Strategic Plan Rio City Governm - Prefeitura Do Rio de Janeiro PDF

STRATEGIC PLAN RIO DE JANEIRO Rio: Integrated
MUNICIPAL GOVERNMENT and Competitive

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S T R AT 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 PA L G O V E R N M E N T
2013 - 2016
Strategic plan Rio de Janeiro

municipal government 3
DOCUMENT STRUCTURE
(CONTENTS)
1. Letter from the Mayor
2. A Vision of the Future
3. Introduction
Conceptual structure of the work
Content construction process
The City Council
Introduction to the Document
4. Objectives and Principles of Government Actions
5. Executive Summary
6. Action Areas*
Health
Education
Transport
Housing and Urban Planning
Public Order and Conservation
Management and Public Finance
Environment and Sustainability
Economic Development
Culture
Social Development
7. Institutionalisation of the Strategic Plan

Results Monitoring Under-Secretariat
Project Management Bureau - EGP
8. Olympic Legacy
Annex - Table of Goals

* Diagnosis, guidelines, targets, and strategic initiatives.
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municipal government
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The launch of the first Strategic Plan by the Rio de Janeiro Municipal
Government in 2009 was a major step forward in terms of managing
the city. For the first time, annual targets and objectives were set
for each management area, disclosed transparently to society and
monitored by all the people of Rio the cariocas. Since then, Rio has
changed and accomplished much: the city has firmed up its status as
a venue for major events, including the World Youth Day in 2013, the
2014 FIFA World Cup, and the 2016 Olympic and Paralympic Games;
the rehabilitation of degraded areas, such as the Port Region, through
the Porto Maravilha upgrade project; the start of works to enhance
urban 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 has
allowed us to practically double the funds allocated to Healthcare and
education.
Three years later, we are working on the first review of the original
Strategic Plan, which will extend the vision of the city to 2030, defining
new guidelines, targets and initiatives for the period 2013 - 2016. The
success of this Plan in 2012 has filled the Municipal Government with
satisfaction. Most of the targets have been reached, with a significant
volume of management information collected and analysed as part of
the process of monitoring this Plan. This was possible only with the
full commitment and engagement of all municipal civil servants, who
are all working for a better Rio, with better services. Transparency
in the disclosure of targets and initiatives, as well as the results ob-
tained, is bringing us increasingly closer to the people of Rio, through
either acknowledgements or demands.
We are fully aware that the successes achieved so far are by no means
the finishing line. To the contrary, they serve as a springboard for oth-
er actions and innovations, whose purpose is to turn Rio de Janeiro
into the best place to live and work in the Southern Hemisphere. It is
with much pride that we submit this review of the Plan to the people of
Rio so that we can together help build our ideal Marvellous City
EDUARDO PAES
Mayor of the City of Rio de Janeiro

A VISION OF
THE FUTURE

municipal government
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While reviewing the first Strategic Plan drawn up by the Rio de Janei-
ro Municipal Government, we realized the need to expand the vision
of the future for the city in ways encompassing a project even more
ambitious than that initially conceptualized in 2009. In fact, when the
current Plan was launched, Rio was already scheduled to host the
2014 FIFA World Cup and had just been voted the host city for the 2016
Summer 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 in
the short term. The review of the current Plan defines specific actions
a viSion within the time frame of the next four years (2013-2016) for the next
municipal administration, while the vision brings together a set of as-
OF THE FUTURE pirations for the city during a far longer period. In this review, we are
striving 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 most
striking beliefs and values of the people of Rio. Based on this diag-
nosis, we outlined our ambitions for 2030, upheld by four aspiration
pillars: 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 capital
that simultaneously offers the best quality of life, an efficient basic
healthcare system and a lifestyle that encourages healthier habits
and customs for a population integrated with education and culture.
To do so, we will be:
The capital with the best public (government) education system in

Brazil.
The capital whose basic healthcare system offers the highest quality
in 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 as

A VISION OF a global benchmark for attracting businesses, with a low unemploy-
THE FUTURE ment level, and steady growth in the average income of its workers. To
do 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 in
Brazil focused on Design, Fashion, the Scenic and Audiovisual Arts.
A national benchmark for excellence in the business environment, in
a leading position for attracting and retaining productive investments.
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In the field of sustainability, we intend to be acknowledged as a global
benchmark for sustainable development, while preserving our envi-
ronmental heritage. To do so, we will be:
A global benchmark for maintaining a sustainable transportation

matrix, with eco-efficient economic activities and education, resulting
in a society whose habits result in low greenhouse gas emissions.
A city whose metropolitan area encompasses the largest forest on
the planet, integrated with an urban area; with its water bodies (riv-
ers, lagoons, bays and shorelines) clean and well preserved.
One of the largest capitals with efficient, universal garbage and
sewerages collection and treatment systems.
In the political eld, we are eager to be acknowledged as one of the main

political and cultural hubs on the global stage. To do so, we will be:
Acknowledged as a welcoming venue for major events, hosting fo-

rums making crucial decisions on matters related to global sustain-
ability and the economic development of emerging nations.
A national benchmark for high performing public administration.
Acknowledged for high value cultural productions and global inuence.
Noteworthy for respecting human diversity.

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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 one
of the main points of attention for the Rio de Janeiro Municipal Gov-
ernment between 2009 and 2012; as stressed by the Mayor, the launch
of the first Strategic Plan was a milestone event. For this new period,
between 2013 and 2016, an even higher level is targeted, in terms of
quality 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, which
worked closely with the Municipal Government Executive Office staff
for seven months, between September 2011 and March 2012, when
the Municipal Government and McKinsey teams were engaged in the
activities 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 experience
built up by the Administration during the past three years of imple-
menting the Strategic Plan. More than 2,000 hours were spent in work
meetings with Municipal Government administrators, collecting and
analysing 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 in
the diagnosis and action proposals, conducting a poll with more than
1,000 local citizens and the structuring of the City Council, which is a
top 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 highly
successful Agreement on Results provided a leap forward in the
quality of the planning process.
The motivation shown by the stakeholders and contributors to this
task, together with the robustness of the methodology used, endowed
everyone 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 slightly
over 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 the
City do Rio de Janeiro over the next few years, allows us to pursue even more
ambitious 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 guidelines
for setting targets in the action area, for the forthcoming period.
Essentially structuring initiatives, conceptualised during the current Plan,
CONCEPTUAL but with implementation over the medium and long terms, remain strategic
during this new period, reflecting concern with the effective realization of
STRUCTURE benefits for citizens, regardless of the Public Administration cycle and its
OF THE WORK terms 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 we
must restructure some of the action areas, altering their scope. Thus, the
following changes are introduced into the new Plan, compared to its current
counterpart:
The Urban Infrastructure area was absorbed and renamed Housing and
Urban Planning.
The Public Order area was included with Conservation.
The Environment area was included with Sustainability.
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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, with
guidelines established for each action area, namely:
Health
Education
Transport
Culture
Social Development
Next, the sector guidelines were transposed into specific, measurable goals to
be reached between 2013 and 2016. In practice, these goals reflect the com-
mitment of the Municipal Government to the population of the city. Finally, the
strategic initiatives underpin practical actions, a set of projects structured and
managed by the Municipal Government, through which we will strive to honour
our commitments to the population of Rio.

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Parallel to the construction of the current Plan, we consulted many
representatives of our society, including entrepreneurs, qualified pro-
fessionals, leaders of social organizations, intellectuals, artists, and
politicians. Additionally, we conducted a public opinion poll with more
than 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 the
Municipal Government. Workshops were held with the newly estab-
lished City Council, with the Mayor, Secretaries, and the Executive Of-
Content fice Strategic Unit, in order to define the goals and strategic initiatives
CONSTRUCTION for the sectors.
pRoCeSS During this stage, the governments 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 Municipal
Government entities drew up detailed descriptions of the strategic ini-
tiatives, in order to define their performance indicators, schedules and
above all their budgets. The sustainability of the Strategic Plan budget
was carefully analysed, and fiscal balance was based on conservative
tax 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 City Council was structured in order to contribute to the review of
the Strategic Plan, and also to serve as an advisory entity for monitoring
its progress. The decision to set up this group was taken on the basis
of earlier successful experience, through which leading citizens were
invited to critique and assess municipal projects and other issues.
For this review, an initial list of 150 candidates was drawn up; all of
them selected for their acknowledged personal or professional con-
tribution, as well as their dedication and identification with the City of
THE CITY Rio de Janeiro. From the list, 120 citizens agreed to honour the city
COUNCIL with their contributions as Council Members, attending four meetings
during the review process.
Most of the suggestions put forward by this Council were included in
this Planning process, as either guidelines, targets or initiatives, with
80% of all the suggestions aligned with other groups of respondents.
This Council will remain active throughout the entire implementation
of the Strategic Plan, meeting at least twice a year in order to assess
its progress.

CITY COUNCIL MEMBERS: ADILSON PIRES, ALBA ZALUAR, ALFREDO LOPES, ANDR EPPINGHAUS,
ANTENOR DE BARROS LEAL, ARMANDO STROZENBERG, AUGUSTO IVAN, BERTHA DE BORJA
REIS DO VALLE, BETO SICUPIRA, BRENDA VALANSI OSRIO, 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, HLCIO
TOKESHI, HUGO BARRETO, JAIRO WERNER, JOO DIONISIO AMOEDO, JOO GUILHERME
RIPPER, JOAQUIM LEVY, JOS ANTONIO FICHTNER, JOSE FORMOSO, JOSE LUIZ ALQUERES,
JOS MARCIO CAMARGO, JOSE PADILHA, JULIO BUENO, LEANDRO PIQUET, LEDA CASTILHO,
LUCIA HIPOLITO, LUIS CARLOS BARRETO, LUS FERNANDO CORREIA, 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 ERCLIA LEITE DE CASTRO, MAURICIO ASSUMPO, MAURO OSORIO,
MICHEL SARKIS, NELMA TAVARES, NELSON SENDAS, NIZAN GUANAES, OLAVO MONTEIRO DE
CARVALHO, PATRCIA AMORIM, PAULO FERRAZ, PAULO MELO, PAULO MOLL, PAULO NIEMEYER,
PEDRO ABRAMO, PEDRO BUARQUE DE HOLLANDA, PEDRO DE LAMARE, PEDRO JOS WAHMANN,
PEDRO LUS, PETER EDUARDO SIEMSEN, PHILIP CARRUTHERS, PLINIO FROES, REGINA CAS,
RICARDO AMARAL, RICARDO CRAVO ALBIN, ROBERTA MEDINA, ROBERTO A. MEDRONHO,
RODRIGO BAGGIO, RODRIGO PIMENTEL, ROGERIO CHOR, RONY MEISLER, ROSA CELIA, ROSISKA
DARCI, SERGIO BERMUDES, SERGIO BESSERMAN VIANNA, SERGIO FERRAZ MAGALHES,
SRGIO NOVIS, SRGIO RUY BARBOSA, SILVIA RAMOS, SOLON LEMOS PINTO, SUSANA
HERCULANO-HOUZEL, SUZANA KAHN RIBEIRO, TNIA ZAGURY, VIK MUNIZ E WALTER MATTOS
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This document is structured into eight chapters, including the Letter
from 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 to
breaking away from paradigms that impact the development of the
INTRODUCTION TO city and quality of life of its population. Then the diagnosis will be pre-
THE DOCUMENT sented, together with the guidelines, targets and strategic initiatives
for 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 AND
PRINCIPLES OF
GOVERNMENT
ACTIONS

Improve access to and quality of municipal public services.
Transform the city, endowing it with urban equipment and facilities that are
tailored 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.
main Ensure more equal opportunities for the youth and children of Rio.
Contribute to the establishment of a highly competitive business environment

and 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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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 federal

government policies.
PRINCIPLES OF
Appreciate, develop, and motivate the human talents in the Munici-
goveRnment pal government.
aCtionS Ensure that the public utility services rendered by the Municipal
Government attain the same quality standards throughout the city.
Potentiate the Municipal Governments investment capacity through

partnerships with the private sectors and other tiers of government.
Deploy technological development to enhance citizen services and

ensure more efficient municipal administration processes.

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EXECUTIVE
SUMMARY

EXECUTIVE The new Strategic Plan of the Rio de Janeiro Municipal Government
has 56 goals and 58 initiatives (Figure 1).
SUMMARY OF
The budget allocated for its implementation is R$ 38.6 billion, of
THE STRATEGIC which R$ 24.6 billion come from Municipal Government Funds and
PLAN 2013-2016 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 most
in 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 INITIATIVES

BY ACTION AREAS FOR THE 2013-2016
STRATEGIC PLAN
ACTION AREAS NUMBER OF GOALS NUMBER OF INITIATIVES
HEALTH 6 4
EDUCATION 6 6
tRanSpoRt 7 11
HOUSING AND URBAN PLANNING 7 8
PUBLIC ORDER AND CONSERVATION 4 5
MANAGEMENT AND PUBLIC FINANCE 7 6
ENVIRONMENT AND SUSTAINABILITY 6 6
ECONOMIC DEVELOPMENT 4 5
CULTURE 4 4
SOCIAL DEVELOPMENT 5 3
TOTAL 56 58

FIGURE 2
BUDGET ALLOCATED TO THE IMPLEMENTATION

OF THE 2013-20161 PLAN
2012/2016 R$ BILLION
HOUSING AND URBAN PLANNING 4,5 7,5 12,0

tRanSpoRt 4,0 2,7 6,7
EDUCATION 4,1 0 4,1
HEALTH 3,0 1,1 4,1
ENVIRONMENT AND SUSTAINABILITY 0,9 2,5 3,4
PUBLIC ORDER AND CONSERVATION 3,4 0 3,4
MANAGEMENT AND PUBLIC FINANCE 2,2 0,1 2,3
SOCIAL DEVELOPMENT 1,1 0 1,1

Government Funds
ECONOMIC DEVELOPMENT 0,8 0,1 0,9 External Funds
0,6 0 0,6 1 The budget also includes 2012, as the strategic initiative will be implemented
CULTURE from this year onwards, and their outcomes monitored.
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FIGURE 3
DISTRIBUTION OF INVESTMENTS BY
PLANNING AREA (PA)
PA 3: 35%
PA 3
PA 3
PA 1: 15%
PA 5 PA 1
PA 4 PA 2
PA 5: 35% PA 2: 5%
PA 4: 10%

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ACTION
AREAS
Health
Education
Transport
Culture
Social Development

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 through
government actions with impact in the action area in question or
other factors, such as the economic situation of Brazil, and federal
or state policies affecting the municipality, among others. This di-
agnosis also lists the main challenges to be faced by the city during
the next few years.
Guidelines: presents a breakdown of the Main Government Objec-
aCtion tives for each of the action areas covered by the Strategic Plan. The
aReaS guidelines 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 readers
to understand the scope of the proposed activities, the following
information will be presented:
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Current Situation: starting point for the city on the topic covered by
the 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 area
goal(s) associated with the strategic initiative. In some cases, struc-
turing initiatives are not associated with specific goals, but their
implementation is aligned with the guidelines, enabling a shift in
paradigm in a specific action area.
Budget: encompasses the amounts to cover costs and investments
required by the initiative for the period between 2012 and 2016, with
detailed descriptions of the amount to be disbursed by the Munici-
pal Government (Government Funds) and the amount to be brought
in through external funds, such as concessions, PPPs, loans, and
transfers.
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 STRATEGIC
initiativeS
HEALTH TRANSPORT
Sade Presente Healthcare Transport Tariff Integration -
programme Bilhete nico Carioca
Restructuring of Accident and Upgrading of the Bus Fleet
Emergency Care Services TransOeste BRT Line
Hospital Discharge Programme TransCarioca BRT Line
for the Elderly - PADI and Back-Up TransOlmpica BRT Line
Hospital Beds TransBrasil BRT Line
Sade inteligente Healthcare Downtown Light Rail VLT System
programme Aquatic Transport Project
Intelligent Trafc
Sustainable Mobility Plan
EDUCATION Rio Boa Praa Redesign of Taxicab
Service in Rio
Full-Time Schooling Programme
Pre-School Development Space (EDI)
The Olympic symbol tutoring HOUSING AND
is displayed on all Schools for Tomorrow
URBAN PLANNING
Rio Criana Global
initiatives that are Schooling Programme Morar Carioca Urban Housing Programme
directly related to the Healthcare in Schools Morar Carioca - Minha Casa Minha Vida
olympic legacy 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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PUBLIC ORDER AND ENVIRONMENT AND CULTURE
CONSERVATION SUSTAINABILITY Revision of Existing Cultural
Infrastructure
Rio in order programme Sanitation Expansion Programme
Fostering Cultural Production
Integrated Management of Public Flood Control Programme
port Region Cultural pole
Roads Water Quality Programme
Rio Heritage Historical
Conservation of Special Roads Rio Bike Capital
Centre
and Tunnels Rio Sustainable Capital
Upgrading of Road Lighting Network Rio green Capital
Rio Accessibility Programme
ECONOMIC SOCIAL
MANAGEMENT AND
DEVELOPMENT DEVELOPMENT
PUBLIC FINANCE
Rio Business Environment Family Card
High Performance Government Rio energy Capital Psycho-Social
programme Rio Tourism Capital Assistance
Rio intelligent City it programme Rio Creative Industry Capital Rio em Forma Sports
nota Carioca 2.0 online invoicing Industry-Specic Development Plan initiative
programme
Tax System Upgrading
gente de alto valor Leaders
training
A Present Municipality

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HEALTHCARE

HEALTHCARE The Healthcare system in the Rio de Janeiro Municipality has im-
proved significantly over the past few years, particularly through ex-
diagnoSiS tending coverage provided through the Programa Sade da Famlia
- PSF (Family Healthcare Programme) and the Programa de Desospi-
talizao 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 and
Emergency 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 neediest
neighbourhoods of the city. Today, many of them already have 100% of
coverage, including Rocinha, Manguinhos, Mangueira, Acari, Rocha,
Santa Cruz, Gardnia Azul, Moner, and Galeo (Ilha do Governador).
Implemented in 2010, the Programa de Desospitalizao de Idosos -
padi (Hospital Discharge Programme for the Elderly) covered around
one million people in 2011.
EXPANSION OF THE FAMILY

YEAR HEALTH PROGRAMME COVERAGE
2008 3,5%
2011 27,3%
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 programme
is under way in four of the largest hospitals in Rio de Janeiro: Miguel
Couto, Souza Aguiar, Loureno 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 Werneck
hospital and the reconstruction of the Pedro II Hospital in Santa Cruz.
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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 innovative

solutions, which undermines the efficiency of care offered to pa-
tients, as well as the management of funds.
HEALTHCARE Extend the life expectancy of the population, evening out differences
due to regions, income, and class.
GUIDELINES
Promote health and prevent diseases and their side effects, by
stressing 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 Family

Health 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 the

quality of care offered to the population.

HEALTHCARE Bring the infant mortality rate down to under 10 per 1,000 live births by 2016.
GOALS 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 Sade da Famlia (Family Health) programme in

the municipality by 2016.
Reach an adequate waiting period for 90% of elective medical visits, 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 network units, benchmarked to 2011.
* Regional Emergency Room Operations Coordination.

** National Healthcare Establishment Registry.
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SADE PRESENTE
PRESENT HEALTHCARE
DESCRIPTION OF STRATEGIC INITIATIVE
CURRENT SITUATION
The Present Healthcare (Sade Presente) program is the
main strategy deployed by healthcare systems worldwide
to obtain the best outcomes in terms of and life expectancy
and quality among the population. In 2008, the indicators
for Rio de Janeiro were among the lowest. With the reno-
vation of primary care services implemented under this
programme in 2009, the city improved its primary care
coverage, rising from 3.5% to 27.3% in 2011. To do so, 52
new Family Clinics were built, and 66 old units were ren-
ovated. During this time, several neighbourhoods in Rio
de Janeiro reached 100% coverage by the Family Health
Programme, including: Rocinha, Manguinhos, Manguei-
ra, Acari, Rocha, Santa Cruz, Gardnia Azul, Moner, and
Galeo (Ilha do Governador).
DESCRIPTION
Between 2012 and 2016, the Sade Presente healthcare
programme will continue to expand its coverage, reach-
ing 70% of the population of Rio de Janeiro with the
building of 79 new Family Clinics, totalling 279 units, to-
gether with the renovation of the remaining 64 primary
care clinics.
EXPECTED OUTCOMES
Expansion of the coverage provided by the Sade Pre-
sente programme to 70% in 2016, with a better quality of
life and longer life expectancy for the population, through
more effective care that is closer to the citizens, conse-
quently reducing the ow of patients to major emergency
rooms 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 through
the Family Health Programme.
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ALIGNMENT WITH MUNICIPAL PERFORMANCE
GOVERNMENTS GOALS INDICATORS
Bring the infant mortality rate down to under 10 per 1,000 live Number of visits under the
births by 2016. Family Health programme.
Bring the maternal mortality rate down to 41 per 100,000 live Number of outpatient users
births by 2016. outside the territory.
Reach 70% coverage by the Sade da Famlia (Family Health) Flow of patients in Municipal
programme in the Municipality by 2016. emergency services (same indicator
in UPAs Programme).
2012-2016 BUDGET* Number of emergency visits in the territory.
R$ million External Funds Government Funds Total Number of renovated Family Clinics.
Expenses 621.2 939.1 1,560.3
Investments 0.0 249.8 249.8 MILESTONES

Total 621.2 1,188.9 1,810.1
SCHEDULE
* Coverage expansion between 2012 and 2016 Dec/2012
Renovate 10 units and build 17 clinics.
Dec/2013
Dec/2014
Dec/2015
Dec/2016

REESTRUTURAO DO ATENDIMENTO
DE URGNCIA E EMERGNCIA
RESTRUCTURING OF ACCIDENT AND
EMERGENCY CARE SERVICES
CURRENT SITUATION
Until 2009, accident and emergency care services in the
city were fragmented. Since then, an integrated and hu-
manized system has been created with the implemen-
tation of the Reception and Risk Classification System
in major emergency services (Miguel Couto, Loureno
Jorge, Salgado Filho, Souza Aguiar Hospitals), which
led to a reduction in patient waiting time.
DESCRIPTION
Organization of the entrance to municipal emergency
services, integration with Civil Defence, SAMU (emer-
gency ambulance service), and GSE (SOS and Emergen-
cy Group), and regionalization through the Emergency
Regional Operations Coordination (CORE). Conclusion
of Human Resources Research and Management Devel-
opment Projects (started in 2009 with FIOTEC Foun-
dation for Technological and Scientific Development in
Health), according to its quantitative needs, vertical op-
erational flows in the units and cross sectional flows in
the Municipalitys network of emergency hospitals.
EXPECTED OUTCOMES
Improve health of the population by reducing average
waiting time, eliminating overcrowding in emergency
services, and providing faster response to major events
and disasters.
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ALIGNMENT WITH MUNICIPAL PERFORMANCE
GOVERNMENTS GOALS INDICATORS
Shorten waiting period by at least 25% in municipal emer- Issuing of 3 consecutive bimonthly reports
gency rooms (CORE) by 2016, benchmarked to 2011. from the hospital quality access unit.
Reach an adequate waiting period for 90% of elective medi- Waiting time in emergency queues.
cal visits, by type of visit, by 2016, benchmarked to 2012.
User satisfaction.
Ensure that by 2016 there are no patients in hospital beds
Occupancy rate of beds in
not registered with the CNES in any municipal hospital net- observation room (yellow room).
work units, benchmarked to 2011.
Units productivity.
2012-2016 BUDGET Number of regulated patients among

those referred for admission.
R$million External Funds Government Funds Total
Expenses 350.0 1,077.4 1,427.4 MILESTONES

Investments 0.0 230.0 230.0 SCHEDULE
Total 350.0 1,307.4 1,657.4
Dec/2012
Complete renovation of
4 health units.
May/2013
Complete emergency Care
Development Project with FIOTEC.
Dec/2013
Establish quality hospital access
units in 4 hospitals.

