A globAl pArtner for A region on the rise

The World Bank inLatin America andthe Caribbean

A guide to the expert resourcesavailable from the Latin America andCaribbean Region of the World Bank

A GLOBAL PARTNER FOR A REGION ON THE RISE

The World Bank inLatin America andthe CaribbeanA guide to the expert resources available

from the Latin America and Caribbean Region

of the World Bank

WORKING TOGETHER TOWARD OPPORTUNITY FOR ALL

Using this guide

The aim of this reference guide is to provide aquick introduction to the work of the LatinAmerica and Caribbean Region of the WorldBank. Designed as a point of departure for peo-ple in government, business, civil society, andthe media, the guide offers a sketch of theregion’s development challenges, a shortdescription of the World Bank and its programs,a guide to speakers and subject-matter expertsavailable through the Bank, and directions forthose needing further information.

The World Bank1818 H Street, NW, Washington, DC 20433 USA

tel: +1 202 473 1000 fax: +1 202 477 6391

www.worldbank.org/lac

© 2010 International Bank for Reconstruction and Development/World Bank.All rights reserved.Design: Marc Alain Meadows Editor: Steven B. Kennedy

oneAbout the World bank 4

twoDevelopment challenges in a region ofremarkable diversity 6

threethe World bank: A global institution in touchwith regional needs and efforts 10

fourorganization and staffing of the World bank’slatin America and �aribbean region 16

fivefrom a global partner for a region on the rise:A roster of experts 21

sixexternal affairs and communication contacts 30

Contents

Through loans, innovativefinancial solutions, policyadvice, and technical as-

sistance, the World Bank supportsa broad range of programs aimedat reducing poverty and improvingliving standards in the developingworld. Two entities make up theBank. The International Bank forReconstruction and Development(IBRD), founded in 1944, makeslong-term loans to middle-incomeand creditworthy poorer countries.The International DevelopmentAssociation (IDA), founded in 1960,provides long-term financing tothe world’s poorest countries inthe form of interest-free loans andgrants.*

Working through both IBRD andIDA, the Bank uses its financial re-sources, skilled staff, and extensiveknowledge base to help developingcountries generate opportunitiesfor all and enhance growth withcare for the environment, and cre-ate individual opportunity andhope. To achieve this, World Bankpresident Robert B. Zoellick hasoutlined six strategic themes:

∫ Helping to overcome povertyand spur sustainable growth in thepoorest countries, especially inAfrica.

∫ Addressing the special chal-lenges of states coming out of con-flict.

∫ Developing a competitivemenu of “development solutions”for middle-income countries, in-volving customized services aswell as finance.

∫ Playing a more active role withregional and global public goodson issues crossing national borders,including climate change, HIV/AIDS,malaria, and aid for trade.

∫ Supporting those advancing de-velopment and opportunity in theArab world.

∫ Fostering a knowledge-and-learning agenda across the WorldBank Group to support its role as abrain trust of applied experience.

Within the international commu-nity, the Bank has helped buildconsensus around the idea that de-veloping countries must take thelead in creating their own strate-gies for poverty reduction. It alsoplays a key role in helping countriesachieve the Millennium Develop-ment Goals, which the UnitedNations and broader internationalcommunity seek to achieve by2015.

The vice presidential unit is themain organizational unit of theWorld Bank. The vice presidenciescorrespond to a world region, suchas Latin America and theCaribbean, a thematic network, ora central function. The networkvice presidencies cut across the re-gional vice presidencies in theform of a matrix. This arrange-ment helps to ensure anappropriate mix of experience andexpertise in development work.

The World Bank has six regionalvice presidencies: Africa (Sub-Saha-ran), East Asia and Pacific, Europeand Central Asia, Latin America and

� The World Bank in Latin America and the Caribbean

One

About theWorld bank

* TheWorldBankGroupincludes, inaddition

to the IBRD andIDA, the International Finance

Corporation (IFC)andtwoother institutions.

the Caribbean, the Middle East andNorth Africa, and South Asia. LatinAmerica and the Caribbean isresponsible for 20 percent of Banklending (IBRD/IDA), and for morethan one-third of all IBRD lending(32 percent average over the pastdecade).

In recent years, decentralization hasbeen a top priority, with the goalbeing to bring a higher proportionof Bank staff into closer proximitywith their clients. For example,two-thirds of country directorshave been relocated from Bankheadquarters in Washington, DC,to the field.

As part of their work, country of-fices coordinate and partner withmember governments, other keystakeholders, and internationaldonor agencies operating in the

country. Additionally, many coun-try offices are supported by publicinformation centers (PICs), whichserve as a central contact for indi-viduals seeking information onBank operations.

Many development projects ap-proved by the Bank involve activeparticipation by nongovernmentalorganizations in their implemen-tation, and most of the Bank’scountry strategies benefit fromconsultations with civil society or-ganizations—a wide array of non-governmental and not-for-profitorganizations that have a presencein public life, expressing the inter-ests and values of their members,or other organizations that arebased on ethical, cultural, political,scientific, religious, environmental,or philanthropic considerations.

Even though IBRD’s bottom line isdevelopment impact, it has earneda positive net income each yearsince 1948. This income funds de-velopment activities and ensures fi-nancial strength, enabling low-costborrowing in capital markets andgood terms for borrowing coun-tries. In addition, IBRD sets asidenet income transfers to assist andfacilitate the role of IDA throughinterest-free loans and grants tothe poorest countries.

The entire World Bank projectportfolio, from 1944 to the present,is available online. Users can searchin the projects database or in proj-ect documents, contract awards, ordocuments on analytical and advi-sory work. The search can be de-fined by any combination of thefollowing: keyword, region, coun-try or area, theme, sector, year ap-proved, and several other criteria.

Reference Guide �

Web links to information about the World Bank

Annual report www.worldbank.org/annualreport

Business and investment opportunities www.worldbank.org/businesscenter

Cooperation with civil society www.worldbank.org/civilsociety

Country assistance strategies www.worldbank.org/cas

Data and research econ.worldbank.org

Documents and reports www-wds.worldbank.org

Employment with the World Bank www.worldbank.org/jobs

Latin America and the Caribbean Region www.worldbank.org/lac

Projects, policies, and strategies www.worldbank.org/projects

Public information centers www.worldbank.org/pics

Policy on disclosure of information www.worldbank.org/disclosure

cultural roots,political context, andavailabilityof technical capacity.Afewcountrieshaveachievedrela-tivelyhighpercapita incomesandnowlooktowardconvergencewithoecdcountries.Ontheotherendofthespectrumisasmallgroupofverypoorcountries (Haiti,Guyana,Nicaragua,Honduras) thatarestillstruggling tobuild institutionsandprovidebasic services to theirpopu-lations.Theworld’s largestgroupofmiddle-incomecountries is rangedbetweenthese twoextremes.

Economic overview

LatinAmerica ismovingfromaperiodof expansiontooneof adjust-ment.Becauseof theglobalfinancialcrisis,economicgrowthwill stag-nate,unemploymentrateswill rise,povertywill increase,andtherewillbefewerpublicresourcestomeet in-creasedsocialneeds.

The region is a victim, not the per-petrator of the global crisis. The ef-fects are being transmitted throughthe real sector, and commendablythe financial sectors in most coun-tries in the region have remainedrelatively strong due to better finan-cial regulation and supervision dur-ing the last decade.

Thecrisishasbrought toasuddenhaltmorethanfiveyearsof sustainedeconomicgrowthintheregion—av-eraging5.3percentperyear—fueledinpartby theadoptionof responsi-blemacroandfiscalpolicies, and inpartby theboomincommodityprices.LatinAmericahadstarted toreducepovertyandfor thefirst time

� The World Bank in Latin America and the Caribbean

LatinAmericaandtheCaribbean isa regionofgreatdiversity. Itspeople

speakSpanish,Portuguese,English,French,andsome400 indigenouslanguages. Its topographyandecosystemsrange fromtropical is-lands tohighsierrasandaltiplanos,rainforests,deserts, andsprawlingplains. It is themosturbanizedre-gion in thedevelopingworld,withthree-quartersof itspeople living inandaroundcities.Natural resourcesandagricultureare important tomanyof itseconomies,which in-cludesomeof theworld’s largestones, suchasBrazil andMexico,aswell as someof its smallest, for in-stance in theCaribbeanorCentralAmerica.

Theregionisrichlyendowedwithnat-ural resourcesandholdstheworld’sgreatestconcentrationof biodiversity.Sustainableuseof theseresourcesposesmanychallenges, including intheareaof water, land,and forestmanagement.

Thedifferencesbetweencountriesrelatenotonly tosize,geographiclocation,cultural roots,political con-text,andsocial composition,butalsotoeconomiccharacteristics includ-ing incomepercapita, access tocapi-talmarkets, strengthof institutions,

Two

Developmentchallenges in aregion of remark-able diversity

About theregionPopulation,millions 556.15

Populationgrowth ,percentage 1.3

Grossnational incomepercapita,us$ 4,785

Lifeexpectancyatbirth,years 73

source:WorldDevelopment Indicators2008,WorldBank.

in30years ithadslowlybeguntore-verse theratesof inequality.Nonetheless, theeconomiccrisishasstuntedeconomicgrowth.

Throughouttheregion,householdsaswellasbusinessesandgovern-mentshavebeenfeelingtheeffectsofthepronouncedcreditcrunch.Re-mittanceflowscontractedsignifi-cantly,withparticularlystrongnega-tiveeffects inMexico,CentralAmericaandtheCaribbean(sixper-centdeclineinrealtermsin2008,withapossible10percentfor2009).TheCentralAmericannationsandMex-icoaremorelikelytosufferthemostastheireconomicandtraderelationsarecloselytiedtotheU.S.economy,theepicenterof thefinancialcrisis.Mexico,alsoimpactedbytheIn-fluenzaA/H1N1forexample,willex-periencenegativegrowthin2009.

