2. Aid to Developing Countries: The Importance of the Human Factor A Case Study of AVSI in Brazil October 26, 2011 Jackie Aldrette AVSI-USA www.avsi-usa.org

3. Outline I.Quick Introduction to AVSI II.Why this Case Study? III.Context: Salvador, Brazil IV.Overview of Project Phases Method V.Impact VI.AVSI’s Method VII.Conclusions

4. AVSI Foundation is a not for profit, non-governmental organization, founded in Italy in 1972 and presently active, with more than 110 long- term projects, in 38 developing countries of Africa, Latin America, Eastern Europe, the Middle East and Asia.

5. AVSI Mission To support human development in developing countries with special attention to education and the promotion of the dignity of every human person according to Catholic Social Teaching. Sectors of Work ●Education, Child Development and Family Support ● Health Care and Prevention ●Agriculture, Food Security and Environment ●Urban Upgrading ●Vocational Training and Economic Strengthening ●Emergency Assistance AVSI Network AVSI links together 24 NGO’s, most of which are local institutions in non- western countries, into a global Network. AVSI-USA AVSI’s headquarters are in Milan and Cesena, Italy. Since 2000, AVSI-USA has been in existence to support the work done by AVSI and partner organizations throughout the world, and to liaise with institutional and private donors based in the U.S. Offices are in NY and DC.

6. II. Why This Case Study? AVSI Foundation is currently implementing over 100 long-term development and relief programs around the world, and many more initiatives with local partner organizations. We have chosen to present today the experience in Urban Upgrading in the city of Salvador, Bahia State, Brazil as a Case Study that has  achieved high, sustained impact locally on a range of indicators;  been scaled-up to reach a significant population; and  affected public policy in Brazil and internationally. Our goal is to give you some insight into the actual project and how this impact was achieved, and in doing so illustrate the AVSI method of development. In doing so we hope to articulate some of the lessons learned for effective human and social development.

7. AVSI Method 1) Person at the Center 2) Start from the Positive 3) Doing With 4) Civil Society & Subsidiarity 5) Partnership

8. III. Context – Salvador, Brazil -Fast paced growth and significant urbanization as area became hub for industrialization -High levels of inequality and internal migration due in part to various economic crises of 1970s and on -Highest rate of unemployment in the country -Significant housing crisis as migrants progressively occupied more and more land expanding into mangrove swamps, over landfills and eventually into the Bay of all Saints (taking advantage of commercially unattractive land and legal ambiguities) -Important mobilization of informal settlers served both to make demands known/ engage in policy discussion and to hinder productive collaboration with public authorities

11. IV. Overview of Project Starting point before AVSI arrived:  Huge need to address informal slums, in particular stilt houses over the Bay of all Saints  1973-1984 Government of Salvador invests in upgrading, removal of stilt houses, and relocation of families. Initial success.  1986 New invasions of the area resumed. Stilt house settlement went even further into the Bay of All Saints and in surrounding areas. Medium term failure. Lesson Learned: The focus only on provision of infrastructure and housing without 1) involvement of the people and 2) attention to social needs of a community made the effort unsustainable.

12. (1994-2000) Pilot Project in Novos Alagados Integrated and participatory poverty reduction methodology that combined physical improvements with substantial investment in social projects Three Principles 1.Strengthen community and civic organizations 2.Basic sanitation works, construction of new houses and improvements to new dwellings 3.Environmental recovery of estuary and coastal areas Main innovation: acceptance by the public authorities of the enhanced level of involvement by the slum population itself, accomplished through:  Initial information collecting and relationship building with people  Involving existing community-based associations in all aspects of the design and implementation of program: Social Action Plan  Extensive socio-economic studies done by AVSI with local participation

13. Project Operation/Management Arrangement Model Managing Committee Participation in design and execution Organize relations with community, governmental actors and private sector Managing Committee Participation in design and execution Organize relations with community and governmental actors Managing Committee Organize relations with community and governmental actors COMMUNITY ASSOCIATIONS State Government City Government AVSI Person

