511
C.AJITTA-,;SIS2:TL;Tr", IrP
571-L-c'+W- I (vaP-1' L 3e O DEPARMENT OF STATE AGENCY FOR INTERNATICNAL DEVELOPHMT Washington, D.C. 20523
UNCLASSIFIED
AID-DLC/P-1031 !5/1 31-, 3 June 6, 1972
ME O4RANl M FOR THE DEVELOPMENT LOAN COWITTEE
SUJECT: Bolivia - Rural Community Development
Attached for your review are the recommendations for authorization of a loan in an amount not to exceed $3,000,000 to .the Government of Bolivia to assist in financing the United States dollar and local currency costs of the Community Develop ment Program administered by the Borrower' s NationAl Couunity Development Service (NCrS).
Please advise us as early as possible but in no event later than close of business on Wednesday, June 14, 1972, if you have a basic policy issue arising out of this proposal.
Rachel R. Agee Secretary Development Loan Committee
Attachments: Sumary and Recommendations Project Analysis ANNEXES I-11V
UNCLASSIFIED UNCLASSIFIED AID-DLC/P-1031 TABLE OF CONTENTS June 6, 1972
J.OLTVTA - RURAL Co1,1MITY DEVELOPENT
SUNvARY AN'D RECOMEWflATIOUS ...... SECTION I - NATURE OF TILE PROJECT ...... 1 A. Project Description ...... e....* . 1
1. Purpose ......
2. Strategy and Fecus of the Project ...... 1
3. Description of the Major Elements of the Program ...... 2
4. Priorities ...... 2
5. Basis for the Size of the Lon ...... 3
6. Issue: Loan vs. Grant Funding of Self-Help Projects ... 3 7. Sub-Project Eligi~lity Criteria ......
8. Preliminary Plan for Implementation ...... 5
B. Project Background ......
1. The History of CD in Bolivia ...... 7
2. History of the First Loan (511-L-038) ...... 7
3. Relationship of Loan to USAID and GOB Priorities ...... 1O
SECTION II - PROJECT ANALYSIS ...... A. Analysis of the Executing Agen~cy (NCDS) ...... 11
1. Organizational Structure ...... a...... *..
a. Central Level ...... i
b. Regional Level ......
(i) Regional Offices ...... 16 (ii) Aren Omeration Offices ...... 17
(iii) Trining Centers ...... 17 -2
c. Local and Compiunity Tevel ...... 18
2. Organizational Assets ...... 20
a. Staff Qualifications ...... 20
b. Plant and Equipment ...... 22
3. NCDS System for Engineering and Administrative Sub-Project Review, Approval and Monitoring ...... 22
a. Pre-Project State ...... 23
b. Project Request Stage ...... *...... *o* 923
c. Project Financial Assistance Request Stage ...... ;23
d. Project Construction Stage ...... 24
e. Project Completion Stage ...... 25
4. Coordination with Other Agencies ...... 25
5. NCDS Disbursement and Financial Control System ...... 30
at Central Office .. . *o.e...... o...... 30
b. Regional and Area Offices ...... 30
6. Proposed Audit Program for NCDS Internal Audit Division ...... 31
7. NCDS Procurement and Contracting Procedures ...... 33
8. Development of NCDS Evaluation Capacity ...... 35
9. Technical-Assistance ...... 37
B. Financial Analysis ...... 39
1. Summary Cost Estimate and Financial Plan FY 73-75 .... 39
2 Administrative Cost Analysis...... 39 -3-
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3. Bolivia's External Debt amd Repayment Capacity ...... 41
4. Requirements of Section 611 (a) ?.A.A ...... ,....47
C. Loan Retionale and Economic Analysis ...... 49
1. Characteristics of the Rural Sector ...... 49
2. Rationale for the Loan ...... 55
3. Economic Analysis ...... 58
a. Irrigation Projects ...... 58
b. Feeder Road Projects o...... 58
c. Storage Projects ......
d. Provision of Capital ...... 59
e. Marketing ...... 5
f. Human Resources ...... 59
g. Savings ...... 60 4. Social and Tditical Analysis ...... 60
a. Local Government in Bolivia ...... 6 0
b. Local Organization Created by NCDS Program (Title IX Concept) ...... 9
5. Selection of NCDS as-Executing Agency ...... 63
SECTION III - LOAN ADMINISTRATION ...... 68
A. Target Dates ...... 9 ...... 68
B. Disbursement Procedures ...... 9...... 68
C. Procurement Procedures ...... 969
D. USAID Monitoring Responsibilities ...... 69 -4-
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E. Reports ......
F. Conditions and Covenants ...... 70
SECTION IV - ENVIROMTENT ...... 72
1. Env.ironmental Determination ...... 72
ANNEXES
Annex I - Draft Loan Authorization
Annex II - Certification pursuant to Section 611 (a) F.A.A.
Annex IIII - Checklist of Statutory Criteria
Annex IV - Translation of GOB Loan Request
Annex V - Estimated NCDS projects FY 73-75
Annex VI - Estimated Externally Financed Local Procurement for NCDS Projects
Annex VII - Estimated Procurement List of NCDS Equipment
Annex VIII - NCDS Budget FY 73-75
Annex IX - NCDS Professional Staff
Annex X - NCDS Projects Built Under Loan 511-L-038
Annex XI - Past Financial Inputs to NCDS Annex XII - Evaiation of NCDS Engineering, Plant, and Maintenance Capabilities Annex XIII - NCDS Administrative Expenditures
Annex XIV - List of Present NCDS Equipment UNCLASSIFIED -q- AID-DLC/P-1031 S1"MMARY 'AND RECOMMENDATIONS June 6, 1972
1. Borrower. The Government of Bolivia (GOB) will be the borrower. The National Community Development Service (NCDS) a decentralized public institution which acts under the dir ection of the Minister of Rural Affairs and Agriculture, will be the executing agency.
2. Amount and Terms of the Loan. Up to $3 million, repayable over 40 years including a grace period of ten years on principal and with interest at 2% per annum during the grace period and 3% per annum thereafter. Up to 75% of the AID loan may be con vertible to Bolivian pesos to meet estimated local currency requirements.
3. Purpose. The objectives of the loan are (a) to encourage the increased participation of the rural population (Campesinos) in the development process through a variety of self-help pro jects which provide for both income generating infrastructure and social needs, and (b) to introduce organization and project planning and implementation skills at the community level, (c) to improve and strengthen the institutional structure of the NCDS. The loan will be used to provide support for three yea1s, to the on-going Bolivian National Community Development Service (NCDS) program of self-help projects in the rural areas of Bolivia.
4. Project Description.. The project essentially consists of support for the NCDS which will enable it to carry out its plan ned operations for FY 1973-1975. The plan provides for construct ion of 2000 self-help proJects of various types in the rural areas with emphasis on engineering and agricultural projects. This emphasis reflects the expressed desires of the communities. At least half of the cost of each self-help project will be borne by the local community in the form of cash contribution, labor and local materials. In many cases, the communities bear a greater share of the cost, depending on their ability to con tribute. The remaining balance necessary to complete each self help project is to be provided by the NCDS, together with admin istrative support, supervision, training and technical assistance. The GOB will pay for NCDS salaries and provide for some administrative support. The AID loan will pay the remainin3 expenses of tho NCDS. ThIs includes local purchase of self-help project materials, equipmgnt and supplies for the NCDS, some NCDS administrative expenses, and technical assistance and training. 5. Proposed Use of Loan Funds.
(a) It is estimated that $1.75 million of the $3.0 million AID loan will be directly used in the construction of self-help projects. The bulk (at least 90%) of this $1.75 million will be used for local
EXchange Rate: US$1.00 $1b 12.00 UNCIASSIFIE
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procurement of commodities for the 2,O00 projects proposed in the NCDS three year plan (Annex VI). Some of the $1.75 million devoted construction to the of self-help projects, however, will be used for rental of construction equipment, to hire skilled labor where necessary and to cover transportation costs of the commodities which have been procured, and which the community canot cover. (b) About $700,000 will be used for equipment and supplies for NCDS the (see Annex VII, Equipment List). It is estimated that about $60,000 will be used for "off-the-shelf" purchases in Bolivia, and about $640,000 will be used for imports from Code 941 suppliers.
(c) $231,000 will be used to pay for some administrative of expenses the NCDS (see Annex VII, Proposed NCDS budget for FY 1973-1975). (d) Up to $319,00O will be used for technical assistance and training expenses. It should be noted that the figures mentioned above are estimates applicable to a projected three year program. The program will be subject to continuing evaluation, and it is probable that some readjustments will be made in the allocation of funds mentioned above. In any event, should funds not be fully utilized for one purpose, they will be used for another included within the loan program.
6. Summary Cost Estimate and Financial Plan (US millions)
A.I.D. GOB Communities Total Local Dollar Local Local Costs Costs Costs Co3ts Self-Help Projects 1.75 3.121/ 4.87 NCDS Salaries 1.17 1.17 NCDS Equipment & Supplies .06 .64 .70 NCDS Administrative Expense .23 .30 .53 T.A., training & research .11 .21 32 0 T T A L C OS T 2.15.8 1.47 3.12 7.59 3.0 This i/ figure for community contribution includes the value of contribution in kind. It is apportioned into about 35% for local voluntary labor, 30%for local materials, 32% for cash contribution and 3% for local travel expenses.
Exchange rate: US$ 1.00 a 4b 12.00 UNCLASSIFIED
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7. Basis for the Amount of the Loan. The proposed $3.0 million amount of the loan is based upon the NCDS three year plan for FY 1972-1974. This plan, which was published in December 1971, was prepared by the NCDS as a continuation of the present program funded in part by AID Loan 511-L-038. The NCDS plan sets forth this three year program in considerable detail and is based on operational experience. USAID staff have reviewed the plan and believe it presents a realistic and not overly ambitious program reflecting sound priorities and realizable objectives.
8. Background. Throughout the first half of the twentieth centurj, Bolivia maintained essential' intact the sosial, political and economic structures which had been inherited from its Spanish colonial tradition. This was especially true in the rural areas, where much of the indigenous population was bound in a state of virtual serfdom to a lifetime of servitude and isolation on the large latifundios of absentee landowners. In 1952, Bolivia experienced a social and political revolution which is generally recognized, along with those of Mexico and Cuba, as one of the few "true" Latin American revolutions of the Twentieth Century. The effects of the 1952 revolution have only begun to run their course.
A major land reform was undertaken in 1953, and the latifundios have dissapeared. The ethnically diverse and socially isolated masses of farmers, or campesinos, who make up the bulk of the Bolivian population, remain to a great degree outside the effective economic and political life of Bolivia. They suffer from illiteracy, ethnic prejudice, abject poverty, abysmal health conditions, limited diet, isolation and diversity of language. The generally low level of rural economic development is indicated by the fact that while about three fourths of the pcpulation lives by farming or herding, they produce roughly twenty percent of the gross national product. Nevertheless, in the years follwing the revolution the large but unassimilated groups of campesinos have moved increasingly into national life and toward a certain unity based upon perception of common interest. Some groups, particularly the Aymaras of the Altiplano and the Quechuas of the Cochabamba and Yungas valleys, have a tradition of community action and self reliance which antedates the Spanish conquest. Participation in the sindicatos campesinos, or peasant unions, and the exercise of universal sufferage, increased involvement in the cash market and greater use of public schools have awakened an awareness of issues which tmnscends the narrow boundaries of the traditionally isolated peasant communities.
Integration of the campesino into national life has been a stated objective of every post-revolutionary Bolivian government. However, these efforts have been impeded by fragmentation of authority, frequent changes of government, a "paternalistic" approach of imposing projects from above, UNCLASSIFIED
- iv and, above all, habitual starvation of funds as successive Bolivian governments have been compelled by political necessity to devote their scarce investment resources to the more politically powerful urban areas.
The National Community Development Program (NCDP) was established in December 1964, within the Ministry of Rural Affairs and Agriculture, to formulate and execute a community development program based on the self-help concept. It became the NCDS in June, 1970.
The Inter-American Development Bank (IDB) loaned $435,000 to the NCDP in 1964. These funds, together with AID technical assistance and $68,000 for vehicles, audio visual and office equipment carried the NCDP through CY 1966. The program was not notably successful, due in part to a "paternalistic" approach in project selection and implementation. AID continued to fund U.S. and local advisors, as well as providing $44,000 for vehicles.in FY 1968-69. Some AID participant training and invitational travel was also provided. In addition, local currency grants were made to the 1CDP from the MOE/USAID GOB owned accounts for 1,800,000 pesos in FY 1966, 2,040,000 pesos in FY 1967 and 1,200,000 pesos in FY 1968, and FY 1969. A 6,000,000 peso loan was made from these funds in April 1969.
A $1.7 million AID dollar loan for the NCDP was authorized in July 1968. The loan (511-L-038) was not signed, however, until August 1970, and was reduced to $915,000 before signing. The delay arose in the first instance from GOB difficulties with certain additionality provisions of the loan. Subsequently, GOB action was necessary to restore the administrative autonomy which the NCDS had lost under a previous government.
The reduction to $915,000 was due to the removal from the loan program of a technical assistance and an evaluation contract, and a reduction in the amount of commodity procurement = the U.S. Further delay ensued in meeting conditions precedent to disbursement, which were not approved until June, 1971. It should be noted that the period 1967 to August 1971 was one of increasing govermental and political instability in Bolivia, and in some cases near anarchy. These conditions were reflected in the NCDS. However, the comming to power of the Banzer regime in Bolivia coincided with the beginning of disbursement for the Community Development program under the present NCDS administration. Disbursement has proceeded smoothly and notably effectiv? results have been achieved. 145 self-help projects with a total value of 4,948,000 pesos hav8$pported by loan 511-L-038, and 239 self-help projects with a total value of 10,450,000 pesos were under construction and progressing normally on March 1, 1972. This ic :.total of 384 self help projects with a value of 15,398,000 pesos. The NCDS contribution from loan 511-L-038 for these projects amounts to 4,463,000 pesos, or 30%, and the community contribution UNCLASSIFIED
is composed is 10,935,000 pesos, or 70%. The community contribution of locally available materials and labor, as well as 1,616,777 pesos in cash deposited in the NCDS Central Office.
The NCDS has now prepared a well conceived and realistic three year plan of action for FY 1973-73, based on projections of past experience and requests for projects in hand. The $3.0 million proposed loan is intended to contribute to the NCDS plan. Thus, essential U.S. support would contribute to the increasingly effective Community Development program in Bolivia and the GOB would be able to continue its efforts to integrate the campesino into Bolivian national life. Without this support, the GOB would be unable to continue the program due to an extremely difficult financial situation which was largely inherited from the previous government.
9. Loan Implementation Plan. GOB and NCDS representatives have indicated their strong desire to implement the proposed loan at the earliest possible date. This would allow time to continue the successful NCrS program without delay or loss of momentum, as the funds from Lcan 511-L-038 are exhausted. Those circumstances, together with the successful implementation record of other recent AID loans to Bolivia, give reason to believe that all conditions precedent to disbursement will be met promptly and effectively.
The proposed loan is essentially a continuation of an existing AID loan program, and has been thoroughly discussed between AID, NCDS and GOB officials. It is reasonable, therefore, to expect that a loan agreement could be prepared and signed about one month after loan authorization by AID/W. Conditions precedent to initial disbursement should conservatively be met within one to two months following signing of the loan agreement.
Disbursements will be made from a U.S. government cwned RDO account in the Central Bank to the NCDS on a reimbursement basis.
The same method is currently being followed for disbursement under Loan 511-L-038. The GOB and NCDS personnel involved are both experienced and capable. Therefore, no delays in disbursement or implementation are anticipated.
10. Status of FY 1972 Loans to Bolivia
Loan 51ll-L-041. Development Assistance -- $12.0 million
Authorized October 5, 1971 and signed October 18, 1971. The loan was 100% committed and 50 % disbursed as of May 1 1972. UNCLASSIFIED
Log-n 511-L-O42. Agricultural Production and Marketing -- $8.0 million
Authorized November 2, 1971 and signed November 12, 1971. Conditions precedent to initial disbursement (for foreign currency purchases of the Agricultural Extension Service) were met in December 1971 and the remain ing conditions precedent to subsequent disbursement were met in March 1972. Disbursements for subleriing by the Agricultural Rediscount Fund (ARF) began in May 1972.
11. Alternate Sources of Financing
A. (i) This type of project is not appropriate for Export-Import Bank financing.
(ii) The Inter-American Development Bank (IDB) in a letter dated April 4. 1972 stated that they have discussed assistance for community development with the GOB but "given the time period that is likely to elapse and the full understanding as to the importance of close coordination among the Bolivian authorities, AID and the IDB, we do not at this time anticipate any overlapping should AID decide to proceed with the proposed lon".
(iii) Discussions with World Bank Group (10A and IBRD) officials have indicated that they are not contemplating any loans to Boli is in the area of community development.
B. Other Free World funds are not presently available given the necessity of concessionary fInancing and the nature of NCDS suppo:t of self help projects.
12. Statutory Criteria. All statutory criteria have been met. (See Annex III).
13. Views of the Country Team. As indicated in the BY 1973 Country Program Submissioa which was approved at the AD/W review on August 17, 1971, assistance to the Agricultural Sector, with associated rural development, has the highest priority within the proposed U.S. Assistance Program. This corresponds to GOB priorities. UNCLASSIFIED
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The proposed loan is designed to provide indispensable support which would not otherwise be available to continue the successful efforts of the NCDS to facilitate the integration of the campesino into the economic, political and social life of the nation.
The present government has repeatedly demonstrated its interest in supporting and assisting the campesinos and rural sector in this integration process. The country team believes that the proposed loan is the most effective means at hand to achieve the goals of both the Mission country program and the GOB.
14. Issue. Grant Funding of Individual Pro.lects by NCDS. The current successful NCDS program has been based on the assumption that the NCDS contribution toward the self help projects should be on a grant rather than a loan basis. It is proposed that the NCDS continue its programs on a grant basis under this loan. The possibility of changing from grant to loan financing of the self help projects by the NCDS was considered during intensive review, and rejected for the following reasons (see Section I.A.6 for a more detailed discussion):
a) The NCDS program is one of the few activities which injects capital into the rural sector, assisting development and income distribution activities. To require repayment at the present stage of development would mitigate against these objectives. b) The rural communities already contribute %-70% of project costs, which amounts to a very efficient self tax. To require loan repay ments in addition would almost certainly result in a decreased impetus for the program. c) The costs of creating an effective loan repayment apparatus and the probable results do not justifj such a step at this time. Additional personnel and administrative costs would be high, and a great deal of checking and auditing would be required in remote areas. Agricultural credit to campesinos has generally shown poor loan repayment results, and there is no mechanism to force repayment once a project is completed.