Regionalexportsalsohave fallen asaconsequenceof contracting interna-tionaldemandforcommodities,whichhavedroppedto2007pricelevels,decreasingrevenues forex-port-reliantcountries.Argentinahasnationalized itspensionsystemtohelpmaintainfiscalbalance.Oilex-portingnations suchasVenezuelaandEcuadorwillneedtoadjustspendingtocompensate forashort-fall in revenuesduetothedrop ininternationaloilprices.

Asthecrisisunfolded,somecountriesweremoreresilientthanotherstothetoxiceffectsof thefinancialmelt-down,suchasthosethatsavedduringthegoodtimes(Chile,Peru),andthosewithdiversifiedmarketsandstrongtiestotheAsianeconomies

(Brazil,Chile,ColombiaandPeru).SomecountriessuchasPeruwillmaintaingrowthbutat lowerlevels.

Towardsarapidregionalrecovery

TohelpLatinAmericangovern-mentsfighttheeffectsof increasinglydeterioratingeconomicconditions,theWorldBankhasbeenrapidlyre-spondingtotheregion’sdemands.TheBankincreasedits lendingcom-mitmenttotheregionin2009toap-proximately$14billionforthefiscalyearending June2009,morethandoublingregular lendingvolumes.

Toreinforcesocialprotectionnet-works for themostvulnerablewithextra fundingandtechnicalexpert-ise, theBankalsowillprovidemorethan$2billion in2009toexpandConditionalCashTransferpro-gramssuchasBrazil’s ‘BolsaFamilia’,Mexico’s ‘Oportunidades’andsimilarprograms inColombiaandCentralAmerica tomeet in-creasedneeds.TheBankalso is con-sidering furtherexpansionof socialprotection initiatives.

Furthermore,countries intheregionarebeingencouragedtotakeadvan-tageof thepresentcrisis toreviewtheirpolicieson“universalsubsidies.”Theregionannuallyspendsbetweenfiveto10percentof GDPonsubsidiestovarioussectors (forexample en-ergyandeducation).Approximatelyone-thirdof this iscapturedbythetopincomeearning20percentof thepopulation.Thiswouldbeenoughtotriple (ormore)directtransferpro-gramsforthepoor.

Severalcountries intheregionarere-lyingoninnovativeWorldBankfinancial tools, suchasDeferredDis-bursementOptions(DDO) loans,whichconsistof contingent linesofcredit, toshieldthemselves fromthiscrisis.These instrumentshavestrengthenedfiscalmanagement,competitiveness, thebusinesscli-mateandenvironmentalmanage-ment incountries likePeru,Colom-bia,CostaRicaandUruguay,whereoutlaystotaled$1.645billion.

Governments in theregioncanmakeadifferencebyadvancingtheemploymentpoliciesandprogramsthatcreate jobsboth for thepublicandprivate sectors. In this regard,the IFCis implementingspecificprogramstosupport theprivate sec-tor in theregionwithspecialempha-sisonmicro, small andmediumen-terprises—thetypeof companiesthatgenerate themost jobs—aswellasproviding tradefinance torestartmarkets thathavebeenaffectedbythecrises.Forexample, the IFC’sMicrofinanceLiquidityFacilityap-proved in January2009already issupporting this important sector inBolivia,Ecuador,ElSalvador,NicaraguaandPeru.

Theseeffortsarebeingcomple-mentedbythefiscal stimuluspack-agesadoptedbyseveral countries intheregion,whicharesupportedbytheBankthroughpolicydevelop-ment loansordirect investment ininfrastructure.Themulti-milliondollarfiscal stimulus initiatives forArgentina,Brazil,Peru,MexicoandChilecould linkshort-termgoals

Reference Guide �

suchas jobcreationandhighercon-sumptionwith long-termgoals likeincreasedglobalmarketpresencethroughasustained investment ininfrastructure, trade facilitation,ed-ucationaland logisticalquality.

Thiscrisisperiodalsoshouldbeseenasanopportunity to lay theground-work forasustainable recoveryandgrowththrough increasedcompeti-tiveness.Structural challenges, re-sulting fromtheregion’scriticalneed for increased investments ineducationand infrastructure, canstart tobeaddressedthroughcoun-tercyclicalmeasuresbeingput inplace inseveral countries.Beyondthefinancial assistance tomitigatetheeconomic turmoil,WorldBankexpertswillbeactivelycontributingto theLatinAmericanpublicdebateabouthowbest tostimulatearapidregional recovery.

InApril, theInter-AmericanDevel-opmentBank(IADB)andtheInter-AmericanInvestmentCorporation(IIC), theWorldBankGroup(IBRD,IFC,andMIGA),CorporaciónAndinadeFomento(CAF), theCaribbeanDe-velopmentBank(CDB)andtheCen-tralAmericanBankforEconomicIntegration(CABEI)announcedthattheywill increasetheirsupport totheregionbyprovidingasmuchas$90billionduringthenext twoyearsina jointeffort tospureconomicgrowthbycoordinatingtheircrisisresponse initiatives.

governanceandsocialoverview

LatinAmericawitnessedsmoothelectoralprocesses inPanama,El

Salvador,andEcuadorduringearly2009,andadditional contestsaretakingplace inChile,UruguayandBolivia.Legislativeelectionswilltakeplace inArgentinaandMexico.It ispreciselyduring thiscrisis, and indefininggovernance junctures, thatleadershipwillbeneededtomain-tainsoundeconomicmanagement,protect recent socialgains, cushiontheexternal shockandfacilitate theresumptionof growthoncethestormhaspassed.This isa timetoactandresponsible leadership is cru-cial.LatinAmericawillparticipatein theglobal solutiontothefinancialcrisis if thewayforward isaimedatcreatingaglobalenvironmentwithopportunities forall.

The region has made notable stridesin strengthening the legitimacy ofpublic institutions. After decades ofmilitary rule and instability, virtu-ally all Latin American andCaribbean countries are now led bygovernments with broad popular le-gitimacy. Over the past five years,nearly all countries in the regionheld national and subnational elec-tions that generally were character-ized by high levels of participation.The elections themselves weredeemed largely free and fair andpaved the way for peaceful transfersof government.

Decision-makinghasbecomemoretransparentand legislaturesandthemediaareprovidingmoreeffectiveoversightof governmentpoliciesandactions.This ishappening inparallel to thecontinousstrengthen-ingof the judiciary.

Theregioncontinuestograpplewiththechallengeof ensuringthattheben-efitsof growthreacheveryone.In-equalityinthismainlymiddle-incomeregionisamongthehighest intheworld,withtherichest10percentofthepopulationreceiving41percentoftotal incomeandthepoorest just1per-cent.Recentdeclinesininequalityaresmallandlargelyreflectsignificantre-ductionsinBrazilandasmaller,butstillimportant,reductioninMexico.Theyarenonethelesssignificantbecausetheyfollowalongperiodof virtuallystagnatingpovertyandinequalityandareoccurringatatimewheninequalityisrisinginotherworldregions.

LatinAmericamanagedtoliftalmost60millionpeopleoutof povertyduringthestronggrowthperiodfrom2002-2008asaresultof thesteadyeconomicgrowthof thepastfewyears,coupledwithmorepro-poorpublicexpendi-tures, includingtargetedcashtransferprograms.Themostpronouncedde-clineshaveoccuredinMexico,Ar-gentina,Colombia,ChileandBrazil.

Thecountriesof theregionvarycon-siderablyinlevelsof socialdevelop-ment.Whilethereiscontinuousprogress ineducationandhealthserv-icecoverage,thequalityof educationremainsrelativelylow,andtherearepersistentdifferencesinaccesstobasicservicesacross incomeandethnicgroups.

Trendlines

Ararecombinationof threepowerfulforces ispulling theregion’scountriesinsometimesoppositedirections.

� The World Bank in Latin America and the Caribbean

Those forcesarean irreversibleprocessof political inclusion,an ir-repressibledemandforwealthredis-tribution,andthe inescapabledisci-plinesof global integrationwhichhavebeenpartlyquestionedbecauseof thecrisis.HowLatinAmericanandCaribbean leadershandle thosethree forces (withparticipatorygov-ernmentsorwithauthoritarianism,withsolidarityorwithelitism,withintegrationor isolationism)willde-finewhetherLatinAmericaandtheCaribbeanbecomesaregion fullofeconomic tigersoradistantcom-petitor.

Althoughhighlyexclusiveas re-centlyas25yearsago, theregion’spolitical systemsarenowwideopen.Women, indigenousandmestizoleadershavetakenoffice incities,congresses, cabinetsandpresiden-cies.But thenewpolitical inclusiongoeswellbeyondthegenderandskincolorof the leadership.Theverymechanismsforpublicdecision-makinghavechanged ina funda-mentalway.LatinAmericansandCaribbeans havecreated institu-tions thatallowpeople tobepartofthatdecision-making—literally.Anewlanguageof popularparticipa-tionhasdeveloped—participatorybudgeting, tablesof dialogue,citi-zenoversight,nationalaccords,strategyconsultations,electronicwindowstothepublicaccounts.

Oneof themost relevant symptomsof political inclusion is theaccelerat-ingdrive toward“decentralization,”that is,devolutionof power to localgovernments.Localofficials increas-

inglyhavethemeans tomatchtheirpopularmandate.Theydecideovera fastgrowingproportionof thespendingof thepublic sector—asmuchashalf inColombia, there-gionaldecentralizationpioneer.

