secondary roads in the city between 2009 and 2016.

• Revitalize 700 thousand m2 of sidewalks and 5 thousand ramps

through Rio Acessível, the accessibility programme for Rio, between2013 and 2016.

• Maintain the level of power outages within international standards(below 2%).



129

Strategic Plan Rio de Janeiro



CURRENT SITUATION

In 2011, the Special Secretariat of Public Order imple-mented the Public Order Units, (Unidades de OrdemPública - UOPs) in areas surrounding the followingneighbourhoods: Tijuca, Centre, Leblon, Ipanema, andCopacabana The purpose was for the UOPs to be per

RIO EM ORDEMPUBLIC ORDER PROGRAMME



Rio: Integrated

and Olympic130

Copacabana. The purpose was for the UOPs to be per-manent and upgrade the areas. The Units are continu-ously monitored and, in a short period of time, have ac-complished their original goals. On the other hand, the

Municipal Guard Inspection Entities of the Rio MunicipalGuard have a very frail physical and logistic infrastruc-ture and their information and communication technol-ogy (ITC) is in a precarious state.

DESCRIPTION

The purpose of the Rio in Order Programme is to sys-tematize performance of the Municipal Guard and sur-veillance of urban control organs. It also aims at pro-

moting public space order through new training, theuse of information and communication technologies andmanagement resources through performance indicatorsand actions integrated with the other public agencies.Every Public Order Unit undergoes a diagnosis and therevitalisation of aspects of public order and conserva-tion such as: authorized road vendors, occupation oftables and chairs on sidewalks, traffic, parking, clean-ing, pedestrian routes, asphalt and public lighting. Theprogramme’s goal is to implement 9 more units by 2016and guarantee its sustainability, as well as promote therevitalisation of the Municipal Guard. It will begin by re-structuring the Regional Inspection Agencies, the Spe-cial Operation Groups, and the Municipal Guard Intelli-gence Management.


Number of UOPs in operation.

Number of UOPs with

electronic surveillance.

Number of revitalized surveyors.

% of responded 1746 calls.


EXPECTED OUTCOMES

Succeed in reestablishing Public Order as a permanent andongoing programme that eliminates the disorder at the heartof many Rio de Janeiro neighbourhoods. Create a safer andmore prosperous city environment and meet the demands ofthe local population in a faster and more efficient way.



131



Answering time of 1746 calls.

Guards operating daily on the roads.

MILESTONESSCHEDULE

Jul/2013Vehicle tracking system implementedand integrated with COR.

Dec/2013UOP assimilates Electronic

Surveillance system.

Jul/2014Launch of Public Order Portal.

Mar/2016Revitalisation of 14 Inspection Agencies.


Implement 14 UOPs, all of them with electronic surveillance

coverage and a taskforce of at least 3.3 thousand MunicipalGuards operating on the roads daily by 2016.

0.0

2012-2016 BUDGET


659.9 659.9Expenses


0.0 681.2 681.2Total


CURRENT SITUATION

Management and conservation of public roads – includ-ing paving, micro drainage and subsoil management –has evolved in the last few years as a result of a greaterresource input. However, these services are still carriedout according to demand or when the opportunity arises

GESTÃO INTEGRADADE VIAS PÚBLICASINTEGRATED MANAGEMENTOF PUBLIC ROADS



Rio: Integrated

and Olympic132

out according to demand or when the opportunity arisesfor a joint effort, and can become better integrated andefficient. In addition, non-authorized interventions byutility companies in the city subsoil are also a compli-

cating factor for the conservation of the city asphalt andsidewalks.

DESCRIPTION

The initiative takes into account integrated manage-ment of the public roads in all its aspects: paving, microdrainage and subsoil management. With regard to pav-ing and micro drainage, preventive maintenance will beimplemented in order to map and follow up on mainte-

nance and cost control, the quality of the asphahlt andits life cycle, and recovery of the micro drainage net-work. This will lead to better organization of the needfor maintenance, repaving, or recovery of roads. The As-falto Liso Programme, a paving programme, will also beintegrated to the preventive maintenance model. Lastof all, with regard to subsoil management, the initiativeis structured along five lines of action: (i) incorporationof the GeoVias project to map and manage the city sub-

soil, (ii) increased supervision of the utility companies,(iii) changes in the Municipal laws in order to createharsher penalties for companies that have committedviolations, (iv) detailed study of how this management


Extension (km) of asphalt with qualitymapping and forecast of durability.

Extension of micro drainage network withmaintenance and forecast mapping.

Increased workforce for supervisingutilities and subsoil.

is done in other cities in the world to try and import thesepractices to Rio, and (v) implementation of a de tax collectionsolution over usage of the city´s subsoil.

EXPECTED OUTCOMES

Improved management of the city paving work in order to



133



Number and value of fines.

MILESTONESSCHEDULE

Jan/2012Start of subsoil managementunder GeoVias Programme.

May/2013 Change the law, increasingfines for utilities that do not comply.

Jun/2013Exams for new public roads supervisors.

Jun/2013Complete study on managementand preventive maintenance of roadpaving to be adopted in Rio.


Repave 1.7 thousand km of primary roads (smooth asphalt)and 1.0 thousand km of secondary roads in the city between2009 and 2016.

p g y p graise the quality of public road conservation, including betterquality of the asphalt, drainage, preservation, and supervi-sion of public roads.

0.0

2012-2016 BUDGET1


0.0 0.0Expenses

0.0 1,004.1 1,004.1Investments

0.0 1,004.1 1,004.1Total

1 Only smooth asphalt.


CURRENT SITUATION

Besides the maintenance of existing special roads andtunnels, there is the added need to create an intermo-dal transport system integrating the express corridors(Ligeirão), trains, ferryboats and the subway to welcomethe 2016 Olympic Games. This system will endow the

CONSERVAÇÃO DE VIASESPECIAIS E TÚNEISCONSERVATION OF SPECIALROADS AND TUNNELS



Rio: Integrated

and Olympic134

city with a new road grid (150km) that merits a differ-ent kind of conservation and care. With the building ofthe TransOeste, TransCarioca, TransBrasil, and the City

Centre VLT, the Municipal Government will be responsi-ble for maintenance and conservation of this grid, asidefrom emergency care in case of accidents and specialdemands on these very important roads.

DESCRIPTION

The initiative for the Conservation of Special Roads andTunnels aims at ensuring the full functioning of thecity´s expressways. The Programme includes removal

of waste from platforms, removal and replacement offaulty security mechanisms, pruning of vegetation liningthe roads, asphalt maintenance and recovery along thewhole extension of the roads, installation of manholesand superficial drainage elements, maintenance of pub-lic lighting, general cleaning of roads, roadsides, cen-tral and lateral flowerbeds, rebuilding of marker postsand great thumbtacks, correction of depressions on thepaving surface, and recovery of horizontal signage. Ad-

ditionally, the programme also includes a special proj-ect for revitalizing and conserving the city´s tunnels andoverpasses.


Perception of population of quality ofthe service in roads.

Number of requests for roadmaintenance.

Measured reduction in the number ofrequests.

R t t f d

EXPECTED OUTCOMES

The outcome expected is that the Conservation of Special Roadsand Tunnels Programme can meet the demand capacity foremergency care in special cases that may arise on the roads.It is also expected to control and supervise them to ensure thatthese roads are in full working conditions and flow, making it



135



Response to requests for roadmaintenance.

MILESTONESSCHEDULE

Mar/2012Tender for TransOeste.

Jun/2012TransOeste Phase 1.

Dec/2012TransOeste Phase 2.

Dec/2013TransCarioca.

Dec/2015TransBrasil.

safer and faster for the population to get around.

0.0

2012-2016 BUDGET


174.1 174.1Expenses


0.0 266.0 266.0Total


CURRENT SITUATION

Part of the road lighting network in the City of Rio deJaneiro is ageing and obsolete, leading to loss of op-erational efficiency, high energy consumption, and lowbrightness.

MODERNIZAÇÃO DA REDEDE ILUMINAÇÃO PÚBLICAUPGRADING OF ROADLIGHTING NETWORK



Rio: Integrated

and Olympic136

DESCRIPTION

The Upgrading of Road Lighting Network Programmeproposes produce a georeferenced map of the city pub-

lic lighting network, indentifying and listing every pieceof lighting equipment. It also intends to create a RoadLighting Master Plan. At first, the pr iority will be given toareas of special interest for the Olympic Games and theWorld Cup, to the historic centre and the special land-scaping areas (such as the waterfront). The Programmealso includes the scenic lighting of monuments, historicbuildings and special works of arts (flyovers, bridges,footbridges...), enhancing the urban night landscape.

EXPECTED OUTCOMES

The initiative aims at improving the quality of road lightingand the urban environment, with sustainability and reduc-tion of electric power consumption and better manage-ment of the lighting network.


Re-registration and maintenance of citylighting point records.

Monitoring of electric powerconsumption.

Innovation index (replacement oftechnologies).

Outage rate complying with international


Maintain the level of power outages within international stan-dards (below 2%).



137



Outage rate complying with internationalstandard (below 2%).

Number of monuments, historic

buildings and structures (flyovers,bridges, pedestrian bridges...) withscenic lighting.

MILESTONESSCHEDULE

Dec/2012Elaborate Road Lighting Master Plan.

Dec/2012Renovate lighting in main roadsthrough replacing technology (LED/solar panels/wind energy).

Dec/2012 Continue project for undergroundcabling of power, telecommunications,and other systems.

Aug/2013mplement Remote Management System.

0.0

R$ million External Funds Total

1,111.7


0.0 1,373.8 1,373.8Total

RIO ACESSÍVELRIO ACCESSIBILITYPROGRAMME


CURRENT SITUATION

The City of Rio de Janeiro does not offer adequate ac-cessibility conditions for people with disabilities. Thisscenario can be observed in the poor conditions andlack of accessibility of pavements and public transport,added to a general and lack of knowledge among theMunicipal Government agencies as to how to address



Rio: Integrated

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Municipal Government agencies as to how to addressaccessibility in their projects.

DESCRIPTIONThe initiative includes two major lines of action:

(i) revitalisation of pavements and pedestrian routes,removing obstacles and building concrete ramps, levelcrossings on roads, placing tactile flooring and paintedlines for wheelchairs, and correcting curbs;

(ii) regular training of all architects and construction/

conservation coordinators from the Construction, Con-servation, and Public Service Secretariats on accessi-bility standards to be followed in all the Municipalicity´sprojects.

EXPECTED OUTCOMES

The initiative aims at attaining a great leap in the acces-sibility conditions throughout the city, turning Rio into aglobal reference in accessibility in public spaces and ac-

cessible transport for people with disabilities. The effortincludes addressing the existing conditions and also en-suring that the new constructions in the city already fol-low accessibility standards.


Number of ramps built.

Number of accessible roads.

Extension of tactile flooring installed.

% of bus fleet adapted withaccessibility standards.

% of architects, construction coordinators,


Revitalize 700 thousand m2 of sidewalks and 5 thousandramps through Rio Acessível , the accessibility programmefor Rio, between 2013 and 2016.

2012 2016 BUDGET1



139



, ,and conservation coordinatorstrained in accessibility standards.

Number of accessibility trainingclasses held along the year.

MILESTONESSCHEDULE

Jul/2012Definition of accessibility standardsto be followed in the city.

Dec/2012All architects, construction coordinators,and conservation coordinatorstrained in accessibility standards.

Feb/2013Define main city areas that will havetheir pavement revitalized.

Mar/2013Begin revitalization work.

0.0

2012-2016 BUDGET1


0.0 0.0Expenses


0.0 89.6 89.6Total

1 incomplete budget covers only Adaptation of Pavements and Paths.



Rio: Integrated

and Olympic140

2 0 0 8

1 0 . 9 5

6 b i l l i o n

2 0 0 9

1 1 . 6 6

7 b i l l i o n

2 0 1 0

1 5 . 2 4

3 b i l l i o n

T O T A L R E V E N U E S O

F T H E R I O D E J A N E I R O M U N I C I P A L I T Y



In the last few years, the Municipality of Rio de Janeiro has signi ficantlyincreased its revenues, more than doubling the total amount between2009 and 2011. During this period, public management has carried out

several improvements in the services provided to the population andin the management of municipal revenues. Some examples are:

• The creation of Call Centre 1746, bringing the Municipal Governmentand the citizens of the City of Rio de Janeiro closer together.