DESOSPITALIZAO PADI
E LEITOS DE RETAGUARDA
HOSPITAL DISCHARGE PROGRAMME
FOR THE ELDERLY PADI AND
BACK-UP HOSPITAL BEDS
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 municipal
emergency units. The Elderly Home Care Programme
(Programa de Ateno Domiciliar ao Idoso - PADI) con-
sists of a group of actions to promote healthcare, pre-
vention and treatment of diseases, and rehabilitation in
households. The programme is mainly for patients aged
60 and over with conditions that can present function-
al recovery and greater autonomy, aimed at reducing
hospital occupation. The programme was implemented
in 2010 with nine teams, in addition to the initial pilot
team, and by 2011 it has covered approximately 1 million
residents of the city.
DESCRIPTION
The initiative consists in extending PADI and back-up
beds, enabling the enhancement of this service by re-
covering and expanding the installed capacity. Between
2012 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 nurses aide.
EXPECTED OUTCOMES
Improve populations health by means of reducing long
hospital stays and improve quality of care to elderly pa-
tients; optimize use of resources by releasing hospital
beds for hospitalization of new patients; and improve
standard of care.
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PERFORMANCE
INDICATORS
Number of procedures carried

out through PADI.
ALIGNMENT WITH MUNICIPAL
GOVERNMENTS GOALS Number of teams implemented.
Shorten waiting period by at least 25% in municipal emer- Number of patients treated.
gency rooms (CORE) by 2016, benchmarked to 2011.
population coverage.
Number of qualied beds.
2012-2016 BUDGET MILESTONES

SCHEDULE
R$ million External Funds Government Funds Total
Expenses 72.0 51.8 123.8 Dec/2012

Add 10 teams and qualify 40 beds.
Investments 0.0 0.0 0.0
Total 72.0 51.8 123.8 Dec/2013

Dec/2014
Add 10 teams and qualify of 50 beds.
Dec/2015
Dec/2016

SADE INTELIGENTE
HEALTHCARE PROGRAMME
CURRENT SITUATION
In the past 3 years, relevant changes were made in the
use of technology within the Municipal Government. Un-
til then, there were no electronic registries with patient
data in any health care unit. In 2011, over 1 million peo-
ple had their individual and clinical data registered in
the 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 Sade 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 and
second opinions via teleconferencing in all units that
make 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 time
to schedule medical visits and exams and increased
resolution of cases. Generate management information
from the electronic chart and compulsory notifications.
Easier access to the Healthcare system.
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PERFORMANCE
INDICATORS
ALIGNMENT WITH MUNICIPAL Proportion of users with clinical data in

charts in relation to the number of users
GOVERNMENTS GOALS
registered.
Shorten waiting period by at least 25% in municipal emer-
% of management contracts monitored by a
gency rooms (CORE) by 2016, benchmarked to 2011. control module available on the Web.
Reach an adequate waiting period for 90% of elective medical Number of hospitals with implemented
visits, by type of visit, by 2016, benchmarked to 2012. Internal Regulation Unit (NIR).
Ensure that by 2016 there are no patients in hospital beds not Number of PSF teams assisted by a remote
registered with the CNES in any municipal hospital network second opinion support.
units, benchmarked to 2011.
MILESTONES
2012-2016 BUDGET SCHEDULE
Feb/2012
New Regulation Centre.
Expenses 0.0 297.9 297.9
Investments 0.0 51.2 51.2 Dec/2012

Implement human resources
Total 0.0 349.1 349.1 management module.
Dec/2012
Implement storage, inventory and
distribution logistics module.
Dec/2014
Begin integration of all laboratories to
electronic chart.
Dec/2015
NIR operating in 28 hospitals.
Dec/2016
Complete integration of all laboratories.

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EDUCATION

The reformulation of the pedagogical project of Rio de Janeiros pub-
lic (government) education network brought about positive changes
to the education scenario in the city. Automatic passing was dis-
continued, parents were encouraged to be more participative in their
childrens education, and children in risk areas got special attention in
the Schools for Tomorrow. Additionally, a new policy for Early Child-
hood was developed with the EDIs Childrens Development Space
(Espao de Desenvolvimento Infantil), with the creation of 15 thousand
new vacancies in day care centres between 2009 and 2011.
Since 2009 there has been greater integration between Education

and other areas such as Healthcare, with the School Healthcare pro-
EDUCATION gramme, as well as more extensive Social Assistance, with the defini-
diagnoSiS tion of eligibility conditions linked to Education for benefits from the
Family Card Programme (Programa Carto Famlia Carioca), such as
minimum attendance of students enrolled in the programme.
However, there are some challenges to be overcome by the area of

education:
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 to
technological resources.
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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 education
at the right age and be ready to start secondary education with a life
EDUCATION project for their future.
GUIDELINES
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.

Achieve an average grade in municipal public schools equal to or
higher than 6.0 for the first years and equal to or higher than 5.0 for
the final years of the IDEB* by 2015.
Ensure that at least 95% of children who will be 7 years old by the
end of 2016 are literate.
Reduce functional illiteracy rates to less than 5% among students
EDUCATION from 4th to 6th grades by 2016.
GOALS Have at least 35% of municipal school students in full-time school

by 2016.
Ensure that 96% of municipal school students graduate from basic

education by the age of 16.
Create 60 thousand vacancies for pre-school education between

2009 and 2016.
* ndice de Desenvolvimento da Educao Bsica (Basic Education Development Index).
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ESCOLA CARIOCA
EM TEMPO INTEGRAL
FULL-TIME SCHOOLING PROGRAMME
CURRENT SITUATION
Until 2011, only 79 of the 1,064 (7%) municipal schools
in Rio operated in a single shift of at least 7 hours, of
which 20 offered the 2nd segment. This figure is far from
the recommendation of the best international practices
and points at a direct relation between longer classroom
hours and students performance, as can be noted in the
European and American educational systems.
DESCRIPTION
The Full-time Schooling Programme (Escola Carioca
em Tempo Integral) is the second generation of invest-
ments in a quality leap for municipal public education
in Rio de Janeiro. The new Single Shift School (Escola
Carioca em Turno nico) will operate during a full day
with a specific syllabus content, offering more classes
on basic subjects in addition to time dedicated to Edu-
cation of Values and Guided Studies. It will be organized
in groups according to age brackets: Literacy Houses
(1st to 3rd years), Primary (4th to 6th years) and Middle
school (7th to 9th years), enabling greater achievement
for students, and more specialized training for teachers
on 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 performance
levels equal to those of OECD Organisation for Eco-
nomic Cooperation and Development countries and
compliance with Rios legislation, adopting the 7-hour
shift in municipal schools. Achieve the best grade in the
Brazil Exam (Prova Brasil) in 2015 among the municipal
education networks in the country.
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PERFORMANCE
INDICATORS
IDEB grades (initial and final school

ALIGNMENT WITH MUNICIPAL years).
GOVERNMENTS GOALS
Literate students at the end of 2nd
Achieve an average grade in municipal public schools equal
grade (%).
to or higher than 6.0 for the first years and equal to or higher
than 5.0 for the final years of IDEB in 2015.
Passing rate in the first segment (%).
Ensure that at least 95% of children who will be 7 years old

Dispersion of grades of the SAEB
by the end of 2016 are literate.
- Basic Education Assessment System
- exam.
Reduce functional illiteracy rate to less than 5% among stu-
dents from 4th to 6th grades by 2016.
Percentage of basic education
students studying in a single shift of
Have at least 35% of municipal network students in full-time
at least 7 hours.
school by 2016.
Schools renovated to enable single

Ensure that 96% of municipal school students graduate from
shift operation.
basic education by the age of 16.
Schools built following the single shift

standard.
2012-2016 BUDGET
Percentage of Schools for Tomorrow
R$ million External Funds Government Funds Total operating in single shift.
Expenses 0.0 193.0 193.0
Investments 0.0 1,174.0 1,174.0
Total 0.0 1,367.0 1,367.0

ESPAO DE DESENVOLVIMENTO
INFANTIL (EDI)
PRE-SCHOOL DEVELOPMENT
CURRENT SITUATION
Since 2009, pre-school education has been extended to
15 thousand vacancies in day care centres. As to qual-
ity, progress has been made by creating the position of
Pre-School Education Professor, training of all day care
centre support staff, design and implementation of syl-
labus for day care centres and pre-school, denition and
implementation of child development assessment and
monitoring indicators, design and implementation of the
Complete Early Childhood Programme (Programa Pri-
meira Infncia Completa PIC) and the Family School
(Escola da Famlia), 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, to
continue in a more ambitious plan so as to overcome the
vacancy decit in pre-school education in the City of Rio
de Janeiro, which deprives many children from access to
education and obliges mothers to give up their jobs in
order to care for their children.
DESCRIPTION
The Pre-School Development Space initiative (EDI) com-
prehends three fronts: (i) Expansion of coverage, (ii) Leap
in quality and (iii) Cross sector integration. (i) Expansion
of coverage consists of adding 30 thousand new vacan-
cies to the pre-school network, first and foremost in the
West Zone and areas with a high concentration of Family
Card beneficiaries. This front also plans to refine access
to day care centres (including enhanced priority criteria,
customized to family needs) and a better match of sup-
ply to local demand (through georeferencing equipment
and optimizing intrapole registration vacancies); (ii) The
Leap 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-
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PERFORMANCE
INDICATORS
Number of new vacancies in day care

centres.
ation and implementation of the Assessment and Monitoring
System (aiming at ensuring child development and quality of Number of new vacancies in pre-school.
service provided); (iii) Cross sector integration plans to en-
sure service to 100% of Family Card beneficiaries through Occupancy rates in day care centres.
the day care centre modality or the PIC, as well as fine tuning
Occupancy rates in pre-schools.
and implementing the cross sector programme for alterna-
tive services. % of children from 0.5 to 3 years included in
the Family Card registry serviced by day care
EXPECTED OUTCOMES centres or PIC.
Increased access to Pre-School Education through 30 thousand
new vacancies, ensuring that the vacancies offered will meet Implementation of Assessment and
the demand of the poorer population; better child development Monitoring System.
of the children serviced, ensuring basic health conditions and
levelling socio-economic differences in future school perfor- MILESTONES
mance; connect all Municipal Governments actions geared to- SCHEDULE
ward Early Childhood so as to ensure complete assistance for
May/2012
the child and family.
Demand Map (match supply/demand of
vacancies).
Feb/2013
ALIGNMENT WITH MUNICIPAL Implement new Vacancy Access Policy for
GOVERNMENTS GOALS Day Care Centres (inclusion of more criteria
besides the Family Card).
by the end of 2016 are literate. Dec/2013
70 new units (14 thousand vacancies).
Create 60 thousand vacancies for pre-school education be-
tween 2009 and 2016. Dec/2013
Implement Assessment and Monitoring
System.
2012-2016 BUDGET Dec/2014

Dec/2015
Expenses 0.0 977.0 977.0
Total 0.0 1,650.0 1,650.0

Dec/2016
REFORO ESCOLAR
TUTORING PROGRAMME
CURRENT SITUATION
In 2009, approximately 28 thousand functionally illiterate
students were identied between the 4th and 6th grades in
Rio de Janeiros municipal school network. The Tutoring
(Reforo Escolar) Project was created with a special fo-
cus on re-literacy and acceleration to ensure a successful
learning process for all students in the network. Classes
were organized for functionally illiterate students from 4th
to 6th grades. Other dedicated classes were also set up
with the purpose of reducing the age-grade gap in both
the 1st and 2nd segments. Since then, 25.5 thousand stu-
dents learned how to read and write between 2009 and
2011 and 7 thousand are in the re-literacy process. Ad-
ditionally, 33 thousand students attended accelerated
learning classes between 2009 and 2011; and in 2012, 34
thousand students are in this process. Nevertheless, the
programme must be enhanced, in order to reduce de age-
grade gap which is still a challenge for the Municipalitys
education system.
DESCRIPTION
The Tutoring Programme aims at continuing the learning
qualication process and providing continuous attention
to the maintenance of the correct ow in Rio de Janeiros
Municipal 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 level
them in the right grade for their age. The focus will shift
to intensive parallel catching up and tutoring during the
free shift (Nenhuma Criana a Menos project), preventing
students from falling behind. The project includes con-
tinuous teacher training, convention agreements, hiring
partners, and monitoring school performance.
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PERFORMANCE
INDICATORS
Results of bimonthly exams

(exams given by the Municipality).
EXPECTED OUTCOMES
% of students who dropping out of basic
Improve quality of public education, focusing on reducing education in the municipal schools per
students functional illiteracy and age-grade gap. place of enrolment.
% of students that failing basic educa-

tion in the municipal schools, per place of
ALIGNMENT WITH MUNICIPAL enrolment.
GOVERNMENTS GOALS
Rates of functional illiteracy.
to 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. MILESTONES
SCHEDULE
by the end of 2016 are literate. Dec/2012
Perform diagnostic tests for functional il-
Reduce functional illiteracy rates to less than 5% among
literacy from 4th to 6th grades.
students from 4th to 6th grades by 2016.
Jan/ 13
Train teachers.
Ensure that 96% of municipal school students graduate
from basic education by the age of 16. Nov/2012 to 16
Rio Exam and Literate Rio (Alfabetiza Rio).
2012-2016 BUDGET
Expenses 0.0 154.3 154.3
Total 0.0 154.3 154.3

ESCOLAS DO AMANH
SCHOOLS FOR
CURRENT SITUATION
In 2009, the Municipal Government identified over 150
schools located in areas with high violence rates and
risks 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 teachers
were not motivated to work in an environment with such
grievance. In order to face these challenges, the Munic-
ipal Government implemented the Schools for Tomor-
row programme, by which students are offered tutoring
activities in their free shift, community integration ac-
tivities, healthcare in schools and cognitive unblocking,
among others. This programme needs to be extended in
order to solve these issues, still present in very violent
areas, especially with regard to school dropout rates.
DESCRIPTION
The programme aims at improving learning and edu-
cational quality in all basic education schools located
in low-income areas with high violence rates or those
which have been recently pacified. These schools typi-
cally present elevated school dropout rates, illiterate
children, age-grade gap and consequently much lower
academic performance than the rest of the Municipal
school network. The Programmes main pillars are: (i)
Tutoring; (ii) Full-time education with extracurricular
activities in the free shift; (iii) Special education in the
teaching 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 with
the Health area to diagnose and follow up students and
promote education in health.
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PERFORMANCE
INDICATORS
IDEB grade (initial and nal years).
IDE-RIO grade (nal years).

EXPECTED OUTCOMES
Improved quality of public education, with reduced school Care provided by physicians and nurses.
dropout rates.
Percentage of awarded schools.
School dropout rates.

GOVERNMENTS GOALS Age-grade gap.
Achieve an average grade in municipal public schools equal MILESTONES

to or higher than 6.0 for the first years and equal to or higher SCHEDULE
Apr/2012
Ensure that at least 95% of children who will be 7 years old Execute contract for the Scientist of
by the end of 2016 are literate. Tomorrow Programme.
May/2012 and May/2014

Reduce functional illiteracy rate to less than 5% among
Execute contract for Educating
students from 4th to 6th grades by 2016.
Neighbourhood Programme.
Ensure that 96% of municipal school students graduate from Apr/2013

basic education by the age of 16. Implement monitoring and assessment
system.
Dec/2013 and Dec/2015

Execute contract for teacher training.
2012-2016 BUDGET
Expenses 0.0 323.5 323.5
Total 0.0 323.5 323.5

RIO CRIANA GLOBAL
SCHOOLING PROGRAMME
CURRENT SITUATION
Since 2010, Rios Global Child Programme has extended
the teaching of English in Rio de Janeiros Municipal
Government schools. In 2012, the Programme taught all
students from 1st to 7th grade in Basic Education. How-
ever, 8th and 9th grade students have not been included
in this initiative, bringing about discontinuity in the Eng-
lish learning process and affecting students finalizing
their schooling.
DESCRIPTION
The objective of Rio Criana Global Schooling Pro-
gramme is to extend English teaching to all 1st to 9th
grade students of all Municipal Government schools, to
be implemented in the 8th grade in 2013, and 9th grade
in 2014. Emphasis will be given to oral communication.
EXPECTED OUTCOMES
Improve the quality of public education by teaching
English, with a focus on oral communication, offering
students finishing the 9th grade a knowledge of the lan-
guage between basic and intermediate, thus expanding
their opportunities.
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PERFORMANCE
INDICATORS
ALIGNMENT WITH MUNICIPAL Number of students covered.

GOVERNMENTS GOALS
School years covered.
Achieve an average grade in municipal public schools equal to
or higher than 6.0 for the rst years and equal to or higher than MILESTONES
5.0 for the nal years of IDEB in 2015. SCHEDULE
Dec/2012
2012-2016 BUDGET English classes for all 1st to 7th grade
students.
Dec/2013
Expenses 0.0 213.5 213.5
English classes for all 1st to 8th grade
Investments 0.0 0.0 0.0 students.
Total 0.0 213.5 213.5
Dec/2014
English classes for all 1st to 9th grade
students.

SADE NAS ESCOLAS
HEALTHCARE IN SCHOOLS
CURRENT SITUATION
The vast majority of students from the municipal educa-
tion network, which includes a good share of the lower
income population, have no access to preventive health-
care, and this jeopardizes their school performance. In
this sense, the Health in Schools initiative was imple-
mented in 2010, performing over 500 thousand visits in
the municipal network in 2011, covering hearing, visual
and oral healthcare. This figure needs to rise as a means
of reaching a greater number of children in municipal
schools with this improvement in public health quality.
DESCRIPTION
The Healthcare in Schools Programme (programa
Sade na Escola - PSE) aims at continuously integrat-
ing and articulating Education, Health and Social As-
sistance, improving the quality of life of students in
the municipal education network. PSEs objective is to
contribute to the education of students through health
promotion, prevention and care in order to face vulner-
abilities that jeopardize the full development of children
and 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 and
age-grade gap.
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PERFORMANCE
INDICATORS
Number of students with Oral Healthcare.

GOVERNMENTS GOALS
Number of students with Eye Healthcare.
Number of students with Hearing
to or higher than 6.0 for the first years and equal to or higher
Healthcare.
MILESTONES
SCHEDULE
2012-2016 BUDGET
Apr/2012
R$ million External Funds Government Funds Total Sign service contract.
Expenses 0.0 150.9 150.9 Apr/2012 to Dec/2012

Investments 0.0 0.0 0.0 500 thousand students examined.
Total 0.0 150.9 150.9
Apr/2013 to Dec/2013
650 thousand students examined.

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TRANSPORT

A series of interventions in transport are under way or have been
programmed in Rio de Janeiro, such as the construction of exclusive
lanes for articulated buses (Ligeiro) TransOeste, TransCarioca,
TransOlmpica 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-
tRanSpoRt gramme (Bilhete nico Carioca), which includes bus-bus and bus-
train fares and, in 2012, this will be part of Ligeiro-Transoeste BRT
diagnoSiS Line. In addition, the Municipality has made a call for bids for all the
citys bus lines and implemented exclusive bus lanes (BRS).
The state government has concomitantly invested in extending the

subway network in the city and modernizing SuperVia trains.
However, Rio residents still face critical transport problems in the city
such as overcrowding, delays in services, lack of comfort and slow
traffic. Some challenges need to be overcome so that this reality can
be changed, such as:
The population does not count with a high capacity structural net-
work that is compatible with the citys demands and dimensions.
Subway, ferryboats and vans have not been integrated with the Sin-
gle Ticket (Bilhete nico Carioca) system.
The bus and van passenger system is overgrown, and the companies
began to operate concurring lines that compete among each other
and also with railway and subway modes of transport.
There is a geographical imbalance in the distribution of buses

throughout the city, with an excessive offer in the South Zone and
Centre and deficiency in the West Zone.
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The vehicle fleet, growing excessively in the capital as well as in the
metropolitan area, demands active management.
The traffic network infrastructure (traffic lights, meters, message

panels, cameras, etc.) is still at a very low level of automation, mak-
ing it difficult to efficiently manage the citys traffic performance.
Although there is an enormous amount of taxis in the city, the ser-

vice is far from desirable in light of the fleets poor quality, lack of
service standards and poor training of drivers.
tRanSpoRt Rationalize the public transport system through reorganization and

transport-tariff integration of the system.
GUIDELINES
Improve public transport systems supervision and management
through the use of technology.
Improve city mobility by extending and modernizing high capacity

transport 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.

Shorten the average transit time in half along the main routes of the
city in the Ligeiro system, and at least 20% in the BRS system per
year upon the launch of each system, and maintaining this reduc-
tion rate along subsequent years.
tRanSpoRt
Reduce number of traffic accidents with victims by at least 15% by
GOALS 2016, 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 who
use at least one high capacity transport mode (railway, subway, or
Ligeiro) by 2016.
Complete construction work and begin operation of the TransOeste,

TransCarioca, TransOlmpica 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 the

Rio Boa Praa Programme, geared at improving taxicab services, by
2016.
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BILHETE NICO CARIOCA
RACIONALIZAO E INTEGRAO
FSICO-TARIFRIA
TRANSPORT TARIFF INTEGRATION
CURRENT SITUATION
The poor supply of high capacity transport in Rio de
Janeiro led to an extensive network of bus lines, with
no rationale and an enormous fleet. Concurrently, the
presence of alternative transport, often times compet-
ing with buses, results in a large number of circulating
vehicles, thus contributing to traffic jams. In addition,
the different transport modes - bus, railway subway etc.
were poorly integrated and expensive for citizens. Two
years ago, the Municipal Government began to integrate
the different modes, launching the Bilhete nico Cario-
ca (Single Ticket Programme), which integrated the fare
for bus-bus and bus-train combinations. There are still
many challenges due to lack of integration between sub-
way, ferryboats and vans.
DESCRIPTION
This initiative proposes to rationalize the system both
physically and through fares along two fronts:
(i) rationalization of bus and van lines in Rio de Janeiro,

maintaining a more efficient capillarity integrated to
high capacity modes of transport. This includes a bet-
ter distribution of the citys regular bus lines as well as
organization and regulation of vans so as to supplement
the bus lines; and
(ii) fare integration, by extending the single fare pro-

gramme to all modes of public transport: railways, sub-
ways, ferryboats, Ligeiro, VLT, buses, STPL and other
alternative transport modes (Cabritinhos) by 2016, so
that the citizen can enjoy efficient and affordable public
transport.
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PERFORMANCE
INDICATORS
Number of integrations among
different transport modes.
Average travel time using public transport.