With theadventof more frequentandmoredisaggregatedhouseholdsurveys, it ispossible tocalculatehowmuchof eachsubsidy iscap-turedbywhom.

Gradually, thesefiscalaberrationsarebeinguntangledandbecomingpartof thepolitical agenda.There-sultwillbeashift inbudgetresourcestowards those that reallyneedthem.

And integrationwith theworldeconomy?

Thecountriesof LatinAmericaandtheCaribbeangenerallyhavenotmanagedtogather in the fruitsofglobalization,which iswidelyseenin theregionasaprocess thathasbenefitedelites.Poverty, inequality,andsocialpolarizationremainhigh,andsocialmobility low.Thecurrentcrisis reinforces thisperception.

Theregion’s tradeduring the lasttwodecadeshasbeenequivalent toaround40percentof itsGDP, com-paredwith almost70percentof GDPin theEuropeanUnion.Neverthe-less, “globalization”hasbecomeadivisiveissueinLatinAmerica.Forthepeopleof theregion“globalizat-ion” isnot reallyabout trade. It isabout thecollectionof uncomfort-abledisciplines that integration—commercially,financially, techno-logically—withtheworldentails.

Globalizationhas forcedLatinAmericanandCaribbeancountriestomaintainabusinessclimatethatattractsprivate investors.Thebench-markhere is theWorldEconomicForum’sGlobalCompetitiveness In-dex,wheretheregiontendstoper-formpoorly. InTransparencyInter-national’sCorruptionPerceptionIndex,onlyChileandUruguaymakeit intothe25leastcorruptcountriesworldwide.

Yetchangeis intheair. Theolddaysof businessbybriberyareending.Today,contractsareposted,scruti-nized,anddebatedonline.TheSEPAprograminArgentina isacase inpoint. SEPA isanopen,Web-basedin-formationsystemforplanningandmonitoringBank-financedprojects.ThroughSEPA, thepublichaseasyac-cess todetailed informationonBank-financedcontracts.Thesys-temisdesignedtoeliminatecorrup-tionandcollusioninprocurement.

AccordingtoLatinobarómetro’spoll, conducted in18countriesacross theregion,amajorityofLatinAmericans remainconfidentin thedemocratic systemandmar-keteconomybutsignal that theywould like toseea fairerdistributionof incomeandastate thatcanguar-antee thebasic rightsof thepopula-tion.Themessage isclear: thepeo-pleof theregionwould likeacombinationof amarketeconomyandpublicpolicies thatprovide in-creasedsocialequity.

Reference Guide �

ing, donor coordination, and spe-cialized support for fragile states.

An immediate priority is to supportcountries in addressing the globaleconomic crisis by putting in placeeconomic and social policies to pre-serve and protect the social gainsachieved during the past 10 years.The World Bank, through IBRD, hassignificantly increased its counter-cyclical financing role by almosttripling its investment projects toLatin America to $14 billion for thefiscal year ending June 2009. Theseadditional resources are critical tosustain jobs and social gains, boostongoing public sector programsand inject liquidity into countrieswhere needed.

pillar �Sustaining growth andcreating jobs

The favorable economic environ-ment of recent years has not trans-lated into rapid growth for thecountries of the region. The Bankseeks to address the underlyingcauses of slow growth and laggingproductivity in four ways:

∫ Increasing infrastructure in-vestment through partnershipswith the private sector, particularlylogistics, transport, and energy,

∫ Expanding skills training andemployment opportunities foryouth

∫ Improving the climate for busi-ness and investment by eliminatingred tape and reducing crime andviolence

�� The World Bank in Latin America and the Caribbean

The Bank is tailoring assis-tance to meet the needs ofcitizens in Latin America

and the Caribbean in ways that re-flect the major improvements intheir financial position and institu-tional capacity over the past decade.

The World Bank provided $14 bil-lion in financing for Latin Americaand the Caribbean in fiscal 2009.Most of this financing took theform of ibrd loans. The largestborrowers were Brazil, Colombia,Argentina and Mexico.

The World Bank’s strategyfor the region

World Bank support for the re-gion—accessible through a com-petitive menu of diversified and in-novative products and services atthe global, regional, and nationallevels—rests on four pillars.

∫ Sustaining growth and creatinggood jobs

∫ Generating opportunities for all

∫ Strengthening institutions andimproving governance

∫ Supporting regional engage-ment in the solution of globalissues

For middle-income countries, theBank offers an integrated packageof services, including analysis andadvice, country dialogue aimed atfacilitating innovative solutions, fi-nancing, and assistance with theimplementation of financed proj-ects. For low-income countries, theBank provides concessional financ-

Three

the World bank:A global institutionin touch withregional needs andefforts

“The World Bank contributes toleveling the playing field in areassuch as climate change and tradebetween rich countries and LatinAmerica and the Caribbean. It alsodoes this through development pro-grams in each country which seekto provide opportunities for all.”

—Pamela Cox, vice president

Latin America and Caribbean Region,

World Bank

∫ Strengthening the financial sec-tor and domestic financial marketsto reduce economic volatility

The region’s competitivenesshinges on better infrastructure.The sharp decline in investment ininfrastructure over the last decadeis holding back the region’s eco-nomic growth, hobbling efforts tocreate jobs and increase opportu-nitues, and limiting the region’sability to compete with China andother dynamic Asian economies.Bank support for infrastructure in-cludes new financing to improveroad infrastructure in Argentina,state highway management inBrazil, and water supply and sani-tation in rural and small towns inEcuador. Two Bank-financed proj-ects in Peru have rehabilitated13,000 kilometers of rural roads,reducing travel time by an averageof 68 percent; the road rehabilita-tion has also increased school en-rollment by 8 percent and visits tohealth centers by 55 percent. Infra-structure investments in rural areas(irrigation, storage facilities, elec-

tricity, transport links to markets)are particularly critical becausepoverty in the region is still dispro-portionately rural.

pillar 2Creating opportunity for all

When citizens have a wider choiceof economic opportunities, theyhave a better chance of lifting them-selves out of poverty. For that rea-son, the World Bank is workingwith countries across the region toincrease access to education, health,and public infrastructure for all.

In Paraguay an innovative subsidyscheme is bringing small privatewater companies to hitherto un-served small towns and rural areas.In the Andes, a media outreachcampaign is engaging parents inmore accurately monitoring andaddressing nutrition problems,with very tangible outcomes inchild growth. Health insurance toincrease poor households’ accessto services is being implemented inArgentina, Nicaragua, andPanama.

Mission statement ofthe Latin America andCaribbean vice presidencyof the World Bank

The mission of Latin Americaand the Caribbean Vice Presidencyis to help Latin American andCaribbean countries achieve sus-tained growth and provide theircitizens with equal opportunityfor all access to jobs, services, andassets; reduce poverty and in-equality; and strengthen naturalresource management.

Reference Guide ��

World Bank involvement in Latin America andthe Caribbean

FY06 FY07 FY08

New lending projects �� �� ��

IBRD 51 43 39

IDA 13 13 19

New commitments (uS$ billion) �.�� �.�� �.��

IBRD 5.65 4.35 4.35

IDA 0.26 0.20 0.31

source: Latin America and Caribbean Region, World Bank.

The Bank seeks to improve eco-nomic infrastructure and servicesin areas with high concentrationsof poor households. The focus ison increasing productivity of smallfarmers through infrastructure in-vestments (irrigation roads, stor-age facilities, and electricity), andsupport for innovation and im-proved linkages with markets—in-cluding fostering partnerships withlarge exporters and other firms. InPeru and Nicaragua, Bank-fundedagricultural research is promotingimproved agricultural technolo-gies; land administration projectsin northeast Brazil, Honduras, andGuatemala are helping smallhold-ers to gain secure title to theirland; and in southern Mexico, aninnovative operation is providingyoung farmers with land.

The Bank is helping to provide mi-cro, small, and medium businesseswith increased access to credit andfinancial and export facilitationservices. Competitiveness and ru-ral finance projects in CentralAmerica and the Andes are advanc-ing this agenda.

More examples of the Bank’s re-solve to expand opportunity follow.

∫ With a $300 million loan, theBank is helping Argentina to ex-pand Plan Nacer, which reduces in-fant mortality by increasing accessto basic health services for unin-sured mothers and children.

∫ A $200 million loan to Colom-bia will fund health insurance for13.7 million poor people and pro-

vide access to nutrition programsfor 400,000 children.

∫ A $150 million developmentpolicy loan in Peru will help definestandards and set goals in primaryeducation, health, and nutrition sothat families can better measuretheir children’s progress.

∫ Major new lending in fiscal2008 included $136 million for theBrazil Family Health Extensionprogram to train family healthworkers to provide basic servicesto urban residents and an $18.5 mil-lion IDA loan to Bolivia to expandthe quality and coverage of healthservices to women and children.

Since the late 1990s, the WorldBank has been a partner in the suc-cessful conditional cash transferprograms pioneered in Mexico andBrazil. It is now helping othercountries in the region and beyondto adapt this experience to theirown needs. The programs providecash to poor families that agree tomake verifiable investments in hu-man capital—for example, regularschool attendance or use of basichealth care services. Over theyears, for example, the Bank hasprovided $572 million for the BolsaFamilia program, the flagship ofsocial policy in Brazil and thelargest conditional cash transferprogram in the world. Bolsa andsimilar programs are showingresults.

∫ In Colombia, beneficiaries ofthe Familias en Acción (Families inAction) program increased average

consumption by 15 percentagepoints in targeted households, andchildren under two years of agegrew taller.

∫ In Ecuador, between 2003 and2005, secondary enrollment grew10 percentage points and child la-bor fell 17 points among benefici-ary families of the Bono de Desar-rollo Humano (HumanDevelopment Transfer) program.