MANAGEMENTAND PUBLIC

FINANCEDIAGNOSIS



Rio: Integrated

and Olympic142

• Implementation of the online invoicing system known as Nota Ca-rioca , making tax payments more efficient and quicker.

• Implementation of the Choque de Resultados (Results Shock) Pro-gramme, through which the idea of performance management wasintroduced in the Municipal Government. This led to the develop-ment of the Strategic Plan, the Project Management Office and theResults Agreement.

• Greater integration with other government areas and the privatesector (PPP and concessions) for implementing large projects.

Notwithstanding, Public Management still faces several challenges:

• The outdated infrastructure of Information and CommunicationTechnologies in the city´s management area, resulting from manyyears of low investments in this area, has attached high operationalrisk to the Municipality´s critical processes.

• Highly inefficient bureaucracy and the cumbersome demand for pa-

per documents and required stops between different areas.

• Decentralization of human resources management, obstructing theidentification of bottlenecks between demand and availability of staff.

• The low adherence to the Nota Carioca system.

• The lack of efficient support for cost management, compromising

a more objective evaluation of changes and making it difficult toforecast investments and costs of new initiatives.

• Difficulties in integrating the different management areas, espe-cially with regard to project execution, but also in processes thatare continuous.



143



MANAGEMENT AND

PUBLIC FINANCEGUIDELINES

• Maintain the tax sustainability that has been attained so far, in orderto ensure resources for investments planned for the strategic initia-

tives of the period 2013-2016.

• Set up partnerships with other government spheres and with theprivate sector, in particular investments in infrastructure.

• Institutionalize and improve the current performance managementmodel based on monitoring of goals and progress of the Strate-gic Initiatives through permanent evaluation of the Municipality´sagencies and entities, focusing on results (Results Agreement), dis-seminating the model throughout the whole Municipal Government.

• Broaden and optimize public assistance processes, continuallybringing citizens and government closer together.

• Enhance processes to ensure transparent contracts, as well as ef-fective and efficient public finance management.

• Strengthen and enhance reliability and efficiency of the Munici-pality´s Information and Communication Technologies, making itcompatible with the demands of the city.

• Provide the Municipal Government with an organization that haspeople of excellence, with efficient attraction, development, moti-vation, and allocation of human resources.

MANAGEMENTAND PUBLIC

FINANCE GOALS

• Maintain the Municipality’s investment capacity at an average 15% ofthe total budget between 2012 and 2016.

• Raise the number of 1746 calls taken per year to 3.5 million by 2016,increasing to 85% of services considered satisfactory/very satisfac-tory in opinion polls

• Reduce unit value of the main purchasing groups (services and sup-plies) in up to 10% by 2016, benchmarked to 2012.



Rio: Integrated

and Olympic144

i i . i . i . .

.

EF-00 5-10 - - 0 80- E .indd 1 3 11 10:1

• Maintain an average annual nominal growth of tax revenues of atleast 15.5% between 2012 and 2016.

• Provide all Municipal Government units with highly efficient connec-tivity and ensure ample availability for the most important systems(24x7) by 2016.

• Turn all 33 regional government management units into citizen as-sistance units fully equipped with self-service technology by 2016.

• Establish the Municipality Goal Monitoring and Project ManagementSystem (Sistema Municipal de Gerenciamento de Projetos e Moni-toramento de Metas (SMGPM).



145



GOVERNO DE ALTO DESEMPENHOHIGH PERFOMANCEGOVERNMENT PROGRAMME


CURRENT SITUATION

The Rio de Janeiro Municipality has made great prog-ress in its administration thanks to its own StrategicPlan, the implementation of the Results Agreement,and the Project Management Bureau. Nevertheless, thecurrent structure only considers the projects´ scopesand timeframes, providing personnel and capacitybuilding opportunities to follow up on the nine recom



Rio: Integrated

and Olympic146

building opportunities to follow up on the nine recom-mended knowledge areas in Project Management. Im-portant challenges lie ahead in the search for efficiencyin the Municipal Government´s information, procure-ment, and operational processes. Operational process-es and structures developed during several decadesshow common flaws in underperforming operations.The general perception is sluggish performance, ex-cessive red tape involving operations, and lack of areacoordination among cross cutting processes. Manage-ment information is neither updated on a regular basis

nor consistent. Government procurement has untappedpossibilities to be explored.

DESCRIPTION

The High Performance Government Initiative is dividedinto four areas: (i) Goals and Projects System Institu-tionalization – including the creation of AGP (Goals andProject Management Analysts); (ii) High Performance In-formation – a Rio de Janeiro City information generation

and maintenance platform; (iii) Operational EfficiencyCampaign – PCRJ (Rio de Janeiro City Portal) processes,and operational structure best practices identificationand implementation; (iv) High Performance Procure-ment – procurement processes modelling and imple-


Number of AGPs appointed.

Residential and administrativedata base integration.

Number of residential surveys carried out.Unit costs cut down due to group purchasing.

Operational efficiency indicatorsper streamlined process.

mentation with strategic sourcing techniques.

EXPECTED OUTCOMES

Increased performance in Municipal Government due to ef-ficiency improvement in strategic project implementation.Introduction of a meritocracy system as a public policy. Bet-ter quality information on the city for decision making and



147



MILESTONES

SCHEDULE

Dec/2012Rio-Estatístico (Statistical)Unit implementation.

Jan/2013Hire consulting firm forproject implementation.

Jun/2013Pass SMGPM Act.

Aug/2013Define geo referenced information protocols.

Oct/2013Implement Wave I in Procurement.

Dec/2013Hire 50 AGPs.

Dec/2013Integrated SMGPM information systems.

Dec/2014Revise and streamline eightcross cutting processes.

Feb/2015Implement Wave II in Procurement.


Reduce unit value of the main purchasing groups (services andsupplies) in up to 10% by 2016, benchmarked to 2012.

Establish the Municipality Goal Monitoring and Project Man-agement System (Sistema Municipal de Gerenciamento deProjetos e Monitoramento de Metas (SMGPM).

0.0

2012-2016 BUDGET


984.5 984.5Expenses


0.4 1,057.5 1,057.9Total

ter quality information on the city for decision-making andoperational gains with process improvement.

RIO CIDADEINTELIGENTERIO INTELLIGENT CITYDESCRIPTION OF STRATEGIC INITIATIVE

CURRENT SITUATION

A long track record of insufficient investment contrib-utes to a high level of obsolescence in Municipal Gov-ernment infrastructure and technology services. Thecurrent Data Centre is unable to support infrastructureexpansion and Information and Communication Tech-nology (ICT) upgrading. There is no reliable contingencystructure, connectivity is reduced, network connection




structure, connectivity is reduced, network connectioncovers only 20% of points, and equipment is outdated.Likewise, 80% of Municipal Government corporate pro-cesses information systems are obsolete, have low in-tegration levels, and are supported by different tech-nologies. Municipal Government critical processes aresubject to high operational risks.

DESCRIPTION

Purchase and implementation of infrastructure items.Implementation of new Information and Communication

Technology operational policies. Detailed description andconstruction of application architecture items and data tosupport Municipal Government business processes. High-speed internet interconnection of 2000 structure points.Total renovation of the technology park. Creation of a newData Centre. Business architecture definition, StructuringSystems implementation. Process Technology and collab-orative Environment.

EXPECTED RESULTS

MILESTONES


Network coverage.

Operational availability.

Hardware obsolescence.

Information consistency.

Municipal Government services coverage.

Operational risk reduction of Municipal Government servicessuch as COR (Rio de Janeiro Operations Centre), Hospital BedRegulation Centre and Nota Carioca (Online Invoicing Pro-

gramme for Rio de Janeiro) among others. Implementationof other initiatives such as intelligent signs, telemedicine,e-medical history, e- citizen care centres, visão única do ci-dadão (citizen empowerment initiative), social security dataintegration, etc. Wider integration and efficiency in cumber-some Municipal Government processes.



149


SCHEDULE

Oct/2013New operational control room.

Oct/2013Implement new ICT Governance.

Dec/2013Implement virtual desktop.

Jun/2014

Complete new applicationand data architecture.

Dec/2014Complete the Base Cidadão Initiative(citizen empowerment).

Dec/2014Implement contingency site.

Jun/2015Complete Structuring Systems.

Jun/2016Complete technology park renovation.

Sep/2016Complete Collaboration Environment.


Provide all Municipal Government units with highly efficientconnectivity and ensure ample availability for the mostimportant systems (24x7) by 2016.

0.0

2012-2016 BUDGET


215.6 215.6Expenses


58.5 770.1 828.6Total

NOTA CARIOCA 2.0ONLINE INVOICINGDESCRIPTION OF STRATEGIC INITIATIVE

CURRENT SITUATION

The Municipality launched the Nota Carioca Online In-voicing Programme for Rio de Janeiro in the secondquarter, 2010. The programme made significant changesin fiscal information issuance and management pro-cesses, providing wider control on ISS (service tax) tax-able operations, bringing about a change in the paperinvoice paradigm by implementing a virtual issuing sys-




tem. The Economy Secretariat created a prize systemfor taxpayers who request the virtual invoice from theservices they purchase. Around 135 thousand taxpayerssubscribed to the system and approximately 97 thousandservice providers were authorized to issue electronic In-voices. In spite of the success of the initiative, increase inrevenue and in fiscal awareness, the general perceptionis that the Programme still has low penetration levels.

DESCRIPTION

The second stage of the Project underway focuses on in-creasing citizen participation in demanding the invoice andactively contributing to a reduction of informality and taxevasion. Participation is encouraged by increasing prizesawarded. Around 250 citizens won prizes in 2011 and thisfigure will increase to 5000 per year.

EXPECTED OUTCOMES

The expected result is an increase on ISS (Service Tax)

collection, widening the tax base (fighting evasion) with-out increasing the tax burden. Operational cost cuts andinformation files improvement are another fringe ben-efit that relieves staff for onsite inspections. Taxpayerswill also profit from fiscal incentives, like on IPTU (taxon urban property), cutting down on hard copies and ac-


Increase ISS (Service Tax) collection.

Invoices with CPF (taxpayer ID number).

Corporations registered in the system.

MILESTONESSCHEDULE

Apr/2012Set up the system to pay more prizes.


Maintain an average annual nominal growth of tax revenuesof at least 15.5% between 2012 and 2016.

Maintain the Municipality’s investment capacity at an aver-

counting books.



151


Maintain the Municipality s investment capacity at an average 15% of the total budget between 2012 and 2016.

0.0

2012-2016 BUDGET


45.0 45.0Expenses


0.0 53.0 53.0Total

MODERNIZAÇÃO DOSISTEMA FISCAL E TRIBUTÁRIOTAX SYSTEM UPGRADINGDESCRIPTION OF STRATEGIC INITIATIVE

CURRENT SITUATION

Current cumbersome and complex legislation makes tax-payers’ daily activities difficult, compounded by a highlyfragmented administrative structure and almost no func-tional focus. 20% of taxpayers are responsible for 80% ofmunicipal revenues, creating great fiscal risk. Further-more, existing tax systems fail to provide an integratedvision of taxpayers and hinder the implementation of in-




novative collection methods.

DESCRIPTIONThe purpose of the Tax System Upgrading is to improvetax burden distribution equality, fight tax evasion and,consequently, promote fiscal justice. The initiative is di-vided in two phases. The first one consists in implement-ing an integrated collections system, and the second inconsolidating all tax laws under a single regulatory act.

EXPECTED OUTCOMESSimplified processes, resulting in significant operation-al cost reduction for Tax Authorities and less red tapefor citizens. Improvement of tax information registrieswill relieve staff for onsite inspections. Anti-tax evasionmeasures will be more efficient and belter planned withother Municipal Government agencies. Besides, taxpay-ers will no longer need to settle tax issues at three dif-ferent government levels as a consequence of tax struc-

ture integration and upgrading. Consolidation of taxlegislation will allow authorities and taxpayers to profitfrom easy access to information, since legislation willbe organized by tax area.


Increase revenue by increasingtaxpayer base.

Consolidation of existing legislation.

MILESTONESSCHEDULE

Dec/2012Proposal for restructuring Tax andInspection Area. Fines and feessupervision


GOVERNMENT´S GOALS

Maintain an average annual nominal growth of tax revenuesof at least 15.5% between 2012 and 2016.

Maintain the Municipality’s investment capacity at an aver-age 15% of the total budget between 2012 and 2016.



153


supervision.

Jan/2013Upscale inspections.