15. Recommendations. On the-bosis of the conclusions of the Capital Assistance Committee that theproject is technically, economically and financially justified, it is recommended that a loan to the Government of Bolivia for an amount not to exceed $3 million be authorized subject to the following terms and conditions: UNCLASSIFIED
" viii a) The Borrower shall repay the loan to AID in United States dollars within forty (40) years from the first disbursement of the loan including a grace period of not to exceed ten (10) years. Borrower shall pay to AID in United States dollars on the disbursed balance of.the loan interest of two percent (2%) per annum during the grace period and three percent (30) per annum thereafter. b) Equipment and materials financed by the loan shall have-their source and origin in the United States, Bolivia or AID Code 941 countries. c) The Government of Bolivia shall continue to provide financial support during the disbursement period of the loan at a level adequate to pay the salaries of NCDS employees and to meet the costs of all NCDS administrative support not otherwise covered by the loan program or other funding sources. d) The NCDS will establish prior to initial disbursement, and maintain in effect throughout the disbursement period of the loan, suc internal audit, purchasing and warehousing procedures as are satisfactory to AID. e) The NCDS will initiate steps to engage an outside consultant for evaluation assistance on terms and conditions satisfactory to AID within three.months after the loan agreement is signed, and will have said consultant working on his assignment within nine months after the loan agreement is signed, unless AID shall otherwise agree in writing. f) The NCDS will establish prior to initial disbursement, and maintain in effect throughout the disbursement period of the loan, "h procedures and arrangements for utilization and maintenance of NCL2 equipment as are satisfactory to AID. g) The loan agreement will be subject to such other terms and conditions as AID may deem advisable. h) Annually the NCDS and the USAID will -onduct a joint review of the progress of the program, including the extent to which impl.ementation.t~rgets were met and an analysis of any unusual problems-or delays encountered during the year; UNCLASSIFIED
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Capital Assistance Committee
Ronald G. Russell - Capital Resources Development Officer USAID/B Larry Armstrong - International Development Intern USAID/B Charles Mathews - Deputy General Engineering Officer USAID/B Marion H. Ford - Community Development Officer USAID/B John Davison - Financial Analyst USAID/B Ian Morgan - Auditor USAID/B Richard Frederick - Desk Officer LA/BC - AID/W John O'Donnell - Development Planning Officer LA/DP - AID/W Keith Sherper - Development Assistance Officer TA/DA - AID/W Marshall Brown - Loan Officer LA/DR - AID/W AID-DIC/P-1031 SECTION I - NATURE OF PROJECT June 6, 1972 1) A. Project Description
1. Purpose The objectives increased of the loan are (a) to participation of the encourage the in the development rural population (Campesinos) process through a variety Projects which provide of self-help structure for both income and social needs, generating infra and and (b) to introduce project planning and organization munity implementation skills level, (c) to improve at the com structure and strengthen the of the NCDS. The institutional rural communities primary focus of the program of 3,000 or less in is on altiplano and valley the heavily populated areas, but also includes the colonization areas activities in of Caranavi and Villa current effort encompasses Tunari. The about 15% of Bolivia's which contains approximately land area 40% of the rural population. 2. Strategy and Focus of the Project The Bolivian the campesinos comprise over Bolivian population or two-thirds of participation roughly 2.5 million in the development people. Their illiteracy, diversity process is handicapped of languages, primitive by: production practices, agricultural inadequate educational communications and transportation, systems, poor economic poor sanitation insecurity and traditional and health, eschelons isolation from of government. As described the upper needs of in Section II the Bolivian rural section C.l., the participation are massive, yet their in national life is development. Accordingly, essential to continued successive Bolivian given high priority to governments have the integration of the the availability of central campesino. However, priority government resources has been severely limited to meet this of the Government by the pragmatic decisions of Bolivia.(GOB) to satisfy urban demands first. Faced with massive rural needs and the constraint GOB resources to meet of limited strategy those needs, the Bolivian for the rural sector is and U.S. first, followed fully utilize local resources by external assistance community resources and-rinternational to fill the gap. If tapped, agency the most likely result funds cound not be would is that the Bolivian continue to be left rural sector GOB, faced out of the development with a huge fiscal deficit, process. The necessary funds simply does not to unilaterally undertake have the Accordingly, the project rural development. through will focus on mobilizing the CD program. Present local resources viding $3.0 estimates are that, million in external assistance, by pro imately $7.3 million a program of approx can be extended to calculation does not the rural areas. (This take into account the the campesino, derived indirect benefits to from the subsequent income-generLcing effects of CD project). 2) 3. Description of the Major Elements of the Program
The CD program is based upon the self-help concept whereby the local communities initiate a project request, and provide at least 50% of the total cost of the project,which includes labor, local materials, and cash contributions for materials purchased outside the community. In return, the GOB provides the administrative and technical personnel required to assist the communities in planning and implementing the project. The AID loan provides the remaining funds for procurement of materials which cannot be provided by the communities. Thus, the program is composed of contributions from three sources: $3.0 million from AID over a three-year period; $3.1 million from the local communities apportioned approximately into 35 percent for local voluntary labor, 30 percent for local materials, 32 percent for cash contributions, and 3 percent for local travel expenses; and $1.2 million from the GOB to cover the salaries of employees and some administrative costs.
The major engineering projects planned are 40 storage dams (to irrigate a total of approximately 8,000 hectares) 31 diversion dams (to irrigate a total of approximately 2,000 hectares) 32 bridges plus an assortment of feeder roads, canals, wells, and drainage ditches. It is estimated that these engineering proJects will cost approximately 2,000O000 including the community input, or about 30 percent of the total projected funding.
Second in priority are the agricultural projects which will cost about $800,000. The central emphasis in the agricultural field will be on the construction of some 500 silos for potato storage. Other projects include sheep folds, cattle stables, sheep dips and tree nurseries.
It is estimated that about$1.75 million from the 3.0 million AID loan will be used for local procurement of commodities for the 2,000 projects (see Annex VI, Local Procurement). Other major components of the loan are $700,000 for equipment and supplies (see Annex VII, Equipment List), $231j000 for some administrati-e expense. s eAnnex ,Proposed NCDS Budg:i 72-74) and $315,000 for training and technical assistance expenses. 4. Priorities
Of the RcOo projecta included in the NCDS plan for FY 73-75, (see Annex V, Projects FY 73-75) priority is given to engineering and agricultural projects aimed directly at increasing income in the rural communities. This priority represents a moderate shift toward self-help projects which should produce a direct economic return. In the past, the emphasis was on promotional and educational projects, with an interest in encouraging people to work together for their own good. Experience has shown, however, that once a community has completed a project, its request for a.second project is likely to be one which is expected to have a direct economic impact. Therefore, the shift in emphasis toward economically oriented self-help projects reflects expressed community desires. Obviously, the social values obtained from working in a self-help project remain undiminished. 3)
It should be made clear that the selection of individual community projects will continue to be based upon the community-felt needs. However, in areas where the pattern of local organization and self-help has been established, NCDS personnel will work closely with those communities to identify projects (e.g. dams, canals, feeder roads, bridges), which will result in increased production and higher personal income. The program can only be assumed to be illustrative, subject to further refinement based on evaluation and experience as the loan is drawn down. Thus, the first year figures outlined in the GOB plan are the most accurate.
5. Basis for the Size of the Loan
The $3.0 million loan is based on a NCDS prepared three-year plan which includes anticipated projects in agriculture, engineering, education and health (see Annex V and VIII). This plan is based on past project experience; project requests which have already been received from commu nities; the Village Level Workerh estimates of requests which are likely to be forthcoming soon; and the NCDS central office estimates of the areas, sectors and direction that it is planned the program will take in the next three years. The plan was prepared in coordination with the Ministries of Agriculture, Finance and Planning to assure some tie-in with national priorities and available technical and budget sources. The NCDS is working in areas which are largely bypassed by the line ministries. However, these areas are crucial to national development because of their population density or because they are colonization areas opening up new lands to economic exploitation. The NCDS serves communities with a population of 3,000 or less, but in so doing in their present zones of operation they can reach about 40% of the Bolivian population. See Maps I and iI.
6. Issue: Loan vs. Grant Funding of Self-He!- Pro.lects
With an increased NCDS emphasis on income-generating activities, one might argue that sub-loan, rather than grants, should be made to ccmmu:ties. This would allow a permanent rotating fund to be set up as loan repayments are made for future funding of community development projects. Another alternative would be for sub-loan repayments to be used to repay the GOB. The GOB could in turn use these funds to repay AID. The CAP for loan 511-L-038 suggested that any follow-on loan program financed by AID should require sub-loan repayment. After careful consideration it was decided to continue AID financed NCDS input on a grant basis for the reasons listed below:
a) There is a shift in emphasis by the NCDS toward income generating projects. This stimulates the development process in te rural sector. To demand payment for centrally-provided commodities would reduce money supply in the rural areas and diminish the income generation effect.
b) In terms of income distribution, the NCDS program is one of the few activities which injects capital into rural communities in support of development. Central government services are almost non-existent in much of rural Bolivia. Grant funds make a greater contribution to equity. 4)
c) Providing inputs on a loan basis would greatly reduce community incentive and motivation to participate in projects. Communities now contribute from 50 to 70 percent of project costs. Collection of additional money for loan repayment would almost certainly result in a decreased impetus for the program.
d) The cost and complexity of creating a loan payment apparatus would mitigate against any advantages of the loan approach. Added personnel, forms, procedures, training, etc. could overload the present administrative system. In addition, the problems of malfeasance and collection are introduced. Currently fifty percent of the NCDS budget goes for capital expenditures, mostly in projects. This is a very favorable ratio; adding a loan collection mechanism would substantially increase the administrative overhead.
e) Enforcement of loan repayments would be difficult at best. Once projects are completed in a community there exists no mechanism to encourage or force repayments. Past experience in Bolivia with agricultural credit programs has shown very poor loan repayment results.
f) The community development program operates as a self-tax mechanism; rather than channeling tax funds through the central government, at very low efficiency, the communities in effect tax themselves with 100 percent efficiency. With this "self-tax" concept, there is less reason to force communities to repay their funds. There is strong evidence to doubt the GOB could collect rural taxes to finance the program at this time if the "self-tax" were not available.
g) It is hoped that eventually campesinos, individually and as part of producer cooperatives, will be in a position to deal with commercis! and development banks end other financial institutions for needed capital on a loan basis. However, their lack of education and small scale operation makes this an unrealistic possibility at the present time. In addition, the kinds of capital projects currently required in the rural sector often take the form of social overhead capital, for which commercial loans would be inappropriate. While the economic returns on agricultural infrastructure projects such as feeder roads, irrigation projects, sheep dips and potato storage facilities can be expected to be reasonably high, the returns are dispersed over such a large number of persons for such a long period of time as to make direct and full payment for the services provided inefficient.
7. Sub-Prolect Eligiblity Criteria
The following criteria are used by the NCDS Division of Project Control, located in the La Paz CUntral Office, in reviewing completed requests for projects: 5) a. the project must have been initiated through a community council or project committee:and the project must benefit the entire community rather than one or a few individuals; b. the proposed project must indicate that the community will contribute to the maximum of its ability with local resources. A minimum contribution of 50 percent of project costs is required, and the average contribution is close to 70 percent; c. only those resources provided by the community itself can be considered as local contribution;
d. the project must be technically sound;
e. the project must be within the financial capability of the community;
f. the project must reflect the community's needs and level of development; and
g. the project plan must reflect adequate provision for continuing operation and maintenance.
In weighing these various criteria, the Division of Project Control considers the need for the type of activity in relation to the geographic area and the relative economic status of the community.
Experience shows that about one-third of the total number of proposed projects are cancelled or rejected.
Some cancellations are due to the inability of the community to put up its local contribution. A somewhat larger number of cancellations, howeir, are due to a finding that the project is not feasible. This finding could be due to such factors as the complex nature of the project, its relatively high expense, or the absence of any serious contribution to community welfare.
8. Preliminary Plan for IgMlementation
The projected NCDS plan for FY 1973-75, which is detailed in Annex V, is basid on operatihg experience and projects in hand. It represents a 10-15% increase over the present level of NCDS activity. Such a modest increase in activity is well within the capability of the NCDS, and appears to be realistic. Disbursement and project execution should tie-in with the final disbursement of Loan 511-L-038 funds in June or July, 1972 and should continue evenly over a three-year period, terminating in June, 1975. Therefore, about one third of the program should be executed each fiscal year. 6) A summary outline of projected project implementation is given below:!/
FY 73 YY 74 FY 75 Total Type of No. of Cost No. of Cost No. of Cost FY 73-75 Prolectct ts (Projec) (bo00) Projects ($b 000) $ us
Engineering 210 2480 252 3057 309 3832 780,750
Health 32 446 25 340 29 421 100,584 Agriculture & Cattle 238 1131 292 1181 383 1493 317,059 Education 73 1315 68 1275 58 1105 307,917
are The figures above/useful, but only those of the first year are reliable. The subsequent years' figures show only a projected trend, and will be modified by experience and evaluation.
As mentioned in (9) Loan Implementation Plan in the summary, no delays are foreseen in completing the necessary steps prior to disbursement. This is primarily because the present loan is a continuation of a previous loan, and has been throughly discussed with GOB bfficials who are familiar with AID lending procedures.
i/ The cost figures given apply only to external financing and do not include the community contribution. 7) B. Project Background
1. The History of CD in Bolivia
The Revolution of 1952 found Bolivia characterized by a feudalistic system of land tenure and two distinct cultural worlds; a small urban dwelling minority and the campesino majority, locked in a system of class and caste with little social and economic mobility. Although the Agrarian Reform which followed the revolution has given the campesino his land, he has remained essentially outside the nation-building process in Bolivia. It is obvious that Bolivian development cannot be successful while excluding the majority of the population. Ever since the Revolution, therefore, integration of the campesino into the social and economic develpment of the country has been a key objective of each Bolivian govern ment. The first major attempt at integretioncf the campesino through community development was the United Nations Andean Mission program which started in 1956. In 1962, the Government of Bolivia incorporated and expanded this effort in their newly created Rural Development program. In 1964, the Inter-American Development Bank MB) made a loan of 435, CCO to the Rural Development Prcgram. Based on a USAID study in late 1964, the National Community Development Program (NCDP) wa5 set up in early 1965 to formulate a plan of action for a cor=unity development program based on the concept of self-help. The Community Development Program was set up with two basic objectives: (1) the establisment of local representative govern ment through the creation, cr strengthening, of local institutions, and (2) the establishment of an institutional structure which would allow the rural communities to make known theLr needs, aspirations, and available resources for development to the cer.tral gover.nment.
By mid-1966, 197 village Level Workers had been selected, trained and ass;igned to villages and 10 Area Operations Offices had been established and equipped. It was estimated the program was then operating in !,4!8 communities, involving approximately 959,320 people, or about 29 percent of the rural population. AID provided technical assistance, and funds from the earlier IDB loan were used to finance projects through the end of 1966, when USAID started to provide grant funds for the program. By April 1967 255 village level workers had been trained, 15 Area Operations Offices established and the program was well underway. For a complete listing of support received by NCDS since 1966, see Annex XI.
2. History of the First Loan ( U-L-O3)
In late 1966, the USAID Mission first began considering direct financial assistance to the NCDP. It was evident, however, that the community development projects then being promoted had only limited effectiveness. The apparent reason for this was the "paternalistic" approach followed, with project selection and planning provided to a large degree by foreign experts. Projects were presented to communities, rather than originating in response to the felt needs of the communities. These 8) projects were often beyond the capabilities of the local community for continued operation and maintenance.
On July 25, 1968 an AID Community Development loan was authorized for $1.7 million. This loan as originally authorized provided funds for project costs, support equipment, technical assistance in both accounting and agrarian reform methods, a contract study of local institutions, and an evaluation of the community development program. The GOB did not accept the loan until March, 1969 when some additionality provisions to which they had objected were removed. The signing of the loan agreement was further delayed while three requirements were met: (1) Recommendations from Audit Report 68-l1, dated April 19, 1968, had to be cleared by the USAID/B Controller, these recommendations dealt principally with docu mentation and financial controls; (2)A corrective government decree was required to'restore the administrative autonomy and original goals of the NCDS which had been changed by a predecessor Government; and (3) Concurrence by the USAID/B Controller that management practices of the program were acceptable. After each of these conditions had been met, the loan was signed on August 24, 1970 for $915,000 including $450,000 in pesos for local project costs, $1CO,00 for NCDS support equipment, and $365,000 for project materials. Difficulties were then encountered in meeting several conditions precedent, principally: (1) Ratification of the loan by the National Development Council; and (2) Assurance from the Treasury that GOB contributions would be met. After these problems were resolved, disburse ments began in July 1971 and are expected to be completed by June, 1972. It should be noted that the period between the loan authorization and August 1971 was one of increasing political, administrative and economic instability in Bolivia. These conditions were reflected in the NCDS. Nevertheless, the USAID Mission continued tc work toward the goals of the loan in the face of many difficulties. This effort paid off when stability was restored in August, 1971. The project has proceeded on schedule in a successful manner. See Annex X for a complete list of projects financed under Loan 511-L-038.
Two case histories of typical NCDS projects supported by AID Loan 511-L-038 are as follows:
a) Project: Cap 18 Construction of a school (60 students) Community of Huaychoma Province: Capinota' Department: Cochabamba
Huaychoma is a typical rural community from the valley area of Bolivia. It has a population of 290 people and is located some ICO miles from Cochabamba in the Capinota area. 9) It is an agricultural community and the only income of the people comes from the sale of corn, potatoes and fruits. The inhabitants Community learned about the Development Program and the self-help concept from the community development village level worker (TDC) assigned to work in the community in 1969. With guidance by the TDC, Huaychoma made a request for technical for a school assistance on May 14, 1971. On June 2, the Project's official from Capinota area office visited the community and in a general meeting showed several standard designs for schools and further community discussed the development process and the responsibilities of the community people. In this anda subsequent meeting it was determined that a E-60 (60 students) school would be adequate for the comm iity. At this point the people elected a project committee which is requi:ed for all community development project;. From this point forward the Community Development technicians worked directly with the project committee. Plans for the school were decided upon and the committee was presented a technical assistance report indicating that the project would b13,600.00 cost of which the community agreed to contribute $b8,600.00 3,500.00 cash and $b5,100.00 in local materials, unskilled labor and other). The NCDS would contribute the remaining $b5,000.00 (370) to be used for construction materials. On July 11, the people of Huaychoma deposited $b3,500.00 as agreed upon and the OOA approved the final plans on August 31. Some preparation for construction was started immediately and one month later the Central Office authorized the purchase of building materials. The Project's official from the Capinota office visited the project five times during construction to give supervision. The school building was completed on December, 1971 and was February dedicated on 3, 1972. It should be noted that Husychoma is located extremely in rough terrain about seven miles from the nearest road. construction All materials were transported these seven miles via mule back. b) Project: Cal 502 Construction of a 10 bed Hospital Community of Caqulaviri Province: Pacajes Department: La Paz Caqujaviri is a rural community of 600 people located in the Altiplano (plateau) some 170 Km. South West of La Paz. ThJ9 community engages in potato planting and handicraft marketing. A request by these people for an hospital was received at the Area Office in Calacoto on July 20, 1970. .The Project Officer surveyed the community and made his i0) 1970 repo-1. On November 1,/the project and Form No. 6 were approved and on the following day the community deposited their cash contribution for $b8,4100. 00.
The construction of the Hospital itself began on December 4, when the community people started excavating the foundations. The Central Office authorized the purchase of building materials which were sent to Caquiaviri on December 28.
This Hospital was concluded on November 13, 1971 and inaugurated on January 17,1972. During construction the project was visited once by a Civil Engineer from the Central Office and five times by the project official from the AOO in Calacoto.
The total construction cost of this project was originally estimated at $b56,500.00 but fluctuations in the price of materials caused an increase in the final cost to $b59,800.00. This resulted in an increase in the community cash contribution from $b8,4o0.oo to $b9,900.co.
Some equipment for the hospital was donated by the Utah partners of the Alliance for Progress and the remainder was provided by the Ministry of Health. It is presently functioning with one full time nurse and a Doctor and Dentist part time. 3. Relationship of Loan to USAID and GOB Priorities
AID assistance to the Community Development Program fits well into both Bolivian and U.S. priorities at this time. AID priorities for Bolivian development, as indicated in the FY 1973 Country Program Submission, approved by AID/W review on August 17, 1971, emphasize agricultural (rural) and industrial development. The rationale for this emphasis is that the Bolivian agricultural sector, which includes the majority of the country's population, should be capable of contributing more to the nation's economic development. The recent $8 million AID Production and Marketing Loan was designed to support key agricultural products (initially oil seeds, wheat and milk) in selected geographic areas. Except for World Bank group and IDB promotion of cattle production and exports, AID is the only significant international agency concentrating on agricultural sentoral problems. AID's existing programs focus primarily on research, extension, marketing and credit whose benefits accrue mainly, although not exclusively, to the larger farmers. The proposed Community Development loan is complementary to the programs mentioned above and provides a vehicle for extending those activities to address the needs and problems of the small farmer. All development plans of successive Bolivian governments have stressed the integration of the campesino into national, economic, social and political life. The reasons for this emphasis are obvious, and need not be restated. (See Section II C). The present GOB is therefore fully in accord with the priorities reflected in the proposed loan. SECTION II - PROJECT ANALYSIS
A. ANALYSIS OF EXECUTING AGENCY
1. Organizational Structure
The National Community Development Service is currently work ing in eight of Bolivia's nine geographic departments and employs 419 people. In addition to a headquarters staff in the La Paz Central Office, NCDS has eight Regional Offices and four Area Operations Offices (OA's). Previously the Service was organized into three regional supervisory areas comprising 17 OOA's. In December, 1971, the Service was reorganized to increase and strengthen the Regional Offices. Personnel from the former OOA's have been consolidated at the regional level and technicians and administrative personnel have been transferred from La Paz to the Regional Offices. The reorganization was undertaken with the idea of decentralizing technical services which were formerly available primarily in the Central Office. The availability of technical personnel at the regioral leve:. is aimed at helping to expedite the preparation, review, approval and ter'nination of projects.
a. Central Level
The Central Office in La Paz employs 99 people and consists of the National Director, his immediate staff, the Office of General Administration and the two operational departments: Community Projects, and Research and Training (see Cbart I).
The Director, besides heading the ser-ice, serves as the President of a Consultative Council which is composed of the department heads of the Service and representatives of various national, bilateral and multi lateral advisory groups, such as the Ministry of Agriculture and Controller General of the GOB, the U.N. Multinational Project and U.S.A.I.D. The Consultative Council meets weekly to review plans, policies and resource requirements to assure close coordination and the most effective use of available resources.
The immediate staff of the Director includes five positions besides his two assistants. These positions are (1) the National Supervisor, a newly created position, who will act as a transmitter of policy to the Regional and Area Operations Offices and also as a "trouble shooter" and an inspector general; and, (2) the Evaluation Officer who will develop syotems for program and project evaluation. The remaining three positions are a Legal Advisor and two Auditors.