Promoting greater participationand inclusion of women, indige-nous peoples, and other excludedgroups is a priority for the Bank inthe region. In Mexico, the Gen-erosidad project has helped tobuild greater gender equity—forexample, by improving women’saccess to income-generation pro-grams. In Ecuador, Colombia, andGuyana, Bank support has helpedindigenous peoples and Afro-descendants gain title to land.

The main educational challenge inthe region is to improve quality.With Bank support, progress is be-ing made.

∫ In Grenada, a basic educationproject helped reduce repetitionrates in secondary schools from11.6 percent to 1.3 percent between1994–95 and 2000–01, while halvingthe rates in primary schools.

∫ In disadvantaged communitiesin 14 of Mexico’s poorest states, aprimary education project helpedincrease completion rates in earlyand elementary education (up toage 11) from 66 percent in 1994–95to 80 percent in 2000–01.

�2 The World Bank in Latin America and the Caribbean

pillar �Strengthening institutionsand improving governance

Effective, transparent institutionsare required to support growthand social inclusion. The Bank ispromoting good governance atsubnational levels as part of itscampaign for greater transparencyand efficiency in national fiscal ex-penditures and public financialmanagement.

Efforts to strengthen public institu-tions are increasingly focused onsectoral governance. Two goals areto achieve greater transparency ininfrastructure regulations and poli-cies and to prevent fraud and cor-ruption in contract awards and im-plementation. Innovative researchon corporate governance in stateenterprises in infrastructure is un-derway to identify opportunitiesfor improvement in corporatemanagement. A benchmarking ex-ercise will assess the quality of reg-ulatory agencies in the electricitysector.

To reduce corruption and ineffi-ciency in the provision of socialservices, analytical work is focusedboth on “grand” corruption, inpharmaceutical and medical sup-plies procurement, for example,and on “petty” corruption, such ashigh absenteeism among educa-tion and health workers. Social sec-tor projects rely on citizen over-sight to promote fair and opencompetition for contracts.

∫ In Guatemala, the Bank is sup-

porting the government’s efforts tomake public procurement and fi-nancial management more trans-parent and efficient with a $100million development policy loan.

∫ In Mexico, the Federal Institutefor Access to Information is using agrant to implement the country’sfreedom-of-information act, oneof the first laws of its kind in theregion.

∫ In Honduras, the Bank is im-proving accountability for health-care delivery through decentral-ized clinics operating underperformance-based contracts.

∫ In Peru, the Bank is helping tomodernize the justice system,making it more accessible to in-digenous people and the poor.

pillar �Supporting regionalengagement in the solutionof global issues

Countries in Latin America and theCaribbean are increasingly active inefforts to improve internationaltrade, address global health threats,promote renewable energy, andmitigate climate change. WorldBank assistance in this area hastaken a variety of forms.

∫ The region has a substantialcomparative advantage in agricul-tural trade. The Bank is workingwith Brazil and other partners toprovide analytical inputs that helpto strengthen their position in in-ternational trade debates.

∫ The Bank worked with otherpartners to create the CaribbeanCatastrophe Risk Insurance Facil-

ity, the world’s first multicountrycatastrophe-insurance pool, whichhelps participating countries re-cover more quickly from hurricanesand earthquakes. IDA provided$23.2 million to help lower-incomeCaribbean states participate in thefacility.

∫ In Costa Rica, an ecomarketsproject is helping to protect100,000 hectares of forests and en-able small landowners, especiallywomen and indigenous groups, toconserve forest ecosystems. InBrazil, a $73 million trust fundmanaged by the World Bank issupporting a program to preservethe Amazon rainforest. In Ar-gentina, a $60 million loan willbenefit small producers who inte-grate conservation measures intoforestry development activities.The goal is to preserve biodiversityin protected areas.

∫ To fight HIV/AIDS, the Bank ispromoting awareness of the dis-ease and helping countries withprevention, monitoring, diagnosis,and treatment policies and pro-grams. The Bank has 13 activeprojects supporting countries’ ef-forts to address the spread ofHIV/AIDS, including regional initia-tives in Central America and theCaribbean, where rates of infec-tion are second only to Africa.

∫ Responding quickly to theescalation of world food prices, theWorld Bank in May 2008 formed a

Reference Guide ��

$1.2 billion rapid financing facilityto address immediate needs. Thefund includes $200 million ingrants for the most vulnerable na-tions, such as Haiti and Honduras.The new facility also includes aMulti-Donor Trust Fund to sup-port the rapid delivery of seedsand fertilizer to small farmers inadvance of the planting season.

∫ In February 2008, more than100 legislators from the G8 coun-tries and five emerging economies(Brazil, China, India, Mexico, andSouth Africa) gathered in Brasiliato participate in a major interna-tional forum on climate change,the GLOBE G8+5 Legislators Forum.Participating lawmakers discussedand agreed on a “Post 2012 Cli-mate Change Framework,” and abio-fuels statement, both formallypresented to G8 leaders ahead ofthe G8 summit in Japan on July 7–9, 2008. The summit was co-hostedby GLOBE and the COM+ Alliance,of which the World Bank is afounding member.

∫ A key objective in the energysector is to help the region to man-age the effects of climate change.This includes developing alterna-tive energy resources in a sociallyand environmentally sustainablemanner. Priorities are exploringthe potential of hydropower andof sugar-based ethanol to helpmeet the region’s demand for en-ergy. At the request of partnercountries, the Bank is promoting adialogue on cross-border energytrade and expanding natural gas

and electricity interconnections tosupport energy diversification andexploit synergies in the region.

The Bank recognizes that the re-gion is an important source of in-novation and learning in terms ofSouth-South and even South-Northknowledge. For example, Chile’spension reform has influencedpension reform efforts in both de-veloping countries and in the oecd,and conditional cash transfer pro-grams, which originated in Mex-ico, are being replicated world-wide—from Asia to New York City.Similarly, Brazil is the world leaderin ethanol production from sugarcane, and Costa Rica’s pioneeringprogram of payments for conser-vation and environmental servicescould be a model for other coun-tries to emulate. The Caribbean’sCatastrophe Risk Insurance Facil-ity demonstrates the benefits ofcapital pooling mechanisms and isbeing replicated in tsunami-proneareas of the Pacific Rim. In thiscontext, the Bank is not only bring-ing its technical expertise andglobal knowledge to bear on theregion’s development problems,but its work in the region is alsoadding to its development knowl-edge which, in turn, benefits otherclients.

Advancing the World Bank’sagenda for middle-incomecountries

The Latin America and CaribbeanRegion is spearheading the Bank’smiddle-income country agenda,

delivering a range of knowledgeservices and developing new finan-cial and lending products that bet-ter meet our clients’ expectations,while increasing flexibility and re-ducing response times. Countriesengage with the Bank primarily totap its pool of expertise in their ef-forts to define solutions to com-plex challenges, such as developingdomestic debt markets and manag-ing portfolio risks. In fact, theLatin America and Caribbean Re-gion provides advisory and analyti-cal activities tailored to evolvingcountry demands. Knowledgeservices cover a range of activitiesincluding strategic studies, policyadvice, long-term technical advi-sory assistance, impact evaluationand implementation support.

In 2007, the World Bank an-nounced that it would reduce loancosts and simplify managementprocedures for loans to middle-in-come countries and creditworthylow-income countries. And inMarch 2008, Colombia became thefirst country to benefit from a newBank policy that significantly ex-tends loan maturities. The Bank’sExecutive Board approved a $300million loan that will support thecountry’s efforts to finance highereducation for low-income stu-dents. The longer maturities helpColombia match the terms of thestudent loans with its borrowingsfrom the Bank.

Supporting the efforts of middle-income countries to address globalissues at home has been an impor-

�� The World Bank in Latin America and the Caribbean

tant priority. In fiscal 2008, theBank approved a $501 million loanto support Mexico’s efforts tomainstream climate change consid-erations in public policy. The loanis designed to decrease the adverseenvironmental impacts of climatechange by reducing greenhousegas emissions and concentrationson a voluntary basis.

Many countries in the region havewelcomed the improved DeferredDrawdown Option, a product thatallows countries to defer disburse-ments of approved loans. The prod-uct is designed for countries thathave no immediate need for fundsbut that might suddenly need themif unforeseen events made it diffi-cult for them to access the capitalmarkets.

Other highlights of LCR’s workwith middle-income countries:

∫ A new partnership strategy forMexico, approved in April 2008,provides flexible, on-demand advi-sory and technical services whilealso exemplifying the role of theWorld Bank as a provider of long-term finance at very competitiveinterest rates. Most lending will beconsolidated into an annual loanthat supports the government’sown national development strategy.Under the new partnership strat-egy for Brazil, approved in May2008, the Bank will provide lessfinancing and more knowledgeservices to the federal government.Most of the financing will go tostate programs to improve infra-

structure, reduce the income gapbetween the Northeast and the restof the country, and cut Amazondeforestation by half.

∫ In fiscal 2007, the Bank lentColombia $300 million to promotebusiness productivity and invest-ment, as well as $207 million to im-prove transport systems in mediumand large cities.

∫ The Bank lent Argentina $200million to help poor and unem-ployed workers acquire the skillsthey need to find jobs.

∫ Peru borrowed $200 million toimprove its fiscal management sys-tems.

∫ In Brazil, the Bank helped thestate of Minas Gerais achieve amajor fiscal turnaround, an experi-ence that is being studied andadapted by other Brazilian states.

∫ In Uruguay, the Bank success-fully executed a bond transactionin Uruguayan pesos, the first timethe Bank has provided assistanceusing funds raised in the country’sown currency.

