PROGRAM INFORMATION DOCUMENT (PID) APPRAISAL STAGE October 22, 2013 Report No.: AB7408 (The report # is automatically generated by IDU and should not be changed) Operation Name Enhancing Public Management for Service Delivery in Rio de Janeiro Region LATIN AMERICA AND CARIBBEAN Country Brazil Sector Urban Transport (70%); Sub-national government administration (30%) Operation ID P147695 Lending Instrument Development Policy Lending Borrower(s) STATE OF RIO DE JANEIRO Implementing Agency Date PID Prepared October 22, 2013 Estimated Date of Appraisal October 16, 2013 Estimated Date of Board November 21, 2013 Approval Corporate Review Decision Following the corporate review, the decision was taken to proceed with appraisal of the operation. Country and Sector Background This Program Document presents a proposed stand-alone Development Policy Loan (DPL) in the amount of US$500 million for the State of Rio de Janeiro (SRJ), Brazil. The objective of this DPL is to assist the State Government in its efforts to enhance public management for the delivery of key public services for vulnerable populations by instituting new policies and regulations to improve: the medium-term planning and monitoring of public expenditures (Policy Area 1); improve the accessibility, quality and affordability of urban mobility services for the poor (Policy Area 2); and the availability of targeted social services aimed at reducing domestic and gender based violence (Policy Area 3). This objective directly contributes to the poverty reduction and shared prosperity agendas, insofar as financially-sustainable and targeted urban mobility and social support services benefiting the poor and other populations at risk, such as women, enable more equitable access to economic and social opportunities, allowing the benefits of growth to be shared more widely. Although requested as a stand-alone DPL, the operation forms part of a long term quasi-programmatic engagement with the State, including previous DPLs, and builds on ongoing policy dialog, analytical work and investment lending operations. Despite considerable improvements in the last decade, public service delivery in the State in General, and in the Rio de Janeiro Metropolitan Region (RJMR) especially, has not kept up with the growing expectations of the population.1In particular, citizen dissatisfaction with public 1 The Rio de Janeiro Metropolitan Region (RJMR) comprises 19 municipalities, of which the Municipality of Rio de Janeiro (MRJ) is the most important. The MRJ contributes 50 percent of the State’s Gross Domestic Product (GDP), equivalent to 69 percent of the RJMR’s GDP, and 74 percent of the State’s 16 million inhabitants live in the RJMR. transport service quality and tariffs was one of the catalysts for the protests that paralyzed many Brazilian metropolitan areas, including the RJMR, in June of 2013. More generally, the protests reflected a broader perception of inadequate public services, of concerns with overall government investments and management, and of frustration with prosperity not shared. In many important ways these protests have increased the pressure on governments across Brazil to implement significant reforms to improve public service delivery and enhance the quality of public sector management. This DPL supports important reforms in public sector management and service delivery that are fundamental for meeting citizen expectations, of both the poor and of the middle-class, and complements previous operations. The proposed operation will focus on three key areas. First, it supports better medium-term planning and monitoring of public expenditures, which in turn ensures that public service delivery can be improved and sustained over time in a fiscally responsible manner. Second, it promotes reforms to improve urban mobility services in the RJMR, whose quality is often ranked as of the worst among Brazil’s major metropolitan areas. Finally, it supports new policies to better deploy social services addressing domestic and gender- based violence. By focusing on these areas, the operation builds upon and complements previous DPLs that focused on strengthening public management and improving the delivery of other key public services including: health and education services (DPL 3, approved in August 2012 and DPL1 approved in February 2010); housing and urban services (DPL 2, approved in March 2011); and business support services (DPL 1). This DPL also capitalizes on the strategic relationship that the Bank has built over two decades of engagement with the SRJ, as the supported reforms provide an opportunity to achieve a substantial development impact and to create a powerful demonstration effect. First, this program highlights how a subnational government can leverage its partnership with the Bank to advance and consolidate reforms that tackle challenging development issues. Moreover, the program also serves as an important platform for innovation – pioneering a number of potentially catalytic reforms in urban mobility and gender that have important demonstration potential across Brazil and the region. These include: first and more broadly, reinforcing reforms in Public Finance Management (PFM) and medium-term budget planning capacity to ensure that services are reliable and sustainable; fostering regional and modal integration of mobility systems, including the use of non-motorized modes; introducing modern and transparent performance-based bus concessions that are monitored through new technologies that enable open access to operational data and increase transparency for users; introducing a sustainability policy to continuously improve the cost-effectiveness and financial viability of urban transport subsidies; and building on Brazil’s domestic and gender-based violence prevention legislation (“Lei Maria da Penha”-LMDP) and on a year-long policy dialogue by operationalizing innovative social services to reduce domestic and gender-based violence, leveraging transport infrastructure facilities for broader delivery and improved targeting. Despite its relative wealth, the SRJ faces important challenges to reduce poverty and boost shared prosperity. Extreme poverty is higher than those of states with similar average per capita household income.2 While the SRJ has the third largest average per capita household income among Brazilian states, it is ranked 11th in the list of states with incidence of extreme poverty. 