The Office of General Administration carries out the administrative functions of the Service. To carry out this function, it is organized into four service areas with responsibilities as indicated: (1) the Office of Finance (the accounting office) has the task of receiving , reviewing and recording program expenditures; (2) the Office of Personnel Is responsible for processing and updating personnel files; (3) the Office of" Transportation is responsible for ORGAMGRAMA DEL SERVICIO NACIONAL DE DESARROLLO DE LA COMUNtIDAD OCWANWAYMcAL CHi*~r OF THE NAmAL OVELvoPMErff co/I,4L/Nfr SErRVICE-
L..aL
04"04Lo A- . '. 0 mEIa LS4?*h. , &IuSm~ CIVXACI CEC g Z
Oauao 13)
providing light maintenance of and chauffeurs for Service vehicles; and () the Office of Purchase and Supply orders, warehouses and issues those items required by the Service.
The Dewartment of Cozmunity Projects divides its responsibilities between two divisions. (1) The Projiect Control Division is responsible for the receptions routing and continued administrative control of project: requests, assuring that all technical and administrative re quirements are met before project funding is approved. The division also maintains the project files sad prepares periodic reports and pertinent statistical data as required. (2) rme Rurgi Engineering Division is responsible for the technical review of project requests including de termination of feasibility, analysis of project plans and material re quirements and costing. The division is composed of six sections: Civil Works (construction)j Architecture, Agriculture, Topography and Design, Irrigation and Women's Activities. Each section reviews the project request pertinent to it and approves the project design. In the Bast, on projects which required on-site inspection and technical assistance, the technician from La Paz would periodically travel to the regions.
One of the principal reasons for the reorganization of NCDS was that the technician in La Paz would necessarily allow several projects to accumulate before a field trip was warranted. The lapse of time between the need for technical assistance and its availability at the project site was a major factor in the relatively slow rate of completion on many projects. Therefore, it became apparent that technical personnel should be assigned at the regional level in order to expedite the construction of projects and shorten the project construction phase.
The Denartment of Research and Training also consists of two division: (1) the Division of Research ad () the Division cf Training. These divisions are responsible for carrying out the pre-project activity necessary prior to project initiation. In this vein, the Division of Research is responsible for executing studies in rural communities aimed at describing the socio-economic situation. This data is recorded in Report 1-4 (OeeSecticn IA 3)which are used to determine whether the community has the need and capability to carry out the project which it has requested.
The Division of Training works closely with the Research o Division. After the socio-econcmic study 4s completed and a need for training is shown, the -Training Division offers both men and women from the community the opportunity to take the needed courses. These courses often lead to the development of a Project Request by the community. In addition, the Training Division offers courses to the supervisory personnel in the Service. However, the primary focus of the training program is the natural leaders from the rural communities. MAP I 14)
DISTRIUTION OF POPULATION DENSITY I BOLIVIA
.o .
o * * * . *
Sore MiiayGorpi" nttt fBlva
people/sq. km.
ZO"AS WEo peope•. .km.
or I ti t o Boiva M A P15) MAP II
DISTRIBUTION OF NCDS OFFICES IN BOLIVIA
REFERENCIAS -
S OPICIWA CENTRAL
o OFICINA REGIONAL
* oFCINA OE AREA
* SUPERVISIONCS
a /
Cm . . I rv / ..
Soure Te N " ' . 1.4.AGUA S C
01
Source: The Nla'tionl Camnity Develiopment ,Service 16)
b. Regional Level
The eight Regional Offices (located in Achacachi: Patacamaya, Oruro, Cochabamba, Sucre, Potost, Tarija and Santa Cruz) and four Area Operations Offices (situated in Caranavi, Villa Tunari, Charagua and Trinidad) along with the major Training Centers (located at Nucchu, Pillapi, Paracaya, and Muyurina) employ bome 181 people. It is the responsibility of these offices to mobilize the communities for undertaking projects; c6ordinate activities with various GOB, international) and private agencies; and. provide.technical assistance and supervision for projects.
(i) Regional Offices: Each Regional Office is similarly organized to carry out the responsibilities assigned to it. At the head of each office is a Regional Chief who administers the program. His primary duties inclu 1. approving or disapproving all projects submitted by the community; 2. authorizing all regional program expenditures; 3. submitting monthly reports to the Director of NCDS describing the project activities in his region; and, 4. preparing and submitting an annual plan to the Director of the activities to be undertaken in the region.
The Regional EnFineer offers technical expertise to the process of project formulation. More specifically his primary responsibilities include:
1. providing technical evaluation of Project Requests presented by communities in the region; 2. supervising the activities of the Project Officer; 3. reviewing and approving technical assistancereports presented by theProject Officer,assuring that these are prepared with maximum efficiency and speed; 4. supervising project execution in the various zones in the region, monitoring projects as appropriate; and, 5. forwarding plans and cost estimates approved by the Regional Chief to the central office for administrative processing.
The Project Officer, (there are from one to three in each office) provides technical advice and supervision to the projects planned and executed in the rural communitids in his region. His duties include:
1. reviewing and analyzing community Project Requests for as sistance; 2. providing technical Qdvice to the ccmunities of his region; and, 3. supervising project planning and execution and the develop ment of cost estimates for the technical approval of the Regional Engineer.
The Field Officers number from one to two :in each office. He 17)
is an Agronomist and offers agricultural advice and assistance to the communities inhis region. More specifically his duties include:
I. attending to agricultural projects emanating from the communi ties in his region; 2. coordinating activities, at both the local and regional levels, with interested GOB, international and private agencies; 3. encouraging communities to engage ,in forestation; i4. offering.programs emphasizing the application of modern agricultural techniques; and, 5. preparing an annual plan of agricultural activities in the region.
The Administrative Assistant is responsible for seeing to it that all necessary paper work is completed in the officq including all reports required of the Regional Chief by the Central Office in La Paz.
The Area Sunervisor, numbering from one to five, provides direct assistance to the rural communities for developing and then requesting project assistance. His specific responsibilities include:
1. visiting the communities in his area and promoting community action; 2. informing the community of the basic principles of the ITCDS; 3. orienting and- assisting the TDC's, SSA's, Promotor and Voluntary Community Leaders who promote community development activities in the rural communities; 4. attending meetings with community leaders and community members to explain and reach agreements on projects; 5. assisting in the preparation of community Project Requests in accordance with the needs, priorities and resources of the community; and, 6, submitting monthly reports to the Regional Chief.
(iU) Area Operations Offices: The OOA's are similarly organized but smaller in staff than their Regional counterparts. The staff of the OOA generally includes an OOA Chiefj a Project Officer. a Field Officer and from one to 3 Supervisors. The responsibilities of these personnel are basically analogous to those of their counterparts in the Regional Offices. The purpose of the Area Operationsa nd Regional Offices are also similar.
(iii) Training Centers: There are presently four regional training centers: one each in the Departments of Sucre, La Paz, Cochabamba, and Santa Cruz. The training policy followed by these centers is formulated in the Central Office while the Chief of the Center and his staff develop the course outlines which reflect the training needs of the campesinos from the training region and the NCDS management personnel.
Projected training costs for the loan program are given in Annex VIII. The training line item represents operational costs of the training centers, while the administration line item has a training sub-item which represents staff salaries at the training centers. in 18) At present. there/3 total of 41 staff employeed in the four Regional Training Centers: 18 are professionals and 23 are supporting staff; i.e. administrative assistants, cooks and kitchen help. The professional employees at each Center range from 5 to 7 people with an additional 3 to 5 supporting staff members. The Director of the Center is responsible for its administration. This activity includes:
1. implementing the programs prepared by the..Chief of the Training Division; 2. watching over the Center, its equipment and materials; 3. distributing and properly using the Food for Peace com moditiei which arrive at the Center; 4. ensuring the proper use of funds allocated to the Center; and, 5. assigning and supervising the work of the instructors.
The Instructors of the Center are responsible for conducting courses in their speciality and assisting in the development of curriculum. In each Center, instructors number from 4 to 6.
The training program itself is aimed at three groups of people. A one month course is offered to NCDS personnel geared to Lmprove their manage ment capabilities. However, the real focus of the training program is the campesino.
For campesino men, two courses of instruction are offered. One course focuses on training in practical skills, i.e. carpentry, masonerY, ceramics, mechanics and agriculture and cattle. These courses generally run from 8 to 10 days. A more intense course provides 3 months of training to the Community Development Volunteer who receives instruction in the practical skills and, in addition, classes in community development theory, leader ship, and in the organization of cooperatives. These"natural leaders" return to their communities where they promote ccmmunity development activities.
For campesino women) 3 courses are offered. One course provides practical training in home economics, health) knitting and home improvement. These courses also last from 8 to 10 days. In addition, two courses are offered to natural leaders to train them as either Social Service Auxiliary Workers (SSA's) or Promotors: the former receiving 9 months and the latter 3 months of training. Besides the practical skills instruction mentioned, they receive courses in community development theoryj leadership, general social service and in cooperative organization. After completion of their training, these women2 like their male counterpartsreturn to their com munities to pursue ccmmunity development activities. c. Local and Community Level
AL the regional level, there are two categories of community development workers: those who receive subsistance allowances and those who do not. 19) Remunerated CD workers: 119 Village Level Workers (TDC's) work in the rural communities presently throughout Bolivia. While they receive no salary, they do receive a subsistance allowance of $b270 a month or US$22.50. TDC's are selected, intensively trained by NCDS in its Training Centers and Regional then appointed to work with communities within region or area. a The TDC's principal responsibilities include: l. assisting the community with the various investigation and project report forms; 2. aiding the communities in the development of a schedule munity Improvement of com projects which reflects the priority of each; 3. acting as an intermediary between the community and regional office and reporting directly to the Area Supervisor; 4. supervising the construction of community projects; and, 5. assisting with the preparation of the Project Termination Report (Form No. 8). At present 20 SSA's are functioning throughout the rural These areas of Bolivia. women, like the male TDC's, receive no salary sistance but are given a sub allowance of $b 300 or approximately US$25.00 is given intensive a month. The SSA training in a training center and then appointed work with rural communities to in a locality; possibly one different from where she formerly resided. The SSA responsibilities include: 1. providing instruction in handicrafts; 2. encouraging improved health practices; 3. demonstrating good nutrition practices; 4. encouraging participation of women in community projects; and, 5. organizing women's clubs. Unremunerated CD workers: "Natural Leaders" (Volunteers) trained by NCDS to work in are being the communities from which they came. At present no TDC's are being trained by the Service. NCDS plans to eventually replace the TDC with these Volunteers. Their instruction is s:iilar to the TDC's but they are given no subsistence allowance. Their duties include: 1. acting as an active and permanent "receptor" of the needs and problems of the commuity; 2. maintaining permanent contact with the political and authorities institutional and leaders of the community in order projects to coordinate of social act-ion desired by the ccmmunity; 3. carrying 'the responsibility for uniting and forming groups in the community to carry out activities that the community desires to undertake; 4. knowing all detail contained in Report Forms 1-4 in order to assist the community in developing appropriate projects; and, 5. establishing contact with NCDS through the Area Supervisor, or any other agent TDC of the Service that works within the community. 20)
Promotors, like the SSA workers, are women. They receive 1o subsistance allowance when they return to their community to promoto community development activities. Their community development responsibilities include:
1. working in cooperation with the voluntary leader and other agents of NCDS to ensure the success of those activities undertaken by the community; 2. being responsible for the organization of self-directed feminine groups which often take the form of housewife. clubs, sewing and weaving centers, and single girls associations, etc. 3. passing on practical information concerning hygiene, food selec tion and preparation and marketing to the women of the community.
2. Organizational Assets
The assets of NCDS can be divided into two principal categories: the NCDS staff,and its plant and equipment. For the most part the former is a positive element in the organization while the latter, in part, needs some strengthening,
a. The Staff Qualifications
Of the 419 NCDS employees, 99 are employed in the Central Office and 320 work in the field. Furthermore, 280 of the 419 are full salaried employees: 12. are professionals and 159 comprise the supporting staff of clerks, typists, mechanics, cooks and chauffeurs. Of the remaining 139 employees, 119 are TDC's and 20 are SSA's who are paid subsistance allowances only. In addition to this group of employees, 1094 male Volunteers and 75 female Promotors were at work for the Service as of May, 1972. They receive neither pay nor allowances and are replacing TDCds in some rural ccmmunities.
The qualification of NCDS professionals seems to be good considering their academic background and community development experience. The following biographic data demonstrate this point:
1. Willy Aliaga, Chief of the Department of Community Projects, has 7 years experience in community development. He is an Agronomist and received.2 years of training at the School of Agronomy San Juan, Argentina and- 3 years at. the. University of San Adrs (U4SA3 in La Paz, Bolivia.
2. Gabriel Quijarro, Chief of the Rural Engineering Division, has been with YCDS or other cormrunity development agencies for 5 years. lie io a Civil fhgineer and received his degree from UMSA after 5 years of study.
3. Jorge Pacheco, Assistant Chief of Rural Engineering, has been with NCDS for 3 years. He is an Architect and received 5 years of education from UMSA. 21)
4. Hugo Ernest, the agricultural specialist in the Rural Engineering Division, is an agronomist. He received his degree from the University of Maryland, College of Agriculture. He has T years experience with community development. 5. Ramiro Coronel, an irrigation engineer in Rural Engineering, is a Civil Engineer. lie received his degree from UMSA and has 1 year experience with NCDS. 6. Victor Azuga, the Regional Chief in Huarina, is an Agronomist. He received his degree from the University of Rio Grande Brazil do Sul in and has 7 years experience in community development. 7. Jaime Castellanos, the Regional Chief in Trija, is an Economist. He graduated from the Uniersizy of TariJa and has 2 years experience with NCDS.
8. Jaime Mendoza, Chief of the Regional Office in Patacamaya, is a mechanic. He has had no college training and has worked in com munity development for 9 years.
9. Oscar Bustillos, the Ci.ef of the Department Training, of Research and is a teacher. He graduated frcm the Instituto Superior in La Paz, Normal Lolivia and has had 9 years experience with com munity development work, The professional staff of NC*S falls into the following thirteen categories: Professional Title Number
Agronomists 27 Instructors 20 Civil Engineers 13 Topographers 10 Constructors 10 Social Sclentists 9 Lawyers 3 Technicians 3 Architects 2 Researchers 1 Professors 1 Draftsmen 1 Other 21 Total Professional Staff 121 The total number of years of college le1'.L training received professional staff by the is 360 for an average of 3.0 years per professional employee (see Annex IX). As a group the agronomistshave 95 years of 22)
college level training for an average of 3.5 years per individual. Civil Engineers, as a group, have 61 years of college level training for an average of 4.7 years per engineer. The Constructors have had a total of 37 years of education for an average of 3.7 years per employee while the Instructors have 20 years of college level training for an average of 1 year for each instructor. b. Plant and Equipment
T],e :ondition of NCDS's platit and equipment inventory ranges from satis V'actory to poor. The present Community Development Loan (511-L-038) provides for the replacement of some of the unsatisfactory items.
NCDS's physical plant is comprised of several widely scattered structures. The Central Office is located in a two story building in down town La Paz held under an anticretico lease. The space and accomodation appears satisfactory for the needs of the Service. In addition to these facilities, NCDS has a Maintenance and Warehousing facility irL Seguencoma, a suburb of La Paz. The maintenance garage in the facility is in need of some modifications 2 e.g. a grease pit, in order to enable the Maintenance Section to provide adequate service to NCDS vehicles. The Regional and Area Operations Offices andthe Training Centers, which are scattered throughout the country, are rented and at present are satisfactory for their intended purpose.
NCDS's present equipment inventory is generally in poor condition (see Annex Xi V). Of the 47 vehicles belonging to the Service, 12 are more than 10 years old, 14 are between 10 and 7 years old and 21 are from 6 to 4 years old. Furthermore, the office furnishings--desks. file cabinets, and tables -- and equipment -- typewriters, both manual and electric and hand calculators -- are either few in number or old and in poor condition. Procurement under 511-L-038 provides for the partial replacement of a portion of the vehicles belonging to the Service. Under the proposed Community Development Loan, funds would be made available for the procure ment of additional vehicles and the replacement of some office furniture and equipment (see Annex Vii).
3. .ICDS System for Engineerigg and Administrative Sub-Prolect Review, Approval, and Monitoring
The NCDS has developed a system of sub-project reviewj approval, and monitoring which requires the completion of a set of eight report forms. These forms are completed in the raral comnunities by or with the assistance of NCDS personnel. They are then reviewed and approved or disapproved by the Regional Area Operations and/or Central Office at each stage in the process of project formulation. 23)
a. Pre-Project Stage
The first stage in the project formulation process is the conduwting of a socio-economic study of the community. This study is contained in four report forms. Each of these forms deal with an aspect of the total resource base available in the community: Form No. 1 contains a census of the community's human population; Form No. 2 with the communitr's revenue producing resources; Form No. 3 contains the resources available in the community for project construction; and, Form No. 4 deals with the community s institutional and leadership resources.
b. Project Request Stage
As the social and economic needs are identified in Forms No. 1 through 4, the TDC or Community Volunteer guides the community toward the establish ment of priorities. When the community finally decides upon their most urgent need, the TDC or Volunteer helps the community organize a committee to plan and supervise the project. The committee, which is ccmposed of an elected president, vice-president, secretary, treasurer and directors, prepares a Project Request by preparing Form No. 5 which the TDC or Volunteer taikes to the Regional or Area Operations Office for review and approval. The next step in the project request stage is a visit by a teenician
from the Regional or Area Operations Office who prepares a Technical Assistance Report (IAT) which includes the project design and estir.ate of materials and labor required. The IAT is reviewed in the Regional or Area Operations Office for feasibility and accuracy of the material cost estimates.
If the project is deemed feasible, the project official returns to the community with the TDC or Volunteer to work out the relative contribuions of the community and NCDS to the project. The community generally provides skilled and unskilled labor, locally available materials, e.g. adobe, wocd, sand and gravel, and a portion of the costs of materials which must be brought in from outside plus all transportation charges forthe "imported" materials. The comunity contribution has averaged 65% of the project cost. The NCDS contribution is generally for materials only. c. Project Financial Assistance Request Stage
The additional information obtained by the Project Official is included in the Request for Financial Assistance, Form No. 6, which is reviewed by the Regional or Area Operations Office. Upon its approval, the request is forwarded to the Division of Project Control in the Central Office in La Paz. The Central Office reviews project proposals on the basis of the folowing criteria:
1. the project must have been initiated through a community council or project committee with the guidance of the TDC or Volunteer and the project must benefit the entire community rather than one or a few individuals; 24)
2. the proposed project must indicate that the ccmmunity will contribute to the maximum of its ability with local resources (A minimum contribution of 50 percent is required);
3. only those resources provided by the community itself can be considered as local contribution;
hI. the project must be technically sound;
5. the project must be within the financial capability of the community;
6. the project must reflect the ccmmunity's needs and level of development; and,
7. the project plan must reflect adequate provision for continuing operation and maintenance.
Before the project can be approved in the Central Office, the community's cash contribution must be deposited in an account established for the project in a branch of the Central Bank in the region or area where the project is located or in the Central Bank in La Paz if the project is located in the Department of La Paz.
In the Division of Project Control, the request is logged in, given a project number, and reviewed for completness. If the request has been satisfactorily prepared, the request is transmitted to the Division of Rural Engineering which determines if the cost estimate for project materials is correct and if the project is technically feasible. Upon a positive determination, the request is routed to the Chief of the Department of Community Projects who, in turn, transmits it with his re commendation to the Director for his final approval or disapproval of the project.
The Request for Financial Assistance is then routed back to the Division of Project Control which logs the project in once again and returns the original of Form No. 6 to the originating region or area. If the project is approved, the Central Bank is instrcted to transfer funds to the project account in the branch located in the region or area or to the project account in the Central Bank. The transfer of funds instruct.ons must be countersigned by the Director and Administrator of NCDS as well as by a representative of the Cntroller of the GOB. d. Project Comtruction Stage
Once the transfer of funds has taken place, the Regional or Area Office Operations can prepare the purchase orders for the materials require-d and with draw funds from the project account to pay for these items. The ccmmunity is responsible for arranging and paying for the transportation of the purchased materials to the project site. During the construction phase, NCDS provides technical assistance as required: on the simple projects 25)
like sheep dips I two visits have been sufficient; for two-room schools or small health posts, from three to five vists; and on bridge, road or dam projects from ten to fifteen visits may be required. In addition, the Project Officer or Engineer completes the Project Progress Report, Form No. T, which contains a description of the status of the project at various intervals in construction. Besides this report, monthly activity reports are submitted to the Director by the Regional Chief. This monthly report indicates those projects completed during the month, those projects which lack the IAT and those projects which are expected to be approved for financial assistance by the Central Office. e Project Completion Stage
When the project has been completed, an inauguration ceremony is held often with NODS and USAID/B representation. The Regional or Ares Opera tions Office is then responsible for submitting to the Central Office a Termination Report, Form No. 8. which gives the date of the inauguration, an evaluation of the project by the community, the Regional Chief and the Technical Supervisor as well as a listing of all excess materials and their value. Following the submission of the Termination Repor, it is contemplated under the proposed internal audit program that the Inzernal Audit Staff will review all documentation pertaining to the ccmpleted project and physically inspect the project to establish, In as many cases as possible, their existence and completion. f. Pro,lect Statistics
As a result of recommendations in the C. D. evaluation, the Director of C. D. has ordered two additional card files kept for the purpose of collecting and using additional data re lating to projects.