Partnering to support LatinAmerica and the Caribbean

Activities supported through trustfunds are essential to the assistancethe Bank provides to clients in theregion. The Latin America andCaribbean Region benefits frompartnerships developed with awide range of donors for a total of$1.03 billion. A number of trustfunds that support regional initia-tives involve several donors.

Among bilateral contributors,Japan, Spain and the United Stateswere the principal donors to LatinAmerica and the Caribbean in thefiscal year that ended in June 2009.In 2009, the new $40 million Span-ish Fund for Latin America and theCaribbean (SFLAC) was establishedto provide resources to enhancethe impact of the Bank Group’s de-velopment activities, both analyti-cal and operational, in the region.

Diverse trust fund programssupport development goals in theregion, including the Global Envi-ronment Facility (GEF), Institu-tional Development Fund (IDF),Gender Trust Fund, Policy andHuman Resources Development,the Public-Private InfrastructureAdvisory Facility, the Japan SocialDevelopment Fund (JSDF), theBrazilian Rain Forest (BRF), DebtReduction Facility, the OzonePhase-Out Trust Fund, the Educa-tion for All Fast Track Initiative,and the Global Food Crisis ReformProgram.

Regional trust fund programs arealigned with World Bank Group,regional, and country-specificstrategies as they concentrate pre-dominantly on global public goods,which look to champion commondonor objectives across the regionthrough a wide range of activities,including technical assistance,co-financing, debt service, projectpreparation, social funds, opera-tions policy and carbon finance.

Reference Guide ��

�� The World Bank in Latin America and the Caribbean

gether, the World Bank operates of-fices in 19 countries in the region—all except Chile, Costa Rica, andsome Caribbean states. As part oftheir work, country offices coordi-nate and partner with member gov-ernments, representatives of civil so-ciety, and other international donoragencies operating in the country.

In addition to the country manage-ment units, the regional vicepresidency has four sector unitscorresponding to the World Bank’sthematic networks. These net-works were created to link staffmembers working in the samefields of development with theircolleagues in other regions andwith partners working outside theBank. The four units are:

∫ Human development (educa-tion, health, and social protection)

∫ Poverty reduction and eco-nomic management (economic pol-icy, finance and private sector,poverty, and public sector)

∫ Sustainable development (agri-culture and rural development, theBrazil rain forest unit, energy, envi-ronment, social development,transport, and urban)

∫ Operations services (develop-ment effectiveness, financial man-agement, information technology,and procurement).

Five other regional units areheaded by the chief economist, thecommunications manager, the di-rector for strategy and operations,the chief administrative officer, andthe human resources manager.

The Latin America and theCaribbean Vice Presidencyis one of six regional vice

presidencies in the World Bank. It isheaded by the regional vice presi-dent and divided into country, sec-tor, and regional units. Of approxi-mately 725 staff members, some500 were based at the World Bank’sheadquarters in Washington, withthe rest working in the Bank’smember countries in the region.

Structure

Thirty countries in the region areeligible for World Bank borrowing.They are grouped in six countrymanagement units, as follows:

∫ Colombia, Mexico

∫ Central America: Costa Rica,El Salvador, Guatemala, Honduras,Nicaragua, Panama

∫ Caribbean: Bahamas, Barbados,Belize, Dominican Republic,Guyana, Haiti, Jamaica, Suriname,Trinidad and Tobago, and themembers of the Organization ofEastern Caribbean States (Antiguaand Barbuda, Commonwealth ofDominica, Grenada, Montserrat,St. Kitts and Nevis, St. Lucia, andSt. Vincent and the Grenadines).

∫ Brazil

∫ Andes: Bolivia, Ecuador, Peru,Venezuela

∫ Southern Cone: Argentina,Chile, Paraguay, Uruguay

Six country directors head the coun-try management units, four ofwhom are based in the field and twoare based in Washington, DC. Alto-

Four

organization andstaffing of theWorld bank’s latinAmerica and�aribbean region

Reference Guide ��

Regional management team

pamela �ox, vice president, Latin

America and the Caribbean Region

Pamela Cox hasbeen the WorldBank’s vice presi-dent for the Latin

American region since January2005. A development economist,she has held management posi-tions in various countries and re-gions since joining the Bank in1980.

From 2000 to 2004, Ms. Cox was di-rector of strategy and operations inthe Office of the Vice President forthe Africa Region, where she over-saw the increase of Bank lending tothe poorest African countries. Pre-viously, she had served as countrydirector for South Africa, Botswana,Lesotho, Namibia, and Swaziland.During 1994–96, she was chief ofthe Country Operations Division inEast Asia, covering Vietnam, Laos,Cambodia, Myanmar, the Philip-pines, Malaysia, Thailand, andKorea. During the early years ofher career in the Bank, Ms. Coxwas an economist working on agri-cultural and environmental issuesin East Asia, South Asia, and LatinAmerica.

A U.S. national, Ms. Cox holds twomasters degrees and a Ph.D. in de-velopment economics and policyfrom the Fletcher School at TuftsUniversity in Boston, Massachu-setts. She speaks English, Spanish,Portuguese, French, and Swedish.

Augusto de la torre, regional chief

economist

Before assumingthe region’s chiefeconomist, Augustode la Torre was a

senior advisor responsible for fi-nancial matters in Latin Americaand the Caribbean. Since joiningthe Bank in October 1997, he haspublished extensively on a broadrange of macroeconomic and fi-nancial development topics.

Mr. de la Torre’s tenure as head ofthe Central Bank of Ecuador(1993–96) earned him Euromoneymagazine’s nomination as “BestLatin Central Banker” in 1996.From 1986 to 1992 he was an econ-omist with the International Mon-etary Fund, including a stint as theimf’s resident representative inVenezuela.

A member of the Carnegie Net-work of Economic Reformers,Mr. de la Torre earned his Ph.D. ineconomics at the University ofNotre Dame.

stefan g. Koeberle, director, strat-

egy and operations

Stefan G. Koeberlehas been in his cur-rent position sinceJanuary 2009. Since

moving from the German Devel-opment Institute to the WorldBank in 1993, he has worked in avariety of countries and regions.

Before assuming his current posi-tion, Mr. Koeberle was director ofthe Operations Services Depart-

ment in the Latin America andCaribbean Region of the WorldBank. Previously, he was responsi-ble for the Country EconomicsUnit in the Operational Policy andCountry Services vice presidency,overseeing policy-based lendingand country assistance strategies.In that position, he led the WorldBank’s approach to conditionalityand the replacement of adjust-ment lending with its modernizedapproach of development policysupport.

Mr. Koeberle holds a Ph.D. in eco-nomics from Cambridge Univer-sity. He has published books andarticles on development econom-ics, competitiveness, public sectorreform, conditionality, and budgetsupport.

Marcelo giugale, sector director,

poverty reduction and economic man-

agement

Marcelo Giugale’s20 years of experi-ence as an interna-tional development

leader span the Middle East, East-ern Europe, Central Asia, andLatin America. He has publishedwidely on economic policy, finance,development economics, business,agriculture, and applied economet-rics. He was the chief editor of col-lections of policy notes publishedfor the presidential transitions inMexico (2000), Colombia (2002),Ecuador (2003), Bolivia (2006), andPeru (2006). Decorated by the gov-ernments of Bolivia and Peru, hehas taught at the American Univer-sity in Cairo, the London School ofEconomics, and the UniversidadCatólica Argentina.

laura frigenti, country director,

Central America

In her present posi-tion since January2008, Laura Frigentijoined the Bank in

1994 in the Population and HumanDevelopment Division of the AfricaRegion. Since then she has held sev-eral positions in the Bank includinglead specialist for social protectionin the Africa Region and countryprogram coordinator for Turkey.For five years before assuming hercurrent position, she was sectormanager for human development inEastern and Central Africa.

Before joining the World Bank, Ms.Frigenti worked in developmentcooperation for the Italian Ministryof Foreign Affairs and for theUnited Nations Economic Com-mission for Latin America and theCaribbean. She holds a laurea

magna cum laude in history andmodern philosophy from the Uni-versity of Rome.

laura tuck, sector director, sustain-

able development

Laura Tuck hasbeen the director ofthe region’s Sustain-able Development

Department since it was expandedin January, 2007. Earlier she di-rected a narrower program of thesame name. Before she moved tothe Latin America Region, Ms.Tuck was the director for sustain-able development in the Europeand Central Asia Region, a positionshe held from 2002 to 2006. Beforethat assignment, she was a sectormanager for agriculture and ruraldevelopment in Europe and Cen-tral Asia for five years.

Earlier in her career, Ms. Tuck wasa lead economist in the office ofthe chief economist for the Europeand Central Asia Region, and foragricultural operations in the Mid-dle East and North Africa. Beforecoming to the Bank in 1987, sheworked as an agricultural econo-mist in Africa and served on thefaculty of Princeton University.

�� The World Bank in Latin America and the Caribbean

Reference Guide ��

Yvonne tsikata, country director,

Caribbean

Yvonne Tsikata be-came the WorldBank’s country di-rector for the

Caribbean in November 2007. Shejoined the World Bank in August1991 as a Young Professional. Sincethen she has held various positions,the most recent being sector man-ager for the Poverty Reduction andEconomic Management Unit inthe Africa Region. Her prior re-gional experience includes Southand East Asia, and Europe andCentral Asia. She also held posi-tions in the World Bank’s Interna-tional Trade Department and Inde-pendent Evaluation Group.