2 The SRJ has an extreme poverty headcount of 3.9 percent, compared to 2.6 percent for São Paulo, 2.2 percent for Santa Catarina, 3.8 percent for Rio Grande do Sul and 2.4 percent for Paraná. Also, although income inequality (measured by the Gini coefficient) has decreased, it has done so at a slower pace than in other Brazilian states and is currently at the still high Brazilian average and above all southeastern states.3 Since 2007 the State has implemented and perfected several sound PFM and budgeting measures which have improved public service reliability and which need to be institutionalized and consolidated. This will ensure that key public services can be adequately delivered helping to tackle poverty and shared prosperity issues in Rio de Janeiro. Before 2007 the State had no PFM practices established and the budget was controlled on a cash rationing basis. Payments were made based on cash available on the previous day and in a non-transparent way. Furthermore, the imbalances between incoming revenues and budget execution, as well as between cash availability and payments left the State Treasury with negative cash balances overnight on several occasions. These issues have been proactively addressed by this administration. The average cash balance from 2007 to 2012 was R$ 1.3 billion, compared to only R$ 350 million from 2003 to 2006. The average cash balance has fluctuated between 1.5 and 2 times the value of the monthly payroll. The average time for paying suppliers decreased from more than 40 days to an average period of 10 to 15 days. The sustainability of these results now requires the institutionalization of these reforms. Improving urban mobility services in the RJMR can have a large impact on addressing poverty and shared prosperity challenges in the State. The SRJ is the third most populous State in Brazil and the most urbanized, with 74 percent of its 16 million inhabitants living across the 19 municipalities that comprise the RJMR. Although poverty has gone down significantly in the RJMR, close to 30 per cent of the population is either poor or vulnerable to poverty. 4 Most low- income families reside in the RJMR’s periphery, while jobs are mainly concentrated in the Municipality of Rio de Janeiro (MRJ), which houses 55 percent of the region’s jobs. This places enormous urban mobility demands in a metropolitan area with a limited mobility system.5 Barriers to urban mobility faced by the low income population, particularly those living at most peripheral areas of the RJMR, contribute to social inequality and exclusion. Despite important gains made in recent years (partially with the support of Bank financing of the suburban rail system), the quality of urban mobility in the RJMR continues to be one of the worst in Brazil, particularly for the poor. It was estimated that, in 2010, a dweller from peripheral municipalities spent an average of 22.4 percent of his/her workday (about 86 minutes per day) commuting.6 In general, the RMRJ has the lowest proportion of workers who take less than half an hour to get to work (around 40 percent in 2009). Relative to other global cities the region has long suffered from an inadequate mass transit infrastructure to support its population. Improving access to targeted services for women is also a key priority. Despite policy advances, violence against women remains an extremely serious problem in the SRJ, particularly in the 3 The SRJ’s Gini coefficient decreased from 0.568 to 0.532 from 2001 to 2011. However, while in the mid-1990s the State’s level of inequality was lower than the national average, by the end of the 2000s, it was practically equal to the still high Brazilian average. 4 21.1percent of the RJMR’s residents are vulnerable to poverty; 6.8 percent are poor and 1.9 percent extremely poor. The incidence of poverty peaks in peripheral municipalities such as Tanguá (4.9 percent extreme poverty and 14.4 percent poverty) and Japeri (39.9 percent families vulnerable to poverty). 5 The number of daily trips in the RJMR has grown from 19.9 million in 2003 to 22.6 million in 2012 6 Rafael Pereira and Tim Schwanen, “Tempo de deslocamento casa-trabalho no Brasil (1992-2009): diferenças entre regiões metropolitanas, níveis de renda e sexo. Texto para Discussão No. 1813”. Instituto de Pesquisa Econômica Aplicada (IPEA): Brasília/Rio de Janeiro, 2013. RJMR. Brazil has been recognized internationally for the “Lei Maria da Penha” (LMDP), one of the most innovative laws on domestic violence worldwide, and whose implementation is the responsibility of state governments.7 Nonetheless, States have not been able to implement this legislation due in part to lack of resources and physical facilities. A particular barrier observed with regards to the operationalization of the social services contemplated by this law has been the placement of these services in locations that are difficult access for potential beneficiaries. 