EXPECTED OUTCOMES
Average per capita cost per trip.
A more rational transport system, with smaller bus and
van fleets, better integrated to the high capacity modes of Passengers per vehicle/day.
transport thus improving traffic; a greater choice of transport
options and cheaper fares for citizens. MILESTONES
SCHEDULE
ALIGNMENT WITH MUNICIPAL Milestones for implementing
GOVERNMENTS GOALS the single fare system:
Integrate all public transport modes to the single fare system Jun/2012
by 2016. TransOeste.
Dec/2013
Cover 60% of public transport users in the city of Rio de Subway.
Janeiro who use at least one high capacity transport mode
(railway, subway, or Ligeiro) by 2016.
Dec/2013
STPL.
Shorten the average bus ride to half the current time along the Dec/2013
main routes of the city in the Ligeiro system and at least 20% TransCarioca.
in the BRS system per year upon the launch of each system and
Dec/2014
maintaining this reduction rate along subsequent years.
Ferryboats.
Jan/2016
TransOlmpica.
Dec/2016
2012-2016 BUDGET TransBrasil.
Milestones for increasing

efficiency of bus transport:
Expenses 0.0 46.1 46.1
Dec/2012
Implement 7 BRS bus lanes.
Total 0.4 52.5 52.5
Dec/2013
Implement contracts for the
van system (STPL).
MODERNIZAO
DA FROTA DE NIBUS
UPGRADING OF THE BUS FLEET
CURRENT SITUATION
Rio de Janeiro has one of the newest bus fleets in the
country; its buses are in average 3 years old. There are,
however, enormous disparities among the municipal
buses 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 populations general perception is that bus drivers
are badly trained and thus provide a mediocre service.
DESCRIPTION
The initiative consists in upgrading 100% of the bus fleet
by 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 on

the itinerary;
(iii) training for bus drivers;
(iv) information system for users and security cameras in

the bus eet.
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 streets
and better traffic and user services. This upgrade will
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contribute to more efficient and sustainable traffic. PERFORMANCE
INDICATORS
Revitalization of bus stops.

GOVERNMENTS GOALS Information system for user.
Drivers training.
Reduce number of traffic accidents with victims by at least
15% by 2016, benchmarked to 2008.
Shorten the average bus ride to half the current time along the
main routes of the city in the Ligeiro system and at least 20%
Cover 60% of public transport users in the City of Rio de

Upgrade 100% of the bus fleet by 2016, adopting modern air-

conditioned buses with rear engines, green fuel and acces-
sibility equipment.
2012-2016 BUDGET
Expenses 0.0 0.0 0.0
Total 0.0 0.0 0.0
1 According to Rionibus, in survey carried out on which item would provide most comfort for
your trip, the first reply by over 50% of users was air-conditioning.

tRanSoeSte
BRT LINE
CURRENT SITUATION
Rios West Zone is the citys natural expansion region
and its current road network is not sufficient to cope
with the growing volume of vehicles, resulting in enor-
mous traffic jams and slow traffic. The Grota Funda
mountain range is the greatest bottleneck in the region.
DESCRIPTION
The TransOeste BRT Line began construction in 2010
and consists in an exclusive bus lane for articulated
buses known as Ligeiro-TransOeste. The initiative con-
sists in building 56 km of roads and 55 Ligeiro stations,
connecting Barra da Tijuca to Santa Cruz and Campo
Grande city centres. The TransOeste will also be con-
nected to the TransCarioca at the Alvorada Terminal, to
subway line no. 4, to the TransOlmpica at Salvador Al-
lende Terminal, and train stations in Santa Cruz. The
project comprehends upgrading investments along the
route, 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 for
the population, and its links to the subway, railway and
Ligeiro networks will cut down travelling time between
downtown Santa Cruz and Barra da Tijuca neighbour-
hood by half, meeting a forecast demand of 220 thou-
sand passengers a day.
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PERFORMANCE
INDICATORS
% of construction plan completed.

GOVERNMENTS GOALS
Extension (km) of completed roads.
Complete construction work and begin operation of the Tran-
Number of signature structures (overpasses,
sOeste, TransCarioca, TransOlmpica, and TransBrasil BRT
bridges, pedestrian bridges...) completed.
Line systems.
Number of passengers.
Shorten the average bus ride to half the current time along
the main routes of the city in the Ligeiro system and at least
Average transit time along operating routes.
20% in the BRS system per year upon the launch of each sys-
tem and maintaining this reduction along subsequent years. Schedule regularity.
Cover 60% of public transport users in the City of Rio de Passengers per m2 at Ligeiro
Janeiro who use at least one high capacity transport mode on peak hours.
(train, subway, or Ligeiro) by 2016.
MILESTONES
2012-2016 BUDGET1 SCHEDULE
R$ million External Funds Government Funds Total Lots 1, 2, 3 and 4

Expenses
Jun/2012
0.0 0.0 0.0
Complete construction.
Total 0.0 446.5 446.5 Lots 0 e 1

Dec/2012
1 Total construction cost = R$ 1.1 billion, of which R$ 0.6 billion were executed between 2009 and 2012.
Lot 0 Tender.
Dec/2013
Complete construction of Lot 0.
Jul/2014
Tender Lot 1.
Dec/2015
Complete construction of Lot 1.

tRanSCaRioCa
BRT LINE
CURRENT SITUATION
The City of Rio de Janeiro has always suffered from a
lack of transport routes connecting its different neigh-
bourhoods. The problem was further aggravated with
the massive growth in Barra da Tijuca since the 90s,
raising an urgent requirement for efficient public trans-
port between this neighbourhood and the citys North
Zone. At present, moving between these two regions is
slow and expensive, added to the negative impact on the
development and quality of life in the region.
DESCRIPTION
The TransCarioca BRT Line project began in 2010 and
consists in an exclusive lane for articulated buses known
as Ligeiro-TransCarioca. It is a fast track lane for buses
connecting Barra da Tijuca to the Galeo International
Airport, integrating the citys railway and subway lines.
The project also includes investments in the upgrading
of the route, with the widening and construction of roads,
bicycle lanes, bridges, and overpasses, implementation
of 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 North
Zone, and the Galeo International Airport, fully linked
to the subway and railway lines, reducing transit time
between Barra da Tijuca and Galeo to half, and servicing
a pressing demand of 570 thousand passengers per day.
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PERFORMANCE
INDICATORS

GOVERNMENTS GOALS
Extension (km) of completed roads.
Complete construction work and begin operation of the Tran- Number of signature structures (viaducts,
sOeste, TransCarioca, TransOlmpica, and TransBrasil BRT bridges, overpasses...) completed.
Line systems.
% of real estate expropriated.
Shorten the average bus ride to half the current time along the
main routes of the city in the Ligeiro system and at least 20% Number of passengers.
Schedule regularity.
Cover 60% of public transport users in the city of Rio de
Janeiro who use at least one high capacity transport mode Passengers per m2 at the Ligeiro
(railway, subway, or Ligeiro) by 2016. on peak hours.
MILESTONES
SCHEDULE
2012-2016 BUDGET1
Jun/2013
Complete construction and begin
operation of Barra-Penha route.
Investments
Dec/2013
1,049.2 659.9 1,709.1
Complete Penha-Galeo route.
Total 1,049.2 659.9 1,709.1
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.

TRANSOLMPICA
BRT LINE
CURRENT SITUATION
Connection between the Jacarepagu neighbourhood
lowlands and PA 5 (West Zone) is done mainly along the
Catonho Highway, which is overburdened and in no con-
ditions to increase its trafc capacity. Additionally, none
of the roads in the Taquara area of Jacarepagu are rec-
ommended, since all of them lead to the Taquara square,
where the busy, noisy trafc has no remaining growth al-
ternatives. With the advent of the 2016 Olympic Games in
Rio, this route becomes even more critical, since it will
connect two Games clusters (Barra and Deodoro).
DESCRIPTION
The TransOlmpica BRT Line project consists in imple-
menting a cross-sectional link with a dedicated express
toll-road between Deodoro and Recreio dos Bandeiran-
tes neighbourhoods. The initiative includes the construc-
tion of a new express highway between Jacarpagu and
Magalhes Bastos neighbourhoods, with connections to
Recreio through a broadened Salvador Allende Avenue.
The project also includes investments for widening and/
or building new roads, bridges and overpasses, bicycle
lanes, implementing highly automated trafc equipment
(trafc lights, meters, message panels, cameras, etc.),
besides lighting and drainage systems.
EXPECTED OUTCOMES
The TransOlmpica 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
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PERFORMANCE
INDICATORS
time between Deodoro and Recreio dos Bandeirantes to half, % of construction plan completed.
and meeting a forecast demand of 110 thousand passengers
Number of signature structures (viaducts,
per day.
bridges, overpasses...) completed.
% of real estate expropriated.

GOVERNMENTS GOALS
Complete the construction work and begin operation of the
TransOeste, TransCarioca, TransOlmpica, and TransBrasil Schedule regularity.
BRT Line systems.
Passengers per m2 in the Ligeiro
Shorten the average transit time in half along the main routes on peak hours.
of the city in the Ligeiro system, and at least 20% in the BRS
system per year upon the launch of each system, and main- MILESTONES
taining this reduction rate along subsequent years. SCHEDULE
Cover 60% of public transport users in the city of Rio de Apr/2012

Janeiro who use at least one high capacity transport mode Concession contract.
Jun/2012
EIA/RIMA environmental licensing process.
2012-2016 BUDGET1 Sep/2012

Begin construction.

Mar/2014
Expenses 0.0 0.0 0.0 Tender for Salvador Allende and
So Pedro de Alcntara routes.
Investments 500.0 1,800.0 2,300.0
Total 500.0 1,800.0 2,300.0 Dec/2015

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

TRANSBRASIL
BRT LINE
CURRENT SITUATION
Brasil Avenue is the main entranceway to the City of Rio
de Janeiro, and as such is an important link from the West
and North Zones, and the Baixada Fluminense neighbour-
hoods to Rios centre. At present, Brasil Avenue is satu-
rated at different hours throughout the day, disturbing us-
ers of public transport systems, particularly on their way
to and from work.
DESCRIPTION
The TransBrasil BRT Line project consists in building an
express bus lane between Marechal Deodoro neighbour-
hood and the City Centre. The project includes upgrad-
ing investments in the routes (widening and/or building
of roads, signage, lighting, drainage and recovery of side-
walks).
EXPECTED OUTCOMES
The 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, and
will meet a pressing forecast demand of 900 thousand
passengers per day.
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PERFORMANCE
INDICATORS

GOVERNMENTS GOALS
Number of signature structures (viaducts,
bridges, overpasses...) completed.
Complete construction work and begin operation of the
TransOeste, TransCarioca, TransOlmpica and TransBrasil % of real estate expropriated.
BRT Line systems.
Shorten the average transit time in half along the main routes
of the city in the Ligeiro system, and at least 20% in the BRS Average transit time along operating routes.
system per year upon the launch of each system, and main-
Schedule regularity.
taining this reduction rate along subsequent years.
Passengers per m2 in the
Cover 60% of public transport users in the city of Rio de Ligeiro on peak hours.
MILESTONES
SCHEDULE
2012-2016 BUDGET1
Apr/2012
Complete basic project.
Expenses 0.0 0.0 0.0 Dec/2012

Environmental licensing.
Investments 1,128.5 171.5 1,300.0
Total 1,128.5 171.5 1,300.0 Apr/2013

tender.
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.
Jun/2013
Contract.
Sep/2013
Begin construction.
Dec/2015
Complete construction and begin operation.

VLT DO CENTRO
DOWNTOWN LIGHT RAIL
VLT SYSTEM
CURRENT SITUATION
The bus public transport system for the citys central re-
gion, specially the Port Region, has been proven to be in-
efcient. The growth prospects in the region and the re-
sulting need to improve mobility pointed out the urgent
requirement of providing an efcient, clean and integrat-
ing transport system.
DESCRIPTION
The initiative will implement a light rail system (VLT
Veculo Leve sobre Trilhos) that will integrate differ-
ent modes of transport (subway, train, ferryboats) and
strategic points (Central Bus Station, Mau Square, Av-
enues Rio Branco and Presidente Vargas, Praa XV, and
Santos 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 number
of buses circulating; environmentally sound solutions.
2012-2016 BUDGET
Expenses 0.0 304.1 304.1
Total 0.0 752.1 752.1
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PERFORMANCE
INDICATORS
Number of lines in operation.
Number of passengers
coming from other modes
of transport.
MILESTONES
SCHEDULE
Jan/2012
Public Consultation.
May/2012
Call for bids.
Jul/2012
Licensing.
Sep/2012
Begin construction.
Jul/2014
Begin operations of the two lines.
Dec/2015
Begin operations of the third line.
Jul/2016
All lines fully operating.

pRoJeto de
TRANSPORTE AQUAVIRIO
AQUATIC TRANSPORT PROJECT
CURRENT SITUATION
Mobility in Barra da Tijuca and Jacarepagu is still
heavily dependent on road transport. The regions resi-
dents face frequent gridlocks given the high traffic
volume. The lagoons in Barra (Jacarepagu, Camorim
and Tijuca), spread throughout the southern area of the
Jacarepagu lowlands, offer an enormous potential for
aquatic transport development. The same opportunity
can be envisioned in Guanabara Bay, lying between the
City Centre and the North and South Zones.
DESCRIPTION
The initiative consists in a feasibility study to analyse
whether the lagoons can bear the aquatic mode of trans-
port in Barra as an alternative to road transport and to
reduce trafc on the main routes, besides adding to the
regions tourism potential.
EXPECTED OUTCOMES
Assessment of technical and financial feasibility of an
aquatic mode of transport using lagoons in Barra da Ti-
juca, aimed at offering residents of Barra da Tijuca, Jac-
arepagu and possibly other neighbourhoods of the city,
an additional choice of public transport, encouraging
the use of environmentally sustainable modes, which
will contribute to reducing traffic jams and improving
the citys environment.
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PERFORMANCE
INDICATORS
2012-2016 BUDGET
Number of connections implemented.
Expenses 0.0 0.0 0.0 MILESTONES

Investments 0.0 3.0 3.0 SCHEDULE
Total 0.0 3.0 3.0
Mar/2013
Tender for feasibility study.
Dec/2013
Complete feasibility study.

TRFEGO
INTELIGENTE
CURRENT SITUATION
Population polls in Rio demonstrate that traffic in the
city is a greatly unsatisfactory and that this situation has
only worsened in recent years. The traffic infrastructure
(traffic lights, meters, message panels, cameras, etc.)
is hardly automated, making it even more difficult to
manage efficiently the citys 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 traffic
meters will be extended to cover the citys main flows.
EXPECTED OUTCOMES
We hope to improve the capacity of the citys trafc control
company, CET-Rio Companhia de Engenharia de Trfego
do Rio de Janeiro of forecasting critical gridlocks in the
city and intervening in a preventive fashion so as to reduce
the number of bottlenecks/trafc jams and consequently
reduce transit times in the city.
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PERFORMANCE
INDICATORS
Average transit time in areas

with intelligent equipment.
GOVERNMENTS GOALS
Number of intelligent trafc
Reduce number of traffic accidents with victims by at least lights in operation in the city.
15% by 2016, benchmarked to 2008.
Number of trafc meters in operation.
Shorten the average transit time in half along the main routes
of the city in the Ligeiro system, and at least 20% in the BRS Number of message panels in operation.
system per year upon the launch of each system, and main-
Number of auto-detection
taining this reduction rate along subsequent years.
cameras in operation.

SCHEDULE

Dec/2013
Increase number of video
Investments 0.0 62.4 62.4 detection cameras.
Total 0.0 62.4 62.4
Dec/2013
Implement information
management system.
Dec/2014
Complete municipal intelligent
equipment infrastructure expansion.

PLANO DE
MOBILIDADE SUSTENTVEL
SUSTAINABLE MOBILITY PLAN
CURRENT SITUATION
As a result of the countrys economic growth and im-
provement of the living conditions of Rio de Janeiros
population, the eet of cars and motorcycles of the city
has grown over 3% a year in the last 10 years. In neigh-
bouring cities and in the Rio Metropolitan Area the gures
are even more elevated. As Rio is the regions economic
hub, the eet circulating in the city has multiplied, and
consequently, trafc has become slower and ever more
congested.
DESCRIPTION
The initiative consists in the elaboration of a Sustainable
Mobility Plan, including the denition of policies and of
the parking model for the citys public areas.
EXPECTED OUTCOMES
The outcome expected from this initiative is the imple-
mentation of public policies to enable managing and im-
proving trafc and parking conditions in a city that faces
the challenge of a growing eet.
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PERFORMANCE
INDICATORS
Presentation of plan including

necessary actions.
GOVERNMENTS GOALS
Shorten average transit time in areas
Cover 60% of public transport users in the city of Rio de Janei- where actions have been implemented.
ro who use at least one high capacity transport mode (railway,
subway, or Ligeiro) by 2016. MILESTONES
SCHEDULE
Mar/2012
2012-2016 BUDGET Tender for Sustainable Mobility Plan.
R$ million External Funds Government Funds Total Jul/2013

Expenses 0.0 0.0 0.0 Implement indicated measures.
Total 0.0 3.0 3.0

RIO BOA PRAA
REDESIGN OF TAXICAB
SeRviCe in Rio
CURRENT SITUATION
The great number taxicabs driving around the city are
making Rio one of the cities with the highest number
of users of this mode of transport. Approximately 30
thousand 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 capital
cities such as New York (1.6) and London (2.8). With the
implementation of the Drunk Driving Operation, the use
of taxicabs has grown even more, making this mode of
transport strategic for the populations perception of
quality of transport. Unfortunately, many vehicles are in
poor conditions, service is not standardized, the public
complains about the qualification of drivers, and there
is an obvious drop in supply coinciding with high de-
mand periods such as major events or rainy days. The
Municipal Government launched the Txi Boa Praa
programme, aimed at organizing the service in major
airports, but its focus is mostly on the reception of tour-
ists which limits its scope.
DESCRIPTION
The initiative consists in totally redesigning the taxicab
service 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 user
of this mode of transport as well as for the taxicab driver.
The project will determine the features required for the
vehicles, 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
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PERFORMANCE
INDICATORS
speaking at least one foreign language, first aid knowledge, Number of drivers certied
by the programme.
courtesy, defensive driving, and others.
Number of standardized vehicles/

EXPECTED OUTCOMES total number of vehicles.
Taxi transport is acknowledged as safe, comfortable and reli-
able, contributing to the image of an excellent city. A smaller MILESTONES
number of car accidents and satisfied passengers. SCHEDULE
Mar/2012
Implement programme in airports.
Oct/2012
Implement programme in the
Central Bus Station.
ALIGNMENT WITH THE MUNICIPAL
Mar/2013
GOVERNMENT GOALS
Launch of Expansion Plan.
Ensure that 100% of taxicabs comply with quality standards

of the Rio Boa Praa programme, geared at improving taxi-
cab services, by 2016.
2012-2016 BUDGET
Total 7.5 17.5 25.0

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HOUSING AND
URBAN PLANNING

HOUSING AND The Municipal Governments efforts in Housing and Urban Planning in
the last few years have been very successful. An example of this suc-
URBAN PLANNING cess is the creation of the morar Carioca urban housing programme.
diagnoSiS The high point of the programme is the implementation of its final
phase in the Alemo Complex of low-income communities and over 35
thousand units that have already been secured and are being built for
the Morar Carioca: Minha Casa Minha Vida Programme (My House My
Life 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 citys central region,
an area that was abandoned and deteriorated for many years.
The UPP Social Pacifying Police Programme is also noteworthy. It

aims at coordinating the different Municipal Government entities to
promote greater efficiency in the full integration of pacified areas to
the public service network and to the citys daily life.
However, the city still faces challenges in this aspect:
A housing decit of approximately 300 thousand houses, a situation

that may worsen by 2025 if the necessary measures are not taken.
An important number of favela (shantytowns) inhabitants still have

no access to adequate basic services such as road lighting, water
supply, sewage and home garbage collection.
In the Western Zone of the city, many people still live in areas that
lack urban infrastructure, such as paved roads and basic sanitation.
The citys drainage system, old and inefcient, is one of the main
causes of oods when there is medium rainfall, especially in lowland
areas such as Jacarepagu, Lagoa, and Maracan neighbourhoods.
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The illegal occupation of riverbanks, lagoons, mangroves, hillsides,
reservations, and protected areas of environmental consevation for
lack of housing options.
HOUSING Promote partnerships with the federal government and private insti-
tutions aimed at facilitating the building of low income housing units
AND URBAN and legalizing informal settlements and housing complexes.
PLANNING
Curb new illegal occupations and the horizontal or vertical expan-
GUIDELINES 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 citys 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 the

private sector to implement urban infrastructure in poor communi-
ties and in the Western Zone.
Expand and upgrade the citys drainage system, focusing on places

that 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 resulting
drive for the creation of jobs, and reproducing this success case in
new urban operations with associated partners.