Between 1998 and 2001, while onleave from the World Bank, sheserved as a senior research fellowat the Economic and Social Re-search Foundation in Dar-es-Salaam, Tanzania, and as a consult-ant to the Organisation forEconomic Co-operation and De-velopment in Paris and to theUnited Nations University’s WorldInstitute for Development Eco-nomics Research (wider) inHelsinki. Before joining the WorldBank, Ms. Tsikata taught monetarytheory and macroeconomic policyat New York University, where sheearned her graduate degree.

evangeline Javier, sector director,

human development

Evangeline Javierjoined the WorldBank as a YoungProfessional in 1980.

She has held various positions inthe Bank since then, working incountry offices in Bolivia in the late1980s and in Peru in the early2000s. She also led teams workingon human development issues andprojects in a number of countriesin Africa in the mid-1990s. In July2002, she became the health sectormanager in the Latin America andCaribbean Region, the position sheheld until she was appointed direc-tor of the Human DevelopmentDepartment in February 2005.

An economist by training, Ms.Javier has extensive internationalexperience in policy dialogue andprogram development, especiallyin the field of human develop-ment. For the Philippines govern-ment, she led work on Philippineeconomic planning and research.

Makhtar Diop, country director,

Brazil

Makhtar Diop hasbeen in his currentposition since Janu-ary 2009. Previously,

he was director for strategy and op-erations in the Latin American re-gion, sector director for finance,private sector, and infrastructure inthe same region, and country direc-tor for Kenya, Eritrea, and Somalia.Before joining the World Bank, Mr.

Diop worked at the InternationalMonetary Fund, served as Senegal’sminister of economy and finance,and held various positions in bank-ing and finance.

elizabeth Adu, director,

operations services

Elizabeth Adu isDirector of theOperations ServicesDepartment in the

Latin America and CaribbeanRegion of the World Bank. Thisdepartment is responsible forfinancial management, procure-ment, quality enhancement andoverall development effectivenessof Bank operations in the region.

Ms. Adu holds a LL.B. from theUniversity of Ghana and an LL.M.in International Law from TempleUniversity. Previously, Ms. Adu wassenior advisor to one of the Bank’sthree managing directors, with re-sponsibility for the reforms to theWorld Bank’s internal conflict reso-lution system. From February 2004to July 2007, she was deputy gen-eral counsel, Operations, in theLegal Department of the WorldBank. Prior to that, she was chiefcounsel for Africa Practice Groupfor three years.

In addition to working on variouscomplex operations, Ms. Adu hasmanaged legal and judicial reformprojects in Tanzania, Kenya andthe Gambia.

Bank’s financial products and serv-ices to clients and staff in 23 coun-tries. Before that she was senioradvisor to the executive directorrepresenting Italy, Portugal, Alba-nia, Greece, Malta, and SanMarino in the Board of the WorldBank Group. Earlier in her careershe worked as country econo-mist for El Salvador and as seniorfinancial economist in the LatinAmerica and the Caribbean region.

Ms. Grandolini has a Ph.D. in in-ternational economics and a mas-ter in law and diplomacy from theFletcher School of Law and Diplo-macy at Tufts University. She alsoholds a masters degree in foreignservice from the Edmund A. WalshSchool of Foreign Service atGeorgetown University.

sergio Jellinek, manager, external

affairs

Sergio Jellinek over-sees communica-tions for LCR. He isa founder of the

COM+ Alliance, a partnership of in-ternational organizations and com-munications professionals. Themembers of COM+ are committedto using communications to ad-vance sustainable development onthree fronts—economic, social,and environmental. He has exten-sive experience in developing coun-tries, both as a working journalistand as an adviser to internationalorganizations.

pedro Alba, country director,

Argentina, Chile, Paraguay, and

uruguay

Before becomingcountry director forthe Southern Conecountries in July

2007, Pedro Alba directed theWorld Bank’s program for Burundi,Republic of Congo, the Demo-cratic Republic of Congo, andRwanda. In two decades with theWorld Bank, he has worked in eco-nomic growth and poverty reduc-tion, macroeconomics and interna-tional trade, employment, andpublic sector reform. His regionalexperience includes the MiddleEast, Eastern Europe, and Asia.

Mr. Alba is the author of severalWorld Bank studies and of schol-arly articles on the 1997 Asian cri-sis, the liberalization of capital ac-counts, budget policies, andfinancial sector development. Afterearning his doctorate in appliedeconomics from Cornell Univer-sity, he taught economic policy atthe Universidad Politécnica deMadrid.

gloria grandolini, country director,

Colombia and Mexico

Since joining theWorld Bank in 1990as a Young Profes-sional she has held

various positions, most recentlyas director of the Banking andDebt Management Department inthe World Bank Treasury whereshe oversaw the delivery of the

2� The World Bank in Latin America and the Caribbean

Reference Guide 2�

Five

from a globalpartner for a region

on the rise:A roster of experts

Climate change

Jocelyne Albert, regional coordina-

tor, climate change

Jocelyne Albert co-ordinates the cli-mate change activi-ties across the

sectors of the Sustainable Develop-ment Department in the LatinAmerica and Caribbean Region.Since 2004, she is also the regionalcoordinator for the Global Envi-ronment Facility (GEF) which fi-nances projects aimed at tacklingclimate change and conserving bio-diversity. Previously, Ms. Albertwas part of the Bank’s core teamworking on the 2002 World Sum-mit on Sustainable Development.From 1998 to 2001, she was sec-onded to work with the WorldWildlife Fund in Geneva on issuesof global public goods. Earlier,Ms. Albert worked as the GEF Co-ordinator in the World Bank’s East-ern Europe and Central Asia Re-gion. Her first Bank assignmentswere in the West and CentralAfrica projects departments work-ing on agriculture and forestry.Prior to joining the Bank, Ms. Al-bert served as an agricultural econ-omist with USAID, based in Côted’Ivoire and Washington, DC.

The World Bank is a knowl-edge bank. The staff ofthe Latin America and

Caribbean vice presidency com-prises experts on the topics thatconfront the Bank’s member coun-tries. In addition to the vice presi-dency’s leadership, profiled in theforegoing section, the experts listedbelow are available for speaking en-gagements and informal consulta-tions. To reach them, please beginby contacting a member of our ex-ternal affairs and communicationsstaff, listed in section 6.

Agriculture and ruraldevelopment

ethel sennhauser, sector manager,

agriculture and rural development

Before assumingher present post inMay 2007, EthelSennhauser was sec-

tor leader for Mexico and Colom-bia and senior rural developmentspecialist in the Sustainable Devel-opment Department in the LatinAmerica and Caribbean Region.Earlier she was a natural resourcesmanagement specialist in the SouthAsia Region. Before joining theBank in 1995, Ms. Sennhauserworked for IBM and taught at theUniversity of Buenos Aires, whereshe earned her Ph.D. in regionaland environmental ecology.

Crime and violence

bernice van bronkhorst, urban

specialist

Bernice van Bronk-horst has focusedon crime and vio-lence prevention in

Latin America and the Caribbeansince 1998, with an emphasis onmunicipal and community-basedapproaches. Her recent work in-cludes reports on crime, violence,and economic development inBrazil and the Caribbean, as well aspilot efforts to integrate preventionmodules into slum-upgrade proj-ects and community-driven devel-opment in Brazil, Honduras, Ja-maica, Colombia, and Haiti. Shedesigned and is managing a re-gional program to build the capac-ity of municipalities to preventcrime and violence and a smallgrants program on community-based prevention in Honduras andNicaragua. Upcoming initiatives in-clude the piloting of a public safetymethodology that will integratecrime and violence prevention,hazard risk management, and roadsafety in Quito, Ecuador; and a re-source guide on the prevention ofviolence in schools. She did her un-dergraduate and graduate work atthe London School of Economics.

Development effectiveness

Denis robitaille, manager, develop-

ment effectiveness

Denis Robitaille isthe manager of theDevelopment Effec-tiveness Unit, which

offers advisory and oversight serv-ices on the design and implementa-tion of all World Bank operationsin the Latin America and theCaribbean Region. The unit pro-vides advisory services related toprojects’ potential environmentaland social impacts, as well asknowledge management andlearning services to regional staff.The unit also oversees trust fundactivities in the region. Mr. Ro-bitaille, a civil engineer, joined theWorld Bank in 1995 as a transportspecialist in the East Asia and Pa-cific Region. In 2001 he became aregional procurement manager,and in 2004 became portfolio man-ager in the World Bank office inBangkok where he supervised theeffectiveness of all Bank activitiesin East Asia and the Pacific.

Disaster management

francis ghesquière, senior urban

specialist

Francis Ghesquièreis the regional co-ordinator for disas-ter risk manage-

ment for the Latin America andCaribbean Region at the WorldBank. His team supports clientcountries in identifying and reduc-

22 The World Bank in Latin America and the Caribbean

ing their exposure to adverse natu-ral events. Mr. Ghesquière was themain architect of the CaribbeanCatastrophe Risk Insurance Facil-ity, which insures governmentsagainst hurricane and earthquakelosses. He is currently leading theestablishment of the CentralAmerica Probabilistic Risk Assess-ment and the development of riskmodels in the Caribbean.

Mr. Ghesquière has also been in-volved in numerous emergencyreconstruction operations, some inpostconflict countries. Before join-ing the Bank in 2000, he workedfor eight years as a managementconsultant for Fortune 500 compa-nies and governments in Europe,Asia, and the Americas. He holds amaster’s in finance conferredjointly by New York University,esade Barcelona, and hec Paris, aswell as other master’s degreesfrom the Kennedy School of Gov-ernment at Harvard University andthe University of Louvain.

Economic policy

rodrigo A. �haves, sector manager,

economic policy

At the WorldBank, Mr. Chaveshas been respon-sible for invest-

ment and adjustment loans,economic and sector work, andhigh-level policy dialogue withclient countries. He has ledjoint International MonetaryFund–World Bank teams andworked in 22 countries in Asia,

emerging Europe, and LatinAmerica.