Dec/2013Pass and publish new tax legislation.

Dec/2014Implement new registrationand collection system.

0.0

2012-2016 BUDGET


0.0 0.0Expenses


10.0 5.0 15.0Total

GENTE DE ALTO VALORLEADERS TRAININGDESCRIPTION OF STRATEGIC INITIATIVE

CURRENT SITUATION

The general perception is that there will be a lack oftrained leaders to coordinate and implement strategic ac-tion at municipal administration levels. Current and newleaders training and allocation is hindered by the lack ofmanagerial information on civil servants and by the siloarrangement of professional careers and agencies.

DESCRIPTION




DESCRIPTION

Implementation of necessary structures, processes and

performance indicators to improve identification, devel-opment, assessment, motivation, and allocation of Mu-nicipal Government leaders.

EXPECTED OUTCOMES

Staff the Municipal Government with the necessarynumber of qualified leaders to implement all projectsand perform all activities necessary for high performing

Municipal Government services.

0.0

2012-2016 BUDGET


46.8 46.8Expenses


0.0 47.1 47.1Total


% of Turnover of leaders in Municipality.

% of critical positions withdefined successors.

% of critical positions held bycareer civil servants.

Measured vacancies for critical positions.

MILESTONESSCHEDULE



155


Apr/2012First class of Leaders Training.

Jul/2013First Public Facilitators take office.

Sep/2013Complete civil servant managementinformation database.

Jul/2014Complete implementation of newgovernance policies for People Management.

PREFEITURA PRESENTEA PRESENT


CURRENT SITUATION

The goal of the 1746 Call Centre implemented in March2011 was to become the single communication chan-nel between citizens and the Rio de Janeiro City Portalfor requests and claims. Although the solution is web-based and available for mobile aps, it is mainly based ontelephone contact, and has received more than two mil-lion calls to date. The two solutions (internet and tele-phone) are not integrated yet, and the number of visits




phone) are not integrated yet, and the number of visitsin the 1746 Portal is small compared to the diversity of

on-line services, as it still lacks content and a more us-er-friendly interface. Face-to-face customer service isstill not available in the 1746 Call Centre. There is roomfor improvement in telephone contacts and in servicesprovided by agencies.

DESCRIPTION

The purpose of the initiative is to improve and expand the1746 Service with other integrated channels through: (i)creation of a new customer service and governance mod-el, (ii) definition of citizen service politics and guidelines,(iii) implementation of multi-channel, integrated solu-tions (telephone, internet, face-to-face and mobile), (iv)development of a face-to-face service model in units setup for this purpose, (v) preparatory activities at MunicipalGovernment level for the Information Access Act, (vi) cre-ation of a new on line service portal; and (vii) improvement

of telephone services and services provided by agencies.


Popularity of the 1746 CallCentre and Service Portal.

Number of face-to-face units renovated.

Number of people registered at the1746 Call Centre and Service Portal

Citizen Service integration.1746 Service Quality Assessment(telephone, internet, mobile surveys).

MILESTONES

EXPECTED OUTCOMES

The expected result is to improve citizens’ access experienceto public services, by providing the Municipal Governmentwith an efficient and multi-channel service solution, as wellas making municipal administration a reference in terms ofcitizen service excellency.



157


MILESTONES

SCHEDULEDec/2012Creation of Citizen Centres.

Jan/2013Launch Services Portal.

Jun/2015Integrate Citizen Centres’ Systems.


GOVERNMENT´S GOALS

Raise the number of 1746 calls taken per year to 3.5 millionby 2016, increasing to 85% of services considered satisfac-tory/very satisfactory in opinion polls

Turn all 33 regional government management units into citi-zen assistance units fully equipped with self-service technol-ogy by 2016.

2.5

2012-2016 BUDGET

R$ mill ion External Funds Government Funds Total

212.5 215.0Expenses

0.0 106.5 106.5Investments2.5 319.0 321.5Total






159


DESENVOLVIMENTOECONÔMICO

ENVIRONMENTAND ECONOMIC

SUSTAINABILITY

Rio de Janeiro has made significant progress in the Environment andSustainability area. After a long period of total lack of investments inthe sanitation area, especially in the West Zone, the concession grant-

ed for the construction of a wastewater collection system in PA 5 hasbeen a major step forward for the city, not only due to its relevancy forthe area´s population, but also as a new partnership possibility withthe private sector.

Furthermore, start-up operations for a new sanitary landfill in Sero-pédica eliminated dumping of solid waste in Gramacho Landfill, cut-ting down on greenhouse gases. In this context, emission reduction

l ffi i ll t bli h d (16% b 2016 d 20% b 2020) ith

ENVIRONMENT ANDSUSTEINABILITY

DIAGNOSIS




goals were officially established (16% by 2016 and 20% by 2020) with

the approval of the Municipal Climate Change Law. The constructionof more than 100 km of bike lanes and the reforestation of 600 hect-ares of green areas – equal to 600 football stadiums - from 2009 to2011 contribute to this transformation.

However, major challenges lie ahead in the city, as follows:

• Polluted beaches and bays, with subsequent environmental and eco-nomic deterioration.

• Insufficient wastewater network and treatment facilities in PAs 3, 4and 5.

• Low waste recycling index.

• Growth of favelas in city areas at the expense of green areas thatshould have been preserved.

• Air quality in several neighbourhoods (Centre, Irajá, Pavuna, etc.)is degraded due to three specific factors: growth of car fleets in thecity, fossil fuel dependent public transport systems and insufficientgreen areas in the region, especially in the North Zone.

ENVIRONMENT AND • Expansion of wastewater treatment and collection systems, contrib-uting to clean up the Sepetiba and Jacarepaguá basins and Guana

• Illegal settlements in banks of lagoons, marshlands, and rivers, be-sides slopes and environmental protection areas.

• Obsolete wastewater collection systems in PAs 1 and 2.



161


SUSTEINABILITYGUIDELINES

uting to clean up the Sepetiba and Jacarepaguá basins, and Guana-

bara Bay.

• Major reforestation programme development in the city focused onTijuca Rain Forest and Pedra Branca mountain range sustainabil-ity. Implementation of a comprehensive plan to create and renovateparks and green areas.

• Reduction of greenhouse gas emissions, promotion of alternativeenergy use, energy efficiency and sustainability practices in the city,

especially as far as low emissions transport systems integration isconcerned (Subway/Articulated Buses/BRS/Bike lanes).

• Municipal bike lane system maintenance, expansion and integra-tion with other transport modes. Parking and bike sharing facilitiesavailable in several locations in the city to encourage the use ofbikes.

• Waste management upgrading based on sustainability parametersand expansion of selective waste collection coverage.

ENVIRONMENT ANDSUSTAINABILITY

• Increase wastewater treatment network coverage to 55% in PA 5 by2016.

• Reforestation of 1700 hectares in new areas between 2009 and 2016.Maintain management of reforested areas.

• 500 thousand new trees planted in parks, green areas, or conserva-tion areas by 2016.




GOALS • Construction and integration of 450 km of bike lanes to other trans-port modes in the city between 2009 and 2016.

• Collection of 25% of all recyclable waste in the city by 2016.

• 16% greenhouse gas reduction by the end of 2016, based on the 2005 1

emissions inventory.

1 in agreement with the Municipal Climate Change Law



EXPANSÃO DOSANEAMENTO

SANITATION EXPANSIONPROGRAMMEDESCRIPTION OF STRATEGIC INITIATIVE

CURRENT SITUATION

Sanitation systems in PAs 4 and 5 do not fully cover theregion. The Municipal Sanitation Plan implemented in apartnership with the State Government will increase cov-erage from 20 to 60% by 2016. The recent service conces-sion granted to provide wastewater collection systems inPA 5 partly meets the challenge. Nevertheless, other ar-eas call for specific Municipal, State, and Private Initiativeaction.




DESCRIPTIONUniversal sanitation coverage in the Municipality is afeasible goal that requires on-going development ac-tions. The project includes coverage in PAs 5 and 4 andprovides sanitary collection, drainage, and paving inmost vulnerable areas. The concession holder will carryout sanitary collection works, and the Municipal Gov-ernment will carry out drainage and paving works in PA5. The concession holder in PA 4 will carry out coverage

expansion works.

EXPECTED OUTCOMES

Improvement in public health and quality of life. Re-duction of untreated wastewater discharge in rivers, inSepetiba and Guanabara Bays and in the lagoon system.Urban upgrading of public spaces contributes to sani-tation coverage. Adoption of climate change adaptation

concepts.


Wastewater collection and treatmentnetwork coverage in PA 5 (population %).

Wastewater collection and treatment

network coverage in PA 4 (population %).

Drainage and paving work in PA 5 (km).

MILESTONESSCHEDULE

Jun/2013Contract PA 4 concession winner.


Increase wastewater treatment network coverage to 55% inPA 5 by 2016.

0.0

2012-2016 BUDGET1


0.0 0.0Expenses

I t t



165


Dec/2013Complete plot 1 drainageand paving works.

Dec/2015Complete plot 3 drainageand paving works.

Jun/2016

Complete plot 4 drainageand paving works.

1,855.2 72.6 1,927.8Investments

1,855.2 72.6 1,927.8Total

1 External funds for PA 4: R$ 600,0 million; External funds for PA 5: R$ 1,255.2

CONTROLE DEENCHENTESFLOOD CONTROLPROGRAMMEDESCRIPTION OF STRATEGIC INITIATIVE

CURRENT SITUATION

Some areas in the city call for the implementation ofappropriate rainfall water management systems to pre-vent water borne diseases and floods. The Jacarepaguábasin macro drainage process has already started. Oth-er areas require immediate action.

DESCRIPTION

The initiative consists of implementing macro drainageprojects in 3 basins:




1ª) Jacarepaguá Basin/Ocean: canalization and drain-age of the Jacarepaguá watershed, resettlement of fam-ilies living in river banks and environmental education;

2ª) Guanabara Bay: implementation of conventional andnon-conventional structures in rivers of the Guanabarabasin, focusing on rehabilitation of the environment andimplementation of micro and meso drainage systems;

3ª) Sepetiba Bay: implementation of conventional andnon-conventional structures in Cação Vermelho Riverfor environmental rehabilitation and as a subsidy forland use planning, and implementation of micro andmeso drainage systems.


Plot 11 macro drainage(% of management area).

Bandeira Square – Mangue

Channel macro drainage(% of management area).

Marangá macro drainage(% of management area).

Acari macro drainage(% of management area).

Cação Vermelho macro drainage2012-2016 BUDGET

EXPECTED OUTCOMES

Improvement of drainage systems, reduction of flood proneareas, environmental quality improvement, land use plan-ning, regional economic development and climate changeadaptation concepts adoption.



167


ç g(% of management area).

MILESTONESSCHEDULE

Dec/2013Complete plot 1 macro drainage.

Dec/2014

Complete Bandeira Squaremacro drainage.

Dec/2016Complete plot 2, 3, andMarangá macro drainage.

0.0


17.5 17.5Expenses

621.8 378.6 1,000.4Investments

621.8 396.1 1,017.9Total

QUALIDADEDE ÁGUAS URBANASWATER QUALITY PROGRAMMEDESCRIPTION OF STRATEGIC INITIATIVE

CURRENT SITUATION

The city´s water bodies are currently polluted and dys-functional. River treatment units in basin drainage ar-eas of Arroio Fundo, Carioca, and Rocinha streams arein place. Units for Pavuna stream, Anil and das Pedrasrivers (Municipal Government) and Irajá river (StateGovernment) will be implemented shortly. Apart fromthese breakthroughs, other initiatives are worth noting,like the concession granted to the private initiative forwastewater works in PA 5 and the effort made by CEDAE




(State water and sewage utility) with the introduction ofrainwater and sewage interception drainage systems inthe Alegria System to improve water quality in receptorwatersheds.

DESCRIPTION

Environmental appreciation of urban watersheds is es-sential for an integrated and competitive city. The goalof the project is to contribute to Guanabara and Sepe-

tiba Bays, Jacarepaguá and Barra Lagoons, and oceanbeaches clean up by increasing coverage of wastewatercollection networks, new wastewater treatment plantsand structuring and non-structuring measures for over-all pollution control.

EXPECTED OUTCOMES

Improved quality of urban watersheds from the perspec-tive of their environmental, landscaping, recreational,and economic value, integrating them to the city.


Coverage of wastewater collection –reduction of wastewater dischargein watersheds (inhabitants).