1. The first card file is designed to prevent delays in project execution. A card for each project is made when the project is requested. Through a system* of colored tabs, the Chief of the Projects department will be alerted of any undue delays between the different phased of project execution. For example, between request, technical assistance and financing, project initiation and completion, etc, this will allow the mhatus oC any project to be known at all times.
2. The second card file collects mainly demograpLic infor mation such as: (a) population of the community, (b) location by areas, etc. (c) economic or non-economic type projects, (d) number and type of projects (tf anyY carried out previously by the community.
In order to implement this system the NCDS has hired a full time employee for this job. The mission expects these statistics to be adequate if they are properly used by the management of NCDS. 25a) 4. Coordination with other Agencies
In addition to the NCDS, several other GOB and international agencies have activities in the rural areas. Although each has fairly well-defined roles, only recently has there been a concerted coordination effort among them. NCDS has established a Consultative Council, which usually meets weekly, where contact is maintained with representatives from various GOB and international organizations. NCDS also keeps in close contact with the principal GOB line agencies. The primary instrument, both in theory and in fact, for local level development activities in the rural area remains the NCDS.
Coordination with Special Organizations a. Bolivia 21
Bolivia 21 is a project sponsored by FAO and UNDP with headquarters at Huarina and two subordinate offices nearby in the Lake Titicaca Region. This project is directed at assisting approximately 80 agricultural production cooperatives formed in 1968. Bolivia 21 is providing US$200,000 for credit to the cooperatives, and providing irrigation through water well drilling. They also provide some technical assistance. The 26)
NCDS has assisted several of these cooperatives with construction of potato storage facilities.
In April 1972 the NCDS regional office moved into physical facilities adjacent to the Cooperative Service, Agricultural Extension Service and Bolivia 21 offices in order to effect improved coordination of activities. The NCDS will also use local vehicle maintenance facilities to tablished by be es Bolivia 21, eliminating the 75km. trip to La Paz for vehicle servicing.
b. Food For Peace NCDS recently signed an agreement with USAID giving the NCDS responsibility for receiving and warehousing Food For Peace (FFP). Previously USAID had sole responsibility for approving each FFP request. Now all FFP used in the NCDS program is entirely administered and allocated by NCDS. FFP is applied to NCDS projects which require little or no funding or material support by NCDS. Moot is used as food-for-work centers, in training building secondary or tertiary roads, and irrigaticn and drainage ditches.
c. Civic Action Program
The military Civic Action Program has been recently reactivated with assistance the of the U.S. Military Group. Their aim is to assist small community level projects similar to those of the NCDS, but their activities are very limited due to budget constraints. They do, however, have equipment and skilled manpower available. Consequently, Civic Action has coordinated some of its activities with the NCDS in a number of selected projects such as bridges and roads.
d. World Food Program (UN)
The World Food Program, termed PARR in Bolivia (Programs de Auxilio de Rural Rehabilitaciones), is a semi-autonomous office within the Ministry Agriculture. of It was originally designed to provide emergency assistance to the rural sector. PARR consists of a 12 man office without technical capacity for initiating and developing its own projects. Its food distribu tion, therefore,_tends to be on an ad hoc basis in exchange for comunity work projects. On several occasions PARR and NCDS have jointly supported community development projects, but with the small rural organizational structure of PARRcoordination is irregular. e. National,Urban Development Service The National Urban Development Service (NUns) was created in march 1972. It will operate as a semi-autonomous entity under the Ministry of Uroan Affairs and Housingj with responsibil#r for carrying out a program of 27)
Municipal development. The program will emphasize technical assistance and training for the principal municipalities of the country.
The NUDSwhich is to begin operations in January 1973,will create a loan fund for infrastructure projects such as water, sewers, markets and slaughterhouses. Technical assistance will be provided to improve municipal revenue and financial administration systems in order to facilitate loan repayment.
Priority will be given to the ten municipalities (other than La Paz) with population of over 10,000 each. Later the Service may extend to include the twenty nine municipalities with between 3,000 and 10,000 population. The NCDS is currently working in communities of under 3,000 population. As the Urban Development Service becomes operational, coordination of areas of work between the two agencies will be clearly defined, including responsibilities for the small towns of over 3,000 inhabitants. f. Department Public Works Committees
Bolivia is administratively divided into nine Departments each being headed by a Prefect. Although the Prefect is responsible for administra tion of the entire Department, his powers have weakened in recent years and a new structure, the Public Works Committee, has been created to carry on public works functions,
To date Committees have been established in the Departments of Santa Cruz, Chuquisaca and Beni. They have boards of Directors and receive revenues from r~yalties on the exploitation of natural resources or from central government subsidies. The Committees undertake various construction activities including street paving, water and sewer systems.
g. Agricultural Extension Service
The Extension Service is an agency of the Ministry of Rural Affairs and Agriculture and is active in seven departments. There is a total of 82 extension agents with each department headed by a director. Included with the agents are 12 cooperative service specialists who are now under the Extension Service. The activities of the Extension Service are limited to technical assistance. They are hampered by lack of resources with which to conduct training, issue publications and meet operational expenses. The Extension Servlce has no capital development budget.
The 82 agents support priority projects of the Ministry of Rural Affairs and Agriculture including the wheat, sheep, potato, oilseed and rice projects. The TDC's of the NCDS often assist in organizing communities to carry out projects which will meet Ministry priorities. The NCDS serves as the catalytic agent to introduce communities to agriculture extension services, and the Extension Service provides follow-on technical assistance. The Extension Service will receive additional vehicles under AID Loan No. 511-L-042, and shall receive "mobility" funds under Loan No. 511-L-041. This should enable the Extension Service to widen its scope of activities. 28)
At the Ministerial level, there is a Community Development/Rural Extension Coordinating Committee to insure that activities are effectively handled.
h. Irrigation Service
The Irrigation Service is an agency of the Ministry of Rural Affairs and Agriculture with a total of 27 field personnel located in six departments. However, 20 of these persons are posted in the two departmets of La Paz and Cochabamba.
The Service has a fairly constant projected capital budget for irrigaticn of $bl,400,o00 (US$120,OOO) over the coming three years. Typically, however, the actual allocations or expenditures do not reach the projected budget level.
Most of the resources are directed at four projects encompassing some 4:000 hectares. The irrigation engineers work closely with the NCDS personnel in areas where community development irrigation projects are undertaken, There is quite close cooperation between the two Services in the field.
i. Ministry of Education
The NCDS builds schools only where a teacher is permanently assigned and where the existing school is old, run down, and otherwise inadequate. Even so, the Ministry of Fducation is advised before construction of a school project is approved by NCDS. In addition, the district Ministry of Education Supervisor verbally affirms that the position for teachers assigned to the given school will not be assigned or transferred. The Ministry of Education capital expenditure budget is very limited, and what little school construction takes place is in the urban areas. If the NCDS did not build rural schcols they would not be built. The cost of NCDS school construction works out at about US$ 1,0CO per classroom. The USAID advisor to the NCDS states that all NCDS assisted schools he has observed have been staffed with teachers.
J. Ministry of Health
Upon receiving a request from a community for a health post or hospital, the NCDS consults a Ministry of Health official and requests authoriza [ tion to proceed. If the MiniStry of Health can stock and staff the facility they infonn the NCDS by letter from the Chief of the Planning OfVice. This letter be(omes part of the project file and satisfies the NCDS that the project will function. This procedure has worked in practice. k. National Road Service (SNC)
The National Road Service (SNC), part of the Ministry of Public Works, is responsible for constructing and maintaining the primary road net in Bolivia. An arrangement has been worked out between NCDS and SNC whereby NCDS is to concentrate on tertiary or feeder roads. Such roads are 29) well within the capacity of NCDS, and could not be built by SNC because of budgetary restrictions. In additions SNC has agreed to make its regional vehicle and equipment maintenance facilities available for use by NCDS. 30)
5. NCDS Disbursement and Financial Control System
A description of the financial control system in NCDS must necessarily be broken down into two parts; direct payment by the Central Office to Suppliers and for other general expenses, and bank transfers to Regional and Area Offices.
a. Central Office: Payments are processed as follows:
i) Invoices are received by the Administrator and passed cn to the accountant. The accountant in turn imds the invoices to the liquidators, who verify the correctness of calculations, amounts, etc., and prepare the payment vouchers and checks.
ii) The entire package, containing requisitions, quotation forms, comparative charts, purchase orders, payment vouchers and checks, is returned to the accountant who in turn verifies that the payment vouchers and checks are correctly made out.
iii) The checks are then signed by the Administrator, the representative of the Controller General of the GOB and the Director of NCDS.
iv) Once the checks have been signed, they are handed to the cashier, who records the check numbers and amounts in the bank book and subsequently makes the payments, after requesting proper identification from the person collecting the check.
v) Once payment has been made the documents are processed by the book-keepers, who record all trannactions on the corresponding ledger cards. NCDS Central Office maintains four petty cash funds: (1) $bl,200.-- for stamps (2) $bl5,0OO.--for travel and per-diem advances (3) $b4,000.-- general petty cash expenses (4) $b4,OO0.-- for small spare parts.
These funds are reimbursed by check after a careful verification of the expenditures, following the same procedure described above.
The NCDS accounts include advances for travel, per diem and miscellaneous. These advances ate charged to-receivables, and when liquidated, to the corresponding cost account.
b. Regional and Area Offices: Once sub-projects have been technically approved and the communities have deposited their cash contribution, the amount corresponding to NCDS's contribution is transferred 31) from the main Central Bank account in La Paz to the various Central Bank branches in the interior. The instructions to the Central Bank for transfer of funds must be signed by the Administrator, the representative of the Controller General of GOB and the Director. These transfers are charged to the Project Advance Account.
Funds from the communities are deposited directly in the Regional Bank branches and copies of the slips are sent to the Central Office for control purposes.
The Regional and Area chiefs will have authorized signatures in the branch banks, but all (hecks issued must necessarily be countersigned by the departmental representative of the Controller General of the GOB.
Checks are issued by the Regional and Area Offices for the purchase of materials. Once all funds for individual sub-projects are exhausted, the invoices and all financial documents are sent to Central Office for review and approval.
Once Central Office has approved the expenditures, the documents are processed by the book-keepers, the project advance account is credited and expenditures are charged off to the respective cost accounts.
NCDS accounting information is recorded on loose-leaf ledger c ards. The system also includes a day-to'-day ledger control card which will enable NCDS to maintain a strict budgetar control in the various cost areas.
6. Proposed Audit Program for NCDS Internal Audit Division
One of the more important weaknesses encountered in NCDS to date been the lack of a strong and well oriented Internal Audit Division. Sc far, the functions of the Internal Auditor have been more of an executive nature and have been directed towards pre-audit areas.
It has therefore been decided to strengthen this Division by the addition of two auditors, making a total of three, which should be sufficient to meet all the requirements contained in an efficient internal audit program. The internal audit program will clearly define the responsibilities and duties of the Audit Division, and enable the Division to operate in a logical manner.
The proposed audit program would contain the following steps:
a. Periodic spot checks of accounting documents, invoices, receipts, payment vouchers, etc. to insure correct recording in the ledgers. 32) b. Review of purchase orders and related documents, requisitions, such as quotations, and comparative charts, to see that procedures are being correctly enforced.
c. Periodic surprise cash counts and bank reconciliations. d. Review of financial statements and lseger control cards to see that expenditures are being controlled and kept within the margins established in the NCDS budget.
e. Presentation of timely reports on work performed, containing recommendations for corrective action.
f. Periodic visibs to all Regional and Area Offices Centers; and Training checking accounting records, performing cash counts, and ensuring speedy dispatch of documents to the Central Office for liquidation and reimbursement.
g. Review of documents pertaining to currently active and out sub-projects closed and an evaluation of the correct use of materials and equipment through consultation with engineering personnel.
h. Physical inspection of currently active and completed in as projects many cases as possible to establish their existence. It is contem plated that each member of the Internal Audit Division will minimum spend a of ten days each per month in the field, thus giving a total 30 man~days of per month. If this procedure is trictly enforced, it be possible should to physically inspect at least 50% of all completed projects during the course of one year.
i. Each audit member should visit different areas independently and not as a team, except in very exceptional cases. It is necessary to have one member of the section in the Central Office during the period when the remaining two auditors are in the field. J. Inventory controls of warehouse stock, equipment, furniture and fittings, vehicles, etc. The above proposed audit program may of course be modified or amplified in accordance with expenrience and NCDS and USAID/B requirements.
The internal audit program will be strengthened by periodic audits performed by auditors of the Controller General of the Ministry GOB and the of Agriculture. Representatives of the Area Auditor General's Office will also be conducting periodic checks. 33)
The suggested audit program is at present of a preliminary nature and will be subject to approval and clearance by the USAID/B Controller as one of the continuing covenants of the loan.
7. NCDS Procurement and Contracting Procedures
Personnel of USAID/B Controller's Office are in the process of implementing a revised procurement system which should adequately cover all reasonable requirements.
The various modifications have been thoroughly analyzed with NCDS purc'hasing personnel and the overall system explained to NODS Department heads by means of flow charts backed up by a memorandum of instructions.
Under the revised system, purchases will be processed in the following manner:
a. The various Departments or Divisions will make all requests for purchases on a Standard Requisition form. These "Requisitions" will be used for all types of purchases, i.e., construction materials, stationery, office equipment, etc., and must be signed by the Department Head or his immediate assistant. In the case of construction or project material the signature of the Chief of the Project Department is sufficient, but for office and other equipment, the signature of the Administrator will also be required.
b. On receipt of the duly authorized requisition, the Purchase Division will check inventcry lists and the warehouse to insure that none of the requested material is in stock. When material is available, it will be issued directly from the warehouse.
c. If the material is not in stock in the NCDS warehouse, the purchase department will then fill out the "Request for Quotation" forms, listing items in order of priority. The purchase division will maintain a "Suppliers' Kardex" giving the details of the major suppliers, items stocked, telephone number, etc. Prior to requesting quotations, the Purchase Division will contact the suppliers by phone to confirm that the items requested are available. The forms will then be hand-carried to 3 major commercial establishments, where they will be completed by the suppliers, stamped and returned in a closed envelope to the Purchase Department.
d. The quotations, still in closed envelopes, will be opened daily in the presense of the chief of the Purchase Department, a delegate from the Director's Office and a representative of the requesting department. 34)
e. Once the bids have been opened, a comparative chart will be prepared by the Purchase Division and the most favorable bids will be selected. Attention will be given not only to the most favorable quotations, but also to quality of materials.
f. On selection of bids, the corresponding Purchase Orders (P.O.) will be prepared. Purchase Orders will contain details such as dates, No. of P.O., requisition No., department requesting materia's, name of supplier and amounts.
g. The P.O. 3ill be signed by the Purchase Division Chief and forwarded to the Administrator and the representative of the Controller General of the GOB. These two officials will meet daily to analyze and authorize the purchase orders. Any P.O. 's observed or rejected will be returned to Purchase for correction or other action. The P.O.'s must be backed up by copieq of the requisiticn, quotation and ccparative price chart.
h. The P.O.s,dul autnorized, will be sent ;o the accounts division. This division ill insure that calcu.lations are correct and that the necessary funds are ! allable. Accounts will detach the lst. copy of the P.O. and file it in ,afolder marked "Pending P.O.'s". The total of the pending P.C.s wi represent the sum outstandi.ig for payment to various suppliers.
i. The P.O., with attached dccumentsis returned to the Purchase Division who will detach the 2nd copy and forward it to the warehouse man for his control. Purchase Division will then file a further copy in a "pocket-system" file. This file wil'l consist of a cardboard with 31 pockets, one for each day of the month. The copy of the P.O. will be placed in a pocket dated five days after tle date of issue for follow-up purposes. A further copy will be filed in a correlative number file, which will contain all P.C.'s, whether cancelled, processed or in process. This file will thus enable the Purchase Division o account for all P.O. 's issued.
J. The original of the P.O. will then be taken to the supplier and the materials will be collected by personnel of the Purchase Division. The material will be a) placed in the warehouse, or b) handed over to duly authorized members of the commu:ity. On receipt of the materials, a careful check will be made of same to ensure quality, quantity, etc., and subsequently a "delivery order" will be signed by either the ware house man or the representatives of the community.
k. The suppliers will subsequently present their invoices to the accounting department, who will issue the corresponding checks. The NCDS cashier will make the payments directly to the suppliers, thus correcting the 35) pre-existing method of having Purchase Department personnel visit suppliers in order to make payments. This previous method was time-consuming and also enabled Purchase Department personnel to engage in abnormal arrange ments with the suppliers.
1. The purchase department will prepare statements of Orders" for "Pending the Director's review, giving reasons for delays, etc. It is fully expected that the variou' control systems, such as the foregoing statements, the pocket file follow-up, etc., will allow for a far speedier processing of purchases.
8. Development of ?ICDS Evaluation Capacity
The evaluation needs of the NCDS may be divided into two major areas: 1) effectiveness of administration and project operations; achievement and 2) of development objectives in the context of the loan, including significance of the CD projects. It is imperative that any evaluation effort, to be useful, not place excessive demand on the executors, keep the end objective of the loan in mind, be realistic in its analyses and recommendations for change, and be designed with relevant measures of performance. Regarding adm4gistration and project operation, the NCDS, with the assist ance of USAIDk/V has carefully studied the process for project execution, and modifications have been made. There is also continuing USAID advisory support in this area. The NCDS appears to be ably and capably handling project operations and monitoring activities for problems. They are alert to the need to continually improve the flow of documentation and eliminate recurring bottlenecks. Since the NCDS is effectively evaluating and making needed changes in project operaticas and administration, no further USAID assistance other than on-going advisory support is presently contemplated in this area. However, there is a need for increasing evaluation capability regarding determination of the significance of the CD program itself and achievemeat of its development objectives. Currently there are two units within the NCDS concerned with evaluation. One is the Evaulation Officer who reports directly to zhe Director General (See Organization hart, p. 2 on matters related to overall management of the NCDS. The other is the ' Research Division in the Research and Training Department of the NCDS which deals with pre-project research of human and economic resources in the project communities.
1/Arthur Young Contract 36)
The Research Division consists of eight persons who collect data prior to project approval. Typically, community leaders will contact the TDC (Village Level Worker) to request assistance on a project. The TDC visits the community to inform the people of what their participation entails. Subsequently a team of two persons from the Research Division visits the community to gather detailed information on such subjects as population age distribution, civil status, languages, education, literacy, religion, sources of income, yields, costs of production and inventories of resources. Also the skills available, construction materials, tools, distance to communication lines, organizations, local leaders, water sources, public services, and local markets are Identifed. To date such information has been obtained from over 2,000 communities.
This basic data does not appear to be fully utilized. Presently it is used in determining the feasibility of project requests and in selection of persons for training to further develop local capability. The research investigators are continually in the field on a rotation basis with two or three remaining in La Paz to compile data.
The NCDS is aware of the need to determine the impact of the community development effort and to evaluate projects vis-a-vis their achieving aims of the NCDS and the loan. With th- shift in emphasis to include more income generating projects, some aspects of projects may be easily quantifiable (i.e. farmers and families affected by a new irrigation canal, change in yields, etc.). Cn the other hand, many projects give less noticeable or indirect income generation effects which are difficult to measure (i.e. a bridge or road providing better access to markets and production inputs, a drainage ditch providing more suitable soil water conditions, etc.). Considering the limited resources of the NCDS, one way to attezpt to measure the effect of community development is to assess general change in the community that has taken place since inception of the protect (s). To do this a baseline survey is required at the outset of the project and 0 post-project comparison made against it. The research already conducted by the Research Division of NCDS provides a wealth of information to serve as base line data. In addition to measuring change in the community, comparisons may also be made with other communities in similar situations and communities not undertaking CD. This approach has the advantage of requiring minimal input in time and manpower to achieve a rough approxima tion of resultant change.
The Evaluation Officer referred to above provides a nucleus around which a permanent evaluation unit consisting of three to five people could be established. The evaluation unit would have an analytical capability to determine the results of community development and to recommend adjustments in the program. It should be emphasized that an evaluation unit would be small and its duties clearly defined. It is not expected to become part 37)
of the project process; that is, for example, the evaluation unit would not approve projects, "inspect" projects or determine eligibility. Rather, the purpose of this unit is to assess the impact of the community develop ment effort and to look for ways of improving its performance capability.
The sources of information for evaluation should come essentially from existing data routinely generated in the project procedures. Care should be taken not to place unduly high demands on the NCDS project executors for data collection. The bulk of information is already being routinely collected.in the project process by the Research Division, but is not being analyzed. Some modification of data requirements is likely.
There is presently no assessment of the numerous cases where TDC's and other NCDS personnel provide advice to communities on non-funded projects. This type of support is apparently recorded by individuals, but not considered when evaluating the performance of the NCDS. Ways should be found to incorporate the efforts and, if possible, the results of NCDS support for projects outside the regular program into the assessment of the effectiveness of community development.