15. (2001- 2005) Features of the PATS’ Program PATS: Technical and Social Support Project, for the Ribeira Azul Area Involved World Bank, Cities Alliance, Italian Cooperation, Bahia State Government, Salvador municipal government, AVSI + 70 local associations AVSI in charge of execution of planned interventions and on-site coordination of social development plan Challenge: to scale-up pilot project and methodology to a much larger area (15,000 residents to 150,000 residents), required complex institutional and financial arrangements

17. (2005- present) New Scaling-up: Viver Melhor II The Bahia Poor Urban Areas Integrated Development Project – Dias Melhores → World Bank funding secured in 2005 → Aimed at expanding the PATS methodology to other areas within the state of Bahia Status: Still on-going today, AVSI holding PATS contract with the World Bank, Cities Alliance. Significant international attention.

20. Methodology – what does participation really mean? 1) Engaging existing local organizations – recognizing their value Capacity building and training Opportunities to present proposals and receive funding Encouraged participation in community meetings, important for voicing opinions regarding relocation, design of new houses, etc Empowered to play role in monitoring the project, ensuring maintenance of new infrastructure and monitoring that new invasions did not occur in newly protected bay shoreline 2) Extensive community meetings and planning sessions 3) Creative ways of involving small businesses and cooperatives Increased time + money + patience invested up-front = Increased social capital and local capacity (long-term benefits hard to measure) + greater acceptance and local ownership (long-term sustainability of results)

21. A small cultural organization in Novos Alagdos which organizes dance, capoeira, and cultural activities that provide recreation and education. PATS helped to: formalize the organization and seek registration with local authorities provide resources and contacts for staff training on administration, accounting, finance and project development develop identity and sense of the role that they have in the community expand activities to include literacy classes, vocational training for women foster networking with other agencies and government initiatives that can sustain activities over time “Normally government support in terms of cash goes to larger institutions. For us, the best way of obtaining support has been to organize ourselves in a kind of network. We are now more aware of the importance of working together rather than merely as individuals.” - Raimilton Carvalho Example: The Instituto Cabricultura

22. V. Impact Important Gains in terms of –Physical restoration –Environmental recovery –Social and community development External Evaluations done: –World Bank Poverty and Social Impact Analysis (PSIA), 2004 – 2005 –Results evaluation by University of Trento

26. Infrastructural outputs Managed and funded by the State of Bahia :  1268 pile-dwellings were removed;  984 families moved into new houses;  373 micro-houses were built (191 financed by PATS);  221 houses were upgraded (101 financed by PATS);  52,643 sq.m. of mangrove area were rebuilt or preserved;  17 km of street were asphalted; and  Access roads and access to basic services were provided extensively: water, sewers, electricity, street cleaning and rubbish collection, etc.

27. Social Development Outputs managed by AVSI: 73 CBOs were strengthened; 13 community structures were built or restructured/extended; 1,339 social workers were trained; 78 social projects were completed in the fields of education, family, health, jobs and income, and environment education; 7 job cooperatives were established or launched in the following sectors: textiles, fishing, food-processing, and building; 306 people were trained in vocational courses; 240 community members were contracted as builders; 79 kindergarten teachers were trained through a course of infant education involving both theory and practice; and 562 young people took part in sports, cultural, and/or recreational events

28. Access to community services in Novos Alagados Services20002006 Street cleaning and rubbish collection 50%80% Connection to water network 37%71% Connection to electric network 72%88% Connection to sewerage21%84% Houses without a bathroom 31%3% Comparison of Years 2000 and 2006

29. VII. AVSI Method 1) Person at the Center 2) Start from the Positive 3) Doing With 4) Civil Society & Subsidiarity 5) Partnership

30. Exciting Replications, currently on-going Brazil- City of Olinda Mozambique - Maputo

31. For more information: AVSI website in Italian www.avsi.orgwww.avsi.org AVSI-USA www.avsi-usa.orgwww.avsi-usa.org Cities Alliance publication http://www.citiesalliance.org/ca/node/695 http://www.citiesalliance.org/ca/node/695 Email: infoavsi-usa@avsi.orginfoavsi-usa@avsi.org