Overall pollution reductionin watersheds (%).

Organic wastewater compoundsdischarged in watersheds (ton/year).

MILESTONESSCHEDULE


Increase wastewater treatment network coverage by 55% inPA 5 by 2016.

0.0

2012-2016 BUDGET


6.7 6.7Expenses




169


Jan/2012Begin plans for Water Qualityimprovement projects.

May/2012Begin call for bids and works at basinsof rivers Grande / Pequeno, Bancada Velha, Estiva, and Tindiba / Covanca /Pechincha; basins of rivers in PA 3.3 (Calogiand Acari rivers) and 5.1 ( Marangá/ Marinho

rivers); Cação Vermelho river basin.

Mar/2013Begin call for bids and works - Pavunastream basin (Guerenguê, Monjolo, andEngenho Novo rivers); basins of riversin PA 3.4 (Cachorros I and II rivers andIrajá river); Campinho river basin.

Mar/2014

Call for bids and works – basinsof Anil, Sangrador, São Francisco,Quitite, and Papagaio rivers; basinsof rivers in PA 3.5 (Tinguí, Rio dasPedras, Timbó, and Orfanato); basinsof Piraquê and Ponto rivers.

63.8 22.7 86.5Total

RIO CAPITAL DABICICLETADESCRIPTION OF STRATEGIC INITIATIVE

CURRENT SITUATION

Traffic in Rio de Janeiro City accounts for 77% of totalgreenhouse gas emissions in the Metropolitan area. TheMunicipality has invested to provide an appropriate in-frastructure for bikes since 2009. Bike lanes networkconstruction has expanded from 150 to 300 km between2009 and 2012.

DESCRIPTION

The Rio Bike Capital (Rio Capital da Bicicleta ) Initiative




consists in adding 150 km to the already existing net-work of bike lanes, bike paths and shared lane, in orderto connect the network to public transport facilities forbuses, BRS, subway, train, and ferry stations. At least1000 bike parking facilities and support equipment forbikers will be available at peak demand areas and inpublic transport stations. Apart from integrating thebike lane network to the public transport network, theproject includes a specific bike plan to support a mo-

bility system between the different Olympic Clusters aspart of the plans for the 2016 Olympic Games.

EXPECTED OUTCOMES

Greater bike lane network integration with public trans-port; greater mobility for the population, increased bikeuse and consequent reduction of air pollution levels andimproved quality of life of the population.


Km of bike lanes built.

Number of bike parking facilities built.

MILESTONESSCHEDULE

Dec/2012Construction of 300 km of bike lanes.

Dec/2013Construction of 330 km of bike lanesand 160 bike parking facilities.


Construction and integration of 450 km of bike lanes to othertransport modes in the city between 2009 and 2016.

0.0

2012-2016 BUDGET


25.0 25.0Expenses




171


Dec/2014Construction of 370 km of bike lanesand 360 bike-parking facilities.

Dec/2015Construction of 420 km of bike lanesand 640 bike parking facilities.

Dec/2016

Construction of 450 km of bike lanesand 1000 bike parking facilities.

0.0 142.4 142.4Total

RIO CAPITAL SUSTENTÁVELRIO SUSTAINABLE CAPITALDESCRIPTION OF STRATEGIC INITIATIVE

CURRENT SITUATION

Rio de Janeiro passed the Climate Change Law, but thepiece of legislation has not entered into force yet. Manyprojects in the city are adapted to climate change, suchas COR (Rio de Janeiro Operations Centre) and Porto

Maravilha (Port Renovation Programme). Nevertheless,other major projects have not been adapted. The city of-fers no support for sustainable constructions.

DESCRIPTION

Th Ri S i bl C i l I i i i i i




The Rio Sustainable Capital Initiative consists in:

(i) Implementing the climate change policy, focused onpublic transport, waste, and energy efficiency with theenacting of the law;

(ii) Drafting of a climate change impact adaptation plan;

(iii) Obtaining eco-efficiency certification for the Munic-

ipal Government;

(iv) Including the Municipal Government in the GlobalReport Initiative Report;

(v) Creating a Municipal Cost Management Plan; and

(vi) Expanding selective waste collection coverage in thecity.

EXPECTED OUTCOMES

Recognition of Rio as a reference in sustainability, pre-pared for climate change impacts, with an eco-efficientMunicipal Government, and included in the GRI Report.


Reduced greenhouse gas emissions.

Implemented monitoring system.

Number of Green Sealcertified buildings.

Improved GRI rating.

Elaboration of plan (%).

MILESTONESSCHEDULE

J /2012


Collection of 25% of all recyclable waste in the city by2016.

16% greenhouse gas reduction by the end of 2016, basedon the 2005 e missions inventory.

2012-2016 BUDGET

R$ million External Funds GovernmentFunds Total



173


Jun/2012Publish GRI Report.

Dec/2012Publish Climate Change Adaptation Plan.

Apr/2013Draft Municipal GovernmentEco Efficiency Plan.

Dec/2014Publish new greenhouse gas inventory.

Mar/2016Implement Municipal Coastal AreaManagement Information System.

0.0


3.5 3.5Expenses


24.2 41.7 65.9Total

RIO CAPITAL VERDERIO GREEN


CURRENT SITUATION

A sharp 17% reduction in the indigenous vegetation cov-er occurred in Rio de Janeiro mainly due to the expan-sion of favelas in PA 4 and PA 5 between 1984 and 2001.This type of deforestation is causing an impact on thecity´s biodiversity, resulting in an increase of landsliderisk areas and illegal settlements. Parks and green ar-eas in the city have different activity and maintenancelevels and are not evenly distributed throughout the c ity.

DESCRIPTION




DESCRIPTIONThe purpose of the initiative is to improve vegetationcoverage in the city by implementing the following ac-tion items:

(i) Reforestation of 1100 hectares in public areas by2016. Legal enforcement and market mechanisms forreforestation of feasible privately owned areas;

(ii) Maintenance of 2000 ha of reforested areas by meansof regular interventions to avoid significant reductions;

(iii) Creation of green corridors. First locations will beMarapendi, Chico Mendes, and Prainha regions;

(iv) Implementation of the 15 Green Minutes Project,including renovation of more than 170 thousand m 2 ofparks and green areas and drafting of 15 managementplans for the city.








177


ECONOMICDEVELOPMENT

The choice of Rio de Janeiro to host the 2016 Olympic Games, added tomajor investments in pre-salt oil fields have set forth new economicprospects for the city. Furthermore, the successful curbing of violenceand new infrastructure investments have contributed to an increase incompetitiveness compared to other Brazilian capitals. There is a posi-tive perception among the business sector for development opportu-nities. Unemployment rates are at the lowest level in the last 10 years.

In spite of all this, Rio de Janeiro City still needs to overcome somebarriers that limit the full enjoyment of existing opportunities, such as:

ECONOMIC




j y g pp ,

• High informality levels in the city’s labour market.

• Red tape barriers (for opening/closing corporations, environmentallicenses, taxes) still prevail in spite of recent efforts to improve thebusiness environment.

• High costs and low availability of facilities to establish businesses.

• Lack of a clear sector policy for industries that could greatly contrib-ute to increasing workers average income.

ECONOMICDEVELOPMENT

DIAGNOSIS

ECONOMIC

• Promote a significant improvement in the business environment toattract companies and investment.

• Establish policies for promotion and incentives for strategic seg-



179


ECONOMICDEVELOPMENT

GUIDELINES

ments for the city´s economy. Foster creation and quality improve-ment of jobs in the city.

• Foster growth and strengthening of segments focused on innovationto increase value generation and average wages.

• Foster establishment and competitiveness of SME’s in the city.

ECONOMICDEVELOPMENT

GOALS

• Deliver all permits and licences granted by the Municipal Govern-ment on line, within a three-day deadline period for all low risk re-quests, by 2016.

• Attract at least R$ 1 billion in investments for new companies in theEnergy and Research and Development (R&D) sectors by 2016.

• Increase hotel room availability to at least 7 thousand units by 2016.Keep hotel occupation rates above 80%.




• Increase the total number of people employed in Creative Economyactivities from 2.2% to 2.75% of the total jobs in the city by 2016.



181


RIO AMBIENTE DE NEGÓCIOSRIO BUSINESS ENVIRONMENTDESCRIPTION OF STRATEGIC INITIATIVE

CURRENT SITUATION

GDP growth in Rio de Janeiro City has been low in the

past years. In order to change this situation, the Munici-pality has implemented initiatives to improve the busi-ness sector in the city, such as: reduced bureaucracyfor establishing new companies – by implementing andautomating the License Granting Programme (AlvaráJá ), the Company Legalisation (Empresa Bacana ) andIndividual Entrepreneur (Empreendedor Individual ) Pro-grammes, and the Integrated Trade Registry (REGIN);incentivising formalization of businesses (through the

Empresa Bacana Programme); opening the Rio Busi-(Ri N ó i ) t id i t f b




ness agency (Rio Negócios ) to provide an interface be-tween the Municipality and entrepreneurs (and creatingthe entrepreneur´s channel); and creating a communi-cation strategy for prospective investors in the city. Awelcoming business environment is essential for a citythat wants to attract companies and generate business,investment, and jobs. Rio de Janeiro has obtained the

investment grade from some international rating agen-cies (Moody’s and Fitch). Only 20% of low risk licensesare granted online. Low risk licenses account for 80%of all licenses issued in the city. This figure representsapproximately 700 licenses per month.

DESCRIPTION

The Rio Business Environment Initiative (Rio Ambientede Negócios ) includes the following activities:

(i) Monitoring of the city’s business environment

(Rio´s rating in the World Bank’s Doing Business Index).

(ii) Reduce bureaucracy and provide operational ef-

ficiency for business processes, giving priority to themost relevant processes for quality of services offeredto Rio´s businesses as well as indicators from the


Percentage of licenses granted online.

Number of registrations at SINAE. Percentage of low risk licensesgranted within three working days.

MILESTONESSCHEDULE

Aug/2012Complete process queries.

Dec/2013

Complete assessment according to theDoing Business Index (World Bank).

World Bank “Doing Business” assessment. For example:environmental, land tenure, and tax licenses, demarcationrevision, etc.

(iii) Alvara Já License Granting Programme: Integrate all theMunicipality´s agencies involved in licensing of economic ac-tivities within the current online system (SILFAE-Alvará Já),in order to speed up licensing. Standardize supervision of alllicenses registered in the SINAE (Economic Activity Informa-tion System) and identify new taxpayers. Increase scope ofonline licenses and permits granted by the Municipal Gov-ernment.

EXPECTED OUTCOMESImprove Rio´s rating in business rankings:



183


Hand over REGIN control to the Municipality.

Include Municipal Agencies in the LicensesPortal: SMSDC (Secretariat of Healthand Civil Defence), SMU (Urban PlanningSecretariat), SME (Education Secretariat),SMF (Economy Secretariat), CET-RIO (Traffic

Engineering Company), SECONSERVA(Conservation and Public Service Secretariat).

Include State Agencies in the LicensesPortal: Fire Department, Trade Board, RCPJ(Civil Registry of Legal Entities), EducationSecretariat, Healthcare Secretariat.

Include Federal Agencies in LicensesPortal: Federal Revenue Bureau.

Public contest to hire 200 FAEagents (100+50+50).

Appoint 50 Administrative agents.

Verify (10,20,30,40,50,60%)of entries in the SINAE.


Deliver all permits and licences granted by the MunicipalGovernment on line, within a three-day deadline period forall low risk requests, by 2016.

p g g(i) Increase competitiveness within the business environment;(ii) Shorten time to establish new companies;(iii) Cut down informality in the city;(iv) Increase direct investment volumes;(v) Increase the number of new companies in the city.

2.4

2012-2016 BUDGET


101.2 103.6Expenses


5.2 102.7 107.9Total

RIO CAPITAL DAENERGIA

RIO ENERGY CAPITALDESCRIPTION OF STRATEGIC INITIATIVE

CURRENT SITUATION

The energy sector offers great opportunities for Rio de

Janeiro. The city is home to 67% of Exploration and Pro-duction (E&P) companies in the Oil & Gas industry, andcounts with the largest concentration of R&D centres inLatin America (US$ 800 million projected investments innew centres), besides being an important logistic hub forthe sector. Expectations indicate a growing flow of invest-ments in the near future for this industry, and Rio plays anessential role in the process. The city will be able to lever-

age the success achieved by the Technology Park estab-lished in its Federal University (UFRJ), which has already




attracted ten companies. The arrival of new companiesalong the last 18 months has completely exhausted theavailability of industrial areas as well as those devoted toResearch and Development (R&D) activities. The lack ofland with appropriate infrastructure can become a barrierto attract new companies.