9. Technical Assistance
The technical assistance requirements of the NCDS during the life of the loan fall into two general categories: 1) long term advisory" assistance and 2) short-term consultancies.
Regarding the first category, there is currently one full time USAID direct hire community development advisor who assists the NCDS in the areas of management, information, liaison with USAID and implementation of the current loan agreement. He has an office at the NCDS and works closely with officials at all levels. It is anticipated this direct hire position will be continued as such.
Under the loan agreement an evaluation Lnit of three to five persons will be established in the NCDS (see II.A.8.). There is a need for advdisory assistance to develop the evaluation unit's capability to prepare methodology and analyse data for evaluation purposes. This will require the services of one program evaluation advisor for a minimum of 18 months.
With respect to-short term consultants, it is expected that the NCDS may need occasional-outside technical expertise for specific projects. Specific ally, in heretofore unattempted medium sized dam, bridge and irrigation projects some engineering and design assistance may be needed from outside consulstants.
The loan will provide funding of up to $105,000 for technical assistance to include as a minimum the services of one program evaluation advisor 38) and short-term consultants as required. The program evaluation consultant will probably be Prom the United States, while there are several qualified Bolivian consulting firms who could adequately provide short term consulting services.
The use of loan rather than grant funds to hire consultants has been discussed with GOB and 0CDS representatives. They have agreed to use loan funds for this purpose. 39) B. Financial Analysis
1. Summary Cost Estimate and Financial Plan FY 73-75
/ (U.s. $ millions) A.I.D. GOB Communities Total Local Dbllar Local Local Costs Costs Costs Costs
Self-Help Projects 1.75 3.121/
NODS Salaries 1.17 1.17
NODS Equi;ment & Supplies .oS .70 NODS Administrative tpense .23 .30 .53
T.A. & Training .11 .21 .32
TOTAL COST 2.15 ~hy
Percent of Total Cost 39% 19% 42% 100%
This figure for community contribution includes the value of contributicn in kind. It is apportioned into about 35% for local voluntary labor, 30% for local materials, 32% for cash contribution and 3% Lor local travel expenses.
The financial plan above is based on a three year projected disbursement period for the loan, with a steady disbursement flow over the entire period. In other words, approximately one third of the amounts indicated above win be disbursed each year. In the case off the AID Loan, d±sburse ments wifl be about $1 million each year, beginning in July or August 1972 and terminating in June 1975. This proJected flow off funds represertts a 10-15% increase over the present level of NODS activity. In the ovinion of the Mission, such a plan appears to be realistic and soundly basea on past experience.
2. AdministrativeCost Analysis
NODS has'prepared a bi'eekdcwn of' their actual and projected administrative Costa under Loan 038 and vrojected administrative costs under Loan 038. This presentation is included as Annex flu. 40) expenditure for administration amounts to $175,340. Annex X (projects built or under construction), indicates that for the same period the local contribution to self-help project construction is $911,000, while the NCDS contribution to these projects is $372,000. The combined input to self-help projects is therefore $1,283,000. When the NCDS administrative cost under Loan 512-L-038 is compared with input to the projects, it amounts to 47% of the NCDS contribution, 19% of the local contribution and only 14V' of the combined input. These ratios appear acceptable by any standari, and far surpass those of any other GOB agency working in this area.
b. Prolections for the Proposed Loan
Projected administrative costs for the proposed loan are about $149,0Oo for FY 1973, 416o,oo0 for FY 1974 and $172,000 for FY 1975. In other words, no significant increase is seen over the present levels. -If these projections are accurate, therefore, the ratio of administrative expense to self-help project financing should remain the same or show a slight improvement.
c. Justification for Use of Loan Funds forPartial Payment of lNCDS Administrative Costs At various times since AID began supporting theDNCDS Program, the possibility of turning over the administrative expenditures to the GOB.has bccn considered. This was carefully analysed before signing AID L-038. At that time it was noted that there was a deficit in the GOB budget, and it was considered unrealistic, to expect the GOB to pick up this additional cost.
During the Intensive Review for this loan the following factors were taken into consideration: D 1. The 1972 GOB budget was recently approved w_ th a larger deficit than in previous years. 2. All counter part funds have been programmed mostly for payment of salaries.
The GOB budget is planned and executed Cnia calendar year basis. In view of the considerations mentioned above, it is considered appropriate for AID to use loan Funds to fully support the NCDS admi-nistrative costs for the remainder of CY 1972. It is the opinion of the Capital Assistance Committee, however, that the GOB must gradually assume greater responsibility for NCDS administrative costs. Therefore, the GOB will be required to contribute the local currency equivalent to the NCDS administrative budget of $25,000 in CY 1973, $75,000 in CY 197 4 and $150,000 in CY 1975. No further funding is anticipated at this time for subsequent years. 40-a)
This proposal rests upon three basic assumptions. First, it is assumed that successful operation of the NCrS over the period of the loan will create a constituency for the program which cannot be ignored by the GOB. Second, it is assumed that the GOB will have made sufficient fiscal and economic progress over the succeeding years to allow them to meet the necessary NCDS expenses. Third, by requiring the GOB to assume increasing responsibility for the program over time, a pattern will be established which hopefully will encourage the GOB to accept complete financial responsibility for the program when AID loan funds are fully disbursed. 3. BOLIVIA 'S EXTERNAL DEBT AND REPAYDO CAPACITY
General Considerations
It is important to consider Bolivia's present external debt and the country's debt service capacity in deciding the amount of future credits to be made available and the lending terms that would be most prudent. _/
The relevant facts of the Bolivian debt situation are as follows:
1) Bolivia had an outstanding external public !eb at. :ne end of 1970 of $543.3 million.
2) During 1968 and 1970 the central governmen- a $- .5 illion and $9.5 million, respectively, on its externa" &et.
3) The present structure of this debt is such tlat a hea' burden of amortization and interest payment falls in tne next few years.
4) Bolivia has the possibility of rapid growth in expcrts. On an optimistic but by no means totally unrealistic projection, exports in 1979 could more than double the 1969 level, given a degree of political stability, and taking advantage of the Andean pact.
5) If Bolivia is to achieve and sustain a rate of growth of from 5% to 6%per year, it will require substantial external assistance beyond that already received. In other words, the external public debt should increase considerably above p_'esent levels.
Conclusions based on the foregoing:
1) As far as the basic resource situation of Bolivia is concerned, there is no reason why it cannot absorb and put to fruitful use further large inflows of foreign capital. If it does put such external assistance to productive uses, that debt can be serviced, provided that the maturity structure of the debt is not completely inappropriate. This -canclusion rests on the fact that the country has erir)hous unutilized" natural resources and a considerable amount of unemployed labor, hence the possibility of sharply diminishing returns to capital inputs, whether of domestic or foreign origin, is quite remote. In other words, it is economically feasible, by increasing the rate of capital formation with external assistance, to maintain a 5% to 6% average rate of increase in annual output and, out of this increase, service external debts.
_/ In the present context "service" costs or changes will refer to both interest and amortization. 42)
2) Additional lending to Bolivia by AID should be on soft terms. Minimum AID requirements with respect to interest rate, grace period and total loan period should be applied in order to maximize the net external economic assistance to Bolivian develop ment to be received from a given flow of loans.
Present External Public Debt
The following table shows the external public debt and balance calculated by the Central Bank. External Public Sector Debt, Dec. 31, 1970 (Inmillion US$)
Gulf Oil Co. 78.6 Old bonded debt 67.4 Export-Import Bank 32.6 * Railroad Equipment Loan 9.4 Argentine-Bolivian Convention 76.5 Brazilian-Bolivian Convention 11.8 USAID 147.4 IDB 39.6 IDA 17.8 Bermejo Sugar Mill Loan (Japanese) 3.1 YPFB debt 12.9 Tin Smelting Plant 4.1 CCMIBOL Debt to Germany. 4.0 Others 38.1 TOTAL 543.3
* A loan of about $8.o million to LAB for purchasing of aircraft was omitted.
Source: lMF Report.
Loans in default, including interests in arrears, are about 18% of the Lotal. The old Bonded Debt and the Export-Import Bank loan are the major loans in this category.
Projected Additional Debt
Since Bolivia, one of the least developed countries in Latin America, is not likely to achieve domestic savings rates high enough to finance an acceptable rate of growth, it must be assumed that it will continue to rely on external assistance for at least the next 5 years. Some of this 43)
assistance may and should come in the form of equity investment, and some grant assistance will continue to be forthcoming. These sources are not likely to be sufficient to cover the gap between internal resources and the necessary total for growth. Loan funds from AID, IDB and other lending agencies will be necessary. Hence the Bolivian debt may be expected to increase still further.
Present data with respect to actual savings, investment, and income rates are so suspect that it is scarcE,'.-y worthwhile to make detailed technical projections of Bolivia's external assistance needs over the next five to ten years. In addition such projections would have to depend on guesses as to incremental capital-output ratios. Nonetheless even the most tentative forecast would indicate that the external debt of Bolivia will be more than double the present levels in the next ten years. This assertion is based on the following assumptions:
- An average growth rate of not less than 5% per year is to be maintained.
- In order to maintain this growth rate the level of gross investment must be not less than 15% of the GNP and probably nearer to 18%.
The present rate of dcmestic savings is 1C% or less (this assumption is based on very scanty evidence). It will rise progressively reaching 18% of GNP in 1975.
Additional lending will be on soft terms; that is, with relatively long grace periods, low interest rate and long payout periods. If this condition is violated the total flow of lending will have to be substantially larger to achieve the same result.
Debt Service Schedule
It is only poszible to estimate in very rough terms a year by year schedule of amortization and interest charges that will face Bolivia. The reason for this is that more than 18% of the total present debt is in default and the existence of future loans depends upon the policy to be observed by the Government.
Estimation of Public Sector Debt Service, Selected Years
(In millions of US$) Existing Debt 1971 1975 1980 dBonded Debt * 7 2.5 2.5 Export-Import Bank 2.8 3.0 2.5 Railroad Equipment Loan 1.2 1.2
/ See a Study on Long Terms, Debt Burden and Development, AID, April 1965 44)
Existing Debt 197i 1975 1980 Argentine-Bolivian Convention 0.7 0.7 0.7 Brazilian-Bolivian Convention - - - USAID 2.5 3.0 3.3 rDB 4.8 2.8 2.4 IDA 0.1 0.3 0.3 Bermejo Sugar Mill and Telephones Loan (Japan 0.7 0.3 - YPFB Debt 1.2 1.2 - Tin Smelting Plant 0.7 0.7 - C 4IBOL Debt to Germany - . - IBRD - 1.5 1.5 Other 3.1 0.5 0.8
TOTAL 20.6 17.7 14.0 It is assumed that the present arrearage will be repaid on an amortized schedule.
Source: Central Bank and USAID's estimates.
It must be emphasized again that these are extremely crude estimates depending on arbitrary assumptions about the amortization schedules for the present debt and amounts and terms of new borrowings. Particularly important is the assumed grace period. If substantial loans are received from non-AID sources, and hence on less favorable repayment terms, the next few years will see an even greater bulge in Bolivia's debt service burden, especially if these same loans have a short total payout period. Debt Service Capacity
There are three distinct but related problems where external public debt service difficulties may be encountered. These are: (1) the income savings problem, (2) the fiscal problem and (3) the transfer or balance of payments problem. To consider those in turn: 1) Income-Savings
The question here is whether the external resources provided will be applied to productive uses so that a rising output results and whether Bolivia can or will abstain from using all of these output increases for consumption purposes. If we assume that external resources of the magnitude mentioned above are used productively, a conservative estimate of the rate 145)
of growth 4f outpuL would be 4% per year. At this rate of growth the external debt service as fraction of GNP would be 1966, 1.56%; 1969, 1.86%; 1975, 1.4%. If a 5% growth rate is achieved, i.e., more or less the minimum goal, the ratios become 1966, 1.53%; 1969, 1.77%; 1975, 1.34%.
Even taking the more conservative income estimates, these do not on the face of it appear to represent difficult saving rates. Thus the income-saving problem does not appear serious unless the assumptions of the AID program are in error, i.e.,that external assistance can achieve economic growth in Bolivia.
2) Fiscal
Ability of the public sector to repay, implies another problem besides the overall savings level; it implies that the Central Government will be able to receive in taxes more than it spends in current operations plus capital formation and/or that the state enterprises as a whole will earn a level of profits greater than their collective capital expenditures. Whether the Government can achieve the necessary fiscal control in the long run depends largely on whether present efforts, strongly supported by USAID, to rationalize public sector finances are successful and whether, in the near future, a serious effort is made to reform the chaotic and inadequate tax structure. All that can be stated now is that the problem is a manageable one if the GOB is willing to take the necessary steps. The greatest difficulties will be encountered in the next two to four years when the debt burden will be at its largest relative to the total revenues of the public sector.
3) Balance of Payments
It is on this aspect of the external debt service problem that attention is usual;rfocused, although in a sense the income-saving problem is more fundamental. Essentially Bolivia's debt service-balance of payments problem consists of allocating a sufficient portion of the increase in output capacity consequent on investment to the export-producing and impor: replacing industries in order to aVoid future balance of payments crisis. Naturally, the more externally-financed investment it has, the more it can allocate to these industries. Thus, the ability to service debt is not independent of the amount of debt incurred.
Basically,'Bolivia's export future is quite favorable. With well directed investments and relatively easily made changes in the institutional framework, Bolivia can probably increase very sharply its minerals exports- barring an unlikely drastic fall in the prices of minerals, especially tin, in the next decade. In the non-minerals field, Bolivia's long-run prospects are equally good or better. With investment in its agricultural resources, in transportation, and in industries using its natural resources, it could 46)
greatly increase, for example, its exports of tropical fruits, wood products, wool, meat, petroleum products and their derivatives. It can also produce substitutes for many of its present agricultural imports. The following is a projection of exports:
ESTIMATED FUTURE EXPORTS: 1970-1980 (In million of dollars) 1970 1971 1975 1980
I. Mining 202.9 174.3
Tin 100.3 105.8 Other Minerals * 102.6 68.5
II. Petroleum (YPFB) 13.2 23.6
III. Other 8.8 10.3 TOTAL CIF EXPORTS 224.9 208.2
Minus: Commercialization Costs -33.7 -29.4
TOTAL FOB EXPORTS 191.2 178.8 214.6 275.4
* Including non-monetary gold.
The mining projection appears optimistic, but in fact is quite con servative, if mineral prices remain high.
The petroleum exports figures also seem optimistic. However, if YPFB continues to export its crude then they are attainable. The sale of gas to Argentina will make a significant contribution now that the pipeline to Argentina is completed.
From the perspective of foreign trade, the burden of the Bolivian public foreign deft is not extremely onerous. Moreover, Bolivian private foreign debt (Debt to partially private ownership enterprises) is very low, estimated at $20.2 million in 1970. 47)
A rough balance of payments that projection for 1975 and Bolivia could sustain the 1980 shows estimated average debt service of $19 million for the period payments 1975-1980 given the following: Exports increase as indicated in the table to $214.61 million $275.4 million. and
Imports and other net payments aboard project estimated to be $221.5 million for 1975 and 1980 and $290.5 million respectively roughly deficits of given $6.9 millicn and $15.1 million. Average net loans and grants on private and official $30 million during the past account reached five years, which level might be maintained during the present be e-xmected to level. decade. This is a relatively Should it be exceeded, there modest is, of course, more flexibility other items. in The Mission believes t-hat Bol_'_a has the ability to productively absorb and repay the loan funds. 4. Reauirementsof Section 611 a) Foreiin Assistance Act The Capital Assistance Committee, Bolivia Engineering and with the cooperation of USAID Transportaticn Division (ETD) of the proposed loan project has made a review in accordance with the requirements Section 611 (a). Since the of NCDS loan funds are to be administered acting in a capacity which by the is essentially that of an credit institution, engineering intermediate be required plans for eligible sub-projects at the time the loan is signed. will not reviewed However, these plans will and aPproved by NCS prior to be disbursement of funds for financing individual self-help sub-projects (see Section II.A.3). The cost of this loan program tc the U.S. Government and is considered to as been established be reasonably frm.(see Annexes The cost estimate is based VII andstI,Y ). the Capital upon an analysis during intensive Assistance Committee of the review by and the administrative quantitative demand for assistance and institutional capacity agencies over the proposed of the implementing to life of the loan. The "other carry out thie assistancet of plans necessary for implementing Section 612 (a) include the the project, as described overall plan Paper (CAP). in this Capital Assistance The Capital Assistance Committee basis of information has concluded, on the which is presented in or will have this CAP, that the NCDS has prior to executing the loan, capacity to the managerial and technical carry out the program in a prompt and efficient manner. 48)
The ETD review and evaluation are presented in Annex XII. ETD has reviewed and verified the reasonableness of types, quantities and cost estimates of vehicles and major construction equipment included in the equment list. The cost estimates are based on quotations from supplier in La Paz. Those quotations have been slightly increased and rounded. ETD Judges that, allowing for a slight rise on price due to elapsed time, the estimates are Peasonable and should still cover cost at the time of purchase.
ETD has further considered the size, type, complexity and estimated number of sub-projects in the NCDS three year plan with respect to NCDS capacity to review the plans, cost estimates, and soundness of proposed sub-projects and to recommend approval or restudy; monitor construction in a manner adequate to safeguard AID's interests; and to have adequate personnel and facilities available to ensure proper utilization and mairtenance of vehicles and other equipment to be financed under the loan. ETD concluded that NCDS capabilities and facilities were adequate with certain exceptions, specifically in the areas of equipment maintenance and operation, and engineering of large dams and bridges. The USAID Mission will require that NCDS obtain or develop the necessary capabilities in those areas prior to disbursement of loan funds for such purposes.
ETD has determined that the present CDS engineering staff is capable of carrying out all of the work of the project. However, it is recommended that outside consultants be brought in for dam projects, and that these projects be inspected from time to time by USAID engineers. It is further recommended that bridge designs be submitted to USAID during the first year in order to arrive at an informed opinion of the capability of NCDS engineers in this area. 49)
C. Loan Rationale and Economic Analysis
1. Characteristics of the Rural Sector
Bolivia is characterized by great diversity in environmental conditions, inadequate transportation and communications facilities, an undeveloped market system, insufficient agricultural credit and a paucity of local institutions. Despite this, crop production is slowly rising, but most of the increase is in export crops and does not reach the majority of camDesinos.
a. Geographic and demographic situation
Geographically, the country can be divided into three major regions--the Altiplano or plateau, comprising 16 percent of total land area, with about 60 percent of the population; the valleys, comprising 14 percent of total land area, with about 30 percent of the populationi and the Llanos Orientales or tropical lowlands, 70 percent of total land area with less than 10 percent of the population.
The Altiplano is a highland platcau between the eastern and western ranges of the Andes Mountains. With elevations of 12,000 to 14,000 feet the Altiplano is characerized by significant variations in daily temperatures, frequent frosts, and storms during the growing seasons resulting in significant crop damage, extensive eroded areas, and generally depleted soils. Despite con ditions which are hostile to an agricultural society, the Altiplano, especially in those areas near Lake Titicaca, has traditionally been the center of population and agricultu.re in Bolivia.
The Altiplano soils are extremely depleted and stony, and chemical fertilizers are not used, ex-:ept on potatoes. Rocky and hilly terrain limits the potential wide-spread use of machinery.
The valleys accounting for 14 percent of the total land area, are densily populated. Elevation varies from 7,000 to 11,000 feet in these regions. The Yungas or deep valleys have a humid, sub-tropical climate and soils well suited-for crops which are located on steep slopes that can be cultivated only by means of terracing. The Montana or upper valleys region has less fertile soils and only one-third the precipitation of the Yungas. The population pressure is very high in the Montaaa (over oae E-3n), so farm units tend to be- small and uhec.onomical.
The Llanos Orientalcs or tropical lowlands region accounts for 70 percent of the total land area, but is by far the least developed region of the countrj. Its agricultural potential has not yet been fully assessed. The population density averages less than two persons per square mile. Only 50)
200,000 of the 190 million acres are cultivated. Poor transportation and the reluctance of highland Indians to migrate to the tropical lowlands, in spite of government efforts to colonize the area, have precluded profitable exploitation of the region.
Bolivia's population was estimated to be 4.7 million in 1970. Those classified as non-urban constitute 70 percent of the total. Although the overall population density is 11 persons per square mile, this statistic is misleading because 70 percent of the population lives on the Altiplano (plateau) and in the high valleys. Large areas of the lowlands in the upper Amazon basin are virtually uninhabited. Sixty percent of the population is of pure Indian blood, 12 percent is of European extraction, and the remainder, or 28 percent, is mixed. Although Spanish is the official language, almost 30 percent of the people speak only indigenous languages, principally Aymara or Quechua.
b. Crops and livestock production
The varying geographic and climatic conditions naturally bring about differing cropping and livestock patterns. The.densily populated highlands and valleys have low fertility and widespread erosion due to the absence of crop rotation and soil management, as well as large scale over grazing on natural pastures. Consequently the farmer must leave his land fallow for several seasons, often nearer to ten years, resulting in only a fraction of the arable land being cultivated at any one time.