8 This has constrained the State’s ability to service women as a vulnerable group. According to a recent study, the rate of women murdered by men (murders per 100,000 women) in the 2009- 2011 period was 6.03 in the SRJ, higher than the average rate of 5.82 reported for the country as a whole and significantly above the rate of 3.74 reported for Sao Paulo.9 Furthermore, as of 2012, women were the most affected by crimes, such as rape (83 percent incidence), threats (67 percent incidence) and aggravated assault (65 percent incidence). For all these crimes, the percentage of women victims increased between 2005 and 2012. Partners and ex-partners accounted for the highest percentage (36.1 percent) of those accused of attempted homicides committed against women in 2012, and 16.9 percent of female homicides occurred in the context of domestic violence and/or family. Operation Objectives The PDO is to assist the Government of Rio de Janeiro (GORJ) in its efforts to enhance public management for the delivery of key public services for vulnerable populations by instituting new policies and regulations to improve: the medium term planning and monitoring of public expenditures (Policy Area 1); the accessibility, quality and affordability of urban mobility services for the poor (Policy Area 2); and the availability of targeted social services aimed at reducing domestic and gender based violence (Policy Area 3). This objective directly contributes to poverty reduction and shared prosperity agendas, insofar as financially-sustainable and targeted urban mobility and social support services benefiting the poor and other populations at risk, such as women, enable more equitable access to economic and social opportunities, allowing the benefits of growth to be shared more widely. The PDO is linked to the GORJ’s priority of improving the availability and quality of public services, an objective that has become even more critical following the recent demonstrations in Rio de Janeiro and across Brazil. Specifically, the operation will support reforms that seek to improve the delivery of transport and gender-focused social services of the State in a financially sustainable manner, as a response to growing citizen demands and fiscal discipline requirements. As discussed in the introduction section, urban mobility and social services for women are fundamental for improving the lives of vulnerable segments of the population in the SRJ. 7 The Maria da Penha law provides for unprecedented measures to protect women in situations of violence or under risk of death. The law changes the Penal Code, allowing an aggressor to be arrested not only in the act of committing an offence, but also preventively, if the aggressor's freedom is determined to be a threat to a victim's life. The law also establishes social measures to assist women. For example, women at risk may be included in government welfare programs, and the law provides for the inclusion of basic information on violence against women in school materials. 8 Perova, Reynolds and Muller (2012) 9 Leila Posenato Garcia, Lúcia Rolim Santana de Freitas, Gabriela Drummond Marques da Silva, Doroteia Aparecida Höfelmann, “Violência contra a mulher: feminicídios no Brasil” IPEA, September 2013 Under the first policy area, the proposed operation supports a program aimed at institutionalizing a series of sound Public Financial Management (PFM) practices that will help consolidate fiscal space and enhance efficiency in government expenditures – a necessary precondition to maintaining financial sustainability, while continuing to improve service delivery. Under the second policy area, supported reforms will complement government’s investments in the transport sector. Specifically, the policy actions supported by the operation are aimed at: (i) developing an integrated multimodal metropolitan transport system under the umbrella of a master plan that can eventually become the planning tool of a metropolitan transit authority and the basis for civil society involvement; (ii) improving the quality and productivity of inter- municipal bus services through modern concessions, awarded to competitively selected private operators that are remunerated based on performance indicators measured through real time data also available to users; and (iii) consolidating the current affordability / social policies which support access to transport services for the most vulnerable populations by ensuring that these policies are financially sustainable. These reforms will directly and significantly help the poorest residents of the RJMR – improving quality of service, reducing travel times and ultimately improving affordability of public transport. Under the third policy area, the proposed operation will back ongoing efforts in the RJMR to reduce domestic and gender-based violence by supporting the implementation of the “Lei Maria da Penha”, using transport infrastructure as a platform for delivering information and social support services that had been previously constrained by limited resources for deployment. This reform is expected to stimulate the mainstreaming of initiatives that maximize the role of the region’s transport infrastructure in addressing a broader social agenda. The prior actions supported by this DPL are described in more detail below: Prior action #1: The State has adopted the legal framework to implement its treasury’s operational risk policy, which provides for, inter alia, mandatory