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

2016, benchmarked to 2008.
Ensure that by the end of 2016 there are no more families living in
high risk areas (hillsides).
HOUSING
Expand the Bairro Maravilha (Marvellous Neighbourhood) Pro-
AND URBAN gramme to the North and West Zones, recovering 582 km and im-
PLANNING GOALS plementing 173 km of pubic roads, respectively, by 2016.
Complete the upgrade and rehabilitation project Porto Maravilha by

the end of 2016.
Upgrade urban services - water, sewage treatment, drainage, road

lighting, garbage collection, hillside contention and paving - to156
thousand 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 only
those with initial police occupation.
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moRaR CaRioCa
URBANIZAO
URBAN HOUSING
pRogRamme
CURRENT SITUATION
A large number of inhabitants of the City of Rio de Ja-
neiro live in favelas (shantytowns). There are over 383.6
thousand houses spread throughout 1041 settlements
in the city (corresponding to 642 units). In the last few
years, part of these settlements received Urban Hous-
ing Investments and in 2010, the Integration of Informal
Precarious Settlements Programme - morar Carioca
was created, focusing on coordinating upgrading efforts
in these areas. The programme has evolved successfully
in the last two years and has helped over 69.5 thousand
families, but many favelas still require upgrading.
DESCRIPTION
The morar Carioca Programme was created to be the
urban and land ownership regularization arm of the
Municipalitys Social Housing Plan. It will promote ac-
tions contributing to the effective integration of precari-
ous informal settlements, following the guidelines of
the Master Plan of Sustainable Urban Development of
the City of Rio de Janeiro. The programmes goal is to
upgrade 584 units, and it is developed along three lines,
two of which are coordinated by the Municipal Housing
Secretariat and a third one by the Municipal Agencies
responsible for construction projects, public services,
and conservation of the city.
Implementation of Infrastructure and Urban Equip-
ment (water, sewage treatment, drainage, public
road lighting, garbage collection, hillside contention,
road paving, and public equipment), Public Urban
Services, Housing Construction, Household Inter-
ventions, Ownership Regularization, and Social De-
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PERFORMANCE
velopment in 251* units with over 100 houses, structured
in three cycles:
INDICATORS
Cycle 1: 2010 to 2012 (23 units) Number of houses covered.
Cycle 2: 2011 to 2016 (82 units)
Cycle 3: 2015 to 2020 (162 units) Number of favelas with infrastructure
and public services.
Intervention in 131 units with 70% of their area at risk, requir-
ing analyses by the competent municipal agencies as to the Number of resettled families.
need for resettlement.
Upgrading and integration of the 202 units with less than 100
MILESTONES
houses to the formal city fabric.
SCHEDULE
EXPECTED OUTCOMES
Jun/2012
This programme aspires to promote a greater urban, social, Contract risk mapping of Pedra
economic and cultural integration of the inhabitants of precari- Branca mountain range.
ous informal settlements to the city. By 2016, the programme
expects to urbanize 105 units, covering a total 156 thousand Jun/2012
households in cycles 1 and 2.
Contract upgrading projects for
Cycle 2, stage A (11 rms).
ALIGNMENT WITH MUNICIPAL Mar/2013

Contract upgrading project for Cycle
GOVERNMENTS GOALS
2, stages B and C (19 rms).
Upgrade urban services - water, sewage treatment, drain-
Jun/2013
age, road lighting, garbage collection, hillside contention Complete resettlement studies.
and paving - to 156 thousand homes by 2016, as part of the
morar Carioca initiative. Mar/2014
Contract upgrading projects for
Reduce by at least 5% the areas occupied by favelas in the
Cycle 2, stage D (10 rms).
city by 2016, benchmarked to 2008. Apr/2014
Contract and begin upgrading
Ensure that by the end of 2016 there are no more families of Cycle 2, stage A.
living in high risk areas (hillsides).
Mar/2015
Contract and begin upgrading
2012-2016 BUDGET of Cycle 2, stages B and C.
Aug/2015
R$ million External Funds Government Funds Total Complete upgrading projects for Cycle 2.
Expenses 0.0 243.3 243.3 Mar/2016
Investments 2,304.9 2,335.8 4,640.7 Contract and begin upgrading
of Cycle 2, stage D.
Total 2,304.9 2,579.1 4,884.0
* Note: A unit may suffer intervention in more than one cycle. Strategic plan Rio de Janeiro
moRaR CaRioCa
MINHA CASA, MINHA VIDA
HOUSING PROGRAMME
CURRENT SITUATION
As of 2009, housing production has been a priority and
to this end, the Municipal Government joined forces
with the Federal Governments Minha Casa, Minha Vida
housing programme. By 2011, over 35,000 new housing
units were contracted to be built for families with in-
come of up to R$ 5 thousand. The delivery date was set
between 12 and 18 months. However, the citys housing
deficit 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 expansion
of favelas, making large scale housing construction an
ongoing need.
DESCRIPTION
The housing programme Morar Carioca - Minha Casa,
Minha Vidas goal is to build 50 thousand housing units.
The project aims at encouraging housing construction
for families with income of up to 10 minimum wages, a
segment in which the housing deficit is concentrated.
Part of the units built is for families that come from high
risk 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.
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PERFORMANCE
INDICATORS
Delivered units.
GOVERNMENTS GOALS Housing construction.
Promote the construction of 100 thousand new housing units Time to obtain proper permits.
by 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, benchmarked
to 2008.
Reduce by at least 5% the areas occupied by favelas in the

city by 2016, benchmarked to 2008.
To ensure that by the end of 2016 there are no more families

living in high risk areas (hillsides).
2012-2016 BUDGET
Total 0.0 479.2 479.2

UPP SOCIAL
PACIFYING POLICE PROGRAMME
CURRENT SITUATION
At present, the City of Rio de Janeiro is undergoing urban,
social and economic renovation. The State Governments
public security policies implemented through the Police
Pacifying Units (UPPs - Unidades de Polcia Pacificado-
ra) have contributed a great deal to this process. How-
ever, progress in security obtained in the regions where
UPPs have been set up has led to challenges as well as
to the opportunity to extend and improve the provision of
goods and public services in these regions. The target
is to ensure consolidation of peace and to bring about
urban, social and economic integration of communities
with the whole city.
DESCRIPTION
The UPP Social Programme is the strategy developed
by the Municipal Government to fully integrate the paci-
fied areas with the network of public services and the
citys daily life as a whole. The management unit based
at Instituto Pereira Passos (IPP Rio) is focused on co-
ordinating investments and municipal policies in the
communities that count on the UPPs, besides building
partnerships with other government spheres, the pri-
vate sector, and civil society. It also endeavours to cre-
ate permanent dialogue channels and to foster social
participation of the leaders and inhabitants of the com-
munities. The pacification of new areas is followed by
the immediate implementation of urban conservation,
public road lighting, cleaning, and garbage collection
services and by the promotion of urban and building
ownership regularization, thus opening the way for the
creation and implementation of local integration plans
involving several sectors of the Municipal Government,
of society and communities with the purpose of estab-
lishing new public service standards social, urban and
Rio: integrated
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PERFORMANCE
INDICATORS
Number of irregular landlls and
economic in all the benefitted areas, according to the spe-
open air garbage sites.
cific demands and priorities of each one.
Rate of outages in public lighting.
EXPECTED OUTCOMES
Regular access to goods and essential public services in pac- Designated public spaces.
ified areas of the city, with scope and quality equal to those
offered throughout the rest of the city. Percentage of households
located in high risk areas.
ALIGNMENT WITH MUNICIPAL poverty rate.

GOVERNMENTS GOALS
Percentage of families covered by
Implement the UPP Social Pacifying Police the Family Health Strategy.
Programme in all pacified areas.
Percentage of access to day care for
children of corresponding age bracket.
2012-2016 BUDGET
IDEB / IDE-Rio (Basic Education Standard) grade
of schools located in areas and surroundings.
Expenses 0.0 116.7 116.7
Total 0.0 183.3 183.3

BAIRRO MARAVILHA
NEIGHBOURHOOD RENOVATION
pRogRamme
CURRENT SITUATION
Several neighbourhoods in the North and West Zones are
in very poor state due to the lack of investments in these
areas. The North Zone has suffered gradual degradation
in the last few years and the West Zone lacks basic infra-
structure. The result of this is lower quality of life of the
inhabitants of these areas, in contrast to more affluent
neighbourhoods of the city. In order to face this chal-
lenge, in the last two years the Municipal Government
has implemented the Bairro Maravilha Programme, a
neighbourhood renovating programme that consists in
rehabilitating degraded neighbourhoods through a se-
ries of urban interventions (public road lighting, road
paving, planting of trees and recovery of squares) in PA
3 (North Zone) and implementing infrastructure in low
income neighbourhoods in PA 5 (West Zone).
DESCRIPTION
This initiative aims at continuing Bairro Maravilha for
the next 5 years. The goal is to upgrade areas that are
in need of the renovation measures offered by the pro-
gramme today.
EXPECTED OUTCOMES
Improved urban quality in the neighbourhoods involved
and higher quality of life for their inhabitants.
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PERFORMANCE
INDICATORS
Appreciated real estate value

GOVERNMENTS GOALS
.Satisfaction of the local population.
Expand the Bairro Maravilha (Marvellous Neighbourhood) Expansion and recovery of roads.
Programme to the North and West Zones, recovering 582 km
and implementing 173 km of pubic roads, respectively, by Expansion and renovation of drainage
2016. network.
2012-2016 BUDGET
Total 0.0 686.5 686.5

PORTO MARAVILHA
PORT REVITALIZATION PROGRAMME
CURRENT SITUATION
Despite its strategic location and great historic rele-
vance, the Port Region of the Rio de Janeiro was run
down, its public spaces and public and privately owned
buildings abandoned or dilapidated. In order to reverse
this situation, the Municipal Government created The
Urban Operation Consortium for the Port Region of the
City 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 Urban
Renovation programme in 5 million m2 (upgrading of
urban services and new urban infrastructure); a Real
Estate Development Programme, aimed at promoting
residential and commercial real estate; and a Social
Development Programme, aimed at appreciating the
regions historic and cultural heritage and contributing
to improve living conditions of the current and future
inhabitants and users of Rio de Janeiros Port Region.
EXPECTED OUTCOMES
Revitalization of the region, improved environmental
conditions and living conditions, attraction of new inhab-
itants and companies to the region; enhanced historical
and cultural heritage value and increased tourism.
Rio: integrated
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PERFORMANCE
INDICATORS
Number of projects in the area.

GOVERNMENTS GOALS
Resident population in the area.
Complete the upgrade and rehabilitation project Porto Mara- Number of cultural facilities (new and
vilha by the end of 2016. renovated) in operation.
Elevated HDI in the area.

2012-2016 BUDGET1 Progress of milestones schedule.
R$ million External Funds Government Funds Total MILESTONES

Expenses 0.0 0.0 0.0 SCHEDULE
Investments 4,900.0 0.0 4,900.0
Mar/2012
Total 4,900.0 0.0 4,900.0 Tender for telecommunications services.
1 BUDGET total of operation from 2011 to 2016 estimated at R$ 4.9 billion obtained from sale of
Additional Building Potential Certificates. Mar/2013
Open Port Binary.
Apr/2013
Begin demolition of the Perimetral
overpass.
Dec/2014
Complete construction of the Museum of
Tomorrow.
Jun/2015
Complete construction of express tunnel.
Mar/2016
Complete urban renovation work.
Mar/2016
End of express road building.

PARQUE
OLMPICO
CURRENT SITUATION
The choice of the City of Rio to host the 2016 Olympic Games
called for the creation of an Olympic Park, one of the 4 main
sites 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 Park
project will have to ensure environmental, architectur-
al, cultural, and economically sustainable legacy that
benefits the urban environment and the quality of life
of the local inhabitants. The plan will be developed to
include 3 modes:
(i) Games Mode: will ensure the best conditions for

hosting and operating the 2016 Olympic and Paralympic
Games in the area chosen to house the Olympic Park;
(ii) Legacy Mode: will guarantee the feasibility for the

implementation of new projects that together with the
future Olympic Training Centre will ensure sustainabil-
ity of the project and the creation of an iconic area for
the 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 well
planned, efficient and economical.
Rio: integrated
118 and olympic
PERFORMANCE
INDICATORS
Call for bids.
Construction progress.
EXPECTED OUTCOMES
Olympic and Paralympic Games held in the City of Rio de Ja-
MILESTONES
neiro in 2016, ensuring a planned, efficient and economical
SCHEDULE
legacy for the city.
Mar/2012
Call for bids.
2012-2016 BUDGET1 Jun/2015

Complete construction of Olympic
R$ million External Funds Government Funds Total equipment.
Expenses 0.0 427.4 427.4 Jan/2016

Investments 850.0 11.2 861.2 Complete construction of the
Olympic Park and other venues.
Total 850.0 438.6 1,288.6
1 Total cost of works = R$ 1.4 billion, difference refers to post-2016 costs.

RIO VERDE-TRANSFORMAO
DA RIO BRANCO
UPGRADING OF RIO BRANCO
AVENUE AREA
CURRENT SITUATION
Rio Branco Avenue is an important public, commercial
and business road in the City Centre. A large number of
pedestrians use this space, but it does not offer a satis-
fying landscape or accessible and comfortable features
to those who go there every day for work or leisure. This
is because the avenue has become a traffic corridor that
generates a great deal of noise and pollution.
DESCRIPTION
The Rio verde Project aims at completely redesigning
Avenida Rio Branco and its surroundings and upgrad-
ing them into a large complex for pedestrians who work
there or go there for leisure. Rio Branco Avenue will
continue to be home to a large concentration of eco-
nomic activities, but its surroundings will be renovated
with the planting of trees and implementation of urban
planning that includes modern public lighting, vacuum
waste collection and modern infrastructure. The project
will 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 OUTCOMES
This project will turn Rio Branco Avenida into an area
that city residents, the Cariocas, will be proud of. It will
become one of most valued parts of the city, with more
leisure, improved commercial and business areas, bet-
Rio: integrated
120 and olympic
PERFORMANCE
INDICATORS
ter transport options, and less noise and air pollution. Fur- Improved perception of the City Centre
thermore, due to the refurbishing of the area, lower mainte-
by its population.
nance costs are expected.
Reduction of noise.
Reduction of CO2 emissions.
ALIGNMENT WITH MUNICIPAL Expansion of green areas.

GOVERNMENTS GOALS
Reduced maintenance costs.
Complete the upgrade and rehabilitation project Porto Mara-
vilha by the end of 2016. MILESTONES
SCHEDULE
2012-2016 BUDGET
Oct/2013
Complete project.
Expenses 0.0 0.0 0.0 Jan/2014

Call for bids.
Total 0.0 496.0 496.0 Dec14

Complete construction of Phase 1 (Rio
Branco Ave.).
Dec/2015
Complete construction of Phase 2
(surroundings).

REVITALIZAO DA CIDADE
nova
REVITALISATION OF THE CIDADE
nova aRea
CURRENT SITUATION
In the last few decades the Cidade Nova neighbourhood
has undergone several interventions that upgraded the
neighbourhood as a whole but were not completely im-
plemented. This led to the emergence of large empty
urban spaces. Aside from this, the tenure status of the
area 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 renovation
of the Port and the City Centre.
EXPECTED OUTCOMES
Improved quality of life for the local population; appreci-
ated real estate and commercial value; integration with
the Port and City Centre; upgraded infrastructure and
environmental conditions in the area.
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122 and olympic
PERFORMANCE
INDICATORS
Populations perception of the area (security,

cleaning, etc.).
GOVERNMENTS GOALS
Improved commercial and business
Complete the upgrade and rehabilitation project Porto Mara-
environment.
vilha by the end of 2016.
Reduced maintenance costs.
Appreciated assets.
2012-2016 BUDGET
MILESTONES
SCHEDULE

Dec/2013
Complete study and project phase.
Total 0.0 246.0 246.0
Mar/2014
Call for bids.
Dec/2015
Complete construction of rst phase.

Rio: integrated
124 and olympic
PUBLIC ORDER AND
CONSERVATION

PUBLIC ORDER AND 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 public
ConSeRvation order and the conservation of the city and that have led to a better opin-
diagnoSiS 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).
Registration of over 23 thousand shop owners as part of the Choque

de 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 and
improving operations in the city, besides anticipating solutions and
reducing police occurrences.
More focus and investments in the citys conservation through the

creation 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 has

not been totally overcome and there are still many liabilities to be
dealt 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...).
Rio: integrated
126 and olympic
Deficient coordination of efforts between municipal agencies and
public utilities.
Excess waste on roads due to lack of population awareness.
Frequent disrespect for traffic norms and parking restrictions, caus-

ing obstruction of traffic flow.
Ill-equipped and unmotivated licensing, supervising and urban con-

trol entities, lack of clear focus.
Illegal occupation of high risk and environmental protection areas.
Poor conservation of built cultural heritage.
PUBLIC ORDER AND Increase actions of public space order through the integration of the
municipal organs as partners of other government spheres.
ConSeRvation
GUIDELINES Reform, reequip and increase the Municipal Guards taskforce and
the licensing, supervising, and urban control agencies.
Increase coordination between public authorities for the conserva-

tion of roads, tunnels, lighting, structures (overpasses, bridges and
pedestrian bridges).
Improve the quality of city conservation services, establishing oper-

ational routines including with concessionaries and promoting the
full integration of pacified areas and the public service network with
the citys daily life as a whole.
Broaden the use of technological resources (cameras) and improve

management to enhance the citys order and conservation capacity.
Increase accessibility and improve mobility in the citys pavements

and routes.

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.
PUBLIC ORDER AND Repave 1.7 thousand km of primary roads (smooth asphalt) and 1.0
ConSeRvation thousand km of secondary roads in the city between 2009 and 2016.
GOALS Revitalize 700 thousand m2 of sidewalks and 5 thousand ramps

through Rio Acessvel, the accessibility programme for Rio, between
2013 and 2016.
Maintain the level of power outages within international standards

(below 2%).
Rio: integrated
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Rio em oRdem
PUBLIC ORDER PROGRAMME
CURRENT SITUATION
In 2011, the Special Secretariat of Public Order imple-
mented the Public Order Units, (Unidades de Ordem
Pblica - UOPs) in areas surrounding the following
neighbourhoods: Tijuca, Centre, Leblon, Ipanema, and
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 Municipal
Guard 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, the
use of information and communication technologies and
management resources through performance indicators
and actions integrated with the other public agencies.
Every Public Order Unit undergoes a diagnosis and the
revitalisation of aspects of public order and conserva-
tion such as: authorized road vendors, occupation of
tables and chairs on sidewalks, traffic, parking, clean-
ing, pedestrian routes, asphalt and public lighting. The
programmes goal is to implement 9 more units by 2016
and guarantee its sustainability, as well as promote the
revitalisation 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.
Rio: integrated
130 and olympic
PERFORMANCE
INDICATORS
EXPECTED OUTCOMES Number of UOPs in operation.

Succeed in reestablishing Public Order as a permanent and
Number of UOPs with
ongoing programme that eliminates the disorder at the heart
electronic surveillance.
of many Rio de Janeiro neighbourhoods. Create a safer and
more prosperous city environment and meet the demands of Number of revitalized surveyors.
the local population in a faster and more efficient way.
% of responded 1746 calls.
Answering time of 1746 calls.
GOVERNMENTS GOALS
Implement 14 UOPs, all of them with electronic surveillance Guards operating daily on the roads.
coverage and a taskforce of at least 3.3 thousand Municipal
Guards operating on the roads daily by 2016. MILESTONES
SCHEDULE
2012-2016 BUDGET
Jul/2013
Vehicle tracking system implemented
and integrated with COR.
Expenses 0.0 659.9 659.9
Dec/2013
UOP assimilates Electronic
Total 0.0 681.2 681.2 Surveillance system.
Jul/2014
Launch of Public Order Portal.
Mar/2016
Revitalisation of 14 Inspection Agencies.

GESTO INTEGRADA
DE VIAS PBLICAS
integRated management
OF PUBLIC ROADS
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 greater
resource input. However, these services are still carried
out according to demand or when the opportunity arises
for a joint effort, and can become better integrated and
efficient. In addition, non-authorized interventions by
utility companies in the city subsoil are also a compli-
cating factor for the conservation of the city asphalt and
sidewalks.
DESCRIPTION
The initiative takes into account integrated manage-
ment of the public roads in all its aspects: paving, micro
drainage and subsoil management. With regard to pav-
ing and micro drainage, preventive maintenance will be
implemented in order to map and follow up on mainte-
nance and cost control, the quality of the asphahlt and
its life cycle, and recovery of the micro drainage net-
work. This will lead to better organization of the need
for maintenance, repaving, or recovery of roads. The As-
falto Liso Programme, a paving programme, will also be
integrated to the preventive maintenance model. Last
of all, with regard to subsoil management, the initiative
is structured along five lines of action: (i) incorporation
of 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 create
harsher penalties for companies that have committed
violations, (iv) detailed study of how this management
Rio: integrated
132 and olympic
PERFORMANCE
INDICATORS
Extension (km) of asphalt with quality

mapping and forecast of durability.
is done in other cities in the world to try and import these Extension of micro drainage network with
practices to Rio, and (v) implementation of a de tax collection maintenance and forecast mapping.
solution over usage of the citys subsoil.
Increased workforce for supervising
EXPECTED OUTCOMES utilities and subsoil.
Improved management of the city paving work in order to
raise the quality of public road conservation, including better Number and value of nes.
quality of the asphalt, drainage, preservation, and supervi-
sion of public roads.
MILESTONES
SCHEDULE
Jan/2012
Start of subsoil management
ALIGNMENT WITH MUNICIPAL under GeoVias Programme.
GOVERNMENTS GOALS
May/2013
Repave 1.7 thousand km of primary roads (smooth asphalt) Change the law, increasing
and 1.0 thousand km of secondary roads in the city between nes for utilities that do not comply.
2009 and 2016.
Jun/2013
Exams for new public roads supervisors.
Jun/2013
2012-2016 BUDGET1 Complete study on management
and preventive maintenance of road
R$ million External Funds Government Funds Total paving to be adopted in Rio.
Investments 0.0 1,004.1 1,004.1
Total 0.0 1,004.1 1,004.1
1 Only smooth asphalt.

CONSERVAO DE VIAS
ESPECIAIS E TNEIS
CONSERVATION OF SPECIAL
ROADS AND TUNNELS
CURRENT SITUATION
Besides the maintenance of existing special roads and
tunnels, there is the added need to create an intermo-
dal transport system integrating the express corridors
(Ligeiro), trains, ferryboats and the subway to welcome
the 2016 Olympic Games. This system will endow the
city with a new road grid (150km) that merits a differ-
ent kind of conservation and care. With the building of
the TransOeste, TransCarioca, TransBrasil, and the City
Centre VLT, the Municipal Government will be responsi-
ble for maintenance and conservation of this grid, aside
from emergency care in case of accidents and special
demands on these very important roads.
DESCRIPTION
The initiative for the Conservation of Special Roads and
Tunnels aims at ensuring the full functioning of the
citys expressways. The Programme includes removal
of waste from platforms, removal and replacement of
faulty security mechanisms, pruning of vegetation lining
the roads, asphalt maintenance and recovery along the
whole extension of the roads, installation of manholes
and superficial drainage elements, maintenance of pub-
lic lighting, general cleaning of roads, roadsides, cen-
tral and lateral flowerbeds, rebuilding of marker posts
and great thumbtacks, correction of depressions on the
paving surface, and recovery of horizontal signage. Ad-
ditionally, the programme also includes a special proj-
ect for revitalizing and conserving the citys tunnels and
overpasses.
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PERFORMANCE
INDICATORS
Perception of population of quality of

the service in roads.
EXPECTED OUTCOMES Number of requests for road

The outcome expected is that the Conservation of Special Roads maintenance.
and Tunnels Programme can meet the demand capacity for
emergency care in special cases that may arise on the roads. Measured reduction in the number of
It is also expected to control and supervise them to ensure that requests.
these roads are in full working conditions and ow, making it
safer and faster for the population to get around. Response to requests for road
maintenance.
2012-2016 BUDGET
MILESTONES
SCHEDULE
Expenses 0.0 174.1 174.1 Mar/2012
Tender for TransOeste.
Total 0.0 266.0 266.0 Jun/2012
TransOeste Phase 1.
Dec/2012
TransOeste Phase 2.
Dec/2013
TransCarioca.
Dec/2015
TransBrasil.