Because of the harsh environment of the Altiplano, only the most cold-hardy crops can be cultivated. Included in this small group of traditional crops are several which are indigenous to the Altiplano, including potatoes, oca (a tuber) and the native grain, quinua. Barley is cultivated with modest success, oats to a far lesser degree, and wheat and corn to a very limited extent. Sheep, llamas, and alpacas are widely grazed.
Regarding the valleys, the steep hillsides of the Yungas grow cacao, coffee coca and tropical fruits. The upper valley region's principal crops are wheat, corn, barley, vegetables and fruits. The centers of dairy and poultry production are in these valleys as well.
The tropical lowlanc contain large livestock herds and rubber and Brazil nuts serve as cash crops. The area around Santa Cruz is well suited to agriculture, producing crops such as sugar, rice, corn, cattle, fruits, cassava, fibers, oiiseeds and cotton.
Bolivia's principal crops in terms of area planted are corn, potatoes and barley. Cotton, Brazil nuts and sugar are the chief foreign exchange earners. However, the foreign exchange cost of importing wheat and wheat flour alone exceed the value of all agricultural exports. 51)
Although production decreased right after the land reform of 1953, been generally on it has the increase since the early 1960's due primarily greater labor intensificalon. to Semi tropical crops such as sugar, rice and cotton are now being prod-ced in sufficient quantities to Bolivia from an importer convert of these commodities to an exporter. Production of traditional crops, including potatoes, corn, barley and quinua (an indigenous grain) indicate a slow rising trend. Adoption of improved production practices is generally Just High yielding, getting underway. stiff-strawed Mexican wheats have been introduced doing well. Most commercial and are fertilizer that is used is applied to Farmers still potatoes. iack knowledge about the benefits and techniques chemical fertilizers. of using In addition, fertilizer prices for the Bolivian farmer are among the highest in the world because of the transportation difficulties, lack of fertilizer production facilities and the low volume of use.
c. Land tenure
Sixty-seven percent of the populaton and the vast earns its living farming majority of these farmers own and work their the own land. Since Agrarian Reform in 1953, Bolivian agriculture, except has been characterized for Santa Cruz, by small oner-operated farms ranging in two hectares to approximately size from thirty hectares, with some individuals owning as many as 10 parcels scattered over a wide area. The majority of campesinos practice subsistance the farming. However, in the eastern department of Santa Cruz, the land ownership patterns presently are typified peon worked farms by large, although recent events indicate that the towards trend may be the eventual breaking up of these estates.
The land reform has helped bring the campesino into the market economy and brought about much greater equity of ownership. A serious problem has been the slow rate of title issuance which has precluded thousands of new owners from being eligible for credit.
d. Agricultural credit Lack of credit remains a problem for the majority of the campesinos They do not have adequate funds to complete the crop cycle. Farmers unable to buy inputs such are as fertilizer and dealers do not allow credit. Private money-lenders charge 8 to 10 percent per month with adequate security. Alternatively, a farmer can-sell his standing crops at a sacrifice price to a middle-man under an agreement in order to get advance credit. farmers finance production Many by this method of "forward sales." For example, in 1967, 35 percent of the rice growers contracted some or all of their rice crop before harvest. The price received was only half that set by the government. Nearly all forward sales are made by small farmers. The Agricultural Bank of Bolivia (BAB) is the principal credit Most loans go to medium institution. and large size farm units. However, an increasing number of agricultural cooperatives (with small receiving loans. Individual farmer membership) are small farmers or farmers without land titles are generally found ineligible for loans. 52) The available credit has gravitated to the most cotton, profitable crops such as rice, and sugar for which there is an export there market. In general, has been little or no credit for small farmers, this group continue and the masses of to hover on the fringes of the money economy resultant waste of with the a large portion of the country's manpower resources. e. Transportation and communications Bolivia's transoortation problems physiography are complicated by the country's and because large sectors of the country's transportation system do not correspond to its changing needs. Railroad lines in Bolivia were originally developed to serve the mining industry; conseuiently, they connect the highland plateau (Altiplano) with the Pacific Ocean, rather than connecting There is a separate urban and agricultural areas. rail system from Santa Cruz to Brazil and port. Altogether there are an Atlantic 3,500 kms. of rail lines, only a portion of which links major agriculture centers with cities. The highway system is largely confined to the southwestern one-third of the nation. It consists of 3,219 kms. of primary secondary rcads, 2,599 kms. of roads and 11,760 lans. .f local roads. Highway generally expensive transport is and is limited, hut trucks are becoming increasingly important in transporting agricultural products. As noted earlier, all major expansions in production over the past have been in the tropical decade crops, particularly in the Santa Cruz region which has boomed since the completion of the C.,chabamba-Santa Cruz-Guabira highway in 1956. The heavy investment in infrastructure in the Santa area has stimulated colonization, Cruz and, in fact, the colonizers have been responsible for the attainment of self-sufficiency cotton. in sugar cane, rice, and Not only increased acreage under production but increase in also significant yields have been factors in the production increases. The system of communication media is extremely limited in rural Bolivia. There is no rural mail delivery; mil is carried -crger only between cities and communities. Nearly all telephone and electrical restricted to service is the cities. There is one TV station at La Paz. Although there are twelve daily newspapers, the 95 in the percent illiteracy rate rural areas .recludes much utilization of this the most popular media. Radio is source of infor.tation in the rural areas with communities having most all some transistor radios. There are 67 radio stations in the country. One problem is the language barrier with some 30 percent of the population not speaking Spanish. 53)
f. Markets
Compounding the problems caused by geography and transport, a number of other reasons can be cited for Bolivia's inefficient marketing system. First, the Agrarian Reform of 1953 destroyed the existing marketing system based on haciendas. The haciendas formerly collected and moved goods to markets. When they were removed, no mechanism took their place. Second, the run-away inflation which began in 1952 was still disruptng the economy as related to agriculture as late as 1960 by creating preferential rates of' exchange for the imports. This inflation together with GOB policy related to imports under United States Public Law 480 favored the growth of an import distribution system as opposed to an internally oriented marketing system. Rather than developing its own internal marketing system, the Bolivian economy used its foreign exchange from mineral exports to pay for agricultural imports.
Mrketing of agricultural commodities is characterized by small unit sales and lack of storage and processing. Most marketing of produce is done by farmers at local fairs held weekly, where buyers come and merchants sell small consumer items. Sales are generally made directly by peasants and buyers bring trucks for immediate transport of the produce to urban centers. Also, often the farmer himself will bring his goods to the city or mill.
Peasant activity in rural marketing is a relatively recent phenomena partly caused by the pressure of heavy population in the Altiplano and the valleys. The practice of bartering has been largely displaced by cash transactions near the urban centers and along lines of communication. Bartering remains more prevalent in the remote areas.
A maJor marketing constraint is the lack of processing industries capable of absorbing increascs in production of certain crops. Small farm production is not linked to industrial processing through a buying and distribution system.
g. Local institutions
(1) Local Government
The Organic Law of Municipalities of 1942 provides for a series of municipalities at the departmental, provincial and canton levels. According to the Law the municipal authority extends to the entire communal territory. In fact, the muni-ipalities focus their attention on the problems of their urban centers and largely ignore their rural hinterland.
The principal municipalities are the nine departmental capitals. In each case these are the economic and political centers of their respective dl ptirtments. 54 )
Local government activity blow the department level varies widely from department to department. Sub-prefects normally represent the central government in the provinces, while alcaldes (mayors) are named in the provincial capitals. There is neither system nor regularity for sub divisions below the provincial level. Some provinces are divided into municipal sections, each vith its own alcalde. Other population centers are designated cantons and are usually beaded by communal agents appointed by either the provincial or departmental alcalde. The principal central government agent at both municipal section and canton levels is the corregidor, an official without salary whose income is derived from fines he is authorized to impose.
Departmental and provincial capitals theoretically have the responsibility of supervising municipal governments throughout the department and province. In practice they confine their activities to their own urban areas. The result is that smaller, rural municipalities exist with little if any support from theligher levels of local government.
(2) Sindicatos (Peasant leagues)
The sindicatcs or peasant leagues came into their own at the time of the 1952 revolution when the R (National Revolutionary Movement party) government supported and encouraged their organization. Sindicatos now form the predominant social and political organization of rural Bolivia. The leagues have representation to the top level of the Bolivian Government and exert a political force.
Sindicatos filled the leadership vacuum left by elimination of landlords and resident managers after the land reform. These peasant leagues se~redas legal representatives of the communities in carrying out the reform. In the majority of communities today, the sindicato is the local organization and it handles government functions such as maintaining civil records and adjudicating disputes.
After the revolution campesinos on their own initiated self-help projects through their sindicatos. Their chief activities were building and staffing 9chools, improving access roads to the community, building small irrigation facilities and dealing with water use rights.
(3) Cooperatives
The -legislation gbvernirig" cooperatives was passed in September 1958. It set up the Direccion Nacional de Cooperativas with responsibility for the development and regulation of cooperatives. In fact this public agency nxercises little authority over cooperatives. Responsibility 55)
Ygr fanrm cooperatives in shnred with the Ministry of Agriculture, Banco Agricola, and various public agencies who each have a cooperative division. There is little coordination at headquarters or in the field among these agencies. Technical expertise is also rare among these agencies.
The government. gives a prominent place to cooperatives in economic plans for the future. Cooperatives are viewed as a way to strengthen the economic participation of the peasants and workers in their farms, mines, and shops, as well as a solution to problems of production and marketing.
Bolivian governments of recent years have strongly supported cooperatives, with the President and various cabinet ministers publicly expressing their support. Cooperatives, unfortunately, have an unsavory reputation among some farmers. The cooperative idea is widely discredited in rural areas because the people believe that previous governments used cooperatives for purely political purposes. Their de-politicization may be a prerequisite to their recovery of prestige.
The credit union movement ii the only cooperative form that is alive, growing, integrated for common action, and endowed with money and managerial resources. The first credit union was formed in Cochabamba in April 1960 and was soon followed by others. There are about 220 credit unions in the country at present. Some are farm credit unions located near Cochabamba or Santa Cruz.
The name of cooperatives is attached to many other organizations but few are active and providing useful services. Some of these are merely business units enjoying the tax and public-relations advantages that go with the name.
2. Rationale for the Loan
Prior to the 1952 revolution the Bolivian campesino lived in relative economic isolation. He was in most cases a serf who worked for a landlord in return for the right to use small land plots for his own subsistence. Since the campesino was excluded by circumstances, and often by explict instruction, from participating in the market economy, his only economic contact came from bartering small quantities of his produce for food, clothes and other necessities. During this period there was in addition insufficient investment in the agricultural sector, since the cam-esino lacked both the means and the incentive, and the absentee landlords were satisfied with the status quo.
The new agriculLural systclm whi.ch evolved after the revolution and the ncompanying lnnd vcform wto independent of hc aciendas and saw the creation of new market places in which the campesino, who now had his entire produce at this disposal, first bartered and later sold an increasing proportion of his production. This new system offers tremendous new opportunities to the campesinos, but he continues to be ill-prepared to take 56) advantage of these opportunities. Nevertheless, the campesino the process of joining the has begun money economy and in so doing is to the economic development contributing and social integration of the nation. The participation of the campesino in economic integration is development and social crucial to BoiviaTs economic progress. comprise over two-thirds The campesinos of the population, yet produce of the GDP. only about 20 percent One of the major developmental problems maximize the Bolivia faces is to inputs of this undereducated and economy. In undernroductive segment of the order to upgrade the economic contribution however, of the camoesinos, the development process must begin to penetrate the rural areas. This penetration must be initiated by the central government. The NCDS community development program process tries to encourage this integra-don by increasing the camesino's ability projects to organize, plan and implement of benefit to himself and his community. the campesino's The orogram tries to change fatalistic attitude, a consequence by focusing his attention of centuries of serfdom, on projects necessary for need for his own well-being. The strong local participation as a prerequisite technical assistance to obtaining grant and for desired projects has moved areas to the camnesinos in some assume nersonal and community responsibilities. projects and Completion of incremental improvements of living the participants' standards have increased self-confidence and self-awareness. of Over time, habits campesino passivity which are presently traditional hindering modernization of the agricultural sector should be overcome. and economic In addition, the political power of the campesino will increase as a consumer as he becomes more important of industrial goods, and as ment a source of savings. The develop of greater political leverage will participation help the campesino achieve a fuller in shaping national life. It cannot that this integration be overstated, however, of the campesino is a slow, tedious take process which will considerable time and more perseverance. Under existing conditions in Bolivia, the Community Development described above represents mechanism the most effective means at scarce capital and technical hand to transfer assistance to the less developed rural sector. Given parts of the the existing lack of basic infrastructure in the rural investment sector, the awakening desire on for such the part of the campesino improvements to complement his relatively and his new status as a landholder participation in the monetary economy, for the Mission judges the time such capital transfers to be extremely propitious. Discounting the important benefits of political integration, the strictly economic returns are judged to be quite high. By providing scnre capitnl rind technical rssistance NCDS community development to the rural sector, the program is encouraging the greater of the presently underemployed utilization rural workers. In the first workers will be used in instance, rural the construction of the actual infrastructure, 57) using in most cases tradidznal labor intensive techniques. Secondly the lower production costs which can be expected from the utilization of productive and social infrastructure the can be expected to stimulate increases in agricultural production ind as a result reduce underemployment and increase income. As explained Ln Section 1I A 3 of this loan paper, village level will be created for organizations community improvement and development projects. hoped that these organizations It is will develop into instruments for political action on a democratic basis over the long run, but their effect in immediate and short term the future will be basically social and economic. Whether the program will be able to simultaneously and economic achieve its political objectives remains an open question. Nevertheless, channels through the economic which this loan program will operate are have a direct complementary important and relationship with a number of other development activities. 58)
3. Economic Analysis
With the increased emphasis of the community program development on income-generating activities such as irrigation projects: potato storage, feeder road construction, small bridges and assistance technical in agriculture and animal husbandry, there should be more immediate economic return.
a. Irrigation projects For example, the projected dams, reservoirs, cutwaters, canals and wells to be constructed under the community development program during 1973-1975 will irrigate 9,600 hectares. This area is significant when matched against the less then 100,000 hectares or irrigated land throughout Bolivia. Nearly all irrigation is by small scale community projects where water is usually gravity fed from rivers through hand dug ditches.
The community deivelopment water supply projects account for portion the largest of the funds allocated to project activities (see Annex economic V). The benefits historically derived from irrigation in the valley region amount to production increases in corn c f 34 percent, potatoes 125 percent, alfalfa 100 percent and wheat 50 percent. In the irrigation Altiplano adds 42 percent to potato and barley produ.vtion. These are the major crops that will be affected by irrigaticn projects. b. Feeder Road Prolects
Since 1960, AID financed road projects have totalled over US$63 million. The benefits to be derived frm this major road construction are in large part dependent upon the construction and utilization of a network of feeder roads. Such complementary investment will result in large part from investments undertaken through the community development program by constructing small tertiary roads necessary to connect isolated production areas with growing markets. Agricultural returns should increase directly as production lost through spoilage decline. Roads and bridges account for the next largest portion (see Annex V) of the total rroject activity funding. About ninety feeder roads are to be constructed, 35 each for the three years, none of which will exceed 35 kms (22 miles)." The economic value of new and improved roads is somewhat difficult to calculate, but access to markets and improved mobility are major needs of the rural sector. = A representative example was when a 25 Icus (15 mile) secondary road leading to the town of Tarija was improved, resulting in halving of the cost of transporting wheat from 6 to 3 pesos. c. Storage Projects
Bolivia does not have a system of storage needed to stabilize prices or to insure supplies during periods of scarcity. The 1973-1975 plan calls 59)
for construction of about 538 potato storage silos. Potato storage fa cilities have been the most frequently requested of all agricultural projects. Potatoes in Bolivia serve both as a food staple and a cash crop. An estimated 35 percent of production is sold, 50 percent is consumed and 15 percent used for seed. Annual potato production is about 700,000 metric tons on 100,000 hectares. During the March to May harvest season, prices are badly depressed, but increased by 100 percent or more by July*, August and September. Farmers who store potatoes in their homes suffer a minimum of 10 percent loss, and on occasion the entire lot is lost. Potato storages will significantly increase farmer returns by reducing wastage and permiting a much better selling price.
d. Provision of CaDital
The Government of Bolivia's goal of encouraging production of import substitution and domestic consumption agricultural products is one which A.I.D. supports. Given the aim of breaking the high cost, low supply cycle, a principal constraint within Bolivian agriculture is identified as capital. As a result of the community development loan, approximately US$ 1.5 million worth of comodities and US$ 3.1 million worth of local community resources will be injected into rural development. Particularly, the community development contribotion toward increased production and marketing efficiency through irrigation and road projects will assist in meeting the goal. It should have a small positive effect on Bolivia's balance of payments by increasing production to make possible greater agricultural exports, and less need for agricultural imports. Once the country's present unfavorable agricultural trade balance is moved toward equilibrium, precious foreign exchange will be available for necessary infrastructure and industrial investments.
e. Marketing
It is iecognized that a key factor hindering increased production is the lack of incentive prices to piyoducers. However, adequate marketing accessibility and facilities are a sine qua non for incentive prices. Market -g improvements will .ftzxher increase gross production and increase small farmer income. Marketing efficiency stimulates production by giving assured markets and higher prices to farmers. The 'construction and im provement of roads under the ccmmunity development effort is directly beneficial to the marketing system.
f. Human Resources
Another important benefit from the CD program is the more effective utili zation of available human resources. The provision of funds, technical assistance and the all-important spark needed to shake old patterns' of thought will make available to the campesino such necessities as potable waterj schools, medical care and an improved technology on a locally useful level. At the present, lack of these items contributes greatly 60) to ill health and results in extremely low individual productivity and underemployment. Their existence will greatly reduce agricultural underemployment. Since the campesino still operates on a traditional subsistence level pattern, improved education, formally through the schools and informally through the demonstration effect of new methods and broader markets: will further reduce underemployment and Waste and will both stimulate and make possible increased production for consump tion and sale. Once this process is functioning successfully, increased consumption will result in increased energy to be expended on both more efficient labor and rising level of education. g. Savings
This loan program should have some effect in increasing private sector savings. From 1965-71, for example, over $blO.7 million in materials and labor and over $bl.9 million in cash contributions were generated from the communities as a result of the program. In tapping these existing village-level capital sources through local participation in NCDS activities, both increased income and local "savings institutions" have been created.
The community development loan will have very little short-run effect upon the GOB fiscal problem. It will have, however, the long-term effect of broadening the income tax base throughout the economy and especially in the rural sector. Aside from market transaction taxes Cind document stamps the campesino pays little or nothing in the way of taxes. A rural land tax was proposed by Presidente Barrientos, but was soundly rejected by the peasant league leadership and the rural population in general. The camvesino saw no reason to pay a property tax as he received nothing from the governrment. The activities of the NCDS in the outlying areas is helping to demonstrate the interest and establish the credibility of the government in those areas. Government officials are hopeful that the property tax can eventually be extended to the rural areas.
Currently the NCDS does not have the capability to effectively measure the economic impact of the loan. However, this weakness is being cor rected by developing an evaluation unit in the NCDS and providing necessary concomitant technical assistance (see II.A.9.)
4. Social and Political Analysis
a. Local Government in Bolivia
Historically, local government in Latin America has been little more than an administrative appendage of national government. Under the Spanish colonial style of highly centralized government the national capital made all important administrative decisions. The needs of smaller towns and cities were few as long as the economy was simple and public expecta tions were low. Local government was never equipped to act as an agent of economic growth or to serve the needs of modern urban population. 61) While this condition may hnve been acceptable in a traditional static society., the impotence of local government is a grave impediment to achieving the national goals of development and increased living standards.