disclosure of related documents on the internet and the State’s submission to yearly external audits of said policy. Prior action #2: The State has established the legal basis for the use of sound financial and debt management tools, such as budget and financial quotas, minimum and average cash balance, and procedures for making payments to its suppliers. Prior action #3: The State has adopted the following budget preparation practices to improve its accountability and fiscal discipline: (A) preparation, publication and regular updating of detailed revenue estimates including subsequent years’ estimates; and (B) issuance of an annual budget directive setting appropriate sectorial budget ceilings which shall be consistent with the medium term revenue forecasts and targets for public indebtedness. Prior action #4: The State has adopted the following institutional practices to improve its transparency and accountability: (A) regular publication of a comprehensive estimate of fiscal commitments, including explicit and contingent payments from effective and prospective PPP contracts, which estimates shall be updated at least annually together with the annual budget law; and (B) publication of all documents and analysis relating to PPP projects through a specialized website. Prior action #5: The State has: (A) adopted the Urban Transport Master Plan (PDTU) as the policy framework for the planning and development of an integrated transport system in the RJMR; and (B) established a formal coordination mechanism to enable the State, the academia, civil society institutions and RJMR municipal governments to participate in the implementation of the PDTU. Prior action #6: The State has taken a first step to initiate the implementation of a policy to physically integrate municipal and state-managed mass transit systems in the RJMR. Prior action #7: The State has adopted a new policy to promote non-motorized transport (NMT) through which it will: (1) ensure that secured bicycle parking will be available at all major transit stations in the RJMR; and (2) provide technical assistance to RJMR municipalities in developing high quality NMT access to major public transport stations. Prior action #8: The State has adopted a policy to: (A) replace existing permission-based route licenses for inter-municipal bus routes with competitively awarded concessions; (B) institute a performance-based system for managing said concessions; and (C) increase transparency in bus service performance for the public. Prior action #9: The State has adopted a technical evaluation platform for periodic monitoring of the financial viability and cost-effectiveness of all transport programs requiring ongoing subsidies in an effort to ensure their financial sustainability. Prior action #10: The State has established the Sub-secretariat of Policies for Women (“SPM- RJ/SEASDH”). Prior action #11: The State has: (A) adopted a policy to promote gender equality in the transport sector specifically focused on the women users of the transport system operated by Supervia; and (B) committed to implement the “Programa Supervia e Teleférico Lilás”. Rationale for Bank Involvement The proposed operation is fully consistent with and closely linked to the objectives of the CPS 2012-2015, which stresses the need for a programmatic approach in Bank interventions and stronger policy integration of transport and urban development. This new DPL will be an important component to support the CPS outcomes across all four key pillars: (a) strengthen public and private investment; (b) improve service delivery to the poor; (c) strengthen regional and territorial development; and (d) support the effective management of natural resources and the environment. The operation forms part of a long term engagement with the GORJ and is following: (i) the Fiscal Sustainability, Human Development and Competitiveness DPL that was approved in February 2010 (DPL1); (ii) the Rio de Janeiro Metropolitan Urban and Housing DPL that was approved in March 2011 (DPL2); and (iii) the Fiscal Efficiency For Quality of Public Service Delivery DPL that was approved in August 2012 (DPL3). The proposed operation will also have important synergies with the upcoming Rio State TAL Additional Financing. Finally, these policies are part of the GORJ’s medium-term fiscal reform program and will deepen and extend the reforms supported by the previous DPLs. From an urban mobility perspective, the proposed operation is closely linked to the on-going Rio de Janeiro State Upgrading and Greening the Rio de Janeiro Urban Rail System Project (P125630), which is supporting critical investments in the Supervia suburban rail system and enabling the provision of technical support to the State. Technical assistance is being provided through this project to the program of policy reforms supported by the DPL. Tentative financing Source: ($m.) Borrower 0 International Bank for Reconstruction and Development 500 Borrower/Recipient IBRD Others (specifiy) Total Tranches (if applicable) ($m.) First Tranche Second Tranche Etc. Total Institutional and Implementation Arrangements The preparation of this operation is being led by the Office of the Chief of Staff (Casa Civil), the State Secretariat of Transportation (SETRANS) and the State Secretariat of Finance (SEFAZ), with participation of the Sub-Secretaria de Políticas para a Mulher (SMP-RJ/ SEASDH). These agencies will be responsible for the overall implementation of the proposed operation, for reporting on progress, and for coordinating actions. A Project Implementation Committee (PIC) made up of