Before joining the World Bank in1994, Mr. Chaves consulted for theWorld Bank, Inter-American De-velopment Bank, United StatesAgency for International Develop-ment, Inter-American Foundation,and Development Alternatives,Inc. His previous positions includedirector of financial intermedia-tion at a financial institution inCosta Rica.

He holds a Ph.D. in applied eco-nomics, with a specialization in fi-nancial markets and institutions,from the Ohio State University. Hehas published on financial markets,credit constraints and investment,poverty and entrepreneurship, reg-ulation of financial intermediaries,rural finance, property rights, anddesign of economic institutions.

Education

�hingboon lee, sector manager,

education

Chingboon Lee joined the Bank asa Young Profes-sional in 1984. Shehas since held vari-ous positions in five

regions of the Bank, including ed-ucation economist in East Asia,UNDP deputy representative inChina on external service, lead ed-ucation specialist in South Asiaand human development sectorleader for the Caribbean CountryManagement Unit.

In her current position, Ms. Lee’stop priorities are to lead the devel-opment and implementation of aneducation strategy that addressescritical development priorities inthe region and facilitate globalknowledge generation and sharingto help improve education out-comes in Latin American andCaribbean countries.

Energy

philippe �harles benoit, sector

manager, energy

Philippe Benoit has20 years of experi-ence in the powersector and in oil and

gas, both in the private sector and atthe World Bank. His worldwide ex-perience includes independentpower producers in North America,energy security issues in LatinAmerica, regional pipelines in Eu-rope and Central Asia, utility reformand popular access to electricity inAfrica, and liquefied natural gas de-velopment in the Middle East. Be-fore coming to the Latin Americaregion, Mr. Benoit worked in theAfrica Region’s energy group, in thePrivate Sector Department (wherehe specialized in public-private part-nerships), and in the Legal Depart-ment. Outside the Bank, Mr. Benoitwas oil and gas director for SG In-vestment Bank and an associatewith the law firm of Debevoise &Plimpton.

Mr. Benoit earned his J.D. fromHarvard Law School and a D.E.S.S.in law from the University of Paris,

Reference Guide 2�

Finance and private sectordevelopment

lily l. �hu, sector manager, finance

and private sector development

Lily Chu’s areas ofspecialization at theBank are the finan-cial sector, private

sector development, and infra-structure. While a senior vice-pres-ident for an investment bank, Ms.Chu focused on bankruptcy andcorporate restructuring for a widerange of manufacturing, infra-structure, and technology busi-nesses, both debtors and creditors.Ms. Chu also has served as a con-sultant for Strategic Planning Asso-ciates and taught at the HarvardBusiness School and GeorgetownLaw School. She earned her MBAand Ph.D. in economics from Har-vard University.

Financial management

patricia Mc Kenzie, lead specialist,

financial management

Patricia Mc Kenzieis currently leadfinancial manage-ment specialist in

the Latin America and CaribbeanRegion of the World Bank. Ms.Mc Kenzie is a qualified charteredcertified accountant with a breadthof experience in accounting, audit-ing, financial control, bankingsupervision and regulation and riskmanagement in both the privateand public sectors. Previously, atthe Financial Management Unit,

she influenced the design and exe-cution of major strategic and pol-icy initiatives for the enhancementof financial management quality.She has also led economic and sec-tor work on public financial man-agement systems in Brazil,Ecuador, Peru and Uruguay.

Gender

María beatriz orlando, senior

economist and gender coordinator

A developmenteconomist, MaríaBeatriz Orlandofocuses on gender,

the labor market, and poverty inLatin America. In her present post,she ensures that gender concernsare taken into account in Bankproducts and projects in LatinAmerica and the Caribbean. Beforejoining the World Bank, sheworked as a research associate atthe Center for Global Develop-ment in Washington, DC, and withthe UN Millennium Project TaskForce on Education and GenderEquality. While teaching at Univer-sidad Católica Andres Bello inCaracas, she authored several stud-ies of poverty, the informal sector,and the gender wage gap in Vene-zuela. She earned her doctorate ineconomics from Tulane University.

2� The World Bank in Latin America and the Caribbean

Pantheon-Sorbonne. His publica-tions include “Project Finance atthe World Bank: An Overview ofPolicies and Instruments.”

Environment

Karin Kemper, sector manager,

environment

Karin Kemper is thesector manager forthe EnvironmentUnit in the region’s

Sustainable Development Depart-ment. Before taking this positionon December 1, 2009, she was sec-tor manager of the Social, Envi-ronment and Water ResourcesManagement Unit in the SouthAsia Region of the World Bankfrom June 2007 to November 2009.Before that, she held positions aslead water resources specialist inthe South Asia Region, as secretaryto the Bank’s Water ResourcesManagement Group in the corpo-rate part of the Bank, and was aneconomist in the Latin AmericaRegion. Ms. Kemper is an econo-mist and holds a Ph.D. in waterand environmental studies fromLinkoping University, Sweden. Shehas published actively on institu-tional and economic aspects of wa-ter resources management issuesin Latin America and globally.

Health

Keith hansen, sector manager,

health, nutrition, and population

Keith Hansen is re-sponsible for theBank’s activities re-lated to health,

nutrition, and population in LatinAmerica and the Caribbean,managing a $2 billion portfolio of30 operations in 20 countries. Hisprior assignment was as head ofthe AIDS Campaign Team for Africa(ACTafrica) a special unit that spear-headed the Bank’s renewed ap-proach to the epidemic. There hewas responsible for the policy di-rection of the Bank’s HIV/AIDSwork in Africa and for overseeingthe implementation of its $1 billionprogram on the continent. Hecame to that position after leadingthe Bank’s health dialogue in SouthAfrica and Zimbabwe, managinghealth projects in Zimbabwe, andserving as special assistant to thevice president of the Bank’s AfricaRegion. He earned a master ofpublic affairs degree from theWoodrow Wilson School at Prince-ton University and a law degreefrom Stanford University.

HIV/AIDS

shiyan �hao, senior health economist

Shiyan Chao is thesenior health econo-mist with the LCRhealth sector.

Shiyan previously was task teamleader for both analytical and advi-

Reference Guide 2�

sory tasks and health projects andserved as the regional AIDS coordi-nator in the European and CentralAsia Region. Prior to this, she hasworked in the Africa, East Asia andSouth Asia regions of the Bank, andin the Middle East and North AfricaRegion with another organizationin the areas of health policy, healthfinancing, and health system devel-opment through projects and policyresearch in more than 15 countries.In addition to her primary interestin health economics, she has alsodone work on monitoring and eval-uation, including comparative eval-uation and impact evaluation.

Ms. Chao has a Ph.D. in health eco-nomics and economic demographyfrom the Johns Hopkins Universityand a health management certifica-tion from Harvard University.

Infrastructure

Jordan Z. schwartz, lead economist,

infrastructure

Mr. Schwartz is cur-rently lead econo-mist in the WorldBank’s Sustainable

Development Department in theLatin America and the CaribbeanRegion. His responsibilities includeresearch and strategic guidance onissues related to infrastructure, reg-ulation, urban development, logis-tics and their links to environmen-tal and social sustainability.

Mr. Schwartz has worked at theBank for 11 years on a wide rangeof infrastructure and private sector

2� The World Bank in Latin America and the Caribbean

Poverty reduction

louise �ord, sector manager,

poverty and gender

Louise Cord hasbeen sector man-ager of the PovertyReduction and Gen-

der Group in the Latin Americaand Caribbean Region since Sep-tember 2009. She previously wassector manager of the WorldBank’s Poverty Reduction Groupwhere she was responsible for ana-lyzing global and national develop-ment challenges. Previously, she leda multi-donor program that exam-ined operational policies associatedwith pro-poor growth, as well as re-ports on the Bank’s poverty reduc-tion strategy. Ms. Cord worked forseven years in the Bank’s LatinAmerican and the Caribbean Re-gion Rural Development Group onrural poverty, agricultural trade andprice policy, and rural finance. Shehas published several articles andreports on pro-poor growth andpolitical economy, and poverty andagricultural policy in Mexico, East-ern Europe and Central Asia. Sheholds a Ph.D. in development andeconomic policy from the FletcherSchool of Law and Diplomacy atTufts University.

development projects and researchcovering Latin America, theCaribbean, East Asia and the Pa-cific, Central Europe, and Africa.His most recent research includesthe effects of stimulus investmenton employment; trade-offs be-tween emissions and costs associ-ated with different energy tech-nologies; the impact of logisticscosts on food prices; and the gover-nance of public-private partner-ships.

Land policy

Jorge A. Muñoz, lead specialist,

rural development

Jorge Muñoz coor-dinates the LatinAmerican andCaribbean Region’s

activities on land policy and admin-istration, and is directly involved inprojects and technical assistance inBolivia, Brazil, Guatemala, Hon-duras, Panama and Paraguay. Previ-ously, he was in charge of theWorld Bank’s office in Recife, Brazilfor two years, overseeing a clusterof community-driven developmentprojects in 10 states in northeastBrazil. From 1998 to 2002, heworked on rural development proj-ects and land policy reform issuesin several countries in eastern andsouthern Africa. Before joining theBank in 1998, he was a HarvardUniversity research associate forthree years. He holds a Ph.D. inagricultural economics from Stan-ford University.