DESCRIPTIONIn order to live up to its global recognition as an energycapital and attract more companies in the sector, Rio deJaneiro must increase the availability of areas to estab-lish research centres, equipment manufacturing, andmaintenance facilities. Consequently, main action itemsinclude the development of a new industrial hub in theWest Zone (more than 500 thousand m2) and a new tech-nology park, repeating the successful UFRJ Technology

Park. Both undertakings must focus mainly on energysector companies.


Companies and investments attracted to theWest Zone Industrial Hub (mainly in the en-ergy sector).

Companies and investments attracted to the IITechnology Park (mainly in the energy sector).

New energy company projects in other cityareas.

Areas identified to expand the West Zone In-dustrial Hub and the II Technology Park.

MILESTONESSCHEDULE


Attract at least R$ 1 billion in investments for new companies( )

EXPECTED OUTCOMES

(i) Increased number of energy companies in the city;(ii) Greater job offer in the sector;

(iii) Establish Rio de Janeiro as a national reference in Re-search and Development and in Innovation, especially in theOil & Gas and renewable energies sectors, and as a top des-tination for companies in the industry´s value chain.



185


Jun/2014Deliver West Zone Industrial Park (over 500thousand m2) including infrastructure in thesurrounding area (transport, services, utili-ties, etc.).

Mar/2014

Deliver II Technology Park (more than 100thousand m2) including Infrastructure in thesurrounding area (transport, services, utili-ties, etc.).

in the Energy and Research and Development (R&D) sectorsby 2016.

0.0

2012-2016 BUDGET


0.0 0.0Expenses


50.0 70.0 120.0Total

RIO CAPITAL DOTURISMODESCRIPTION OF STRATEGIC INITIATIVE

CURRENT SITUATION

Although the City of Rio de Janeiro is still the main leisure

destination and the main gateway for international tour-ists arriving in the country, it requires investments to im-prove the necessary infrastructure to increase the flow oftourists, which has not risen significantly in recent years.Additionally, incentives to extend average tourist stay andincrease the city’s appeal for tourism businesses should betop priority. The city will host major sporting events in thecoming years. For this reason, many initiatives have been

implemented in the last two years such as the creation ofa main events calendar, the improvement of traditionalevents such as Carnival and New Year’s Eve and the cre




events such as Carnival and New Year s Eve and the cre-ation of new museums, besides the revitalization projectsunderway in the Historic Centre and Port Region and rel-evant incentives approved for the building of new hotels (LC108/10), which has already increased hotel room availabilityby 40%. To become a global tourism capital, several actionsmust be undertaken to define the city´s competitive and

strategic positioning, improve services and infrastructurefor tourists, launch national and international campaigns,organize events, and improve tourist information signage.Only then will the city succeed in attracting more touristsand increase their average spending.

DESCRIPTION

the Rio Tourism Capital Initiative focuses on four actionitems:

(i) Improve the city’s tourism environment: investments intourism support infrastructure (hospitality, services, sig-nage, information (tourist information centres), incentivesfor tourism (consolidation of a city events calendar, launch-ing of the Rio de Janeiro Tourism Incubator), as well as PPPsfor the construction of a convention centre in the Port Area.



RIO CAPITAL DAINDÚSTRIA CRIATIVARIO CREATIVE INDUSTRY CAPITALDESCRIPTION OF STRATEGIC INITIATIVE

CURRENT SITUATION

Rio de Janeiro’s diversity and richness of artistic ex-

pression makes the city one of the country’s major cre-ative economy hubs. Sector development and support isstrategic given the added value brought about by theseinitiatives.

DESCRIPTION

The initiative consists in mapping the sector and sup-port to projects such as seminars, exhibits, festivals,and related activities that function as a springboard fordebates, dissemination, and professionalization in thesector, as well as the creation of a capacity building and





Increase the number of people employed in creativeeconomy from 2.2% to 2.75% of the total jobs in the cityby 2016.

sector, as well as the creation of a capacity building andproject investment agency.

EXPECTED OUTCOMES

Foster creative economy in Rio de Janeiro and its contri-bution to continuously raise the city’s GDP.

0.0

2012-2016 BUDGET


84.3 84.3Expenses


0.0 386.1 386.1Total


Number of activities in the sector mapped.

Percentage of creative economyshare in Rio’s GDP.

Number of sponsored related events.

Number of successful creativeeconomy undertakings.

Number of project investments.

Return rate of refundable investments.

MILESTONESSCHEDULE



189


Mar/2013Complete mapping of area.

Jan/2013Start operation of the CreativeEconomy Development Agency.

PLANO DEDESENVOLVIMENTO SETORIALINDUSTRY SPECIFICDEVELOPMENT PLANDESCRIPTION OF STRATEGIC INITIATIVE

CURRENT SITUATION

Rio de Janeiro City has many untapped economic opportu-

nities. The city is multi-faceted, plays an important role inlabour creation and training, and is home to multi sectorcompanies and institutions. Nevertheless, potential devel-opment drivers are unclear and, consequently, there is nostrategy for action.

DESCRIPTION

Creation of an economic development strategy and a gov-ernance plan for the city. Attribute priority to high poten-tial sectors. Launch strategic initiatives (such as capacitybuilding, infrastructure investment, and activities to attract




investment and businesses). The purpose of the plan is toimplement the strategy with clear promotion and commu-nication guidelines, together with a governance model.

EXPECTED OUTCOMES

Have specific strategies defined for key areas, in order to

promote policies to attract businesses and investors, and,ultimately, foster economic development in the differentregions in the city.

0.0

2012-2016 BUDGET


0.0 0.0Expenses


0.0 6.9 6.9Total


Rio de Janeiro economic attractionpotential (Planning).

Potential GDP growth (Planning).

Job creation in the city (planning).

MILESTONESSCHEDULE

Jun/2013Hire a consulting firm for the study.

Nov/2013Launch the study.



191







193


CULTURE



CULTURE

GUIDELINE

• Enforce the city centre as a cultural reference for Brazil by revital-izing its assets, retrofitting the urban scenario, and promoting di-

versity, adopting a permanent maintenance paradigm for all of thecultural infrastructure.

• Several historical buildings are in a poor state, abandoned or unde-rused, in spite of the Municipal Government´s efforts to preservethis very important historical heritage of Rio de Janeiro.



195


• Provide increased access of the population to a larger variety ofcultural assets and values by means of expanding the public infra-structure for cultural activities, adopting the concept of “access andmeeting”, focused on promoting integration and increased sense ofbelonging among the population.

• Strengthen the city´s Port Region as a cultural centre, increasingits important iconic content – historical, social, and cultural – withpublic or private initiatives.

CULTUREGOALS

• Expand the city´s cultural options by fostering cultural activities andattaining the goal of 350 productions per year by 2016.

• Double public attendance in the municipal cultural facilities by 2016,benchmarked to 2011.

• Consolidate the Port Region as an area for cultural activities, pro-moting at least 15 important cultural initiatives by 2016.

• Appreciate the urban landscape and cultural heritage of the histori-cal centre by rehabilitating and retrofitting relevant areas such asTiradentes Square and Lapa




Tiradentes Square and Lapa.



197


REVISÃO DA REDE DEEQUIPAMENTOS CULTURAISREVISION OF EXISTINGCULTURAL INFRASTRUCTUREDESCRIPTION OF STRATEGIC INITIATIVE

CURRENT SITUATION

The city´s cultural attractions are concentrated in some

regions and still quite limited in the lower income ar-eas. In particular, PAs 3 and 5 count with a very smallnumber of cinemas, theatres, museums, libraries, andcultural centres. Additionally, most museums and cul-tural centres controlled by the Municipality are poorlymaintained and offer irregular programmes.

DESCRIPTION

The initiative aims at reviewing the MunicipalGovernment´s cultural infrastructure in order to improvethem, adjust the vocation of the different facilities, en-




hance their management model, and upgrade and mod-ernize them. After mapping out the number of cultural fa-cilities in each of the city´s regions as well as all existingcultural manifestations, we will propose to review the vo-cation and management models of the existing facilities

and, when possible, renovate them. One example of thisinitiative is the upgrading of the existing cultural tents tocultural arenas, thus providing a more robust structurefor concerts and performances in the regions that lackcultural options.

EXPECTED OUTCOMES

Improved quality and access to culture in the city. Re-

duction of current disparities between different regionsof the city.


Public attending Municipality´spublic cultural facilities.

Number of public facilities withrevised vocation, management

model, and physical structure.

Complete mapping of all regionalcultural manifestations.

MILESTONESSCHEDULE

Mar/2013

Complete mapping of city´s culturalfacilities, activities, and demands.

May/2014


Double public attendance in the municipal cultural facilities

by 2016, benchmarked to 2011.

0.0

2012-2016 BUDGET


2.5 2.5Expenses


0.0 51.5 51.5Total



199


yComplete revision of vocation,management model, and renovationsof facilities in PA 1 and 2.

Jun/2015Complete revision of vocation,

management model, and renovationsof facilities in PA 3, 4, and 5.

FOMENTO À PRODUÇÃO CULTURALFOSTERING CULTURAL PRODUCTIONDESCRIPTION OF STRATEGIC INITIATIVE

CURRENT SITUATION:

The policy of tendering for cultural productions in the

city has progressed significantly in recent years due toincreased investments in this area. Nevertheless, thelack of proper training and qualification of cultural pro-ducers limits their ability to apply for the Municipality´sbid processes and other funding sources.

DESCRIPTION:

This initiative is aimed at increasing access to funding

for cultural production in Rio. To obtain this, the follow-ing actions will be required:

(i) i f j




(i) Implementation of a cultural project managementbureau to provide assistance and capacity building tocultural managers and producers, besides organizingmeetings, seminars, and workshops; and

(ii) Maintaining of the public tender programme, to fos-ter cultural productions.

EXPECTED OUTCOMES:

Increased quantity and quality of art works created in thecity. Preservation of the social groups which develop cul-tural projects or activities representing the city´s traditions.



POLO CULTURALDA ZONA PORTUÁRIAPORT REGION CULTURAL POLEDESCRIPTION OF STRATEGIC INITIATIVE

CURRENT SITUATION

The Porto Maravilha port renovation project is preparing

the Port Region, for many years left behind other priori-ties, to become a part of the strategic development ofRio de Janeiro.

DESCRIPTION

The initiative aims at strengthening the ongoing Port Re-gion Cultural Pole project, which already includes: theMuseum of Tomorrow at Mauá Pier and the Rio Art Mu-seum (MAR) on Mauá Square. For this purpose, the pro-

posal includes the recovery and rehabilitation of the Af-ro-Brazilian Reference Centre in José Bonifácio CulturalCentre, the Theatre City in the Gamboa warehouses, andthe Historical and Archeological Route of African Memory




the Historical and Archeological Route of African Memory(including the Pretos Novos slave cemetery and the Pe-dra do Sal and Valongo quay historical sites), as well as tofoster cultural initiatives created by partners establishedin the region.

EXPECTED OUTCOMES

Promote the development of this strategic region forthe city with these projects, which will result in relevantcultural and social impacts.


Opening of facilities.

Definition and implementation oftheir management models.

Number of visitors.

Number of independent culturalprojects implemented in the region.

MILESTONESSCHEDULE

Aug/2012

Opening of the Afro-BrazilianReference Centre and theHistorical and ArchaeologicalRoute of African Memory.


Consolidate the Port Region as an area for cultural activities,

promoting at least 15 important cultural initiatives by 2016.

0.0

2012-2016 BUDGET


177.2 177.2Expenses


0.0 185.2 185.2Total



203


Sep/2012Finalize construction of the TheatreCity – Gamboa Warehouses.

Jan/2013

Implement the Theatre City project.

Jul/2013Begin fostering projects (includingrevision of cultural infrastructure andfunding for cultural productions).

RIO PATRIMÔNIOCENTRORIO HERITAGEHISTORICAL CENTREDESCRIPTION OF STRATEGIC INITIATIVE

CURRENT SITUATION

Rio has approximately 22 thousand buildings that are

protected by the Municipality, most of them located inthe City Centre. The Municipal Government has imple-mented a series of initiatives to encourage their pres-ervation and sustainable use, offering residents exemp-tions for real estate, service, and construction taxes.Nevertheless, there are still a large number of build ingsunder heritage protection that remain in poor state,abandoned, or underused.