officials from the agencies directly involved in the DPL-supported reform agenda will monitor implementation, including all essential technical assistance activities. In addition to monitoring and management systems, this project will support a number of evaluation activities that will generate data to inform State policies and thereby strengthen a culture of evidence- based policy-making. The Program outcomes will be monitored through the measurement of the indicators included in the policy matrix. These indicators seek to assess progress towards the implementation of the reforms supported by the proposed DPL and will be evaluated one year following the disbursement of the loan. The PIC will be in charge of monitoring and reporting the Program’s outcome indicators. Risks and Risk Mitigation While the overall risk of the operation is substantial, the rewards of the operation are significant and have a potentially strong demonstration effect for other cities in Brazil. The confluence of the large international events, citizens’ protests and upcoming elections create an environment that favors the policy actions required in the loan. This combined with the World Bank’s on- going investment and TA operations with the State will help to mitigate the risks. More specifically, the most important risks include: Macroeconomic and Fiscal Risks. The GORJ faces significant fiscal pressures associated with increasing expenditures on several on-going commitments in security, personnel, and health, the investments needed (directly and indirectly) for the World Cup and the Olympics. At the same time some of the State’s main sources of revenue, which continue to be the ICMS tax revenue and oil receipts, remain susceptible to macroeconomic fluctuations in Brazil or abroad. Mitigating circumstances include: (i) the GORJ has demonstrated continued fiscal discipline and is committed to managing the fiscal repercussions of the global environment and of the sporting events prudently; (ii) the actions proposed in this DPL under the fiscal management component will contribute to increasing the State’s fiscal efficiency; and (iii) the recent approval by the Senate of a new sharing rule that would be applied to all royalties coming from all Pre-Salt fields, including those already licensed, despite reducing Rio’s share compared to previous legislation, reduces uncertainties on the revenue side, and prevents losses for producer states and municipalities. Political and Governance-related Risks. Public demonstrations and unrest in June 2013 over the quality and price of public services may be reignited in the coming months, particularly if there are changes in the transport system, such as in the case of the inter-municipal bus concessions. There is a risk that increased public pressure may be used to justify a change in the pace of the reform process. Mitigation measures include a comprehensive public information and relations campaign to highlight the direct link between the reforms and improvements in the quality of urban mass transport services and how these reforms are responding to the points made in the demonstrations Bus Concessioning Process. The concessioning process for new bus routes is a high risk, high reward endeavor and several factors need to be aligned to fully realize the benefits of the process. The first important risk is that the process itself may be delayed if there are legal challenges. However, there is a confluence of events that suggest that this process will indeed proceed in the coming months as planned. Perhaps the most important of these are the public expectations created by the June 2013 protests and the heightened citizen interest in seeing improved quality of service delivery in the urban mobility sector. These expectations open a political window of opportunity for the State Government to deliver tangible results in time for the World Cup mega-event (June-July 2014) and for the state elections (October 2014). Further impetus is provided by a recent Supreme Court decision that asks the State to implement these new concessions in the next twelve months. Additionally, the concessioning process has been structured to mitigate risks as far as possible. Once the concessioning plan is final, and approved by the Tribunal of Accounts (an autonomous auditing body that needs to approve all new government policy initiatives) it will be subject to a structured public consultation process – which is expected to build further support for this process. The Bank will also be supporting the finalization of the plans by way of the technical assistance as part of ongoing investment loans. Even if the concessioning process proceeds as planned, considerable risks remain. The bidding documents that emerge from the process may not truly facilitate open bids. The bids may not be able to attract a truly competitive field. The contracts may not have the right combination of incentives and penalties to align operator interests with high performance. Finally, the regulator may not be able to effectively monitor performance or influence operator behavior. These risks are mitigated by: (i) supporting the process with technical reviews of the bidding documents and route plan; (ii) ensuring that specific concerns have been addressed and key principles have been articulated in the decree; and (iii) involving users and civil society in the performance monitoring process, by making all performance data public using open data protocols. Additionally, technical assistance will be provided through existing Bank operations to strengthen capacity and upgrade systems in the