MODERNIZAO DA REDE
DE ILUMINAO PBLICA
UPGRADING OF ROAD
LIGHTING NETWORK
CURRENT SITUATION
Part of the road lighting network in the City of Rio de
Janeiro is ageing and obsolete, leading to loss of op-
erational efficiency, high energy consumption, and low
brightness.
DESCRIPTION
The Upgrading of Road Lighting Network Programme
proposes produce a georeferenced map of the city pub-
lic lighting network, indentifying and listing every piece
of lighting equipment. It also intends to create a Road
Lighting Master Plan. At first, the priority will be given to
areas of special interest for the Olympic Games and the
World Cup, to the historic centre and the special land-
scaping areas (such as the waterfront). The Programme
also includes the scenic lighting of monuments, historic
buildings and special works of arts (flyovers, bridges,
footbridges...), enhancing the urban night landscape.
EXPECTED OUTCOMES
The initiative aims at improving the quality of road lighting
and the urban environment, with sustainability and reduc-
tion of electric power consumption and better manage-
ment of the lighting network.
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PERFORMANCE
INDICATORS
ALIGNMENT WITH MUNICIPAL Re-registration and maintenance of city

GOVERNMENTS GOALS lighting point records.
Monitoring of electric power

Maintain the level of power outages within international stan-
consumption.
dards (below 2%).
Innovation index (replacement of
technologies).
Outage rate complying with international

standard (below 2%).
R$ million External Funds Total
0.0 1,111.7
Number of monuments, historic
buildings and structures (yovers,
Investments 0.0 262.1 262.1 bridges, pedestrian bridges...) with
Total 0.0 1,373.8 1,373.8 scenic lighting.
MILESTONES
SCHEDULE
Dec/2012
Elaborate Road Lighting Master Plan.
Dec/2012
Renovate lighting in main roads
through replacing technology (LED/
solar panels/wind energy).
Dec/2012
Continue project for underground
cabling of power, telecommunications,
and other systems.
Aug/2013
mplement Remote Management System.

RIO ACESSVEL
RIO ACCESSIBILITY
pRogRamme
CURRENT SITUATION
The City of Rio de Janeiro does not offer adequate ac-
cessibility conditions for people with disabilities. This
scenario can be observed in the poor conditions and
lack of accessibility of pavements and public transport,
added to a general and lack of knowledge among the
Municipal Government agencies as to how to address
accessibility in their projects.
DESCRIPTION
The initiative includes two major lines of action:
(i) revitalisation of pavements and pedestrian routes,

removing obstacles and building concrete ramps, level
crossings on roads, placing tactile ooring and painted
lines 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 Municipalicitys
projects.
EXPECTED OUTCOMES
The initiative aims at attaining a great leap in the acces-
sibility conditions throughout the city, turning Rio into a
global reference in accessibility in public spaces and ac-
cessible transport for people with disabilities. The effort
includes addressing the existing conditions and also en-
suring that the new constructions in the city already fol-
low accessibility standards.
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PERFORMANCE
INDICATORS
Number of ramps built.

GOVERNMENTS GOALS
Number of accessible roads.
Revitalize 700 thousand m2 of sidewalks and 5 thousand Extension of tactile ooring installed.
ramps through Rio Acessvel, the accessibility programme
for Rio, between 2013 and 2016. % of bus eet adapted with
accessibility standards.
% of architects, construction coordinators,

2012-2016 BUDGET1 and conservation coordinators
trained in accessibility standards.
Number of accessibility training
classes held along the year.
Total 0.0 89.6 89.6 MILESTONES

1 incomplete budget covers only Adaptation of Pavements and Paths.
SCHEDULE
Jul/2012
Denition of accessibility standards
to be followed in the city.
Dec/2012
All architects, construction coordinators,
and conservation coordinators
trained in accessibility standards.
Feb/2013
Dene main city areas that will have
their pavement revitalized.
Mar/2013
Begin revitalization work.

140
TOTAL REVENUES OF THE RIO DE JANEIRO MUNICIPALITY
and olympic
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2008
10.956 billion
2009
11.667 billion
2010
15.243 billion
PUBLIC
2011
MANAGEMENT
17.821 billion
AND FINANCE
(38.04% increase in relation to 2008)

management In the last few years, the Municipality of Rio de Janeiro has significantly
increased its revenues, more than doubling the total amount between
AND PUBLIC 2009 and 2011. During this period, public management has carried out
FINANCE several improvements in the services provided to the population and
in the management of municipal revenues. Some examples are:
diagnoSiS
The creation of Call Centre 1746, bringing the Municipal Government
and the citizens of the City of Rio de Janeiro closer together.
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 was
introduced in the Municipal Government. This led to the develop-
ment of the Strategic Plan, the Project Management Office and the
Results Agreement.
Greater integration with other government areas and the private

sector (PPP and concessions) for implementing large projects.
Notwithstanding, Public Management still faces several challenges:
The outdated infrastructure of Information and Communication

Technologies in the citys management area, resulting from many
years of low investments in this area, has attached high operational
risk to the Municipalitys 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 the

identication 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

Rio: integrated
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a more objective evaluation of changes and making it difficult to
forecast investments and costs of new initiatives.
Difficulties in integrating the different management areas, espe-

cially with regard to project execution, but also in processes that
are continuous.
management and Maintain the tax sustainability that has been attained so far, in order
to ensure resources for investments planned for the strategic initia-
PUBLIC FINANCE tives of the period 2013-2016.
GUIDELINES
Set up partnerships with other government spheres and with the
private sector, in particular investments in infrastructure.
Institutionalize and improve the current performance management

model based on monitoring of goals and progress of the Strate-
gic Initiatives through permanent evaluation of the Municipalitys
agencies and entities, focusing on results (Results Agreement), dis-
seminating the model throughout the whole Municipal Government.
Broaden and optimize public assistance processes, continually

bringing 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-

palitys Information and Communication Technologies, making it
compatible with the demands of the city.
Provide the Municipal Government with an organization that has

people of excellence, with efficient attraction, development, moti-
vation, and allocation of human resources.

Maintain the Municipalitys investment capacity at an average 15% of
the total budget between 2012 and 2016.
management Raise the number of 1746 calls taken per year to 3.5 million by 2016,
increasing to 85% of services considered satisfactory/very satisfac-
AND PUBLIC tory in opinion polls
FINANCE GOALS
Reduce unit value of the main purchasing groups (services and sup-
plies) in up to 10% by 2016, benchmarked to 2012.
Maintain an average annual nominal growth of tax revenues of at

least 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 Management

System (Sistema Municipal de Gerenciamento de Projetos e Moni-
toramento de Metas (SMGPM).
PEF-0025-10AC-ANR-420x280-MENORAH.indd 1 3/2/11 10:17 AM
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IMPRESSO. O Rio pede, o Rio ganha.
NO PRECISA SER
ELETRNICO.
UM DOCUMENTO
A NOTA CARIOCA
GOVERNO DE ALTO DESEMPENHO
HIGH PERFOMANCE
goveRnment pRogRamme
CURRENT SITUATION
The Rio de Janeiro Municipality has made great prog-
ress in its administration thanks to its own Strategic
Plan, the implementation of the Results Agreement,
and the Project Management Bureau. Nevertheless, the
current structure only considers the projects scopes
and timeframes, providing personnel and capacity
building opportunities to follow up on the nine recom-
mended knowledge areas in Project Management. Im-
portant challenges lie ahead in the search for efficiency
in the Municipal Governments information, procure-
ment, and operational processes. Operational process-
es and structures developed during several decades
show common flaws in underperforming operations.
The general perception is sluggish performance, ex-
cessive red tape involving operations, and lack of area
coordination among cross cutting processes. Manage-
ment information is neither updated on a regular basis
nor consistent. Government procurement has untapped
possibilities to be explored.
DESCRIPTION
The High Performance Government Initiative is divided
into four areas: (i) Goals and Projects System Institu-
tionalization including the creation of AGP (Goals and
Project Management Analysts); (ii) High Performance In-
formation a Rio de Janeiro City information generation
and maintenance platform; (iii) Operational Efficiency
Campaign PCRJ (Rio de Janeiro City Portal) processes,
and operational structure best practices identification
and implementation; (iv) High Performance Procure-
ment procurement processes modelling and imple-
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PERFORMANCE
INDICATORS
Number of AGPs appointed.
Residential and administrative

data base integration.
Number of residential surveys carried out.

mentation with strategic sourcing techniques.
Unit costs cut down due to group purchasing.
EXPECTED OUTCOMES
Increased performance in Municipal Government due to ef- Operational efciency indicators
ficiency improvement in strategic project implementation. per streamlined process.
Introduction of a meritocracy system as a public policy. Bet-
ter quality information on the city for decision-making and
operational gains with process improvement.
MILESTONES
SCHEDULE
Dec/2012
Rio-Estatstico (Statistical)
ALIGNMENT WITH MUNICIPAL Unit implementation.
GOVERNMENTS GOALS Jan/2013
Hire consulting rm for
Reduce unit value of the main purchasing groups (services and project implementation.
supplies) in up to 10% by 2016, benchmarked to 2012.
Jun/2013
Pass SMGPM Act.
Establish the Municipality Goal Monitoring and Project Man-
agement System (Sistema Municipal de Gerenciamento de Aug/2013
Projetos e Monitoramento de Metas (SMGPM). Dene geo referenced information protocols.
Oct/2013
Implement Wave I in Procurement.
2012-2016 BUDGET Dec/2013
Hire 50 AGPs.
R$ million External Funds Government Funds Total Dec/2013
Expenses 0.0 984.5 984.5 Integrated SMGPM information systems.
Investments 0.4 73.0 73.4 Dec/2014
Total 0.4 1,057.5 1,057.9
Revise and streamline eight
cross cutting processes.
Feb/2015
Implement Wave II in Procurement.
Rio Cidade
INTELIGENTE
RIO INTELLIGENT CITY
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. The
current Data Centre is unable to support infrastructure
expansion and Information and Communication Tech-
nology (ICT) upgrading. There is no reliable contingency
structure, connectivity is reduced, network connection
covers 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 are
subject to high operational risks.
DESCRIPTION
Purchase and implementation of infrastructure items.
Implementation of new Information and Communication
Technology operational policies. Detailed description and
construction of application architecture items and data to
support Municipal Government business processes. High-
speed internet interconnection of 2000 structure points.
Total renovation of the technology park. Creation of a new
Data Centre. Business architecture denition, Structuring
Systems implementation. Process Technology and collab-
orative environment.
EXPECTED RESULTS
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PERFORMANCE
INDICATORS
Network coverage.
Operational risk reduction of Municipal Government services
such as COR (Rio de Janeiro Operations Centre), Hospital Bed Operational availability.
Regulation Centre and Nota Carioca (Online Invoicing Pro-
gramme for Rio de Janeiro) among others. Implementation Hardware obsolescence.
of other initiatives such as intelligent signs, telemedicine,
e-medical history, e- citizen care centres, viso nica do ci- Information consistency.
dado (citizen empowerment initiative), social security data
Municipal Government services coverage.
integration, etc. Wider integration and efficiency in cumber-
some Municipal Government processes.
MILESTONES
SCHEDULE
Oct/2013
ALIGNMENT WITH MUNICIPAL New operational control room.
GOVERNMENTS GOALS
Oct/2013
Provide all Municipal Government units with highly efficient Implement new ICT Governance.
connectivity and ensure ample availability for the most
Dec/2013
important systems (24x7) by 2016. Implement virtual desktop.
Jun/2014
Complete new application
and data architecture.
2012-2016 BUDGET Dec/2014
Complete the Base Cidado initiative
R$ million External Funds Government Funds Total (citizen empowerment).
Expenses 0.0 215.6 215.6
Dec/2014
Investments 58.5 554.5 613.0 Implement contingency site.
Total 58.5 770.1 828.6
Jun/2015
Complete Structuring Systems.
Jun/2016
Complete technology park renovation.
Sep/2016
Complete Collaboration Environment.

nota CaRioCa 2.0
ONLINE INVOICING
CURRENT SITUATION
The Municipality launched the Nota Carioca Online In-
voicing Programme for Rio de Janeiro in the second
quarter, 2010. The programme made significant changes
in fiscal information issuance and management pro-
cesses, providing wider control on ISS (service tax) tax-
able operations, bringing about a change in the paper
invoice paradigm by implementing a virtual issuing sys-
tem. The Economy Secretariat created a prize system
for taxpayers who request the virtual invoice from the
services they purchase. Around 135 thousand taxpayers
subscribed to the system and approximately 97 thousand
service providers were authorized to issue electronic In-
voices. In spite of the success of the initiative, increase in
revenue and in fiscal awareness, the general perception
is 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 and
actively contributing to a reduction of informality and tax
evasion. Participation is encouraged by increasing prizes
awarded. Around 250 citizens won prizes in 2011 and this
gure 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 and
information files improvement are another fringe ben-
efit that relieves staff for onsite inspections. Taxpayers
will also profit from fiscal incentives, like on IPTU (tax
on urban property), cutting down on hard copies and ac-
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PERFORMANCE
INDICATORS
counting books. Increase ISS (Service Tax) collection.
Invoices with CPF (taxpayer ID number).
ALIGNMENT WITH MUNICIPAL Corporations registered in the system.

GOVERNMENTS GOALS
MILESTONES
Maintain an average annual nominal growth of tax revenues SCHEDULE
of at least 15.5% between 2012 and 2016.
Apr/2012
Set up the system to pay more prizes.
Maintain the Municipalitys investment capacity at an aver-
age 15% of the total budget between 2012 and 2016.
2012-2016 BUDGET
Expenses 0.0 45.0 45.0
Total 0.0 53.0 53.0

MODERNIZAO DO
SISTEMA FISCAL E TRIBUTRIO
TAX SYSTEM UPGRADING
CURRENT SITUATION
Current cumbersome and complex legislation makes tax-
payers daily activities difcult, compounded by a highly
fragmented administrative structure and almost no func-
tional focus. 20% of taxpayers are responsible for 80% of
municipal revenues, creating great scal risk. Further-
more, existing tax systems fail to provide an integrated
vision of taxpayers and hinder the implementation of in-
novative collection methods.
DESCRIPTION
The purpose of the Tax System Upgrading is to improve
tax burden distribution equality, ght tax evasion and,
consequently, promote scal justice. The initiative is di-
vided in two phases. The rst one consists in implement-
ing an integrated collections system, and the second in
consolidating all tax laws under a single regulatory act.
EXPECTED OUTCOMES
Simplified processes, resulting in significant operation-
al cost reduction for Tax Authorities and less red tape
for citizens. Improvement of tax information registries
will relieve staff for onsite inspections. Anti-tax evasion
measures will be more efficient and belter planned with
other 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 tax
legislation will allow authorities and taxpayers to profit
from easy access to information, since legislation will
be organized by tax area.
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PERFORMANCE
INDICATORS
Increase revenue by increasing

taxpayer base.
GOVERNMENTS GOALS Consolidation of existing legislation.
Maintain an average annual nominal growth of tax revenues

MILESTONES
of at least 15.5% between 2012 and 2016. SCHEDULE
Dec/2012
Maintain the Municipalitys investment capacity at an aver-
Proposal for restructuring Tax and
age 15% of the total budget between 2012 and 2016. Inspection Area. Fines and fees
supervision.
2012-2016 BUDGET Jan/2013

Upscale inspections.
Dec/2013
Expenses 0.0 0.0 0.0 Pass and publish new tax legislation.
Total
Dec/2014
10.0 5.0 15.0
Implement new registration
and collection system.

GENTE DE ALTO VALOR
LEADERS TRAINING
CURRENT SITUATION
The general perception is that there will be a lack of
trained leaders to coordinate and implement strategic ac-
tion at municipal administration levels. Current and new
leaders training and allocation is hindered by the lack of
managerial information on civil servants and by the silo
arrangement of professional careers and agencies.
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 necessary
number of qualified leaders to implement all projects
and perform all activities necessary for high performing
Municipal Government services.
2012-2016 BUDGET
Expenses 0.0 46.8 46.8
Total 0.0 47.1 47.1
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PERFORMANCE
INDICATORS
% of Turnover of leaders in Municipality.
% of critical positions with

dened successors.
% of critical positions held by

career civil servants.
Measured vacancies for critical positions.
MILESTONES
SCHEDULE
Apr/2012
First class of Leaders Training.
Jul/2013
First Public Facilitators take ofce.
Sep/2013
Complete civil servant management
information database.
Jul/2014
Complete implementation of new
governance policies for People Management.

PREFEITURA PRESENTE
a pReSent
CURRENT SITUATION
The goal of the 1746 Call Centre implemented in March
2011 was to become the single communication chan-
nel between citizens and the Rio de Janeiro City Portal
for requests and claims. Although the solution is web-
based and available for mobile aps, it is mainly based on
telephone 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
in 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 is
still not available in the 1746 Call Centre. There is room
for improvement in telephone contacts and in services
provided by agencies.
DESCRIPTION
The purpose of the initiative is to improve and expand the
1746 Service with other integrated channels through: (i)
creation of a new customer service and governance mod-
el, (ii) denition 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 set
up for this purpose, (v) preparatory activities at Municipal
Government 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.
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PERFORMANCE
INDICATORS
Popularity of the 1746 Call

Centre and Service portal.
EXPECTED OUTCOMES Number of face-to-face units renovated.

The expected result is to improve citizens access experience
to public services, by providing the Municipal Government Number of people registered at the
with an efficient and multi-channel service solution, as well 1746 Call Centre and Service portal
as making municipal administration a reference in terms of
citizen service excellency. Citizen Service integration.
1746 Service Quality Assessment
(telephone, internet, mobile surveys).
ALIGNMENT WITH MUNICIPAL MILESTONES

GOVERNMENTS GOALS SCHEDULE
Dec/2012
Raise the number of 1746 calls taken per year to 3.5 million
Creation of Citizen Centres.
by 2016, increasing to 85% of services considered satisfac-
tory/very satisfactory in opinion polls Jan/2013
Launch Services Portal.
Turn all 33 regional government management units into citi-
zen assistance units fully equipped with self-service technol- Jun/2015
ogy by 2016. Integrate Citizen Centres Systems.
2012-2016 BUDGET
Expenses 2.5 212.5 215.0
Total 2.5 319.0 321.5

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ENVIRONMENT
DESENVOLVIMENTO
AND ECONOMIC
ECONMICO
SUSTAINABILITY

enviRonment and Rio de Janeiro has made significant progress in the Environment and
Sustainability area. After a long period of total lack of investments in
SUSTEINABILITY the sanitation area, especially in the West Zone, the concession grant-
diagnoSiS ed for the construction of a wastewater collection system in PA 5 has
been a major step forward for the city, not only due to its relevancy for
the areas population, but also as a new partnership possibility with
the private sector.
Furthermore, start-up operations for a new sanitary landfill in Sero-

pdica eliminated dumping of solid waste in Gramacho Landfill, cut-
ting down on greenhouse gases. In this context, emission reduction
goals were officially established (16% by 2016 and 20% by 2020) with
the approval of the Municipal Climate Change Law. The construction
of more than 100 km of bike lanes and the reforestation of 600 hect-
ares of green areas equal to 600 football stadiums - from 2009 to
2011 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, 4

and 5.
Low waste recycling index.
Growth of favelas in city areas at the expense of green areas that

should have been preserved.
Air quality in several neighbourhoods (Centre, Iraj, Pavuna, etc.)

is degraded due to three specific factors: growth of car fleets in the
city, fossil fuel dependent public transport systems and insufficient
green areas in the region, especially in the North Zone.
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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.
enviRonment and Expansion of wastewater treatment and collection systems, contrib-

uting to clean up the Sepetiba and Jacarepagu basins, and Guana-
SUSTEINABILITY bara Bay.
GUIDELINES
Major reforestation programme development in the city focused on
Tijuca Rain Forest and Pedra Branca mountain range sustainabil-
ity. Implementation of a comprehensive plan to create and renovate
parks and green areas.
Reduction of greenhouse gas emissions, promotion of alternative

energy use, energy efficiency and sustainability practices in the city,
especially as far as low emissions transport systems integration is
concerned (Subway/Articulated Buses/BRS/Bike lanes).
Municipal bike lane system maintenance, expansion and integra-

tion with other transport modes. Parking and bike sharing facilities
available in several locations in the city to encourage the use of
bikes.
Waste management upgrading based on sustainability parameters

and expansion of selective waste collection coverage.

Increase wastewater treatment network coverage to 55% in PA 5 by
2016.
Reforestation of 1700 hectares in new areas between 2009 and 2016.

Maintain management of reforested areas.
enviRonment and 500 thousand new trees planted in parks, green areas, or conserva-
SUSTAINABILITY 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 20051
emissions inventory.
1 in agreement with the Municipal Climate Change Law
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EXPANSO DO
Saneamento
Sanitation eXpanSion
pRogRamme
CURRENT SITUATION
Sanitation systems in PAs 4 and 5 do not fully cover the
region. The Municipal Sanitation Plan implemented in a
partnership 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 in
PA 5 partly meets the challenge. Nevertheless, other ar-
eas call for specic Municipal, State, and Private Initiative
action.
DESCRIPTION
Universal sanitation coverage in the Municipality is a
feasible goal that requires on-going development ac-
tions. The project includes coverage in PAs 5 and 4 and
provides sanitary collection, drainage, and paving in
most vulnerable areas. The concession holder will carry
out sanitary collection works, and the Municipal Gov-
ernment will carry out drainage and paving works in PA
5. 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, in
Sepetiba and Guanabara Bays and in the lagoon system.
Urban upgrading of public spaces contributes to sani-
tation coverage. Adoption of climate change adaptation
concepts.
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PERFORMANCE
INDICATORS
Wastewater collection and treatment

network coverage in PA 5 (population %).
GOVERNMENTS GOALS
Wastewater collection and treatment
Increase wastewater treatment network coverage to 55% in network coverage in PA 4 (population %).
PA 5 by 2016.
Drainage and paving work in PA 5 (km).
2012-2016 BUDGET1 MILESTONES

SCHEDULE
Jun/2013
Contract PA 4 concession winner.
Investments 1,855.2 72.6 1,927.8
Total 1,855.2 72.6 1,927.8 Dec/2013

Complete plot 1 drainage
1 External funds for PA 4: R$ 600,0 million; External funds for PA 5: R$ 1,255.2 and paving works.
Dec/2015
and paving works.
Jun/2016
and paving works.