DESCRIPTIONThe initiative aims at recovering, rehabilitating, and in-centivising sustainable use of the city´s heritage, focus-ing on both public and privately owned buildings. The




g b p b p y b gprogramme will give priority to buildings located in thecity´s historical centre and will comprise the followingactions:

(i) Recovery of 17 buildings already identified as strate-gic, located in Tiradentes Square and Lapa;

(ii) Rehabilitation of the region´s public spaces;

(iii) Revision of building regulations for vacant plots;

(iv) Preparation of a diagnosis including:

(a) social and economic profile of the region; and

(b) profile of protected buildings in the city centre,identifying their occupation, use, and tenure status;

(v) Concession agreements for buildings considered






SOCIALDEVELOPMENT



207


DEVELOPMENT

The Municipal Government of Rio de Janeiro made significant prog-ress in fighting extreme poverty by creating the do Cartão Família Ca-rioca (Rio Residents Family Card), supplementing the income of thepoorest families already beneficiaries of the Federal Government´s

Bolsa Família (cash transfer programme). The programme assists 420thousand people every month, offering benefits varying from R$20 toR$400. Since its implementation in December 2010, favourable im-pacts have already been observed among the beneficiaries, such asa reduction in the school achievement disparities between studentsfrom families that receive the Family Card and those who do not, andgreater presence of parents in school meetings.

There are still major challenges to be dealt with in the area of Social

Development:

• The quality of assistance provided to the users stands far below theideal levels, and still requires expansion of coverage of the Fam-il C d i it i t ti ith th f Ed ti d

SOCIALDEVELOPMENT

DIAGNOSIS




ily Card, ensuring its integration with the areas of Education andHealthcare.

• Programs and equipment geared to dealing with the growing prob-lem of drug addiction, especially crack cocaine, as well as patients

with chronic and mental illnesses are insufficient. Psychologicaland social assistance coverage requires expansion.

• A great number of inactive youth live in violent or recently pacifiedareas running high risks of becoming socially misfit. The challengewill be to attract these people to a healthy and productive life.

• The Municipal Government´s Social Assistance organization is still

heavily institutionlalized, resulting in shelters and outreach activi-ties suffering from lack of field personnel to identify the social is-sues hidden in households and communities.

SOCIALDEVELOPMENT

GUIDELINES

• Increase coverage of the Bolsa Família cash transfer programme inthe city.

• Contribute towards reduction of poverty by providing universal so-

cial-assistance coverage and incorporating Healthcare withing theFamily Card Programme.

• Increase coverage of the psycho-social care network, aiming athealthcare for mental disorders and drug addiction focused on re-



209


healthcare for mental disorders and drug addiction focused on reinsertion.

• Promote effective mechanisms for social reinsertion for the youngpopulation in low-income and/or violent and recently pacified areas.

• Contribute to the expansion and strengthening of the New MiddleIncome Bracket by means of integrating Municipal Government ac-tions with those of other spheres of government, the private sector,and civil society.

SOCIALDEVELOPMENT

GOALS

• Reduce by at least 50% the share of Rio´s population living belowthe extreme poverty line defined in the United Nation´s First Mil-lenium Goal by the end of 2015, benchmarked to 2007.

• Eliminate poverty among the beneficiaries of the FederalGovernment´s Bolsa Família Cash Transfer Programme and of theFamily Card by the end of 2016, benchmarked to 2010.

• Achieve 60% coverage for mental disorders (Centres for Psycho-So-cial Care and Treatment Homes) by 2016, giving priority to childrenaddicted to alcohol and crack cocaine.

• Ensure that 100% of the beneficiaries of the Family Card living in

areas covered by the Family Healthcare Programme are included inthe initiative.

• Ensure that 100% of the Schools for Tomorrow are included in theRio em Forma Initiative by 2016




Rio em Forma Initiative by 2016.



211


CARTÃO FAMÍLIA CARIOCAFAMILY CARDDESCRIPTION OF STRATEGIC INITIATIVE

CURRENT SITUATION

Focused on providing support to the poorest families and

ensure their right to nutrition and access to educationand healthcare, the Municipality of Rio de Janeiro cre-ated, in December 2010, its Family Card (Cartão FamíliaCarioca ), a cash transfer programme supplementing theFederal Government´s Bolsa Família Programme. Thisinitiative currently benefits approximately 98 thousandfamilies every month. As of March 2011, a new initiativewas implemented to identify and provide assistance tofamilies with social needs, the Família Carioca em Casa

(Rio Residents at Home).

DESCRIPTION

The Family Card Programme focuses on improving thequality of life of extremely poor families – whose in-




q y y pcome is below R$ 108 per family member – of the City ofRio, with a cash transfer. To be eligible for the card, allchildren in the family must have a minimum of 90% at-tendance rate in school, and at least one of the parents

must attend bimonthly school meetings.

EXPECTED OUTCOMES

The initiative aims at reducing extreme poverty in the city,besides improving student achievement and school drop-out rates among families of programme beneficiaries.


Number of families coveredby the programme.

Extreme poverty rates in the city.

Number of families whosebenefits were discontinued.

Number of families whose benefitswere discontinued for not complyingwith educational requirements.


Reduce by at least 50% the share of Rio´s population living

below the extreme poverty line defined in the United Nation´sFirst Millenium Goal by the end of 2015, benchmarked to2007.

Eliminate poverty among the beneficiaries of the FederalGovernment´s Bolsa Família Cash Transfer Programme andof the Family Card by the end of 2016, benchmarked to 2010.

Ensure that 100% of the beneficiaries of the Family Card liv-

ing in areas covered by the Family Healthcare Programmeare included in the initiative.



213


0.0

2012-2016 BUDGET


687.1

0.0 3.0

0.0 690.1Total




Programme coverage (%).

Implementation of new CAPS.

Renovation of CAPS.

Implementation of new treatment homes.

Number of patients dischargedfrom psychiatric hospitals.

MILESTONESSCHEDULE

Dec/2012Implement 1 new CAPS.


/


Achieve 60% coverage for mental disorders (Centres forPsycho-Social Care and Treatment Homes) by 2016, givingpriority to children addicted to alcohol and crack cocaine.

2012-2016 BUDGET


EXPECTED OUTCOMES

Greater coverage of psycho-social assistance for adults andchildren; reduced admissions in hospitals due to psychiatric dis-orders; better quality of life for people with mental disorders.



215



Dec/2015

Implement 2 new CAPS.


0.0

$

320.7 320.7Expenses


0.0 371.9 371.9Total

RIO EM FORMAOLÍMPICODESCRIPTION OF STRATEGIC INITIATIVE

CURRENT SITUATION

Rio de Janeiro offers peculiar conditions for open air

sports, appreciated by a large share of its population.Additionally, the city faces challenges regarding thedevelopment of its youth, particularly those living inpoorer communities, who need assistance to acquireexperience with social interaction. The Rio em Forma(Rio Fitness) Project was set in 2009 in order to addressthese challenges by making use of the city´s sports cul-ture. The project focuses on emotional and educationalvalues that are encouraged through sports and leisure,

and addresses knowledge, values, conduct, and behav-iours through recreational activities.

DESCRIPTION

The initiative consists in forming Centres within thei i i h h d i




communities with the necessary space and equipmentfor the activities carried out. They are also being imple-mented in areas considered violent, where students whotook the last exam of the Ministry of Education displayed

the lowest educational achievement; this helps to givepriority to the Schools of Tomorrow. Additionally, thecentres will offer sports, cultural, social, ethical, andhealthcare activities, led by qualified professionals. Dur-ing the upcoming major sports events held in the city,the program will develop specific actions so that thesegroups can contribute to the success of the events.

EXPECTED OUTCOMES






INSTITUTIONALISATIONOF THE STRATEGIC PLAN



219


The success of the Strategic Plan 2009-2012 is partly owed to the elabo-ration of a methodology for monitoring and management of the Plan andthe areas responsible for follow up. The methology adopted by the Rio deJaneiro Municipality consisted in establishing Results Agreements withits different agencies/entities as instruments to define yearly goals andincentive mechanisms, thus boosting successful outcomes. This samemethodology will continue to be applied throughout the next executionperiod 2013-2016 and will be additionally intensified with the evolutionof its institutionalisation and instruments.

Responsibility for unfolding the sectors´ goals into Results Agreementsand for systematically monitoring them relies on the Executive Office´s

INSTITUTIONALISATION OF

THE STRATEGIC PLAN




and for systematically monitoring them relies on the Executive Office sResults Monitoring Under-Secretariat. Parallel to this effort, the Proj-ect Management Bureau – EGP, also under the Executive Office, will beresponsible in turn for following up on the implementation of each oneof the Strategic Initiatives detailed within this Plan. Both entities will to-gether provide the necessary criterious management for its successfulimplementation.

IMPLEMENTATION OFSTRATEGIC PLAN

DEPLOYMENT OFINDICATORS AMONGMUNICIPALITY AGENCIES

DETAILING OFWORK PLANS ANDMILESTONES

STRATEGICINITIATIVES

DRAFTING OFSTRATEGIC PLAN

GOALS PERSECTOR



221


PROJECTMANAGEMENT

BUREAU

MONITORING ANDFACILITATING

STRUCTURE

RESULTSMONITORING UNDER

SECRETARIAT

RESULTSMONITORING

UNDER

SECRETARIAT

AREA OBJECTIVES

Monitor accomplishment of the Municipality´s goals for each sector.

Provide transparency for the results obtained in each agency respon-sible for each sector´s goals.

FUNCTIONS

Set forth the goals for each agency.

Elaborate and assess results agreements entered into with the differ-ent agencies.

Follow up on Performance Indicators.

Identify and assess opportunities and risks for attaining of goals, to-

gether with the Project Management Bureau.Semestral communication of results to the population.

METHOD

Monthly report on each agency´s performance.




y p g y p

Monthly meetings with the Head of the Executive Office.

Quarterly meetings with the Secretariat to assess the progress of the

goals.Annual assessment of the Results Agreements, with one preview persemester.

AREA OBJECTIVES

Ensure satisfactory implementation of the strategic initiatives.

Keep Mayor constantly updated on the evolution of strategic initia-tives.

FUNCTIONS

Follow up on schedule and results of strategic initiatives.

Support in identifying and solving main bottlenecks obstructing thesatisfactory progress of strategic initiatives.

Consistency checking of strategic initiative management reports.

METHODMaintenance of an online monitoring panel to enable Mayor and dis-tinctive Secretaries to follow up on the implementation of strategicinitiatives.

Implementation/enhancement of the methodology by means of peri-di l ti ith

PROJECTMANAGEMENTBUREAU EGP



223


odical meetings with managers.

Weekly meetings with Mayor for decision-making on critical issues.

Monthly meetings with the Head of the Executive Office to solve mainbottlenecks.

Quarterly meetings with Secretariat to assess progress of strategicinitiatives.




OLYMPICLEGACY



225




We learned from the example of Barcelona that in order to host theOlympic Games, the city´s government must decide whether the citywill suit the event or the event will suit the city. We were adamant inour choice for the second option.

Upon becoming the next Olympic City, Rio became a natural focus forattention and growing investments. The Municipality is engaging itsefforts to make the maximum use of this unique opportunity to carryout important changes in the city and the lives of its people.

The series of urban, social, and economic projects we are beginningto implement, added to the magnitude of the event, will certainly bringforth the most relevant legacy in our history. Especially since it willpromote a new and sustainable cycle of development in the City of Riode Janeiro.

Of f ff ill l ib i f

OLYMPICLEGACY



227


Of course, part of our efforts will also contribute to staging unforget-table Games. As a result, our city will be even more admired aroundthe world, attracting new visitors, investors, and major international

events.

However, the Games will go away – and our responsibility is to ensurethat the greatest benefits remain here forever.

Being an Olympic City means forever building a fair, integrated, anddeveloped Rio. A dream that both the Municipality and its citizens, theCariocas , are helping to turn into reality.




ANNEX –TABLE OFGOALS



229


Healthcare01.