More effective local government can add to the national efforts of Latin America countries in at least three ways. First, competent local govern ments can solve many of their pressing problems more quickly and effec tively through their own efforts rather than seeking help from the national government. Second, local governments can substantially reduce the pressure on national governments for the delivery of urban services. In Bolivia, municipalities are often by-passed by citizens who look only to central government ministries and agencies to meet their service needs. Given the constant constraints on central resources, this process results in continued frustrations which exacerlate national political problems. Third, there are unexploited financial resources which can be tapped by lQcal governments. b. Local organization created by NCDS program (Title DC Concept)
Although a standard, permanent village level organization has not materializ ad, a variety of local organizations have been developed as a result of the Community Development Program. These organizations fit in well with the AID Title IX concept. The ergaizatioL usually take the form of a com mittee for the construction or completion of a specific project. If the community decides to undertake a second~roject, another committee for that specific project is organized which may or may not include members of the previous committee. In at least one area, Cochabamba, the concept Qf conmmnity cooperation, self-help and the need for organization appears to have taken hold and the complacency that existed before the advent of the Community Development Program has been shaken, if not broken. In the community of Melga (about 45 minutes from Cochabamba), for example, the community leaders organized a committee to build a (CD assisted) health station in 1965. This was followed by the formation of another committee to expand their existing two classrooms to nine (completed by the cormuity without outside assistance). Recently, another com mittee was in the process of constructing a secondary school (with assistance from CD and the prefect) in the community. In addition, a committee for building individual homes near the community center has been organized, as well as a committee to bring electricity to the village. The leadership of these committees is divided among interested members of the ccmmunit-y with some duplication of committee membership. This burst of activity in Melga has been repeated in varying lesser degrees in other communities in the Cochabamba area. A sense of forward movement and an increasing confidence in the campesinost ability to plan and execute projects has been developed. There is also a certain amount of pride in their accomplishments expressed by the community leaders and members) and a sense of hope for the future. This trend has also been observed by AD personnel in other areas such as the community of El Torno 62) (about 20 minutes drive from Santa Cruz) where over ashort years of span of two community has organized a committee for social added seven classrooms works which has to their existing 10 classroom school (CD established a project), cooperative for potable water and to bring electricity to the town, set up a credit union: and organized another committee to build a local market. This trend is apparently occurring in other areas of rience shows.that the country. Expe about 20% of the communities which completed projects in the Departments CD of La Paz and Cochabamba completed a second project within a five-year time span. additional In addition, NCDS estimates an 25% of the communities which had completed one in the two departments NCDS project had either submitted requests for second projects or had projects underway. In addition to the community organizations sponsored by other types of NCDS, there are local organizations and institutions which are various degrees. active to Perhaps the closest approach to a nation-wide, community level permanent organization is the sindicato, originally franchised 1952 to provide a means in for the farmers who had received land under agrarian reform to the defend their rights of ownership against former hacendados and others, and also to settle land The sindicatos disputes in the community. have since become higly political organizations, primarily at the sub-central but (province) and central (department) levels. The degree of interest and activity at community function level is very much the of the personality and aggressiveness of the (usually the Secretary local leader General). In 30 interviews recently conducted by an AID evaluation team, the local sindicato was quite (leaders and members) strong and actively involved in 13 of the projects in 7 communities the visited. sindicato was weak or desinterested and played little or no role in the project planning and execution. The other communities fell somewhere in between. Another of organization fairly standard ty-pe is the local PTA, usually known as the Escolar, which collects Junta de Auxilio money from parents for maintenance of the school and purchase of benches, blackboards and of supplies. In addition, most the cmmunities visited had a corregidor (a while only local dispute settler), a few had a jilacata (respected elder in traditional or a community registrar. communities) The role and degree of interest and of tL.se organizations activityj and leaders in CD projects varied widely region from to region and even between neighboring communities. The community leaders and CD officials interviewed, including Tcnl. Ramirez, Director af NCDS, seemed :to be content arrangement with this ad hoc and seemed to be functioning well with the acceptance it. It may be that of this ad hoc arrangement is the most practical proceed with way to working with communities in the rural areas. to impose a standard village An attempt level organization would require a great deal of time and effort and, in the opinion of the evaluation team, would not produce significantly improved results. 63) 5. Selection of Lhe NCDS as the Executing Agency
In the opinion of the USAID Mission the National Community Development Service provides the most practical vehicle for meeting the physical infrastructure needs of Bolivia's rural communities at present, and probably for some time to come. The Ministries of Education, Health, Public Works and Agriculturej which would normally be called upon to provide schools, health facilities, potable water, roads and irrigation infrastructure, are unable to attend to the manj pressing capital invest ment requirements of the cities and towns, let alone the rural areas. As a consequence, the line ministries, for the foreseeable future, cannot be reasonably expected to cope in addition with the massive needs in the widely dispersed rural sector.
A review of the GOB budget situation in recent years supports this observation. Of the total budget expenditures devoted to sc4i services in 1971 (see Table I p. 65 Central Government Budget and Cash Expenditures by Economic Function 1969-1971), over 74% was devoted to the payment of salaries with only 5% available for capital expenditures, which was largely in the urban areas. In 1969 the relative percentages were 69% and 11% whereas in 1970 the relative imbalance had increased to 71% and 7%.
As can be seen in Table II p. 66 (1971 Central Government Total Budget Expenditures by Economic Functions and Activity), this imbalance was particularly noticeable in certain minairies. For example, of the total budget of 450 million pesos for the Ministry of Education, 414 million or 92% was devoted to the payment of salaries and only 2.9 million or less than 1%was devoted to capital expenditures. This situation was repeated somewhat less dramatically in other ministries operating in the social area. The one notable exception is the Community Develorment Service where, of a total budget of 12.6 million, only 4.8 million or 38%was devoted to salaries, with 6.3 uillion or 5M devoted to capital expendituresj composed largely of materials used in construction projects.
With the bleak revenue picture facing the Government of Boliviaj there is little likelihood that increased national budget funds will be made available for rural infrastructure projects in the near future. Whatever funds may become available from the national budget or foreign sources would likely be used to meet the infrastructure needs of the cities and towns and commercialized agriculture areas where the political pressures are the strongest. Thus, despite the GOB's stated priority for the integration of the campesina, it is,not realistic to expect that the line ministries will be able to undertake azW kind of meaningful program in the rural communities for some time to come. If assistance is not forth coming from the NCDS, it is almost certain that little or no action will be taken to meet infrastructure needs in the rural areas.
The present defacto division of responsibilities between the regular line ministries which concentrat on larger population groupings and 64)
the NCDS which concentrates on small rural communities appears to be the most practical approach to infrastructure development in Bolivia for the next few years. It can be argued that the residents of the cities and towns pay property and income taxes and thus have first claim upon infrastructure projects developed by the governent ministries. The people living in the rural areas, on the other hand, pay little or nothing in taxes and thus should be required (as they are under the CD Program) to fund a major part of the cost of local infrastructure development through their contributions of labor, materials and money, which in effect represent a self-tax. As the infrastructure needs of the larger population centers are met over time, it may make sense to extend the concept of total government funding of infrastructure projects to com munities adjacent to towns and cities as they are incor-orated into the property and income tax paying segment of the poplation. Such an expansion would have a proper psychological base in that people living near larger populations centers are well acquainted with the relation ship between payment of taxes and receipt (or non-receipt) of government benefits. In addition, they are accessible to the municipal organiza tions which provide and collect fees for services, e.g. electricity, potable water sewage disposal, etc.
The rural communities on the other hand, have almost no basis in e'xperience to equate payment of taxes with receipt of government services from which they have generally not benefited, with the exception of activities undertaken by the NCDS and the few line ministry activities they may have observed. Thus, there is great resistance to Pny form of property or Income tax on the part of the campesinos.
In addition, as a practical matter, it is much easier to convince com munities far from towns and cities of the need for cunity contribution of labor, materials and money. There is a tradition of community coopera tion, plus the campesinos in outlying areas generally have more free time to devote to manual labor on nrojects. This willingness to contribute to projects is amply demonstrated by the $b. 12.5 million provided by communities to the CD program (See Table III, p. 67 ). TABLE I
BOLIVIA: CMTRAL GOVERNMENT BUDGEr AND CASH EDPENDITURES BY ECONOMIC FUNCTION (In millions of Pesos)
9 6 9 1 9 7 0 1 9 7 1 BUD0_V TMRSURY BUDGET Tre&SURY BUDGET TREASURY From From From Treasury Cash Treasury Cash Treasury Cash-' Total / Funds Actual Total- Funds Actual Total-/ Funds Actual
I. SELECT SOCIAL ARE 533.8 459.9 482.3 647.6 565.0 521.2 694.7 627.5 573-0
1. Personal Services 369.4 363.1 384.5 462.3 450.2 413.2 514.6 499.0 481.0
2. Non-personal Services 17.1 8.6 5-3 24.2 12.2 8.9 21.4 7.4 5.6
3- Commodities & Supplies 15.3 10.6 8.9 20.0 13.1 11.4 18.5 8.2 7.3
4. Fixed Assets 54.7 3.1 0.8 39.3 4.1 3.9 15.5 4.3 2.9
5- Capital Transfers 2.3 2.3 0.5 8.8 7.2 5.2 11.3 11.3 5.0
6. Other 75.0 72.2 82.3 93.0 78.2 78.6 103.4 97.3 71.2
II. OTHER ARMS R.-29 668.13/ 725.6 1,862.2 841.2 727.6 1,983.5 9 811.1 III. TO T A L 1,265.3/ 1,128.03/ 1,207.9 2,5O,81,4o6. 2 1,248.8 2,678.2 1,597.7 1,384.1
_/ Includes also expenditures financed with: a) Ministries own resources; b) local and foreign borrowing; C) transfers and d) other revenues.
2_/ Estimated on basis of 11 month expenditures.
3/ Totals are not comparable with equivalents in 1970 and 1971 due to the different administrative structure of the Government before 197P. SOURCE: USAID/B Economic Data Compilation. o, TABLE II
BOLIVIA: 1971 CENTRAL GOVERNMENT TOTAL BUDGET EXPENDITURES BY ECONOMIC FUNCTION AND ACrIVITY (In millions of Pesos)
Non- Commod. Personal Personal and Capital Other Total % Services Services Supplies Expend. Expend. 1971 Share
I. sELECrED SOCIAL AREA 5 21.4 36.8 l2. 62
1. Min. of Education 413.7 1.7 0.4 2.9 31.6 450.3 16.8
2. Min. of Rural Affairs 19.8 3-5 3.0 9.7 2.4 38.4 1.4 3. Min. of Health & S.C. 56.9 8.8 12.7 8.8 67.4 154.6 5-7 *!! 4. Min. of Housing 6.7 2.1 0.2 6.2 - 15.2 0.6
5- Min. of Labor B.U.A. 4.2 0.3 0.1 - - 4.6 0.2
6. Land Reform Service 7.2 2.7 1.0 - 1.8 12.7 0.5
7- Community Development 4.8 0.7 0.8 6.3 - 12.6 0.5
8. Rural Dev. Avgm. 0.9 1.5 0.3 0.1 0.1 2.9 0.1
9. Civic Action 0.4 0.1 - 2.8 0.1 3.4 0.1
II. OTHER ARENS 547.6 220.1 140.9 364.7 710.2 1,983.5 74.1
III. T 0 T A L 1,062.2 241.5 159.4 401.5 813.6 2,678.2 100.0
IV. SELECTED SOCIAL AR (I)% SHARE 74.1 3.1 2.7 5-3 14.8 100.0
SOURCE: USAID/B Economic Data Compilation. TABLE III G MEAL SM4ARY OF PROJECTS COMPLETD AS OF DECMBER 31, 1971 (In Pesos Bolivianoa) Program
SCon tribut Materials andGrand ion Contribution Total Projects Activity Others C a s h T o t a 1 T o t a 1 T o t a 1 40 Education 3,74o,4o0"58 951,336.43 4,691,377.01 3,493,780.24 8,185,157.25 101 Health 1-,09 8,13D-59 188,938.73 1,287,069.32 735,899.62 2,022,968.94
221 Engineering 5,652,589.32 664,315-94 6,316,905.26 2,43o,527.08 8,747,432.34
153 Agriculture & Cattle 209,555.85 57,616.27 267,172.12 83,534.25 350,706.37 915 Grand Total 10,700,316.34 1,82,207.37 12,562,523.71 6,743,741.19 19,306,264.90
SOURCE: Compiled from National Community Development Sex-vice Cardex File.
ON 68) SECTION III - LOAN ADMINISTRATION
A. Target Dates
1. Execution of the Loan Agreement
NCDS and GOB officials are anxious to have funds the available from proposed loan as soon as possible to provide an orderly from Loan transition 511-L-038 funding. The program is a continuation of an existing operation which is basically satisfactory to both AID and the GOB. fore, no delays There are foreseen in drafting and negotiating a loan agreement. This could reasonably be signed within one month following loan authorization.
2. Conditions Precedent
It is anticipated that conditions precedent to disbursement loan could be satisfied of the within one to two months following loan signing. The NCDS will be required to establish internal auditing and maintenance equipment procedures which are satisfactory to AID as conditions precedent to disbursement. The NCDS and USAID are already working resolution of these on the conditions, and no delays are foreseen. The remaining conditions precedent are those routinely required of all AID loans. The GOB has ample experience with these procedures and they should be met in an expeditious manner.
3. Consultants
USAID and the NCDS have agreed in principal on the services of a consultant on evaluation. The NCDS will be required to draft a final of work and terms scope of reference for interested firms. USAID will forward a notice of the consulting services desired for publication in the Commerce Business Daily within three months after the loan is signed. The consultant, once selected, shoiuld be on the job within nine months after loan signing. Consultants for technical services will be engaged on an ad-hoc basis as necessary subject to AID approval.
B. Disbursement Procedures No deviation from AID established disbursement procedures is anticipated. After conditions precedent have been met and a request for disbursement is received from the NCDS, an initial disbursement of up to $250,000 will be made from a U.S. government owned RDO account in the Central Bank to the NCDS. Subsequent disbursements to the NCDS will be made in a similar manner on a reimbusemeat basis. The USAID Controller will review the dccumenta submitted in substantiation of the reimbursement requests. The NCDS system of disbursement and financial control is described in detail in Section II.A.5 of this paper. 69)
C. Procuremnent Procedures
All of AID's procurement policies will be followed. Di-ect procure ment of equipment from abroad must have its source and origin in a Geographic Code 941 country and will be financed through the established Letter of Commitment procedures. Any shipping financed under the loan will be subject to the 50/50 shipping regulations, including the require ment that 50% of liner revenues generated under the Loan must be paid for U.S. ships. Appropriate reports will be required from the NCDS con cerning procurement requirements including source and origin, 50/50 shipping, etc. These reports and requirements can be monitored by the Office of Capital Development and the Controller's Office through review of vouchers submitted in substantiation of reimbursement requests.
USAID has developed standard bid documents which will be used for all direct procurement from abroad. Specifications will be prepared by the NCDS and reviewed by USAID engineers. When appropriate, AID/W assistance with specifications and procurement will be requrested. NCDS procurement and contracting procedures for local commodity purchases are described in detail in Section II.A.7 of this paper.
D. USAID Moniotring Responsibilities
The Mission is capable of adequately monitoring the loan.
1. The primary monitoring task will rest with the full time direct hire USAID community development advisor. His office is in the NCDS Central Office and he is in direct daily contact with the NCDS director and subordinate officials. He travels frequently to visit field offices, projects and inaugurations. He will assist with project implementation and call any problems to the attention of the appropriate USAID officers.
2. The Engineering the Transportation Division (ETD) of the Mission will work with NCDS to ensure that adequate maintenance of equipment is carried out and that competent equipment operators are selected. ETD will not generally review engineering plans, but will conduct spot checks of self-help projects and will routinely inspect any large dams which are constructed. ETD will also review NCDS plans of large bridges and dams, both to ensure completeness and to monitor the capabilities of the NCDS engineers and technical staff. (See Annex XnI).
3. The Mission Controller will assist NCDS as required, will ensure that adequate internal auditing and financial control methods are being used. The Controller will also review vouchers and reports submitted by NCDS to ensure that relevant provisions of the loan agreement and AID r'egulations are being met. 70)
4. The Mission Office of Capital Development (CAP) will responsibility have overall for loan monitoring and implementation and will coordinate the efforts mentioned above. In addition, CAP will assist NCDS procurement procedures with and will arrange for publicity as required in AID and Department of Commerce publications.
E. Reports The following reports will be required from the NCDS, in addition to any reports which AID may subsequently require. 1. Annual Reorts a. Auditreports as specified by the loan agreement. In any event, an annual audit of the DS Gene al .. . will be made and submitted to AID by the COB Auditor Quarterly Reports (may be combined when appropriate)
a. Progress reoort this report should be in sufficient to indicate detail inter alia the rate of processing of project requests; type and location number, of projects and requests; rate of progress on projects; and number of completed projects. b. NCDS Internal audit reports - this should include both NCDS general operations and project operations. c. NCDS financial statement - this should be in sufficient to extract detail relevant operating information and to project trends. d. Remort on Receivables Account - this will allow monitoring of NCDS follow-up on funds advanced for field operations and projects. e. Commodity purchases reort this should include information as appropriate on amounts obligated and disbursed for purchases, and what purchases were delivered.
F. Conditions and Covenants The following conditions and covenants are proposed for inclusion in the loan agreement.
1. Conditions Precedent to Disbursement
a. The NCDS will establish prior to initial maintain disbursement, and in effect throughout the disbursement period of internal audit, the loan such purchasing and warehousing procedures as are satisfactory to AID. 71) b. The &CDS will establish prior to initial disbursement, maintain in effect and throughout the disbursement period of the loan procedures and such arrangements for utilization and maintenance of NCDS equipment as are satisfactory to AID. 2. Covenants
a. The Government of Bolivia shall continue to provide financial support during the disbursement period of the loan at a level adequate to pay the salaries of NCDS employees and to meet the costs of all NCDS administrative support not otherwise covered by the loan program or other funding sources. b. The NCDS will initiate steps to engage an outside consultant for evaluation assistance on terms and conditions satisfactory to AID within three months after the loan agreement is 3igned, and will have said consultant working on his assignment within nine months after the loan agreement is signed, unless AID shall otherwise agree in writing. C. Annually the NCDS and the USAID will conduct review of the progress a joint of the program, including the extent which implementation to targets were met and an analysis unusual problems of any or delays encountered during the year. 72)
,J"ECTLON IV. E.NVIHONMNT Environmental Determination The USA!D Capital Assistance Committee has determined that this proposed loan program does not qualify as a project with a significant environ mental impact based on the following conclusions: a. Since this loan will provide financing for community self-help the projects, environmental implications, if any, will be the result third of second or level actions, removed in time and space from the to the NCDS. initial lending The environmental implications therefore will be if not difficult, impossible, to predict. It is presumed that a detailed of the environmental analysis impact of the ultimate self-help projects cannot be determined and, therefore, should not be required. b. There is in any event little immediate danger of significant environmental adverse impact from this loan program at the present stage of Bolivian development. Distances are great, the land underpopulated is generally and the projects proposed for financing under this are bound to loan be very small by the standards of more developed naticns. c. It is considered, however, that the inclusion loan agreement of a clause in the which calls environmental considerations to the attention of the NCDS would have a hortatory effect. This will be done. UNCLASSIFIED AMD-DI./P-lO31 /A ANNEX I Page 1 of 2
DRAFT LOAN AUTHORIZATION
Provided from: Alliance for Progress Funds BOLIVIA: Ruma.1 .Comunit~s.Deyeiol~ent
Pursuant to the authority vested in the Deputy U.S. Coordinator, Alliance for Progress, by the Foreign Assistance Act of 1961, as amended, and the delegations of authority issued thereunder, I hereby authorize the establishment of a loan ("Loan"), pursuant to Part I, Chapter 2, Title VI, Alliance for Progress, to the Government of Bolivia ("Borrower") of not to exceed three million United States dollars ($3,000,000) to assist in financing the United States dollar and local currency costs of the Community Development Program administered by the t Borrower s National Community Development Service (NCDS). The Loan shall be subject to the following terms and conditions:
1. Interest and Terms of Repayment.
Borrower shall repay the Loan to A.I.D. in United States dollars within forty (40) years from the date of the first disbursement under the Loan, including a grace period not to exceed ten (10) years. Borrower shall pay to A.I.D. in United States dollars on the disbursed balance of the Loan interest at the rate of two percent (2%) per annum during the grace period and three percent (3%) per annum thereafter.
2. Other Terms and Conditions.
(a) Except for marine insurance and ocean shipping, goods and services financed under the Loan shall have their source and origin in Bolivia and countries included in A.I.D. Geographic Code 941. Marine ineurance financed under the Loan shall have its source and origin in Bolivia or any country included in A.I.D. Geographic Code 941, provided, however, that such insurance may be financed under the Loan only if it is obtained on a competitive basis and any claims thereunder are payable in convertible currencies. Ocean shipping financed under the Loan shall be procured in any country included in A.I.D. Geographic Code 941.
(b) United States dollars utilized under the Loan to finance local currency costs shall be made available pursuant to procedures satisfactory to A.I.D.
(c) Prior to any disbursement of loan funds or the issuance UNCIASSIFIED ANNEC I Page 2 of 2
of a Letter of Commitment under the Loan Borrower shall submit evidence in form and substance satisfactory to A.I.D. that:
(i) the NCDS will establish prior to initial disbursement, and maintain in effect throughout the disbursement period of the loan such internal audit, purchasing and warehousing procedures as are satisfactory to AID.
(ii) the NCDS will establish prior to initial dis bursement and maintain in effect throughout the disburse ment period of the loan such procedures and arrangements for utilization and maintenance of NCDS equipment as are satisfactory to AID.
(d) Borrower shall covenant that:
(i) the Government of Bolivia shall continue to provide financial support during the disbursement period of the loan at a level adequate to pay the salaries of NCDS employees and to meet the costs of all NCDS administrative support not otherwise covered by the loan program or other funding sources.