CONTROLE DE
ENCHENTES
FLOOD CONTROL
pRogRamme
CURRENT SITUATION
Some areas in the city call for the implementation of
appropriate rainfall water management systems to pre-
vent water borne diseases and floods. The Jacarepagu
basin macro drainage process has already started. Oth-
er areas require immediate action.
DESCRIPTION
The initiative consists of implementing macro drainage
projects in 3 basins:
1) Jacarepagu Basin/Ocean: canalization and drain-

age of the Jacarepagu watershed, resettlement of fam-
ilies living in river banks and environmental education;
2) Guanabara Bay: implementation of conventional and

non-conventional structures in rivers of the Guanabara
basin, focusing on rehabilitation of the environment and
implementation of micro and meso drainage systems;
3) Sepetiba Bay: implementation of conventional and

non-conventional structures in Cao Vermelho River
for environmental rehabilitation and as a subsidy for
land use planning, and implementation of micro and
meso drainage systems.
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PERFORMANCE
INDICATORS
plot 11 macro drainage

(% of management area).
EXPECTED OUTCOMES Bandeira Square Mangue

Improvement of drainage systems, reduction of flood prone Channel macro drainage
areas, environmental quality improvement, land use plan- (% of management area).
ning, regional economic development and climate change
adaptation concepts adoption. Marang macro drainage
acari macro drainage

2012-2016 BUDGET
Cao Vermelho macro drainage
Expenses 0.0 17.5 17.5 MILESTONES

Investments 621.8 378.6 1,000.4 SCHEDULE
Total 621.8 396.1 1,017.9
Dec/2013
Complete plot 1 macro drainage.
Dec/2014
Complete Bandeira Square
macro drainage.
Dec/2016
Complete plot 2, 3, and
Marang macro drainage.

QUALIDADE
DE GUAS URBANAS
WATER QUALITY PROGRAMME
CURRENT SITUATION
The citys water bodies are currently polluted and dys-
functional. River treatment units in basin drainage ar-
eas of Arroio Fundo, Carioca, and Rocinha streams are
in place. Units for Pavuna stream, Anil and das Pedras
rivers (Municipal Government) and Iraj river (State
Government) will be implemented shortly. Apart from
these breakthroughs, other initiatives are worth noting,
like the concession granted to the private initiative for
wastewater works in PA 5 and the effort made by CEDAE
(State water and sewage utility) with the introduction of
rainwater and sewage interception drainage systems in
the Alegria System to improve water quality in receptor
watersheds.
DESCRIPTION
Environmental appreciation of urban watersheds is es-
sential for an integrated and competitive city. The goal
of the project is to contribute to Guanabara and Sepe-
tiba Bays, Jacarepagu and Barra Lagoons, and ocean
beaches clean up by increasing coverage of wastewater
collection networks, new wastewater treatment plants
and 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.
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PERFORMANCE
INDICATORS
Coverage of wastewater collection

reduction of wastewater discharge
GOVERNMENTS GOALS
in watersheds (inhabitants).
Increase wastewater treatment network coverage by 55% in overall pollution reduction

PA 5 by 2016. in watersheds (%).
Organic wastewater compounds

2012-2016 BUDGET discharged in watersheds (ton/year).
R$ million External Funds Government Funds Total MILESTONES

Expenses 0.0 6.7 6.7 SCHEDULE
Jan/2012
Total 63.8 22.7 86.5 Begin plans for Water Quality
improvement projects.
May/2012
Begin call for bids and works at basins
of rivers Grande / Pequeno, Banca
da Velha, Estiva, and Tindiba / Covanca /
Pechincha; basins of rivers in PA 3.3 (Calogi
and Acari rivers) and 5.1 ( Marang/ Marinho
rivers); Cao Vermelho river basin.
Mar/2013
Begin call for bids and works - Pavuna
stream basin (Guerengu, Monjolo, and
Engenho Novo rivers); basins of rivers
in PA 3.4 (Cachorros I and II rivers and
Iraj river); Campinho river basin.
Mar/2014
Call for bids and works basins
of Anil, Sangrador, So Francisco,
Quitite, and Papagaio rivers; basins
of rivers in PA 3.5 (Tingu, Rio das
Pedras, Timb, and Orfanato); basins
of Piraqu and Ponto rivers.

RIO CAPITAL DA
BICICLETA
CURRENT SITUATION
Traffic in Rio de Janeiro City accounts for 77% of total
greenhouse gas emissions in the Metropolitan area. The
Municipality has invested to provide an appropriate in-
frastructure for bikes since 2009. Bike lanes network
construction has expanded from 150 to 300 km between
2009 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 order
to connect the network to public transport facilities for
buses, BRS, subway, train, and ferry stations. At least
1000 bike parking facilities and support equipment for
bikers will be available at peak demand areas and in
public transport stations. Apart from integrating the
bike lane network to the public transport network, the
project includes a specific bike plan to support a mo-
bility system between the different Olympic Clusters as
part 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 bike
use and consequent reduction of air pollution levels and
improved quality of life of the population.
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PERFORMANCE
INDICATORS
Km of bike lanes built.

GOVERNMENTS GOALS
Number of bike parking facilities built.
Construction and integration of 450 km of bike lanes to other

MILESTONES
transport modes in the city between 2009 and 2016.
SCHEDULE
Dec/2012
2012-2016 BUDGET Construction of 300 km of bike lanes.
R$ million External Funds Government Funds Total Dec/2013

Expenses 0.0 25.0 25.0 Construction of 330 km of bike lanes
and 160 bike parking facilities.
Total 0.0 142.4 142.4 Dec/2014

Construction of 370 km of bike lanes
and 360 bike-parking facilities.
Dec/2015
Dec/2016

RIO CAPITAL SUSTENTVEL
RIO SUSTAINABLE CAPITAL
CURRENT SITUATION
Rio de Janeiro passed the Climate Change Law, but the
piece of legislation has not entered into force yet. Many
projects in the city are adapted to climate change, such
as 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
The Rio Sustainable Capital Initiative consists in:
(i) Implementing the climate change policy, focused on

public transport, waste, and energy efficiency with the
enacting 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 Global

Report Initiative Report;
(v) Creating a Municipal Cost Management Plan; and
(vi) Expanding selective waste collection coverage in the

city.
EXPECTED OUTCOMES
Recognition of Rio as a reference in sustainability, pre-
pared for climate change impacts, with an eco-efficient
Municipal Government, and included in the GRI Report.
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PERFORMANCE
INDICATORS
Reduced greenhouse gas emissions.

GOVERNMENTS GOALS
Implemented monitoring system.
Collection of 25% of all recyclable waste in the city by Number of Green Seal
2016. certied buildings.
16% greenhouse gas reduction by the end of 2016, based improved gRi rating.
on the 2005 emissions inventory.
Elaboration of plan (%).
MILESTONES
2012-2016 BUDGET
SCHEDULE
R$ million External Funds Government Funds Total Jun/2012
Expenses 0.0 3.5 3.5 Publish GRI Report.
Dec/2012
Total 24.2 41.7 65.9 Publish Climate Change Adaptation Plan.
Apr/2013
Draft Municipal Government
Eco Efciency Plan.
Dec/2014
Publish new greenhouse gas inventory.
Mar/2016
Implement Municipal Coastal Area
Management Information System.

RIO CAPITAL VERDE
Rio 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 the
citys biodiversity, resulting in an increase of landslide
risk areas and illegal settlements. Parks and green ar-
eas in the city have different activity and maintenance
levels and are not evenly distributed throughout the city.
DESCRIPTION
The purpose of the initiative is to improve vegetation
coverage in the city by implementing the following ac-
tion items:
(i) Reforestation of 1100 hectares in public areas by

2016. Legal enforcement and market mechanisms for
reforestation of feasible privately owned areas;
(ii) Maintenance of 2000 ha of reforested areas by means

of regular interventions to avoid significant reductions;
(iii) Creation of green corridors. First locations will be

Marapendi, Chico Mendes, and Prainha regions;
(iv) Implementation of the 15 Green Minutes Project,

including renovation of more than 170 thousand m2 of
parks and green areas and drafting of 15 management
plans for the city.
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Number of renovated parks.
Number of management plans created.
Percentage of CUs (Conservation Units)

EXPECTED OUTCOMES with participatory management practices
Strengthened Rio de Janeiro brand with respect to sustain- implemented.
ability and global leadership. Recovery of the indigenous
rainforest ecosystem recovery, regularization of water Number of councils of facilitators created
sources and prevention of illegal settlements in permanent and trained.
protection areas.
Number of planted hectares.
Number of planted trees in conservation

ALIGNMENT WITH MUNICIPAL units and parks.
GOVERNMENTS GOALS
Reforestation of 1700 hectares in new areas between 2009

and 2016. Maintain management of reforested areas. Draft Municipal Management Plan for
Serra do Mendanha Park and implement
Marapendi - Chico Mendes Prainha Pilot
500 thousand new trees planted in parks, green areas, or
plan.
conservation areas by 2016.
Begin contract with SO (Social Organization)

2012-2016 BUDGET for seedling planting.
Expenses 0.0 115.0 115.0

Revitalize 63.747m2 of park areas.
Total 0.0 194.4 194.4 Complete 10th management plan.

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ECONOMIC
DEVELOPMENT

The choice of Rio de Janeiro to host the 2016 Olympic Games, added to
major investments in pre-salt oil fields have set forth new economic
prospects for the city. Furthermore, the successful curbing of violence
and new infrastructure investments have contributed to an increase in
competitiveness 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 some
barriers that limit the full enjoyment of existing opportunities, such as:
eConomiC
DEVELOPMENT High informality levels in the citys labour market.
diagnoSiS Red tape barriers (for opening/closing corporations, environmental

licenses, taxes) still prevail in spite of recent efforts to improve the
business 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.
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Promote a significant improvement in the business environment to
attract companies and investment.
eConomiC Establish policies for promotion and incentives for strategic seg-
ments for the citys economy. Foster creation and quality improve-
DEVELOPMENT ment of jobs in the city.
GUIDELINES
Foster growth and strengthening of segments focused on innovation
to increase value generation and average wages.
Foster establishment and competitiveness of SMEs in the city.

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 the

eConomiC Energy and Research and Development (R&D) sectors by 2016.
DEVELOPMENT
Increase hotel room availability to at least 7 thousand units by 2016.
GOALS Keep hotel occupation rates above 80%.
Increase the total number of people employed in Creative Economy

activities from 2.2% to 2.75% of the total jobs in the city by 2016.
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RIO AMBIENTE DE NEGCIOS
RIO BUSINESS ENVIRONMENT
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 bureaucracy
for establishing new companies by implementing and
automating the License Granting Programme (Alvar
J), the Company Legalisation (Empresa Bacana) and
Individual Entrepreneur (empreendedor individual) Pro-
grammes, and the Integrated Trade Registry (REGIN);
incentivising formalization of businesses (through the
Empresa Bacana Programme); opening the Rio Busi-
ness agency (Rio Negcios) to provide an interface be-
tween the Municipality and entrepreneurs (and creating
the entrepreneurs channel); and creating a communi-
cation strategy for prospective investors in the city. A
welcoming business environment is essential for a city
that wants to attract companies and generate business,
investment, and jobs. Rio de Janeiro has obtained the
investment grade from some international rating agen-
cies (Moodys and Fitch). Only 20% of low risk licenses
are granted online. Low risk licenses account for 80%
of all licenses issued in the city. This figure represents
approximately 700 licenses per month.
DESCRIPTION
The Rio Business Environment Initiative (Rio Ambiente
de Negcios) includes the following activities:
(i) Monitoring of the citys business environment

(Rios rating in the World Banks Doing Business Index).
(ii) Reduce bureaucracy and provide operational ef-

ficiency for business processes, giving priority to the
most relevant processes for quality of services offered
to Rios businesses as well as indicators from the
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PERFORMANCE
INDICATORS
Percentage of licenses granted online.
World Bank Doing Business assessment. For example:
environmental, land tenure, and tax licenses, demarcation Number of registrations at SINAE.
revision, etc.
Percentage of low risk licenses
(iii) Alvara J License Granting Programme: Integrate all the granted within three working days.
Municipalitys agencies involved in licensing of economic ac-
tivities within the current online system (SILFAE-Alvar J), MILESTONES
in order to speed up licensing. Standardize supervision of all SCHEDULE
licenses registered in the SINAE (Economic Activity Informa-
tion System) and identify new taxpayers. Increase scope of Aug/2012
online licenses and permits granted by the Municipal Gov- Complete process queries.
ernment.
Dec/2013
EXPECTED OUTCOMES Complete assessment according to the
Doing Business Index (World Bank).
Improve Rios rating in business rankings:
(i) Increase competitiveness within the business environment;
Hand over REGIN control to the Municipality.
(ii) Shorten time to establish new companies;
(iii) Cut down informality in the city; Include Municipal Agencies in the Licenses
(iv) Increase direct investment volumes; Portal: SMSDC (Secretariat of Health
(v) Increase the number of new companies in the city. and Civil Defence), SMU (Urban Planning
Secretariat), SME (Education Secretariat),
SMF (Economy Secretariat), CET-RIO (Trafc
Engineering Company), SECONSERVA
(Conservation and Public Service Secretariat).
GOVERNMENTS GOALS Include State Agencies in the Licenses
Portal: Fire Department, Trade Board, RCPJ
Deliver all permits and licences granted by the Municipal (Civil Registry of Legal Entities), Education
Government on line, within a three-day deadline period for Secretariat, Healthcare Secretariat.
all low risk requests, by 2016.
Include Federal Agencies in Licenses
Portal: Federal Revenue Bureau.
2012-2016 BUDGET
Public contest to hire 200 FAE
agents (100+50+50).
Expenses 2.4 101.2 103.6 Appoint 50 Administrative agents.

Verify (10,20,30,40,50,60%)
Total 5.2 102.7 107.9
of entries in the SINAE.
RIO CAPITAL DA
eneRgia
RIO ENERGY CAPITAL
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, and
counts with the largest concentration of R&D centres in
Latin America (US$ 800 million projected investments in
new centres), besides being an important logistic hub for
the sector. Expectations indicate a growing ow of invest-
ments in the near future for this industry, and Rio plays an
essential 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 companies
along the last 18 months has completely exhausted the
availability of industrial areas as well as those devoted to
Research and Development (R&D) activities. The lack of
land with appropriate infrastructure can become a barrier
to attract new companies.
DESCRIPTION
In order to live up to its global recognition as an energy
capital and attract more companies in the sector, Rio de
Janeiro must increase the availability of areas to estab-
lish research centres, equipment manufacturing, and
maintenance facilities. Consequently, main action items
include the development of a new industrial hub in the
West Zone (more than 500 thousand m2) and a new tech-
nology park, repeating the successful UFRJ Technology
Park. Both undertakings must focus mainly on energy
sector companies.
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PERFORMANCE
INDICATORS
EXPECTED OUTCOMES
Companies and investments attracted to the
West Zone Industrial Hub (mainly in the en-
(i) Increased number of energy companies in the city;
ergy sector).
(ii) Greater job offer in the sector;
(iii) Establish Rio de Janeiro as a national reference in Re- Companies and investments attracted to the II
search and Development and in Innovation, especially in the Technology Park (mainly in the energy sector).
Oil & Gas and renewable energies sectors, and as a top des-
tination for companies in the industrys value chain. New energy company projects in other city
areas.
Areas identied to expand the West Zone In-

dustrial Hub and the II Technology Park.
GOVERNMENTS GOALS
MILESTONES
Attract at least R$ 1 billion in investments for new companies SCHEDULE
in the Energy and Research and Development (R&D) sectors
by 2016. Jun/2014
Deliver West Zone Industrial Park (over 500
thousand m2) including infrastructure in the
2012-2016 BUDGET surrounding area (transport, services, utili-
ties, etc.).
R$ million External Funds Government Funds Total Mar/2014
Deliver II Technology Park (more than 100
thousand m2) including Infrastructure in the
Investments 50.0 70.0 120.0 surrounding area (transport, services, utili-
Total 50.0 70.0 120.0 ties, etc.).

RIO CAPITAL DO
TURISMO
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 ow of
tourists, which has not risen signicantly in recent years.
Additionally, incentives to extend average tourist stay and
increase the citys appeal for tourism businesses should be
top priority. The city will host major sporting events in the
coming years. For this reason, many initiatives have been
implemented in the last two years such as the creation of
a main events calendar, the improvement of traditional
events such as Carnival and New Years Eve and the cre-
ation of new museums, besides the revitalization projects
underway in the Historic Centre and Port Region and rel-
evant incentives approved for the building of new hotels (LC
108/10), which has already increased hotel room availability
by 40%. To become a global tourism capital, several actions
must be undertaken to dene the citys competitive and
strategic positioning, improve services and infrastructure
for tourists, launch national and international campaigns,
organize events, and improve tourist information signage.
Only then will the city succeed in attracting more tourists
and increase their average spending.
DESCRIPTION
the Rio Tourism Capital Initiative focuses on four action
items:
(i) Improve the citys tourism environment: investments in
tourism support infrastructure (hospitality, services, sig-
nage, information (tourist information centres), incentives
for tourism (consolidation of a city events calendar, launch-
ing of the Rio de Janeiro Tourism Incubator), as well as PPPs
for the construction of a convention centre in the Port Area.
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IPERFORMANCE
INDICATORS
(ii) City promotional campaigns: participation in national Number of tourists (national

and international).
and international trade shows and seminars, TV campaigns
abroad, investment in promotional material, research stud-
Number of seminars, trade shows,
ies, and in the Brazil House Rio Loves You Project (Bra- and other events held in the city.
zilian Government representation) during the 2012 London
Olympic Games. Number of major events ofcially
sponsored by the Municipality.
(iii) Definition of the strategic positioning of tourism in the
city (research included in the Area-Specific Development Number of students graduated.
Plan Initiative).
MILESTONES
(iv) Broader coverage of the Hotel Incentive Law (part of the Olym- SCHEDULE
pic Incentives Package) to increase capacity of existing hotels (ret-
Jul/2012
rots).
Brazil House (London Olympic Games).
EXPECTED OUTCOMES Jun/2013

Increased the number of tourists in the city; creation of jobs in Complete tourist information
the sector. signage project.
Dec/2013
End of Rio Loves You Campaign.
ALIGNMENT WITH MUNICIPAL Dec/2016

GOVERNMENTS GOALS Train 20 thousand professionals in the
tourism and hotel sector, as well as taxi
Increase hotel room availability to at least 7 thousand units by drivers, municipal guards, police ofcers,
2016. Keep hotel occupation rates above 80%. and other sectors related to the tourism
industry such as bars and restaurants.
2012-2016 BUDGET
Expenses 0.0 249.2 249.2
Total 15.0 255.4 270.4

RIO CAPITAL DA
INDSTRIA CRIATIVA
RIO CREATIVE INDUSTRY CAPITAL
CURRENT SITUATION
Rio de Janeiros diversity and richness of artistic ex-
pression makes the city one of the countrys major cre-
ative economy hubs. Sector development and support is
strategic given the added value brought about by these
initiatives.
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 for
debates, dissemination, and professionalization in the
sector, as well as the creation of a capacity building and
project investment agency.
EXPECTED OUTCOMES
Foster creative economy in Rio de Janeiro and its contri-
bution to continuously raise the citys GDP.

GOVERNMENTS GOALS
Increase the number of people employed in creative

economy from 2.2% to 2.75% of the total jobs in the city
by 2016.
2012-2016 BUDGET
Expenses 0.0 84.3 84.3
Total 0.0 386.1 386.1
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PERFORMANCE
INDICATORS
Number of activities in the sector mapped.
Percentage of creative economy

share in Rios GDP.
Number of sponsored related events.
Number of successful creative

economy undertakings.
Number of project investments.
Return rate of refundable investments.
MILESTONES
SCHEDULE
Mar/2013
Complete mapping of area.
Jan/2013
Start operation of the Creative
economy development agency.

PLANO DE
DESENVOLVIMENTO SETORIAL
INDUSTRY - SPECIFIC
DEVELOPMENT PLAN
CURRENT SITUATION
Rio de Janeiro City has many untapped economic opportu-
nities. The city is multi-faceted, plays an important role in
labour creation and training, and is home to multi sector
companies and institutions. Nevertheless, potential devel-
opment drivers are unclear and, consequently, there is no
strategy 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 capacity
building, infrastructure investment, and activities to attract
investment and businesses). The purpose of the plan is to
implement the strategy with clear promotion and commu-
nication guidelines, together with a governance model.
EXPECTED OUTCOMES
Have specic strategies dened for key areas, in order to
promote policies to attract businesses and investors, and,
ultimately, foster economic development in the different
regions in the city.
2012-2016 BUDGET
Total 0.0 6.9 6.9
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PERFORMANCE
INDICATORS
Rio de Janeiro economic attraction

potential (Planning).
Potential GDP growth

(Planning).
Job creation in the city (planning).
MILESTONES
SCHEDULE
Jun/2013
Hire a consulting rm for the study.
Nov/2013
Launch the study.

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CULTURE

CULTURE Even though Rio de Janeiro always offered a vast choice of cultural
options for its population, until 2008 the city suffered from a constant
diagnoSiS lack of budgets for the area, besides misguided prioritization, and
poorly coordinated initiatives resulting in a politically isolated cultural
area.
To deal with this situation, the Municipality has implemented a series

of programmes to the foster cultural production in the areas of
dancing, drama, visual arts, and design, besides retrofitting the old
Imperator cinema theatre to function as a cultural centre and opening
new cultural arenas.
The city has also been supporting a revival of its cultural life, reflected
in the large number of international concerts, among them the Rock
in Rio festival, renovating of the Lapa district and rehabilitation of
Carnival celebrations on the streets.
Emphasis must be given to the beginning construction of the MAR

(Museum of Art of Rio) and the Museum of Tomorrow, two very
important cultural projects for the city.
Nonetheless, the citys cultural area still faces major challenges:
Cultural options are highly concentrated in few regions of the city

and still very scarce in the low-income areas.
The majority of museums and cultural centres are in a very poor

state and offer attractions irregularly.
The city still counts with unexploited opportunities, such as neigh-

bourhoods that present a series of cultural attractions, that if bet-
ter organized could generate income and improve the populations
quality of life.
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Several historical buildings are in a poor state, abandoned or unde-
rused, in spite of the Municipal Governments efforts to preserve
this very important historical heritage of Rio de Janeiro.
CULTURE Enforce the city centre as a cultural reference for Brazil by revital-
izing its assets, retrofitting the urban scenario, and promoting di-
GUIDELINE versity, adopting a permanent maintenance paradigm for all of the
cultural infrastructure.
Provide increased access of the population to a larger variety of

cultural assets and values by means of expanding the public infra-
structure for cultural activities, adopting the concept of access and
meeting, focused on promoting integration and increased sense of
belonging among the population.
Strengthen the citys Port Region as a cultural centre, increasing

its important iconic content historical, social, and cultural with
public or private initiatives.