Procurement

enzo de laurentiis, manager,

procurement

Enzo de Laurentiisis the regional pro-curement managerfor the Latin Amer-

ica and Caribbean Region. Mr. deLaurentiis is responsible for over-seeing compliance with Bank pro-curement policy in the region, su-pervising the procurement of allregional Bank operations, and lead-ing the policy dialogue with clientcountries on analytical work andprocurement reform. Mr. de Lau-rentiis has worked in different ca-pacities on procurement in theLatin America and Caribbean Re-gion since 1998. Prior to joining theBank, he worked as an interna-tional procurement consultant andadvised international developmentinstitutions and governments in dif-ferent regions on a wide range ofprocurement technical and policyissues. Mr. de Laurentiis holds a J.D.from the University of Trieste andan LL.M. in International Lawfrom the American University,Washington College of Law.

Public sector

nicholas paul Manning, sector

manager, public sector

Before assuming hispresent position,Mr. Manningheaded the Public

Sector Management and Perform-ance Division at the Organisation

for Economic Co-operation andDevelopment (oecd) and then leadpublic sector specialist for theWorld Bank’s South Asia region.He also has been a technical ad-viser to the United Nations Devel-opment Programme in Lebanonand adviser on organizationalstructure and design for the Com-monwealth Secretariat in London.He began his public sector careerin local government in the UnitedKingdom. Before moving to inter-national advisory work, he washead of strategic planning for aLondon borough.

Mr. Manning’s extensive writingson governance in developing anddeveloped countries link public ad-ministration with public budgetingand policy management. His recentpublications have focused on post-conflict state-building, measure-ment of government activities, pub-lic sector pay setting in the oecd,performance-based arrangementsfor senior civil servants in the oecd,political involvement in seniorstaffing, policy management ingovernment, asymmetric pay re-form, cabinet decision-making, thefunctioning of government inAfghanistan, governance indicators(local and national), and devolutionof service delivery. He advises theCommonwealth Association onpublic administration and manage-ment and is a member of the edito-rial board of the Public Manage-ment Review.

Reference Guide 2�

Safeguards

reidar Kvam, adviser, regional

safeguards

Reidar Kvam is re-gional adviser forEnvironmental andSocial Safeguards

Policies in the Latin America andCaribbean Region of the WorldBank, where he coordinates agroup of six environmental and so-cial specialists. Mr. Kvam is a socialanthropologist who has conductedresearch in Latin America and Asia.Before joining the Bank in 1996, heworked with the United Nations,Norwegian bilateral aid programs,and in academia. He headed the So-cial Development Unit in Indiafrom 2000 to 2003, and coordinatedthe Bank’s work on social analysisprior to coming to the Latin Amer-ica Region in 2005.

Social development

Maninder gill, sector manager,

social development

Maninder Gill is sec-tor manager in theSustainable Devel-opment Depart-

ment of the World Bank’s LatinAmerica and Caribbean Region, aposition he has held since Septem-ber 2008. Before joining the region,Mr. Gill held the same position inthe Europe and Central Asia Re-gion for about four years. Earlier,he worked in the Sustainable De-velopment Vice Presidency as thepoint-person for the Bank’s work

2� The World Bank in Latin America and the Caribbean

Familia in Brazil and Familias enAcción in Colombia, and the de-sign of similar programs inPanama, Bolivia, Guatemala, andEl Salvador. She also directs theteam that manages social welfare,nutrition and youth training pro-grams in Argentina, Honduras,Dominican Republic, Nicaragua,Guatemala and Jamaica.

During her career with the WorldBank she has worked in more than40 countries, while contributing tonumerous World Bank publica-tions and managing large portfo-lios of studies, technical assistance,and loans in Asia, Africa, and LatinAmerica.

She earned a Ph.D. in economicsfrom Yale University. She speaksoften at international conferencesand in private sessions with seniorgovernment officials and academ-ics in developing countries.

Sustainable development

Jyoti shukla, manager, sustainable

development

Jyoti Shukla is themanager for theSustainable Devel-opment Depart-

ment in the Latin America and theCaribbean Region. She joined theBank in 1994 as a Young Profes-sional. Since then she has held var-ious positions, her most recent asa program manager in the Public-Private Infrastructure AdvisoryFacility (PPIAF), where she led aglobal team located in Dakar,

on issues related to involuntary re-settlement and indigenous peoples.Mr. Gill has also worked in the EastAsia Region and in the Social De-velopment Department, engagedin policy making and operationalwork. Prior to joining the Bank in1993, Mr. Gill worked in the IndianAdministrative Service in India.

Social protection

helena g. ribe, sector manager,

social protection

With more than 30years of experiencein developing coun-tries, Helena Ribe is

an expert in development econom-ics and social policy with extensiveknowledge of the policies, pro-grams and institutional arrange-ments that are most effective in im-proving health and educationoutcomes and reducing poverty indeveloping countries. In her cur-rent post, Ms. Ribe leads the Bank’ssocial protection operations inLatin America and the Caribbean,managing a team that delivers cut-ting-edge research, technical assis-tance, and loans to support publicinitiatives to improve human devel-opment outcomes for vulnerablegroups, expand social security cov-erage in the informal sector andoutside the labor force, and im-prove the employability of youthand women. Among other respon-sibilities, she oversees the Bank’stechnical assistance and loans insupport of several conditional cashtransfer programs, including Bolsa

governance, road safety, health,logistics, crisis response and otherissues.

Mr. Menéndez holds a Ph.D. inurban transporation and planningand information systems from theMassachusetts Institute of Tech-nology.

urban development andwater

guang Zhe �hen, sector manager,

urban development and water

Before assuming hispresent post in Feb-ruary 2008, GuangZ. Chen was re-

sponsible for formulating Bankparticipation in the national trans-port strategies of client countriesin the South Asia Region and foraligning the Bank’s transport oper-ations in that region with its cor-porate objectives and regional pri-orities. His team of specialistsdeveloped and managed transportinvestment operations, supervisedthe project portfolio, and con-ducted transport sector studies andpolicy dialogue with client govern-ments and other developmentpartners.

Before joining the World Bank in1997, Mr. Chen worked as a proj-ect economist for the Asian Devel-opment Bank, specializing in infra-structure. He received his graduatedegree from Harvard University.

Manila and New Delhi with aportfolio of technical assistancegrants to over 100 countries.

Ms. Shukla holds a master’s de-gree in economics from the DelhiSchool of Economics, as well as amaster in public affairs from theWoodrow Wilson School of Publicand International Affairs at Prince-ton University. Before joining theWorld Bank, she held a faculty po-sition at Princeton University andworked with a development con-sulting firm in India.

Transport

Aurelio Menéndez, sector manager,

transport

Aurelio Menéndezjoined the Bank in1989 as a researchanalyst in the Eco-

nomic Development Institute. Hehas since held various positions, hismost recent as a lead transport spe-cialist, in the Transport, Energyand Mining Sector Unit of the EastAsia and Pacific Region.

In his new position as transportsector manager for the LatinAmerica and the Caribbean Re-gion, Mr. Menéndez’s top priorityis to provide strategic, technicaland operational leadership to thetransport cluster in the region,with a focus on improving tradi-tional investment for growth andaccess in transport (urban, high-ways, ports, metros, railways)while also emphasizing environ-ment and social sustainability,

Reference Guide 2�

Countryofficesand publicinformationcenters

argentina

Yaninabudkin

(54) (11)4316 9724ybudkin@worldbank.org

�arolinaMarcela�rerar

(54) (11)4316 9734ccrerar@worldbank.org

BOLIV IA

rafael JoséArchondo

(591)25356347rarchondo@worldbank.org

�laudiaencinas

(591)22153344cencinas@worldbank.org

BRAZIL

MaurolopesMendesdeAzeredo

(55) (61)33291059mazeredo@worldbank.org

DeniseMarinhodossantos

(55) (61)33291099dmarinho@worldbank.org

caribbean

Alejandro�edeño

2024733477acedeno@worldbank.org

patriciada�amara

2024734019pdacamara@worldbank.org

�� The World Bank in Latin America and the Caribbean

Thecontacts listedbelowcanputyou in touchwith theWorldBank’sexpertson

LatinAmericaandtheCaribbean.Theycanalsoprovide informationaboutWorldBankprojects,programs,policies,publications,andotheractivities.

InWashington

sergio Jellinek, manager2024582841sjellinek@worldbank.org

stevanJackson

2024585054sjackson@worldbank.org

gabrielaAguilar

2024736768gaguilar2@worldbank.org

For immediateassistance,pleasecall

2024588719

Six

external affairsand communicationcontacts

Reference Guide ��

COLOMBIA

María�laraUcrós

(571)3263600ext.259mucros@worldbank.org

DOMINICAN REPUBLIC

Alejandrade lapaz

(809)5666815adelapaz@worldbank.org

ECUADOR

�ristinaMedina

(59) (3)22943600ext.276cmedina1@worldbank.org

HONDURAS

MaríaAmaliasanMartín

(504)2394551msanmartin@worldbank.org

MEXICO

fernandaZavaleta

(52) (55)54804252fzavaleta@worldbank.org

rebecaMoreno

(52) (55)54804252(52) (55)54804244rebecamoreno@worldbank.org

NICARAGUA

Maríateresanorori

(505)2557171mnorori@worldbank.org

PARAGUAY

ruthgonzálezllamas

(595) (21)664000rgonzalez2@worldbank.org

PERU

sandraArzubiaga

(511)6150660ext.339sarzubiaga@worldbank.org

�laudiapriscilla�elis

(511)6150660ext.367ccelis@worldbank.org

URUGUAY

Valeriabolla

(5982)916 9400vbolla@worldbank.org

Notes

Reference Guide ��

�� The World Bank in Latin America and the Caribbean

The World Bank

1818 H Street, NW

Washington, DC 20433

USA

Tel: +1 202 473 1000

Fax: +1 202 477 6391

www.worldbank.org/lac

© 2010 International Bank for Reconstruction and

Development/ World Bank. All rights reserved.