No. GoalsREFERENCE

VALUE

REFERENCE

DATE12 13 14 15 16 SOURCE FORMULA

1Bring the infant mortalityrate down to under 10 per1,000 live births by 2016

13.7 per 1,000live births

2008 12.2 11.6 11.0 10.5 9.8SMSDC/SIM/

SINASC(Deaths below age 1 / to-tal live births) x 1000

2Bring the maternal mor-tality rate down to 41 per100,000 live births by 2016

62.2 per 100,000live births

2007 50.4 49.0 46.7 43.9 40.8SMSDC/SIM/

SINASC

(Deaths among women in reproductiveage 15-49 yrs dead up to 40 days post-partum / total live births) x 100,000

3

Shorten waiting period byat least 25% in municipalemergency rooms (CORE)* by

2016, benchmarked to 2011

69minutes

2011 10% 15% 20% 23% 25% SMSDC

(Waiting time in emergencies measuredin year – Waiting time in emergenciesduring reference year)/Waiting time in

emergencies during reference year

4

Reach 70% coverage by theSaúde da Família (Fam-ily Health) programme inthe Municipality by 2016

3.5% 2008 35% 43% 54% 62% 70% CNES / IBGE Number of teams x 3450/ total population

5

Reach an adequate wait-ing period for 90% ofelective medical visits,b t f i it b 2016

To be defined 2012 - 25% 50% 75% 90% SMSDC

(Waiting time to schedule elective vis-its measured in year – Waiting time toschedule elective visits during refer-

)/W iti g ti t h d l




by type of visit, by 2016,benchmarked to 2012

ence year)/Waiting time to scheduleelective visits during reference year

6

Ensure that by 2016 thereare no patients in hospitalbeds not registered withthe CNES in any municipalhospital network units,benchmarked to 2011

6 units abovecapacity 2011 4 3 2 1 0 SMSDC / CNES

Number of units operating

above full capacity of beds

29.4% above fullcapacity in the busi-

est unit (HospitalLourenço Jorge)

2011 10% 7% 5% 3% 0% SMSDC / CNES((Occupation measured during year)/(Capacity in measured year))-1

* Broken down by type of visit to be defined and measured in 2012.

Education02.

No. GoalsREFERENCE

VALUE

REFERENCE


1

Achieve an average gradein municipal public schoolsequal to or higher than 6.0 forthe first years and equal to orhigher than 5.0 for the finalyears of the IDEB by 2015

Initial years:5.1

2009 – 5.7 – 6.0 – MEC/INEP/IDEBWeighted average of Prova Brasil exam result and rate of approval

Final yearsfinais:

3.62009 – 4.5 – 5.0 – MEC/INEP/IDEB

Weighted average of Prova Brasil exam result and rate of approval

2

Ensure that at least 95%of children who will be

7 years old by the endof 2016 are literate

73% 2008 95% 95% 95% 95% 95% MEC/INEPNumber of 2nd grade students with grades4 and 5 (max. grade is 5) in Provinha Brasilexam / Total number of 2nd grade students

3

Reduce functional illit-eracy rates to less than5% among students from4th to 6th grades by 2016

15.0% 2009 <5% <5% <5% <5% <5% IAS/Assessment

Number of students in the 4 th, 5th e 6th

grades of municipal elementary schoolsnot attaining minimum proficiency inreading and writing exam / Total num-ber of students in the 4th, 5th e 6th gradesof municipal elementary schools

4Have at least 35% of mu-nicipal school students infull-time school by 2016

16% 2011 18% 23% 26% 31% 35% SMENumber of students of municipalschools attending full-time / Numberof students in municipal schools



231


y p

5

Ensure that 96% of mu-

nicipal school studentsgraduate from basic edu-cation by the age of 16

92.5% 2011 93.2% 93.9% 94.6% 95.3% 96.0% SME

Number of students under 16 yrs gradu-

ating from the 2nd segment / Number ofstudents graduating from the 2nd segment

6Create 60 thousand vacan-cies for pre-school educationbetween 2009 and 2016

15.0thousand

2009 to 201130.0

thou-sand

37.4thou-sand

44.8thou-sand

52.4thou-sand

60.0thou-sand

SME

Number of vacancies in municipal orpartners day care centres – number ofvacancies in municipal or partners daycare centres during reference year

Transport03.

No. GoalsREFERENCE

VALUEREFER-

ENCE DATE12 13 14 15 16 SOURCE FORMULA

1

Shorten the average transit time inhalf along the main routes of thecity in the Ligeirão system, and atleast 20% in the BRS system peryear upon the launch of each sys-tem, and maintaining this reduc-tion rate along subsequent years

LigeirãoSystem1 NA 50% 50% 50% 50% 50% CET-Rio

Average transit time inselected routes duringmeasured year /Averagetransit time in selectedroutes in referenc e year

BRSs2 NA 20% 20% 20% 20% 20% CET-Rio

Average transit time inselected routes duringmeasured year /Averagetransit time in selectedroutes in referenc e year

2Reduce number of traffic acci-dents with victims by at least 15%by 2016, benchmarked to 2008

803 acci-dents/100thousandlicensed

vehicles

2008 10% 11% 12% 13% 15% CET-Rio

(Number of accidents withvictims per 100 thousandlicensed vehicles duringmeasured year – Numberof accidents with victimsper 100 thousand ve-

hicles in reference year)/Number of accidents withvictims per 100 thousandvehicles in reference year

3Integrate all public trans-port modes to the singlefare system by 2016

Bus-busand bus-

train2011 TransOeste

TransCario-ca, subway,and STPL

Ferries –TransOlím-

picaTransBrasil

SM TR Not ap pl ied

4

Cover 60% of public transportusers in the city of Rio de Janeirowho use at least one high ca-pacity transport mode (railway

18%(1.19

million

)

201118%

(1.19 mil-lion )

25%(1.66 mil-

lion)

40%(2.59 mil-

lion)

40%(2.59 mil-

lion)

60%(4.05 mil-

lion)SMTR

Number of people usingate least one high capacitytransport / City´s population




pacity transport mode (railway,subway, or Ligeirão) by 2016 people)

lion ) lion) lion) lion) lion) transport / City s population

5

Complete construction workand begin operation of the

TransOeste, TransCarioca,TransOlímpica and TransBra-sil Bus Expressway systems

– NA TransOesteTransCa-

rioca –Trans-

Olímpica TransBrasil SMO Not applied

6

Upgrade 100% of the busfleet by 2016, adopting mod-ern air-conditioned buseswith rear engines, green fueland accessibility resources

1% 2011 3% 5% 30% 60% 100% SMTR

Number of buses equippedwith specifications / Totalnumber of buses operatingin the Municipality (exceptfor inter-municipal buses)

7

Ensure that 100% of taxiscomply with quality standardsof the Rio Boa Praça pro-gramme, geared at improvingtaxicab services, by 2016

0% 2011 0% 5% 30% 60% 100% SMTR

Number of taxicabs com-pliant with Rio Boa Praça Programme/Total number oftaxicabs in the Municipality

1 Ligeirão systems considered: 2012 - TransOeste; 2013 – TransOeste, and TransCarioca; 2014 – TransOeste andTransCarioca; 2015 - TransOeste and TransCarioca; and 2016 - TransOeste, TransCarioca, and TransOlímpica.

2 Start of operations of BRSs to be defined between 2013 and 2016.

Housing and Urban Planning04.

No. GoalsREFERENCE

VALUEREFER-


1

Promote the construction of 100thousand new housing units by theend of 2016, aiming at least 30% of

them for the 0 to 3 minimum wagebracket, through partnerships withthe private sector and other spheresof government, benchmarked to 2008

35thousand 2009 to2011 50thousand 65thousand 80thousand 90thousand 100thousand CEF /SMH Total number of newhousing units built

2Reduce by at least 5% the areasoccupied by favelas in the city by2016, benchmarked to 2008

1.80%2009 to

20113.5% 3.8% 4.2% 4.5% 5.0% IPP

(Favelas built area inmeasured year – Fave-las built area in refer-ence year)/ Favelas builtarea in reference year

3Ensure that by the end of 2016there are no more families liv-ing in high risk areas (hillsides).

25 thou-sand

families *2011

21 thousand

15thousand

10thousand

5thousand

0Geo Rioe SMH

Number of families livingon high-risk hillsides

4

Expand the Bairro Maravilha(Marvellous Neighbourhood) Pro-gramme to the North and WestZones, recovering 582 km andimplementing 173 km of pubicroads, respectively, by 2016

290.8 km

(NorthZone)

2009 to2011 365.0 454.2 482.6 525.2 582.0 SMO/CGO Km of roads recovered andand upgraded surroundings

41.0 km(West Zone)

2009 to2011

93.0 102.5 118.5 142.5 173.0SMO/CGO

Km of roads recovered andupgraded surroundings

5Complete the upgrade and re-habilitation project Porto Mara-vilha by the end of 2016

- NA

CompleteMusem ofArt of Rioand reha-bilitation

Openfreeway

CompleteMuseum ofTomorrow

Completeexpressway

tunnel

Complete

rehabilitati-on of ex-pressway

d

CDURP NA



233


vilha by the end of 2016 bilitationof several

roads

Tomorrow tunneland sur-

roundings

6

Upgrade urban services - water,

sewage treatment, drainage, roadlighting, garbage collection, hill-side contention and paving - to156thousand homes by 2016, as partof the Morar Carioca initiative

70thousand

2010-2012(cycle 1)

70thousand

97thousand

127thousand

141thousand

156thousand

SMHNumber of housingunits in serviced areasyearly since 2009

7Implement the UPP SocialPacifying Police Programmein all pacified areas1

NA 11 ** ** ** ** IPPTotal area with implementedbasic utility services

1 Pacified area considered as having UPP effectively established, not simply initial police occupation.

* Geo Rio survey for Tijuca mountain range (17,000) and estimate for Pedra Branca (8,000).

** Areas with basic package of services (public lighting and waste collection) implemented within two months of UPP.

Public Order and Conservation05.

No. GoalsREFERENCE

VALUEREFERENCE


1

Implement 14 UOPs, all ofthem with electronic surveil-lance coverage1 and a task-force of at least 3.3 thousandMunicipal Guards operatingon the roads daily by 2016

5

(No. of UOPs)2011 8 11 14 14 14 SEOP

Total number of UOPsimplemented

1.7 thousand(Municipal

Guards in routinestreet service)

20093.0

thou-sand

3.2thou-sand

3.3thou-sand

3.3thou-sand

3.3thou-sand

SEOP/ DOPMonthly average number ofguards in routine street service

2

Repave 1.7 thousand kmof primary roads (smoothasphalt) and 1.0 thousandkm of secondary roads in thecity between 2009 and 2016

668 km

(primary roads)

2009to

2011

780 956 1,216 1,521 1,738 SMOTotal km of primary roads

with new asphalt layer

90 km(secondary roads)

2009to

2011246 402 558 792 1,026 SECONSERVA

Total km of secondary roadswith new asphalt layer

3

Revitalize 700 thousandm2 of sidewalks and 5thousand ramps throughRioAcessível, the acces-

– - 0 152,300 304,600 507,600 700,000 SECONSERVATotal area of rehabili-tated pavements




Rio Acessível , the accessibility programme for Rio,between 2013 and 2016 – - 0 1,350 2,700 4,050 5,000 SECONSERVA

Total number of reha-bilitated ramps

4Maintain the level of poweroutages within internationalstandards (below 2%).

2% 2011 2% 2% 2% 2% 2% SECONSERVANumber of units without light/total number of units

1 Installation of cameras (20 to 30 per UOP) in areas with elevated risk, such as busy road crossings, areas with greaterflows of people, public squares, areas with greater concentration of street markets and vendors.

Public Management and Finance06.