Expand the citys cultural options by fostering cultural activities and
attaining the goal of 350 productions per year by 2016.
Double public attendance in the municipal cultural facilities by 2016,

benchmarked to 2011.
CULTURE
Consolidate the Port Region as an area for cultural activities, pro-
GOALS 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 as
Tiradentes Square and Lapa.
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REVISO DA REDE DE
EQUIPAMENTOS CULTURAIS
REVISION OF EXISTING
CULTURAL INFRASTRUCTURE
CURRENT SITUATION
The citys 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 small
number of cinemas, theatres, museums, libraries, and
cultural centres. Additionally, most museums and cul-
tural centres controlled by the Municipality are poorly
maintained and offer irregular programmes.
DESCRIPTION
The initiative aims at reviewing the Municipal
Governments cultural infrastructure in order to improve
them, 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 citys regions as well as all existing
cultural manifestations, we will propose to review the vo-
cation and management models of the existing facilities
and, when possible, renovate them. One example of this
initiative is the upgrading of the existing cultural tents to
cultural arenas, thus providing a more robust structure
for concerts and performances in the regions that lack
cultural options.
EXPECTED OUTCOMES
Improved quality and access to culture in the city. Re-
duction of current disparities between different regions
of the city.
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PERFORMANCE
INDICATORS
Public attending Municipalitys

public cultural facilities.
GOVERNMENTS GOALS
Number of public facilities with
Double public attendance in the municipal cultural facilities revised vocation, management
by 2016, benchmarked to 2011. model, and physical structure.
Complete mapping of all regional

cultural manifestations.
2012-2016 BUDGET
MILESTONES
SCHEDULE
Expenses 0.0 2.5 2.5 Mar/2013
Investments 0.0 49.0 49.0 Complete mapping of citys cultural
facilities, activities, and demands.
Total 0.0 51.5 51.5
May/2014
Complete revision of vocation,
management model, and renovations
of facilities in PA 1 and 2.
Jun/2015
Complete revision of vocation,
management model, and renovations
of facilities in PA 3, 4, and 5.

FOMENTO PRODUO CULTURAL
FOSTERING CULTURAL PRODUCTION
CURRENT SITUATION:
The policy of tendering for cultural productions in the
city has progressed significantly in recent years due to
increased investments in this area. Nevertheless, the
lack of proper training and qualification of cultural pro-
ducers limits their ability to apply for the Municipalitys
bid 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) Implementation of a cultural project management

bureau to provide assistance and capacity building to
cultural managers and producers, besides organizing
meetings, 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 the
city. Preservation of the social groups which develop cul-
tural projects or activities representing the citys traditions.
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PERFORMANCE
INDICATORS
Number of people or organisations being

trained in capacity building efforts.
GOVERNMENTS GOALS
Higher percentage of creative economy
Expand the citys cultural options by fostering cultural services in the citys GDP.
activities and attaining the goal of 350 productions per year
by 2016. Percentage of refundable investments
recovered by the Agency.
MILESTONES
2012-2016 BUDGET SCHEDULE

Jan/2013
Launch of Project Bureau.
Expenses 0.0 22.3 22.3
Investments 0.0 300.5 300.5 Feb/2013

Launch Bid Notices for 2013.
Total 0.0 322.8 322.8
Feb/2014
Feb/2015
Feb/2016

POLO CULTURAL
DA ZONA PORTURIA
PORT REGION CULTURAL POLE
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 of
Rio de Janeiro.
DESCRIPTION
The initiative aims at strengthening the ongoing Port Re-
gion Cultural Pole project, which already includes: the
Museum of Tomorrow at Mau Pier and the Rio Art Mu-
seum (MAR) on Mau Square. For this purpose, the pro-
posal includes the recovery and rehabilitation of the Af-
ro-Brazilian Reference Centre in Jos Bonifcio Cultural
Centre, the Theatre City in the Gamboa warehouses, and
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 to
foster cultural initiatives created by partners established
in the region.
EXPECTED OUTCOMES
Promote the development of this strategic region for
the city with these projects, which will result in relevant
cultural and social impacts.
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PERFORMANCE
INDICATORS
Opening of facilities.
GOVERNMENTS GOALS
Denition and implementation of
their management models.
Consolidate the Port Region as an area for cultural activities,
promoting at least 15 important cultural initiatives by 2016. Number of visitors.
Number of independent cultural

projects implemented in the region.

SCHEDULE
Aug/2012
Expenses 0.0 177.2 177.2 Opening of the Afro-Brazilian
Investments 0.0 8.0 8.0 Reference Centre and the
Historical and Archaeological
Total 0.0 185.2 185.2
Route of African Memory.
Sep/2012
Finalize construction of the Theatre
City Gamboa Warehouses.
Jan/2013
Implement the Theatre City project.
Jul/2013
Begin fostering projects (including
revision of cultural infrastructure and
funding for cultural productions).

RIO PATRIMNIO-CENTRO
RIO HERITAGE-
HISTORICAL CENTRE
CURRENT SITUATION
Rio has approximately 22 thousand buildings that are
protected by the Municipality, most of them located in
the 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 buildings
under heritage protection that remain in poor state,
abandoned, or underused.
DESCRIPTION
The initiative aims at recovering, rehabilitating, and in-
centivising sustainable use of the citys heritage, focus-
ing on both public and privately owned buildings. The
programme will give priority to buildings located in the
citys historical centre and will comprise the following
actions:
(i) Recovery of 17 buildings already identified as strate-

gic, located in Tiradentes Square and Lapa;
(ii) Rehabilitation of the regions 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
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PERFORMANCE
INDICATORS
strategic; and Number of buildings (municipal

and privately owned) properly
preserved and maintained.
(vi) Organize campaign to foster promotion and preservation
of the citys Historical Centre.
MILESTONES
SCHEDULE
EXPECTED OUTCOMES
Recovery of cultural assets and promotion of greater vitality Mar/2013
and diversity of use in the citys Historical Centre. Complete census of protected buildings
in the citys Historical Centre.
Apr/2013
Begin concession of incentives
ALIGNMENT WITH MUNICIPAL for privately owned buildings.
GOVERNMENTS GOALS
Apr/2013
Appreciate the urban landscape and cultural heritage of the
Grant concessions of buildings owned
by the Municipality to private initiative.
historical centre by recovering and rehabilitating relevant ar-
eas such as Tiradentes Square and Lapa.
2012-2016 BUDGET
Total 0.0 87.6 87.6

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SOCIAL
DEVELOPMENT

SOCIAL The Municipal Government of Rio de Janeiro made significant prog-
ress in fighting extreme poverty by creating the do Carto Famlia Ca-
DEVELOPMENT rioca (Rio Residents Family Card), supplementing the income of the
diagnoSiS poorest families already beneficiaries of the Federal Governments
Bolsa Famlia (cash transfer programme). The programme assists 420
thousand people every month, offering benefits varying from R$20 to
R$400. Since its implementation in December 2010, favourable im-
pacts have already been observed among the beneficiaries, such as
a reduction in the school achievement disparities between students
from families that receive the Family Card and those who do not, and
greater 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 the
ideal levels, and still requires expansion of coverage of the Fam-
ily Card, ensuring its integration with the areas of Education and
Healthcare.
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. Psychological
and social assistance coverage requires expansion.
A great number of inactive youth live in violent or recently pacified

areas running high risks of becoming socially misfit. The challenge
will be to attract these people to a healthy and productive life.
The Municipal Governments 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.
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SOCIAL Increase coverage of the Bolsa Famlia cash transfer programme in
the city.
DEVELOPMENT
GUIDELINES Contribute towards reduction of poverty by providing universal so-
cial-assistance coverage and incorporating Healthcare withing the
Family Card Programme.
Increase coverage of the psycho-social care network, aiming at

healthcare for mental disorders and drug addiction focused on re-
insertion.
Promote effective mechanisms for social reinsertion for the young

population in low-income and/or violent and recently pacified areas.
Contribute to the expansion and strengthening of the New Middle

Income Bracket by means of integrating Municipal Government ac-
tions with those of other spheres of government, the private sector,
and civil society.

Reduce by at least 50% the share of Rios population living below
the extreme poverty line defined in the United Nations First Mil-
lenium Goal by the end of 2015, benchmarked to 2007.
SOCIAL Eliminate poverty among the beneficiaries of the Federal

DEVELOPMENT Governments Bolsa Famlia Cash Transfer Programme and of the
GOALS Family 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 children
addicted 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 in
the initiative.
Ensure that 100% of the Schools for Tomorrow are included in the
Rio em Forma Initiative by 2016.
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CARTO FAMLIA CARIOCA
FAMILY CARD
CURRENT SITUATION
Focused on providing support to the poorest families and
ensure their right to nutrition and access to education
and healthcare, the Municipality of Rio de Janeiro cre-
ated, in December 2010, its Family Card (Carto Famlia
Carioca), a cash transfer programme supplementing the
Federal Governments Bolsa Famlia Programme. This
initiative currently benefits approximately 98 thousand
families every month. As of March 2011, a new initiative
was implemented to identify and provide assistance to
families with social needs, the Famlia Carioca em Casa
(Rio Residents at Home).
DESCRIPTION
The Family Card Programme focuses on improving the
quality of life of extremely poor families whose in-
come is below R$ 108 per family member of the City of
Rio, with a cash transfer. To be eligible for the card, all
children 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 beneciaries.
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PERFORMANCE
INDICATORS
Number of families covered

by the programme.
GOVERNMENTS GOALS
Extreme poverty rates in the city.
Reduce by at least 50% the share of Rios population living
below the extreme poverty line defined in the United Nations Number of families whose
First Millenium Goal by the end of 2015, benchmarked to benets were discontinued.
2007.
Number of families whose benets
Eliminate poverty among the beneficiaries of the Federal were discontinued for not complying
with educational requirements.
Governments Bolsa Famlia Cash Transfer Programme and
of 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 Programme
are included in the initiative.
2012-2016 BUDGET
0.0 687.1
0.0 3.0
Total 0.0 690.1

atendimento
PSICOSSOCIAL
CURRENT SITUATION
The increasingly serious substance abuse problem has
led to a broader need for psycho-social assistance. Pres-
ently, Rio counts with 17 Centres for Psycho-Social Care
(Centro de Ateno Psicossocial - CAPS) and Treatment
Homes, covering 40% of its population. The CAPS offer
daily care for patients with mental disorders, both from
substance abuse and mental distress. Additionally, the
network includes 34 treatment homes that offer shel-
ter for 204 people with serious mental disorders com-
ing from psychiatric hospitals or custodial hospitals,
besides homeless people with severe mental disorders.
The Municipal network requires expansion in order to
care for patients who are not fit for immediate discharge
from the institutions.
DESCRIPTION
The Psycho-Social Assistance Programme consists in
expanding coverage of the Centres for Psycho-Social
Care (CAPS) to 60%, with the opening of 10 new CAPS
and 90 treatment homes, besides renovation and reha-
bilitation of 10 existing CAPS and recovery of municipal
units to admit patients coming from the hospitals. The
programme will also increase the capacity of shelter
specialized in children and adolescents with substance
abuse problems, aiming at their social reinsertion.
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PERFORMANCE
INDICATORS
EXPECTED OUTCOMES Programme coverage (%).

Greater coverage of psycho-social assistance for adults and
Implementation of new CAPS.
children; reduced admissions in hospitals due to psychiatric dis-
orders; better quality of life for people with mental disorders. Renovation of CAPS.
Implementation of new treatment homes.
ALIGNMENT WITH MUNICIPAL Number of patients discharged

GOVERNMENTS GOALS from psychiatric hospitals.
Achieve 60% coverage for mental disorders (Centres for MILESTONES

Psycho-Social Care and Treatment Homes) by 2016, giving SCHEDULE
priority to children addicted to alcohol and crack cocaine.
Dec/2012
Implement 1 new CAPS.
2012-2016 BUDGET Dec/2013

Dec/2014
Expenses 0.0 320.7 320.7 Implement 2 new CAPS.
Dec/2015
Total 0.0 371.9 371.9
Dec/2016

RIO EM FORMA
OLMPICO
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 the
development of its youth, particularly those living in
poorer communities, who need assistance to acquire
experience with social interaction. The Rio em Forma
(Rio Fitness) Project was set in 2009 in order to address
these challenges by making use of the citys sports cul-
ture. The project focuses on emotional and educational
values 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 the
communities with the necessary space and equipment
for the activities carried out. They are also being imple-
mented in areas considered violent, where students who
took the last exam of the Ministry of Education displayed
the lowest educational achievement; this helps to give
priority to the Schools of Tomorrow. Additionally, the
centres will offer sports, cultural, social, ethical, and
healthcare activities, led by qualified professionals. Dur-
ing the upcoming major sports events held in the city,
the program will develop specific actions so that these
groups can contribute to the success of the events.
EXPECTED OUTCOMES
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PERFORMANCE
INDICATORS
Better use of students idle time in low income areas, great- Number of beneciaries of
the programme.
er social interaction, establishment of healthier habits, and
reduced disorderly conduct among the youth.
Number of centres implemented.
MILESTONES
SCHEDULE
GOVERNMENTS GOALS Feb/2013
Plan for expanding centres.
Ensure that 100% of the Schools for Tomorrow are included
in the Rio em Forma Initiative by 2016. Jun/2013
Plan for participating in major events.
2012-2016 BUDGET Dec/2014

Rio em Forma during the FIFA Cup.
Dec/2016
Rio em Forma during the Olympic Games.
Total 0.0 0.0 0.0

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INSTITUTIONALISATION
OF THE STRATEGIC PLAN

INSTITUTIONALISATION OF
THE STRATEGIC PLAN
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 and
the areas responsible for follow up. The methology adopted by the Rio de
Janeiro Municipality consisted in establishing Results Agreements with
its different agencies/entities as instruments to dene yearly goals and
incentive mechanisms, thus boosting successful outcomes. This same
methodology will continue to be applied throughout the next execution
period 2013-2016 and will be additionally intensied with the evolution
of its institutionalisation and instruments.
Responsibility for unfolding the sectors goals into Results Agreements

and for systematically monitoring them relies on the Executive Ofces
Results Monitoring Under-Secretariat. Parallel to this effort, the Proj-
ect Management Bureau EGP, also under the Executive Ofce, will be
responsible in turn for following up on the implementation of each one
of the Strategic Initiatives detailed within this Plan. Both entities will to-
gether provide the necessary criterious management for its successful
implementation.
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DRAFTING OF GOALS PER StRategiC
STRATEGIC PLAN SeCtoR initiativeS
DEPLOYMENT OF DETAILING OF
IMPLEMENTATION OF
indiCatoRS among WORK PLANS AND
STRATEGIC PLAN
MUNICIPALITY AGENCIES MILESTONES
monitoRing and RESULTS pRoJeCt

FACILITATING MONITORING UNDER- management
STRUCTURE SeCRetaRiat BUREAU

RESULTS AREA OBJECTIVES
Monitor accomplishment of the Municipalitys goals for each sector.
monitoRing Provide transparency for the results obtained in each agency respon-
UNDER- sible for each sectors goals.
SeCRetaRiat
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 agencys performance.
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 per
semester.
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pRoJeCt AREA OBJECTIVES
Ensure satisfactory implementation of the strategic initiatives.
management Keep Mayor constantly updated on the evolution of strategic initia-
BUREAU - EGP tives.
FUNCTIONS
Follow up on schedule and results of strategic initiatives.
Support in identifying and solving main bottlenecks obstructing the
satisfactory progress of strategic initiatives.
Consistency checking of strategic initiative management reports.
METHOD
Maintenance of an online monitoring panel to enable Mayor and dis-
tinctive Secretaries to follow up on the implementation of strategic
initiatives.
Implementation/enhancement of the methodology by means of peri-
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 main
bottlenecks.
Quarterly meetings with Secretariat to assess progress of strategic
initiatives.

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OLYMPIC
LEGACY

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We learned from the example of Barcelona that in order to host the
Olympic Games, the citys government must decide whether the city
will suit the event or the event will suit the city. We were adamant in
our choice for the second option.
Upon becoming the next Olympic City, Rio became a natural focus for
attention and growing investments. The Municipality is engaging its
efforts to make the maximum use of this unique opportunity to carry
out important changes in the city and the lives of its people.
The series of urban, social, and economic projects we are beginning
to implement, added to the magnitude of the event, will certainly bring
OLYMPIC forth the most relevant legacy in our history. Especially since it will
LEGACY promote a new and sustainable cycle of development in the City of Rio
de Janeiro.
Of course, part of our efforts will also contribute to staging unforget-
table Games. As a result, our city will be even more admired around
the world, attracting new visitors, investors, and major international
events.
However, the Games will go away and our responsibility is to ensure
that the greatest benefits remain here forever.
Being an Olympic City means forever building a fair, integrated, and
developed Rio. A dream that both the Municipality and its citizens, the
Cariocas, are helping to turn into reality.

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ANNEX
TABLE OF
GOALS

01. Healthcare
REFERENCE REFERENCE
No. Goals 12 13 14 15 16 SOURCE FORMULA
VALUE DATE
Bring the infant mortality

13.7 per 1,000 SMSDC/SIM/ (Deaths below age 1 / to-
1 rate down to under 10 per
live births
2008 12.2 11.6 11.0 10.5 9.8
SinaSC tal live births) x 1000
1,000 live births by 2016
Bring the maternal mor- (Deaths among women in reproductive

62.2 per 100,000 SMSDC/SIM/
2 tality rate down to 41 per
live births
2007 50.4 49.0 46.7 43.9 40.8
SinaSC
age 15-49 yrs dead up to 40 days post-
100,000 live births by 2016 partum / total live births) x 100,000
Shorten waiting period by (Waiting time in emergencies measured

at least 25% in municipal 69 in year Waiting time in emergencies
3 emergency rooms (CORE)* by minutes
2011 10% 15% 20% 23% 25% SmSdC
during reference year)/Waiting time in
2016, benchmarked to 2011 emergencies during reference year
Reach 70% coverage by the

Sade da Famlia (Fam-
4 ily Health) programme in
3.5% 2008 35% 43% 54% 62% 70% CNES / IBGE Number of teams x 3450/ total population
the Municipality by 2016
Reach an adequate wait- (Waiting time to schedule elective vis-

ing period for 90% of its measured in year Waiting time to
5 elective medical visits, To be dened 2012 - 25% 50% 75% 90% SmSdC schedule elective visits during refer-
by type of visit, by 2016, ence year)/Waiting time to schedule
benchmarked to 2012 elective visits during reference year
6 units above Number of units operating

2011 4 3 2 1 0 SMSDC / CNES
capacity above full capacity of beds
Ensure that by 2016 there
are no patients in hospital
beds not registered with
6 the CNES in any municipal 29.4% above full
hospital network units, capacity in the busi- ((Occupation measured during year)/
2011 10% 7% 5% 3% 0% SMSDC / CNES
benchmarked to 2011 est unit (Hospital (Capacity in measured year))-1
Loureno Jorge)
* Broken down by type of visit to be dened and measured in 2012.
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02. Education
REFERENCE REFERENCE
VALUE DATE
Achieve an average grade Initial years: Weighted average of Prova Brasil

2009 5.7 6.0 MEC/INEP/IDEB
in municipal public schools 5.1 exam result and rate of approval
equal to or higher than 6.0 for
1 the rst years and equal to or
higher than 5.0 for the nal
years of the IDEB by 2015 Final years
Weighted average of Prova Brasil
nais: 2009 4.5 5.0 MEC/INEP/IDEB
exam result and rate of approval
3.6
Ensure that at least 95%

Number of 2nd grade students with grades
of children who will be
2 7 years old by the end
73% 2008 95% 95% 95% 95% 95% MEC/INEP 4 and 5 (max. grade is 5) in Provinha Brasil
exam / Total number of 2nd grade students
of 2016 are literate
Number of students in the 4th, 5th e 6th
Reduce functional illit- grades of municipal elementary schools
eracy rates to less than not attaining minimum prociency in
3 5% among students from
15.0% 2009 <5% <5% <5% <5% <5% IAS/Assessment
reading and writing exam / Total num-
4th to 6th grades by 2016 ber of students in the 4th, 5th e 6th grades
of municipal elementary schools
Have at least 35% of mu- Number of students of municipal

4 nicipal school students in 16% 2011 18% 23% 26% 31% 35% Sme schools attending full-time / Number
full-time school by 2016 of students in municipal schools
Ensure that 96% of mu-

Number of students under 16 yrs gradu-
nicipal school students
5 graduate from basic edu-
92.5% 2011 93.2% 93.9% 94.6% 95.3% 96.0% Sme ating from the 2nd segment / Number of
students graduating from the 2nd segment
cation by the age of 16
Number of vacancies in municipal or

Create 60 thousand vacan- 30.0 37.4 44.8 52.4 60.0
15.0 partners day care centres number of
6 cies for pre-school education
thousand
2009 to 2011 thou- thou- thou- thou- thou- Sme
vacancies in municipal or partners day
between 2009 and 2016 sand sand sand sand sand
care centres during reference year

03. Transport
REFERENCE REFER-
VALUE ENCE DATE
Average transit time in

selected routes during
Shorten the average transit time in Ligeiro
na 50% 50% 50% 50% 50% CET-Rio measured year /Average
half along the main routes of the System1
transit time in selected
city in the Ligeiro system, and at routes in referenc e year
1 least 20% in the BRS system per
year upon the launch of each sys-
tem, and maintaining this reduc- Average transit time in
tion rate along subsequent years selected routes during
BRSs2 na 20% 20% 20% 20% 20% CET-Rio measured year /Average
transit time in selected
routes in referenc e year
(Number of accidents with
victims per 100 thousand
licensed vehicles during
803 acci-
measured year Number
Reduce number of trafc accidents/100
of accidents with victims
2 dents with victims by at least 15% thousand 2008 10% 11% 12% 13% 15% CET-Rio
per 100 thousand ve-
by 2016, benchmarked to 2008 licensed
hicles in reference year)/
vehicles
Number of accidents with
victims per 100 thousand
vehicles in reference year
Integrate all public trans- Bus-bus TransCario- TransOlm-

3 port modes to the single and bus- 2011 TransOeste ca, subway, Ferries pica SmtR not applied
fare system by 2016 train and STPL TransBrasil
Cover 60% of public transport