State regulatory agencies involved in the management of transport concessions. Gender --related Policies and Institutions. Given the high level of coordination required between SPM-RJ, SETRANS, the Supervia and Teleferico companies, and a number of other sectorial State and Municipal agencies, the private sector and the NGO community for successful implementation of the “Supervia and Teleferico Lilac Program”, there is a risk that this high level of inclusiveness might come at the cost of efficiency in implementation. Furthermore, adequate funding by the State could pose a risk to effective implementation of the “Supervia and Teleferico Lilac Program”. Several elements of the design of the program will help mitigate that risk, including: (i) the establishment of an inter-sectorial “Gender Working Group” co-Chaired by SETRANS and SPM-RJ, which are the Program proponents; (ii) the publicly-stated commitment of Supervia and Teleferico to the Program, which they see as a mean to increase and sustain service ridership; and, (iii) the allocation of US$15 million (equivalent) to SPM-RJ in the 2014 State budget. Poverty and Social Impacts and Environment Aspects Poverty and social Impact Aspects In short, the urban mobility policies supported by this operation are expected to have positive pro-poor effects because they contribute to remove barriers to urban mobility faced by low income population living at most peripheral areas, which hamper their job competitiveness, their earnings and their access to public services that are concentrated at the capital city, contributing to social inequality and exclusion. Mobility barriers – due to issues related with accessibility, affordability, and time spent commuting – influence negatively the abilities of the low income population, living in peripheral areas, to search and compete for better paying jobs that are concentrated at the central area. Employers became more reluctant to hire people from peripheral areas insofar as they are obliged by law to disburse 94% of the commuting fares to people formally employed and long commuting trips have a burden on the employees` productivity. In consequence, many low income workers from peripheral areas are trapped into accepting more informal job posts, earning smaller wages and/or paying higher fares for commuting trips. Time and costs of urban commuting have become a heavy burden over the poorest families’ budgets and need to be addressed for reducing poverty, inequality and social exclusion. By providing faster, more affordable, safer, and gender-sensitive collective transport, the urban mobility policies supported by this operation may contribute to overcome the current obstacles that aggravate the most low-income families living in most peripheral areas of the RMRJ and to promote social inclusion. Environmental Aspects It is expected that the policies supported by this operation which promote improvements in urban mobility will have significant positive environmental effects in terms of enhanced air quality and reduced carbon emissions. One of the main environmental problems in the Brazilian great cities is the pollution promoted by vehicles. In the RJMR, 77 percent of the air pollutants come from mobile sources,10 much of it from the 15000 buses operating in the region.11 The policy actions supported by this operation, which will lead to rationalization of inter-municipal bus routes and their integration with the regional rail and ferry systems will lower vehicle emissions. The initiatives to improve NMT integration with the regional rail and ferry network will further reinforce these trends towards the use of lower emission public transport modes. Additionally, rail and ferry systems in the RJMR are much less carbon intensive than buses and the actions supported by this operation should result in lower levels of transport-related GHG emissions. Transport is already a significant source of GHG emissions nationwide (9 percent) and more so in urban areas. Rio de Janeiro State has a Policy on Global Climate Change and Sustainable Development, established by Law 5690/2010 and regulated by Decree 43216/2011. The decree established that "emissions from the energy used in transport vehicles should be reduced by 30% (horizon – 2030) compared to 2010 (base year), with the expansion of rail and metro networks, ferry services, municipal and inter-cities bus systems as well as the increased use of biofuels". This operation will support this effort. The State has put in place an appropriate set of environmental licenses to manage infrastructure development, and its institutional capacity to carry out environmental management has improved significantly in recent years. As such, the Rio de Janeiro State has the necessary institutional capabilities to supervise the environmental aspects of transport programs. Contact point World Bank Contact: Shomik Raj Mehndiratta Title: Lead Urban Transport Specialist Tel: (202) 473-9980 Email: smehndiratta@worldbank.org Borrower Contact: Rebeca Virginia Escobar Villagra Title: State Undersecretary of Finance Tel: +55 21 23344592 Email: rvillagra@fazenda.rj.gov.br For more information contact: The InfoShop The World Bank 1818 H Street, NW Washington, D.C. 20433 Telephone: (202) 458-4500 Fax: (202) 522-1500 Web: http://www.worldbank.org/infoshop 10 INEA – Instituto Estadual do Meio Ambiente – www.inea.rj.gov.br/fma/qualidade-ar.asp#regiaometropolitana 11 PDTU 2011 – Plano Diretor de Transporte Urbano, Apresentação Preliminar e Parcial dos Resultados da Pesquisa Domiciliar (Atividade 6.4 – Parte 2). Rio de Janeiro, 07 de agosto de 2013.