No. GoalsREFERENCE

VALUEREFER-


1

Maintain the Municipality’sinvestment capacity at an aver-age 15% of the total budgetbetween 2012 and 2016

8.4% 2008 17% 15% 15% 15% 13%SMF/FSOR

Sum of net settlements and financialinvestments / Sum of total revenues

2

Raise the number of 1746calls taken per year to 3.5million by 2016, increasing to85% of services consideredsatisfactory/very satisfac-tory in opinion polls

1.6 million visits 20112

million2.3

million2.7

million3.1

million3.5

millionCVL Number of 1746 calls answered

75% of deliveredservices ratedsatisfactory /

very satisfactory

2011 78% 82% 83% 84% 85% CVL(Delivered services rated assatisfactory/very satisfactory)/ Total delivered services

3

Reduce unit value of the mainpurchasing groups (servicesand supplies) in up to 10% by2016, benchmarked to 2012

To be mea-sured in 2012

2012 - 3% 6% 8% 10% CVL/SMA/SMF

(Unit value for main groups of pur-chases (services and goods) during

measured year – unit value for maingroups of purchases (services andgoods) in reference year) / Unit valuefor main groups of purchases (ser-vices and goods) in reference year

4

Maintain an average an-nual nominal growth of taxrevenues of at least 15.5%between 2012 and 2016

R$ 6.15 billion(14% from

previous year)2011 15.5% 15.5% 15.5% 15.5% 15.5% SMF

ISS tax collected – Growth ofinflation rate



235


5

Provide all Municipal Govern-ment units with highly efficientconnectivity and ensure ampleavailability for the most impor-tant systems (24x7) by 2016

17.7% of unitswith connectivity

2011 20% 40% 50% 80% 100% IPLAN Number of units with connectiv-ity / Total number of units

6

Turn all 33 regional govern-ment management unitsinto citizen assistance unitsfully equipped with self-service technology by 2016

0 convertedunits

2011 0 3 13 23 33 CVL Number of Converted Units

7

Establish the MunicipalityGoal Monitoring and ProjectManagement System (SistemaMunicipal de Gerenciamento

de Projetos e Monitora-mento de Metas (SMGPM).

NA NA CVL



Economic Development08.

No. GoalsREFERENCE

VALUEREFER-


1

Deliver all permits andlicences granted by theMunicipal Government on

line, within a three-daydeadline period for all lowrisk requests, by 2016

2%(permits and licenses

delivered online)2011 2% 2% 20% 70% 100% SMF/CLF

Number of municipal permitsand licenses delivered online /Total number of requests for mu-nicipal permits and licenses

80%(low-risk permits de-livered within 3 days)

2011 88% 90% 95% 100% 100% SMF/CLF

Number of low-risk permits andlicenses (activities representinglow environmental and sanita-tion risk) granted within 3 workingdays / Total number of requestsfor low-risk permits and licenses(activities representing low envi-

ronmental and sanitation risk)

2

Attract at least R$ 1 bil-lion in investments for newcompanies in the Energyand Research and Develop-ment (R&D) sectors by 2016

R$ 158 million 2011110

million280

million480

million710

million1

billionRio

NegóciosAmount invested to attract newenergy companies and R&D

Increase hotel room avail-bili l 7 h d N b f h l i h



237


* Remodelled measurement methodology.

3ability to at least 7 thousandunits by 2016. Keep hoteloccupation rates above 80%.

20,000 rooms 2011 20,500 21,100 23,100 26,100 27,000 ABIHNumber of hotel rooms with oc-cupation rate above 80%

4

Increase the total number ofpeople employed in CreativeEconomy activities from2.2% to 2.75% of the total jobs in the city by 2016

2.2% of total peopleemployed in the cityworking in CreativeEconomy activities

2010 * 2.40% 2.50% 2.60% 2.75%RAIS/Firjan

Number of people employed in Cre-ative Economy activities / Total num-ber of people employed in the city

Culture09.

No. Goals REFERENCEVALUE

REFER-ENCE DATE

12 13 14 15 16 SOURCE FORMULA

1

Expand the city´s culturaloptions by fostering cul-tural activities and attainthe goal of 350 produc-tions per year by 2016

216 2011 220 240 280 310 350 SMCNumber of pro-ductions funded

2

Double public attendancein the municipal cul-tural facilities by 2016,benchmarked to 2011

841,033people

2011 15% 35% 55% 75% 100% SMC

Number ofpeople visitingmunicipal cul-tural facilities

3

Consolidate the PortRegion as an area forcultural activities, promot-ing at least 15 importantcultural initiatives by 2016

NA NA

Afro-Brazilian

Reference Cen-tre; Historicaland Archaeo-

logical Route ofAfrican Memo-

ry; + 3 initiativesto be defined

Theatre City;+ 1 intciativeto be defined

2initiatives tobe defined



SMC

Number of cul-tural initiativesper year in thePorto Mara-vilha Region

4

Appreciate the urbanlandscape and culturalheritage of the historicalcentre by rehabilitatingand retrofitting relevantareas such as Tiraden-

0 2011 0 0 5 10 20 SUBPC

Total number ofrecovered andrehabilitatedbuildings in theareas of Tira-dentes Square




areas such as Tiraden-tes Square and Lapa.

dentes Squareand Lapa

Social Development10.

No. Goals REFERENCEVALUE

REFER-ENCE DATE

12 13 14 15 16 SOURCE FORMULA

1

Reduce by at least 50% theshare of Rio´s populationliving below the extremepoverty line defined in theUnited Nation´s First Mil-lenium Goal by the end of2015, benchmarked to 2007

4.54% 2007 -40.0% -43.0% -46.0% -50.0% - IBGE/ FGV

% of population with per capitalincome below 108 reais/month(corresponds to 2US$/day PPC–Purchasing Power Parity)

2

Eliminate poverty amongthe beneficiaries of theFederal Government´sBolsa Família Cash Trans-fer Programme and of the

Family Card by the end of2016, benchmarked to 2010

4.38% Jun/10 -80.0% -85.0% -90.0% -95.0% -100.0% MDS/FGV

Severity of poverty (P2 – greaterweight to the poorest) amongpopulation included in theBolsa Família and Family CardProgrammes using permanenthousehold per capita income*

below 108 reais/month (cor-responds to 2US$/day PPC–Purchasing Power Parity)

3

Achieve 60% coverage formental disorders (Centresfor Psycho-Social Careand Treatment Homes)by 2016, giving priority tochildren addicted to alco-hol and crack cocaine

40% 2011 40% 46% 53% 58% 60% SMAS(Number of CAPS * 200,000)/Total population of city

4

Ensure that 100% of thebeneficiaries of the Fam-ily Card living in areas

NA NA NA 50% 80% 90% 100% SMAS

Number of families includedin the Family HealthcareProgramme that are eligible



239


4 covered by the FamilyHealthcare Programme areincluded in the initiative

NA NA NA 50% 80% 90% 100% SMAS Programme that are eligiblefor the Family Card that re-ceived the Family Card

5

Ensure that 100% of theSchools for Tomorrow areincluded in the Rio emForma Initiative by 2016

0% 2011 NA 20% 60% 80% 100% SMEL

Number of Schools of Tomor-row covered by the Rio emForma Initiative/ Total numberof Schools of Tomorrow

* Estimated income based on the Single Registry, using families´assets and benefits from Federal Bolsa Família Programme.

RIO DE JANEIRO MUNICIPALITY STRATEGIC PLANNING PARTICIPANTS

MAYOR´S OFFICE

MayorEduardo da Costa Paes

Vice-MayorCarlos Alberto Vieira Muniz

Head of Executive OfficeLuiz Antonio Guaraná

Technical Office for SustainableDevelopment and MetropolitanGovernanceSergio Besserman Vianna

Under-Secretariat for CulturalHeritage, Urban Interventions,Architecture, and DesignWashington Menezes Fajardo

CDURPJorge Luiz Souza Arraes

Rio Negócios

Marcelo Haddad

MUNICIPAL SECRETARIATS,

GOVERNMENT COMPANIES,

AUTARCHIES, AND FOUNDATIONS

AdministrationPaulo Jobim Filho

Social AssistanceRodrigo Bethlem

Executive Office

FinanceEduarda Cunha de La Rocque

Geo-RioMárcio José Mendonça Machado

Municipal GuardsCel. Henrique Lima Castro

Housing

Jorge BittarIplanRioRicardo de Oliveira

IPPRicardo Henriques

EnvironmentCarlos Alberto Vieira Muniz

Construction WorksAlexandre Pinto da Silva

Public Order

Alexander Vieira da Costa

Rio-ÁguasMauro Alonso Duarte

RioUrbeArmando José Guedes Queiroga Júnior

RioFilmeSérgio de Sá Leitão

Healthcare and Civil DefenceHans Dohman

Eugenio Gouvea Vieira), FelipeGoes, Antônio Dias, Gilberto Sayão,João Roberto Marinho, José LuizAlqueres, Julio Bueno, MarceloNeri, Mauro Osório, Paulo Ferraz,Rogerio Chor, Rosiska Darcy deOliveira, Sérgio Bessermann, VeraCordeiro, Walter Mattos, SergioMagalhães, Eoin Daily, Michael

Lierow, Marcos Cruz, Tracy Francis,Thomas Kibasi e Ben Richardon

City CouncilAdilson Pires, Alba Zaluar,Alfredo Lopes, Andre Eppinghaus,Antenor de Barros Leal, ArmandoStrozenberg, Augusto Ivan, Berthade Borja Reis do Valle, BetoSicupira, Brenda Valansi Osório,Bruno Filippo, Bruno Thys, CarlaCamurati, Carla Pinheiro, CarlosArthur Nuzman, Carlos Carvalho,Carlos Tufvesson, CarmenFontenelle, Carol Sampaio, CarolinaWambier, Celina Carpi, CelsoBarros, Cesar Cunha Campos,Daniela Fiszpan, David Zylbersztajn,Dom Orani Tempesta, ElenaLandau, Eloi Fernandes, FernandaMontenegro, Fernando MacDowell,Fernando Molica, Ferreira Gul lar,Flavia Oliveira, Gilberto Ururahy,Guilherme Laager, GuilhermeStudart, Gustavo Rocha Lima, Guti

Sarkis, Nelma Tavares, NelsonSendas, Nizan Guanaes, OlavoMonteiro de Carvalho, PatríciaAmorim, Paulo Ferraz, PauloMelo, Paulo Moll, Paulo Niemeyer,Pedro Abramo, Pedro Buarquede Hollanda, Pedro de Lamare,Pedro José Wahmann, Pedro Luís,Peter Eduardo Siemsen, PhilipCarruthers, Plinio Froes, ReginaCasé, Ricardo Amaral, Ricardo CravoAlbin, Roberta Medina, RobertoA. Medronho, Rodrigo Baggio,Rodrigo Pimentel, Rogerio Chor,Rony Meisler, Rosa Celia, RosiskaDarci, Sergio Bermudes, SergioBesserman Vianna, Sergio FerrazMagalhães, Sérgio Novis, SérgioRuy Barbosa, Silvia Ramos, SolonLemos Pinto, Susana Herculano-Houzel, Suzana Kahn Ribeiro, Tânia

Zagury, Vik Muniz e Walter Mattos

STRATEGIC PLAN

COORDINATION

Executive OfficePedro Paulo Carvalho Teixeira

Management Planning andModernisation Under-SecretariatJean Leonardus CarisAndréa Ferreira de Araújo



Executive OfficePedro Paulo Carvalho Teixeira

CET-RioClaudia Antunes Secin

ComlurbAngela Nóbrega Fonti

Conservation and Public ServicesCarlos Roberto Osório

CultureEmilio Khalil

EducationClaudia Costin

Olympic OrganisationMaria Silvia Bastos Marques

Hans Dohman

People with DisabilitiesGeorgette Vidor Mello

TransportAlexandre Sansão

Tourism/RioTurAntonio Pedro Viegas

City PlanningSergio Dias

IntervieweesAlexandre Accioly, Axel Grael,Beto Sicupira, Carlos Arthur

Nuzman, Luciana Costa Marquesde Sá (representando Eduardo

Fraga, Hélcio Tokeshi, Hugo Barreto,Jairo Werner, João Dionisio Amoedo,

João Guilherme Ripper, JoaquimLevy, José Antonio Fichtner, JoseFormoso, Jose Luiz Alqueres, JoséMarcio Camargo, Jose Padilha,Julio Bueno, Leandro Piquet, LedaCastilho, Lucia Hipolito, Luis CarlosBarreto, Luís Fernando Correia, LuizAugusto Maltoni Jr, Luiz Erlanger,Luiz Paulo Correa da Rocha,Marcelo Madureira, Marcelo Neri,Marcelo Szpilman, Marcelo Torres,Marcos Avila, Marcus Vinicius Freire,Maria Celeste Emerick, Maria

Ercília Leite de Castro, MauricioAssumpção, Mauro Osorio, Michel

Andréa Ferreira de Araújo

Results Monitoring Under-

SecretariatRoberta de Oliveira GuimarãesFelipe de Souza CamargoMariana Peixoto de Toledo

Monica Fernandes Costa

Project Management BureauCarlos Pereira DiasDurval Alves Mello NetoClaudia Rocha Conde AljanElaine Alves da SilvaTeodoro Marconi Franco

General Coordination of ProjectAntonio Carlos Menezes Ramos

Documents

Strategic Plan Rio City Government 2013 2016