18%
users in the city of Rio de Janeiro 18% 25% 40% 40% 60% Number of people using
(1.19
4 who use at least one high ca-
million
2011 (1.19 mil- (1.66 mil- (2.59 mil- (2.59 mil- (4.05 mil- SmtR ate least one high capacity
pacity transport mode (railway, lion ) lion) lion) lion) lion) transport / Citys population
people)
subway, or Ligeiro) by 2016
Complete construction work
and begin operation of the
TransCa- Trans-
5 TransOeste, TransCarioca, na TransOeste
rioca

olmpica
TransBrasil Smo not applied
TransOlmpica and TransBra-
sil Bus Expressway systems
Upgrade 100% of the bus Number of buses equipped
eet by 2016, adopting mod- with specications / Total
6 ern air-conditioned buses 1% 2011 3% 5% 30% 60% 100% SmtR number of buses operating
with rear engines, green fuel in the Municipality (except
and accessibility resources for inter-municipal buses)
Ensure that 100% of taxis
Number of taxicabs com-
comply with quality standards
pliant with Rio Boa Praa
7 of the Rio Boa Praa pro- 0% 2011 0% 5% 30% 60% 100% SmtR
Programme/Total number of
gramme, geared at improving
taxicabs in the Municipality
taxicab services, by 2016
1 Ligeiro systems considered: 2012 - TransOeste; 2013 TransOeste, and TransCarioca; 2014 TransOeste and
TransCarioca; 2015 - TransOeste and TransCarioca; and 2016 - TransOeste, TransCarioca, and TransOlmpica.
2 Start of operations of BRSs to be dened between 2013 and 2016.
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04. Housing and Urban Planning
REFERENCE REFER-
VALUE ENCE DATE
Promote the construction of 100

thousand new housing units by the
end of 2016, aiming at least 30% of
35 2009 to 50 65 80 90 100 CEF / Total number of new
1 them for the 0 to 3 minimum wage
thousand 2011 thousand thousand thousand thousand thousand SMH housing units built
bracket, through partnerships with
the private sector and other spheres
of government, benchmarked to 2008
(Favelas built area in
Reduce by at least 5% the areas measured year Fave-
2009 to
2 occupied by favelas in the city by 1.80%
2011
3.5% 3.8% 4.2% 4.5% 5.0% ipp las built area in refer-
2016, benchmarked to 2008 ence year)/ Favelas built
area in reference year
Ensure that by the end of 2016 25 thou-

21 15 10 5 geo Rio Number of families living
3 there are no more families liv- sand 2011
thousand thousand thousand thousand
0
e SMH on high-risk hillsides
ing in high risk areas (hillsides). families *
290.8 km
2009 to SMO/ Km of roads recovered and
Expand the Bairro Maravilha (North 365.0 454.2 482.6 525.2 582.0
2011 Cgo and upgraded surroundings
(Marvellous Neighbourhood) Pro- Zone)
gramme to the North and West
4 Zones, recovering 582 km and
implementing 173 km of pubic 41.0 km 2009 to SMO/ Km of roads recovered and
roads, respectively, by 2016 93.0 102.5 118.5 142.5 173.0
(West Zone) 2011 Cgo upgraded surroundings
Complete
Complete
Musem of
rehabilitati-
Complete the upgrade and re- Art of Rio Complete Complete
open on of ex-
5 habilitation project Porto Mara- - na and reha-
freeway
Museum of expressway
pressway
CDURP na
vilha by the end of 2016 bilitation Tomorrow tunnel
and sur-
of several
roundings
roads
Upgrade urban services - water,
sewage treatment, drainage, road
Number of housing
lighting, garbage collection, hill- 70 2010-2012 70 97 127 141 156
6 side contention and paving - to156 thousand (cycle 1) thousand thousand thousand thousand thousand
SMH units in serviced areas
yearly since 2009
thousand homes by 2016, as part
of the morar Carioca initiative
Implement the UPP Social
Total area with implemented
7 Pacifying Police Programme na 11 ** ** ** ** ipp
basic utility services
in all pacied areas1
1 Pacied 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.

05. Public Order and Conservation
REFERENCE REFERENCE
VALUE DATE
5 Total number of UOPs

2011 8 11 14 14 14 Seop
(No. of UOPs) implemented
Implement 14 UOPs, all of
them with electronic surveil-
lance coverage1 and a task-
1 force of at least 3.3 thousand
Municipal Guards operating
on the roads daily by 2016 1.7 thousand
3.0 3.2 3.3 3.3 3.3
(Municipal Monthly average number of
2009 thou- thou- thou- thou- thou- SEOP/ DOP
Guards in routine guards in routine street service
sand sand sand sand sand
street service)
2009
668 km Total km of primary roads
to 780 956 1,216 1,521 1,738 Smo
Repave 1.7 thousand km (primary roads) with new asphalt layer
2011
of primary roads (smooth
2 asphalt) and 1.0 thousand
km of secondary roads in the
2009
city between 2009 and 2016 90 km Total km of secondary roads
to 246 402 558 792 1,026 SeConSeRva
(secondary roads) with new asphalt layer
2011
Revitalize 700 thousand Total area of rehabili-

- 0 152,300 304,600 507,600 700,000 SeConSeRva
m2 of sidewalks and 5 tated pavements
thousand ramps through
3 Rio Acessvel, the acces-
sibility programme for Rio,
Total number of reha-
between 2013 and 2016 - 0 1,350 2,700 4,050 5,000 SeConSeRva
bilitated ramps
Maintain the level of power

Number of units without light
4 outages within international 2% 2011 2% 2% 2% 2% 2% SeConSeRva
/total number of units
standards (below 2%).
1 Installation of cameras (20 to 30 per UOP) in areas with elevated risk, such as busy road crossings, areas with greater
ows of people, public squares, areas with greater concentration of street markets and vendors.
Rio: integrated
234 and olympic
06. Public Management and Finance
REFERENCE REFER-
VALUE ENCE DATE
Maintain the Municipalitys

investment capacity at an aver- SMF/ Sum of net settlements and nancial
1 age 15% of the total budget
8.4% 2008 17% 15% 15% 15% 13%
FSOR investments / Sum of total revenues
between 2012 and 2016
Raise the number of 1746 2 2.3 2.7 3.1 3.5

1.6 million visits 2011 CVL Number of 1746 calls answered
calls taken per year to 3.5 million million million million million
million by 2016, increasing to
2 85% of services considered 75% of delivered
satisfactory/very satisfac- (Delivered services rated as
services rated
tory in opinion polls 2011 78% 82% 83% 84% 85% CVL satisfactory/very satisfactory)
satisfactory /
/ Total delivered services
very satisfactory
(Unit value for main groups of pur-

chases (services and goods) during
Reduce unit value of the main
measured year unit value for main
purchasing groups (services To be mea- CVL/SMA/
3 and supplies) in up to 10% by sured in 2012
2012 - 3% 6% 8% 10%
SMF
groups of purchases (services and
goods) in reference year) / Unit value
2016, benchmarked to 2012
for main groups of purchases (ser-
vices and goods) in reference year
Maintain an average an-

R$ 6.15 billion
nual nominal growth of tax ISS tax collected Growth of
4 revenues of at least 15.5%
(14% from 2011 15.5% 15.5% 15.5% 15.5% 15.5% SMF
ination rate
previous year)
between 2012 and 2016
Provide all Municipal Govern-

ment units with highly efcient
17.7% of units Number of units with connectiv-
5 connectivity and ensure ample
with connectivity
2011 20% 40% 50% 80% 100% IPLAN
ity / Total number of units
availability for the most impor-
tant systems (24x7) by 2016
Turn all 33 regional govern-

ment management units
0 converted
6 into citizen assistance units
units
2011 0 3 13 23 33 CVL Number of Converted Units
fully equipped with self-
service technology by 2016
Establish the Municipality

Goal Monitoring and Project
Management System (Sistema
7 municipal de gerenciamento
na na CVL
de Projetos e Monitora-
mento de Metas (SMGPM).

07. Environment and Sustainability
REFERENCE REFERENCE
VALUE DATE
Increase wastewater treat- Population of PA 5

SMAC/ Rio
1 ment network coverage 5% 2008 30% 36% 42% 48% 55%
guas/SISARC
with treated sewage
to 55% in PA 5 by 2016 / Population of PA 5
Reforestation of 1,700 hectares

in new areas between 2009 Total extension of
2 and 2016. Maintain manage-
600 ha 2009-2011 1,100 1,250 1,400 1,550 1,700 SmaC
reforested areas
ment of reforested areas
500 thousand new trees planted 60 125 250 375 500

Total number of
3 in parks, green areas, or 30 thousand 2011 thou- thou- thou- thou- thou- SmaC
trees planted
conservation areas by 2016 sand sand sand sand sand
Construction and integration

of 450 km of bike lanes to Total extension of
4 other transport modes in the
150 km 2008 300 330 370 420 450 SmaC
bike lanes built
city between 2009 and 2016
0.6% Collected recyclable

Collection of 25% of all recy-
5 clable waste in the city by 2016
(Of waste for selec- 2008 2% 5% 10% 17% 25% SmaC waste / Recyclable waste
tive collection) produced in the city
16% greenhouse gas reduction (Emission in measured

13,269 thousand tons
6 by the end of 2016, based on
of CO2 equivalents
2005 8% na na na 16% SmaC year Emissions in
the 20051 emissions inventory 2005)/ Emissions in 2005
1 In compliance with Municipal Law for climate change.
Rio: integrated
236 and olympic
08. Economic Development
REFERENCE REFER-
VALUE ENCE DATE
Number of municipal permits

2%
and licenses delivered online /
(permits and licenses 2011 2% 2% 20% 70% 100% SMF/CLF
Total number of requests for mu-
delivered online)
nicipal permits and licenses
Deliver all permits and
licences granted by the
municipal government on
1 line, within a three-day Number of low-risk permits and
deadline period for all low licenses (activities representing
risk requests, by 2016 low environmental and sanita-
80%
tion risk) granted within 3 working
(low-risk permits de- 2011 88% 90% 95% 100% 100% SMF/CLF
days / Total number of requests
livered within 3 days)
for low-risk permits and licenses
(activities representing low envi-
ronmental and sanitation risk)
Attract at least R$ 1 bil-

lion in investments for new
110 280 480 710 1 Rio Amount invested to attract new
2 companies in the Energy R$ 158 million 2011
million million million million billion Negcios energy companies and R&D
and Research and Develop-
ment (R&D) sectors by 2016
Increase hotel room avail-

ability to at least 7 thousand Number of hotel rooms with oc-
3 units by 2016. Keep hotel
20,000 rooms 2011 20,500 21,100 23,100 26,100 27,000 ABIH
cupation rate above 80%
occupation rates above 80%.
Increase the total number of

2.2% of total people
people employed in Creative Number of people employed in Cre-
employed in the city RAIS/
4 Economy activities from
working in Creative
2010 * 2.40% 2.50% 2.60% 2.75%
Firjan
ative Economy activities / Total num-
2.2% to 2.75% of the total ber of people employed in the city
Economy activities
jobs in the city by 2016
* Remodelled measurement methodology.

09. Culture
REFERENCE REFER-
VALUE ENCE DATE
Expand the citys cultural

options by fostering cul-
Number of pro-
1 tural activities and attain 216 2011 220 240 280 310 350 SmC
ductions funded
the goal of 350 produc-
tions per year by 2016
Double public attendance Number of

in the municipal cul- 841,033 people visiting
2 tural facilities by 2016, people
2011 15% 35% 55% 75% 100% SmC
municipal cul-
benchmarked to 2011 tural facilities
Afro-Brazilian
Reference Cen-
Consolidate the Port Number of cul-
tre; Historical
Region as an area for Theatre City; 2 2 4 tural initiatives
and Archaeo-
3 cultural activities, promot- na na
logical Route of
+ 1 intciative initiatives to initiatives to initiatives to SmC per year in the
ing at least 15 important to be dened be dened be dened be dened Porto Mara-
African Memo-
cultural initiatives by 2016 vilha Region
ry; + 3 initiatives
to be dened
Appreciate the urban Total number of

landscape and cultural recovered and
heritage of the historical rehabilitated
4 centre by rehabilitating 0 2011 0 0 5 10 20 SUBPC buildings in the
and retrotting relevant areas of Tira-
areas such as Tiraden- dentes Square
tes Square and Lapa. and Lapa
Rio: integrated
238 and olympic
10. Social Development
REFERENCE REFER-
VALUE ENCE DATE
Reduce by at least 50% the

share of Rios population
living below the extreme % of population with per capital
income below 108 reais/month
1 poverty line dened in the 4.54% 2007 -40.0% -43.0% -46.0% -50.0% - IBGE/ FGV
(corresponds to 2US$/day PPC
United Nations First Mil-
lenium Goal by the end of Purchasing Power Parity)
2015, benchmarked to 2007
Severity of poverty (P2 greater

eliminate poverty among weight to the poorest) among
the beneciaries of the population included in the
Federal Governments Bolsa Famlia and Family Card
2 Bolsa Famlia Cash Trans- 4.38% Jun/10 -80.0% -85.0% -90.0% -95.0% -100.0% MDS/FGV Programmes using permanent
fer Programme and of the household per capita income*
Family Card by the end of below 108 reais/month (cor-
2016, benchmarked to 2010 responds to 2US$/day PPC
Purchasing Power Parity)
Achieve 60% coverage for
mental disorders (Centres
for Psycho-Social Care
(Number of CAPS * 200,000)/
3 and Treatment Homes) 40% 2011 40% 46% 53% 58% 60% SmaS
Total population of city
by 2016, giving priority to
children addicted to alco-
hol and crack cocaine
Ensure that 100% of the
Number of families included
beneciaries of the Fam-
in the Family Healthcare
ily Card living in areas
4 covered by the Family
na na na 50% 80% 90% 100% SmaS Programme that are eligible
for the Family Card that re-
Healthcare Programme are
ceived the Family Card
included in the initiative
Ensure that 100% of the Number of Schools of Tomor-

Schools for Tomorrow are row covered by the Rio em
5 included in the Rio em
0% 2011 na 20% 60% 80% 100% SMEL
Forma Initiative/ Total number
Forma Initiative by 2016 of Schools of Tomorrow
* Estimated income based on the Single Registry, using familiesassets and benets from Federal Bolsa Famlia Programme.

RIO DE JANEIRO MUNICIPALITY STRATEGIC PLANNING PARTICIPANTS
MAYORS OFFICE Finance Eugenio Gouvea Vieira), Felipe Sarkis, Nelma Tavares, Nelson
Eduarda Cunha de La Rocque Goes, Antnio Dias, Gilberto Sayo, Sendas, Nizan Guanaes, Olavo
Mayor Joo Roberto Marinho, Jos Luiz Monteiro de Carvalho, Patrcia
Eduardo da Costa Paes Geo-Rio Alqueres, Julio Bueno, Marcelo Amorim, Paulo Ferraz, Paulo
Mrcio Jos Mendona Machado Neri, Mauro Osrio, Paulo Ferraz,
Vice-Mayor Melo, Paulo Moll, Paulo Niemeyer,
Carlos Alberto Vieira Muniz Municipal Guards Rogerio Chor, Rosiska Darcy de Pedro Abramo, Pedro Buarque
Oliveira, Srgio Bessermann, Vera
Cel. Henrique Lima Castro de Hollanda, Pedro de Lamare,
Head of Executive Ofce Cordeiro, Walter Mattos, Sergio
Luiz Antonio Guaran Pedro Jos Wahmann, Pedro Lus,
Housing Magalhes, Eoin Daily, Michael
Lierow, Marcos Cruz, Tracy Francis, Peter Eduardo Siemsen, Philip
Technical Ofce for Sustainable Jorge Bittar
Thomas Kibasi e Ben Richardon Carruthers, Plinio Froes, Regina
Development and Metropolitan IplanRio Cas, Ricardo Amaral, Ricardo Cravo
Governance Ricardo de oliveira City Council Albin, Roberta Medina, Roberto
Sergio Besserman Vianna Adilson Pires, Alba Zaluar, A. Medronho, Rodrigo Baggio,
IPP Alfredo Lopes, Andre Eppinghaus,
Under-Secretariat for Cultural Rodrigo Pimentel, Rogerio Chor,
Ricardo Henriques Antenor de Barros Leal, Armando
Heritage, Urban Interventions, Rony Meisler, Rosa Celia, Rosiska
Strozenberg, Augusto Ivan, Bertha
Architecture, and Design Environment Darci, Sergio Bermudes, Sergio
de Borja Reis do Valle, Beto
Washington Menezes Fajardo Carlos Alberto Vieira Muniz Besserman Vianna, Sergio Ferraz
Sicupira, Brenda Valansi Osrio,
Bruno Filippo, Bruno Thys, Carla Magalhes, Srgio Novis, Srgio
CDURP Construction Works
alexandre pinto da Silva Camurati, Carla Pinheiro, Carlos Ruy Barbosa, Silvia Ramos, Solon
Jorge Luiz Souza Arraes
Arthur Nuzman, Carlos Carvalho, Lemos Pinto, Susana Herculano-
Rio Negcios Public Order Carlos Tufvesson, Carmen Houzel, Suzana Kahn Ribeiro, Tnia
Marcelo Haddad Alexander Vieira da Costa Fontenelle, Carol Sampaio, Carolina Zagury, Vik Muniz e Walter Mattos
Wambier, Celina Carpi, Celso
MUNICIPAL SECRETARIATS, Rio-guas STRATEGIC PLAN
GOVERNMENT COMPANIES, Barros, Cesar Cunha Campos,
Mauro Alonso Duarte COORDINATION
AUTARCHIES, AND FOUNDATIONS Daniela Fiszpan, David Zylbersztajn,
RioUrbe Dom Orani Tempesta, Elena Executive Ofce
Administration Armando Jos Guedes Queiroga JniorLandau, Eloi Fernandes, Fernanda Pedro Paulo Carvalho Teixeira
Paulo Jobim Filho Montenegro, Fernando MacDowell,
RioFilme Fernando Molica, Ferreira Gullar, Management Planning and
Social Assistance Srgio de S Leito Flavia Oliveira, Gilberto Ururahy, Modernisation Under-Secretariat
Rodrigo Bethlem
Guilherme Laager, Guilherme Jean Leonardus Caris
Healthcare and Civil Defence
Executive Ofce Studart, Gustavo Rocha Lima, Guti Andra Ferreira de Arajo
Hans Dohman
Pedro Paulo Carvalho Teixeira Fraga, Hlcio Tokeshi, Hugo Barreto,
People with Disabilities Jairo Werner, Joo Dionisio Amoedo, Results Monitoring Under-
CET-Rio georgette vidor mello Joo Guilherme Ripper, Joaquim Secretariat
Claudia Antunes Secin Levy, Jos Antonio Fichtner, Jose Roberta de Oliveira Guimares
Transport Formoso, Jose Luiz Alqueres, Jos Felipe de Souza Camargo
Comlurb
Alexandre Sanso Marcio Camargo, Jose Padilha, mariana peixoto de toledo
Angela Nbrega Fonti
Julio Bueno, Leandro Piquet, Leda Monica Fernandes Costa
Tourism/RioTur
Conservation and Public Services Castilho, Lucia Hipolito, Luis Carlos
Antonio Pedro Viegas Project Management Bureau
Carlos Roberto Osrio Barreto, Lus Fernando Correia, Luiz
City Planning Augusto Maltoni Jr, Luiz Erlanger, Carlos Pereira Dias
Culture Luiz Paulo Correa da Rocha, Durval Alves Mello Neto
Sergio Dias
Emilio Khalil Marcelo Madureira, Marcelo Neri, Claudia Rocha Conde Aljan
Interviewees Marcelo Szpilman, Marcelo Torres, Elaine Alves da Silva
Education
Alexandre Accioly, Axel Grael, Marcos Avila, Marcus Vinicius Freire, Teodoro Marconi Franco
Claudia Costin
Beto Sicupira, Carlos Arthur Maria Celeste Emerick, Maria
Olympic Organisation Nuzman, Luciana Costa Marques Erclia Leite de Castro, Mauricio General Coordination of Project
Maria Silvia Bastos Marques de S (representando Eduardo Assumpo, Mauro Osorio, Michel Antonio Carlos Menezes Ramos

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STRATEGIC PLAN RIO DE JANEIRO Rio: Integrated

MUNICIPAL GOVERNMENT and Competitive

Strategic plan Rio de Janeiro

2. A Vision of the Future

7. Institutionalisation of the Strategic Plan

Annex - Table of Goals

Strategic plan Rio de Janeiro

Strategic plan Rio de Janeiro

Strategic plan Rio de Janeiro

The capital with the best public (government) education system in

In the economic field our objective is to be a city acknowledged as

A global benchmark for maintaining a sustainable transportation

In the political eld, we are eager to be acknowledged as one of the main

Acknowledged as a welcoming venue for major events, hosting fo-

Strategic plan Rio de Janeiro

Strategic plan Rio de Janeiro

PEDRO PAULO CARVALHO TEIXEIRA

Strategic plan Rio de Janeiro

Strategic plan Rio de Janeiro

Strategic plan Rio de Janeiro

Strategic plan Rio de Janeiro

Strategic plan Rio de Janeiro

Strategic plan Rio de Janeiro

Appreciate and ensure sustainable use of the environment, as well as land-

Contribute to the establishment of a highly competitive business environment

Reduce the poverty indicators throughout the city.

Ensure professional management endowed with planning and mon-

Establish seamless integration among municipal, state, and federal

Potentiate the Municipal Governments investment capacity through

Deploy technological development to enhance citizen services and

Strategic plan Rio de Janeiro

Strategic plan Rio de Janeiro

The Budget for implementing the initiatives is spread throughout the

NUMBER OF GOALS AND INITIATIVES

ACTION AREAS NUMBER OF GOALS NUMBER OF INITIATIVES

HOUSING AND URBAN PLANNING 7 8

PUBLIC ORDER AND CONSERVATION 4 5

MANAGEMENT AND PUBLIC FINANCE 7 6

ENVIRONMENT AND SUSTAINABILITY 6 6

Strategic plan Rio de Janeiro

BUDGET ALLOCATED TO THE IMPLEMENTATION

HOUSING AND URBAN PLANNING 4,5 7,5 12,0

EDUCATION 4,1 0 4,1

HEALTH 3,0 1,1 4,1

ENVIRONMENT AND SUSTAINABILITY 0,9 2,5 3,4

PUBLIC ORDER AND CONSERVATION 3,4 0 3,4

MANAGEMENT AND PUBLIC FINANCE 2,2 0,1 2,3

SOCIAL DEVELOPMENT 1,1 0 1,1

ECONOMIC DEVELOPMENT 0,8 0,1 0,9 External Funds

Strategic plan Rio de Janeiro

Strategic plan Rio de Janeiro

Strategic plan Rio de Janeiro

Strategic plan Rio de Janeiro

Strategic plan Rio de Janeiro

With a coverage rate of 3.5% in 2008, the family healthcare pro-

EXPANSION OF THE FAMILY

Basic health indicators, such as mother and child mortality, tuber-

There are still difficulties in accessing the healthcare network.

There are problems in administering hospital beds at all three tiers

There is a shortage of information technology to enable innovative

Consolidate and extend primary care coverage through the Family

Enhance the effectiveness of accident and emergency services ren-