(ii) the NCDS will initiite steps to engage an outside consultant for evaluation assistance on terms and conditions satisfactory to AID within three months after the loan agreement is signed, and will have said consultant working on his assignment within nine months after the loan agreement is signed, except as AID shall otherwise agree in writing.
(e) This Loan shall be subject to such other terms and conditions as A.I.D. may deem advisable.
Deputy U.S. Coordinator
Date UNCLASSIFIED AD-DLC/P- 1031 ANNE( II Page I of 1
CETIFICATION PURSUANT TO SECTION El1 (e) OF THE FOREIGN ASSISTANCE ACT OF 1961, AS AMDEND
I) Edward W. Coy, the principal officer of the Agency for International Development in 3olivia, having taken into account among other factors the maintenance and utilization of projects in Bolivia previously fi nanced or assisted by the United States, do hereby certify that in my judgement Bolivia has both the financial capability and human resources capability to effectively maintain and utilize the capital assistance project: RURAL COM4UNITY 'DM=OPNENT.
This certification is based, inter alia, on the Government's and the National Community DevelopmentSevce s performance in the execution of a ccmparable community development project financed by A.I.D. Loan 511-L-038.
Edward W. Coy Director USAID/Bolivia UNCLASSIFIED AID-D/P-103l ANNEX III Page 1 of 14 CHECKLIST OF STATUTORY CRITERIA
(Alliance for Progress)
The following abbreviations are used:
FAA - Foreign Assistance Act of 1961, as amended.
App.- Foreign Assistance and Related Agencies Appropriations Act, 1971.
MMA - Merchant Marine Act of 1936 as amended.
COUNTRY PERFORMANCE
Propress Towards Country Goals
1. FAA 208; 251 (b)
A. Describe extent to which country is:
(i) Making appropriate efforts to Bolivia 's making appropriate increase food production and efforts with respect to food improve means for food storage and production, storage, and distribution. distribution. AID Loan 511-L-042 will contribute to these efforts.
(2) Creating a favorable climate The GOB program emphasizes for foreign and domestic private creation of a favorable climate enterprise and investment, for selected foreign and domestic private enterprise and investment. They are seeking special exemptions within the Andean Common Market for certain investments.
(3) Increasing the public's The Government continues to role in the developmental take an active role in the process. developmental process, and in so doing to increase popular participation. (4)(a) Allocating available The Government appears to be budgetary resources to de- allocating as much as it is velopment. able to development. UNCLASSIFIED ANNEX III Page 2 of 14 (b) Diverting such resources The Government does for unnecessary military not ex- make unnecessary military penditu.re (See also Item No. 16) expenditures and does and intervention in affairs not intervene in the affairs of other free of and independent other nations. nations. (See also Item No. 14). (5) Willing to contribute funds The government through to the project or program. the National Community Development Service budget will con tribute funds directly to this project. (6) Making economic, social The and political government is making reforms such as these efforts. tax collection improvements and changes in land tenure arrangements and making progress toward respect for the rule of law, freedom of expression and of tht press and recognizing the importance of individual freedom, initiative, and private enterprise. (7) Adhering to the principles The government adheres of the Act to of Bogota and Charter these principles. of Punta del Este. (8) Attempting to repatriate Bolivia has urged repatriation capital invested in other of capital invested in other countries by its own citizens, countries by its own citizens, and is considering active measures to accomplish such repatriation. (9) Otherwise responding to the The vital government seems to economic, political, and be social doing this in an loncerns of its people increasingly and demonstrating effective a clear manner. determination to take effective self-help measures. UNCLASSIFIED ANNEX III Page 3 of 14 B. Are above factors taken into Yes. The above factors account in the are furnishing of taken into account in the the subject assistance? furnishing of the subject assistance. Treatment of U.S. Citizens 2. FAA. 620(c). If assistance is to The government is not known government, is the government to be indebted to any liable as detbr U.S. or unconditional citizen for goods or guarantor services on any debt to a U.S. furnished or ordered. citizen for goods or services furnished or ordered where (a) such citizen has exhausted avail able legal remedies and (b) debt is not denied or contested by such government? 3. FAA. 620(e)(1). If assistance is The previous government of to a government, has it (including Bolivia nationalized two government agencies or subdivi- United States mining firms. sions) taken any action which has the However, steps have been effect of nationalizingexpropriating, or are being taken to or otherwise seizing ownership or realize prompt, adequate control of property of U.S. and effective compensation citizens or entities beneficially to the f'omer owners. owned by them without taking steps to discharge its obligations toward such citizens or entities? 4. 6 FAA. 20(o); Fishermen's Protec- Not applicable. tive Act.5. If country has seized, or imposed any penalty or sac.on against, any U.S. fishing vessel on account of its fishing activities in international waters.
a. has any deduction required by Fishermen's-Protective Act been made?
b. has complete denial of assistance been considered by AID Administrator? UNCLASSIFIED ANNEX III Page 4 of 14 Relations with U.S. Government and Other Nations
5. FAA. 620(d). If assistance is for any Not applicable. productivw enterprise which will compete in the U.S. with U.S. enterprise, is there an agreement by the recipient country to prevent export to the U.S. of more than 20% of the enterprise's annual production during the life of the loan? 6. FAA. 620(-A). Has the country permit- The government of Bolivia has ted, or failed to take adequate measures taken adequate measures to to prevent, the damage or destruction prevent the damage or destruc by mob action, of U.S. property? tion by mob action of U.S. property whenever possible. 7. FAA. 620(1). if the country has failed The government has instituted to institute the investment guaranty the investment guarantee program for the specific risks of ex- program. propriation, in convertibility or con fiscation, has the AID administra tion within the past year considered denying assistance to such government for this reason? 8. FAA. 6 20(a). Is the government of Bolivia is not in default the recipient country in default on in payment of principal and interest or principal of any AID interest on any AID loan loan to the country? within the meaning of FAA 620(q). 9. FAA. 620(t). Has the country severed Bolivia has not severed diplomatic relations with U.S.? If so diplomatic relations with have they been resumed and have new U.S. bilateral assistance agreements been negotiated and entered into since such resumption? 10. FAA. 6 20(u). What is the payment Within the meaning of 620(u) Bo status of the country's U.N. livia is delinquent in obligations? the amount of $47,671 with respect to its U.N. dues obligations. However, the Administrator recently approved the OYB for Bolivia, and Bolivia's status with respect to its U.N. obligations was one of the factors which the Administrator took into account in his decision to continue to furnish assistance to Bolivia. UNCLASSIFIED ANNEX III Page 5 of 14 If the country is in arrears, were such arrearage taken into account by the AID Administrator in determining the current AID Operating Year Budget?
11. FAA. 620(a). Does recipient No, the recipient country country furnish assistance to Cuba, does not furnish assistance, or fail to take appropriate steps nor fail to take appropriate to prevent ships or aircraft under steps to prevent ships or its flag from carrying cargoes aircraft under its flag from to or from Cuba? carrying cargoes to or from Cuba. 12. FAA. 620(b). If assistance is to Bolivi3 is not controlled by a government, has Secretary of the international Communist State determined that it is not movement according to the controlled by the international Secretary of State. Communist movement.
13. FAA. 620(f). Is recipient country No. Bolivia does not have a a communist country? Communist government.
14. FAA. 620(i). Is recipient country No. Bolivia is not engaged in any way involved in (a) subversion in these activities. of, or military aggression against, the U.S. or any country receiving U.S. assistance, or (b) the planning of such subversion or aggresion.
6 15. FAA. 20(n). Does recipient country No, the recipient country furnish goods to North Viet-Nam or does not furnish goods to permit ships or aircraft under its North Viet-Nam nor flag to carry cargoes to or from permit ships or aircraft North Viet-Nam? under its flag to carry *16. FAA. 481. (See P. 14 Annex III) cargoes to or from North Viet--Nam. Military Expenditures
17. FAA. 620(s). What percentage 12% of the FY 70 budget was of country budget is for mili- for military expenditures. tary expenditures? How much $1,000,000 in foreign exchange of foreign exchange resources was spent on military equipment is spent on military equipment? during the last 18 months. How much is spent for the purchase Bolivia has not purchased any of sophisticated weapons system? sophisticated weapons systems. (Consideration UNCLASSIFIED of these points ANNEX III is to be coordinated with the Page 6 of 14 Bureau for Regional Coordinators and Military Assistance Staff (PrC/nc).
CONDITIONS OF THE LOAN
General Soundness
18. FAA. 201d). Information and con- The loan terms are reason clusion on reasonableness and le- able and consistent with gal.ity (under laws of country and United States and Bolivian U.S.) of lending and relending laws. terms of the loan.
19. FAA. 251(b)(2), 251(e) The borrower has made an Information and conclusion on application for loan funded activity's economic and tech- assistance in this activity nical soundness. If loan is not and there have been assur made pursuant to a multilateral ances that the funds will be plan, and the amount of the loan used in an economically and exceeds $100,000, has country technically sound manner. submitted to AID an application for such funds together with as surances to indicate that funds will be used in an economically and technically sound manner? 20. FAA. 251(b). Information and There are reasonable prospects conclusion on capacity of the of repayments. SEE Annex IX country to repay the loan in- for further discussion. cluding reasonableness of re payment prospects. 21, FAA. 611(a)(1). Prior to signing Since these funds will be used of loan will there be (a) engineer- to finance self-help projects ing, financial, and other plans over the next three years, not necessary to c.rry out the assist- all engineering, financial, and ance and (b) a reasonably firm other plans have as yet been estimate of the cost to the U.S. prepared. However, the NCDS of the assistance? will prepare these plans as necessary prior to disbursement. A firm estimate of the cost to the United States of this activity has been obtained. UNCLASSIFIED ANNEC III Page 7 of 14
22. FAA. 61i(ai(2). If further leg- No further legislative action lalative action is required in Bolivia is required for within recipient country, what implementation of this project. is basis for reasonable expec tation that such action will be completed in time to permit or derly accomplishment of purposes of loan?
6 23. FAA. 11(e). If loan is for capital Se-- Annex VII. assistance and all U.S. assistance to project now exceeds $1 million has Mission Director certified the country's capability effectively to maintain and utilize the project?
24. FAA 251(b). Information and con- Financing for this activity is clusion on availability of financing not available from other free from other free - world sources, world sources, including including private sources within private sources within the the United States. United States, on feasible terms. Loan's Relationship to Achievement of Country and Regional Goals
25. FAA. 207; 251(a). Extent to which This loan will contribute assistance reflects appropriate directly to the objectives emphasis on: (a) encouraging de- reflected in items (a), velopment of democratic economic, (b), (c) and (d). political and social institutions; (b) self-help in meeting the country's food needs; (c) improving availability of trained manpower in the country; (d) programs designed to meet the country's health needs, or (e) other important areas of econ omic, political, and social de velopment, ihcluding industry; free labor unions, cooperatives, and voluntary agencies; transport ation and communication; planning and public administration; urban development; and modernization of existing laws. UNCLASSIFIED ANNEX III Page 8 of 14 26. FAA. 209. Is project susceptible This project could of execution as part of regional not be project? carried out as part of a If so why is project regional not so executed? project since it is designed specifically to promote Bolivian community development. 27. FAA. 251(b)(3). Information and This activity conclusion on activity's relation- has broad sig nificance with regard to ship to, and consistency with, the long range objectives of other development activities, and its contribution integrating the campesino to realizable long- into the range objectives. national economic, social and political life, and strengthening the economy. 28. FAA. 251(b)(7). Information and This project should conclusion on whether or not the contribute to the achievement of self activity to be financed will con- sustaining growth since tribute to the achievement it of self- will provide impulse sustaining growth. to the rural sector. 29. 8 FAA. 2 1(a). Describe extent to which the The basic emphasis of this loan will contribute to loan the objective is aimed at the stated of assuring maximum objective participation through community in the task of econ- development. omic development on the part of the people of the country, through the encouragement of democratic, private, and local governmental institutions. 30. FAA. 281(b). Describe extent The program to which program recognizes directly the recognizes and utilizes particular needs, desires, and the needs, desires capacities of the and people of the capacity of country; utilizes the rural the country's population as intellectual resources its to encourage motivating force. institutional development; and supports civic -education and training in skills required f6r effective participation in governmental and political processes essential to self government. UNCLASSIFIED ANNEX III Page 9 of 14 31. FAA. 601(a). Information and con- This clusions whether loan should do all loan will encourage of these things with efforts of the country to: the (a) increase exception of (a) and (f). the flow of international trade; (b) foster private initiative and competi tion; (c) encourage development and use of cooperatives, credit unions, and savings and loan associations; (d) discourage monopolistic practices; (e) improve technical efficiency of industry, agriculture, and commerce; and (f) strengthen free labor unions. 32. FAA. 619. If assistance is for newly Not applicable. independent country, is it furnished through multilateral organizations or plans to the maximum extent appropriate? 33. FAA. 251h). Information and con- Activity is consistent clusion on whether with the activity is such findings and recom consistent with the findings and re- mendations. commendations of the Inter-American Committee for the Alliance for Progress in its annual review of national development activities. 34. FAA. 21(g). Information and This loan will indirectly conclusion on use of loan to benefit assist in promoting the cooperative the cooperative movement in Bolivia through movement in Latin America. the encouragement of self help and self reliance in the campesinos. 35. FAA.209251(b)(8). Information By strengthening the and conclusion whether economic, assistance social and political base will encourage regional develop- of the large rural population, ment programs, and contribute to the capacity of Bolivia to the economic and political participate integration-of Latin in regional Amer.qa. activities will be enhanced. UNCLASSIFIED ANNEX III Page 10 of 14 Loan's Effect on U.S. and AID Program
36. FAA. 251(b)(4); 102. The loan will have no fore Information and conclusion on seeable unfavorable effect possible effects of loan on U.S. on the United States economy. econoqr) with special reference Some U.S. products will be to areas of substantial labor imported. surplus, and extent to which U.S. commodities and assistance are furnished in a manner consistent with improving the U.S. balance of payments position.
37. FAA. 601(b). Information and con- There will be U.S. private clusion on how the loan will en- sector participation in this courage U.S. private trade and project to the extent that investment abroad and how it will some of the loan proceeds encourage private U.S. participation will be used to buy materials in foreign assistance programs from U.S. sources. (including use of private trade channels and the services of U.S. private enterprise).
38. FAA. 601(d). If a capital pro- Professional advisory services ject, are engineering and pro- of U.S. firms will be utilized fessional services of U.S. firms to the maximum extent and their affiliates used to the consistent with the needs of maximum extent consistent with the project. the national interest?
39. FAA. 602. Information and U.S. small businesses will be conclusion whether U.S. small invited to participate when business will participate appropriate. equitably in thefurnishing of goods and services financed by the loan.
40. FAA. 620(h). Will the loan No, the loan will not promote promote or assist the foreign or assist the foreign aid aid projects or activities'bf projects or activities of the Communist-Bloc countries? the Communist-Bloc countries. UNCLASSIFIED ANNEX III Page U of 14 41. FAA. 621. If technical assist- Technical assistance will be ance is financed by the loan, provided by private sector information and conclusion groups. whether such assistance will be furnished to the fullest ex tent practicable as goods and pro fessional and other services from private enterprise on a contract basis. If the facilities of other Federal agencies will be utilized, information and conclusion on whether they are particularly suitable, are not competitive with private en terprise, and can be made avail able without undue interference with domestic programs.
42. FAA. 252(a). Total amount of About $2.2 million money under loan of the which is going loan will be used directly to finance to private enterprise, procurement is from private going to intermediate credit sources. institutions or other borrowers for use by private enterprise, is being used to finance imports from private sources, or is otherwise being used to finance procurement from private sources.
Loan's Compliance with Specific Recuirements 43. FAA. 201(d). Is interest rate Yes. of loan at least 2% per annum during grace period and at least 3% per annum thereafter? 44. FAA. 6 0 8 (a). Information on The Mission will ensure that measures to be taken to utilize U.S. government the Borrower is apprised of excess per- the availability of sonal property excess in lieu of the U.S. Government property procurement ot new and items. that the Borrower purchases that property which fits its needs. UNCLASSIFIED ANNE III Page 12 of 14 45. FAA. 604(a). Will afl commodity Yen. Code 941, U.S. and procurement financed under the Bolivian loan sources will be be from U.S. except as other- used for procurement. wise determined by the President? 46.. FAA. 604(b). What provi'sion is Any bulk commodities made to prevent which financing corn- may be procured will modity procurement be in bulk at subject to the bid prices higher than adjusted U.S. procedureb market price?
47. FAA. 6o4(d). If the host country discriminates In the unlikely event that against U.S. marine Bolivia discriminates insurance against companies, will loan any U.S. agreement require marine insurance that marine company, commodities purchased insurance be placed in the U.S. with loan funds will be on commodities financed by the insured loan? against risks with a U.S. company as required by this section. 48. FAA. 6 04(e). If off-shore pro- Not applicable. curement of agricultural commodity or product is to be financed is there provision against such procurement when the domestic price of such commodity is less ,banparity? 49.. FAA. 611(b); Av. 101. If loan Not applicable. finances water or water-related land resource construction project or program, is there a benefit-cost computation made, insofar as practicable, in accordance with the procedures set forth in the Memorandum of the President dated May 15, 1962.
50. FAA. 611(c). If contracts for con- Not applicable. struction are:to All con be financgd; what struction will be provision will self be made that they help by the local communities. be let on a competitive basis to maximum extent practicable? UNCLASSIFIED ANNEX III Page 13 of 14 51. FAA. 620(g). What provision is Assistance will not be there against use of subject as- used to compensate owners sistance to compensate owners for for expropriated or expropriated or nationalized nationalized property: property? 52. FAA. 612(b); s 636(h). Describe The GOB will pay all NCDS steps taken to assure that, to the salaries. No Bolivian maximum extent possible, the pesos owned by the U.S. country is contributing local cur- are available for riencies to meet the cost of con- financing this project. tractual and other services and foreign currencies owned by the U.S. are utilized to meet the cost of contractual and other services. 3. App. 104. Will any loan funds be No loan funds will be used used to pay pensions, etc., for to pay pensions for military military personnel? personnel. 54, App. 106. If loan is for capital Since the loan funds will be project, is there provision for used for self-help projects AID approval of all contractors AID will not approve and contract terms? contractors or contract terms.
55, Avp. 108. Will any loan funds be No. used to pay U.N. assessments?
56. A-m. 109. Compliance with reg- Will comply. ulations on employment of U.S. and local personnel for funds obligated after April 30, 1964 (Regulation 7). 57. FAA. 636(i). Will any loan funds No. Any motor vehicles be used to finance purchase, long- needed will be imported term lease, or exchange of motor from the United States, unless vehicle manufactured outside the, other procurement is United States, or any guarahty ot" authorized. such a transaction? 58. Am, 1401. Will any loan funds No funds will be used for be used for publicity or pro- publicity purposes within paganda purposes within U.S. the U.S. not authorized by the Congress? UNCLASSIFIED ANKE( III Page 14 of 14
59. FAA. 620(k). If construction of No. production enterprise, will aggregate value of assistance to be furnished by U.S. exceed $100 million?
60. FAA. 612(d). Does the U.S. own U.S. excess does not own excess foreign currency and, if so, foreign currency in Bolivia. what arrangements have been made for its release? 61. MMA. 9Ol.b. Compliance with require- Regulation will be complied ment that at least 50 per centum of with. the gross tonnage of commodities (computed separately for dry bulk carriers, dry cargo liners, and tankers) financed with funds made available under this loan shall be transported on privately owned U.S. flag commercial vessels to the extent that such vessels are available at fair and reasonable rates. * 16. FAA. 481. Has the government of The GOB is actively cooperating recipient country failed to take with USAID public safety advisors, adequate steps to prevent narcotic BNDD representatives and other drugs and other controlled sub- international agencies stances to take (as defined by the Compre- such steps as may be necessary hensive Drug Abuse Prevention and to controll durg traffic in Control Act of 1970) produced or Bolivia. processed, in whole or in part, in such country, or transported through such country, from being sold illegally within the Jurisdiction of such country to U.S. Government personnel or their dependents, or from entering the U.S. unlawfully? UNCLASSIFIED AZD-DLC/P-1031 AMRX IV Page I of 1
MINISTIY OF FINANCE BOLIVIA Bureau of External Finance No. 01-994 and Projects
La Paz, 27th March, 1972
Mr. Edward W. Coy Director of USAID/B La Paz
Dear Mr. Director:
Subject: Loan Request for Community Development
The Minister of Rural Affairs and Agriculture, through his memorandum P-342, has requested this office to lend assistance in obtaining a loan from your organization.
As the basis of his request, he stated that the National Community Development Service, which comes under his Ministry, has presented a three-year plan to invest economic resources in community develop ment projects, under the "self-help" philosophy, because Loan No. 511-L-038 will be fully disbursed in June of this year.
In view of the foregoing, in representation of the Government, I am pleased to formally request you to undertake the necessary measures to obtain from AID Washington a $US 3,000,000 loan for community development.
I wish to convey to you that the favorable consideration of this request would be greatly appreciated by the Government of Colonel Hugo Banzer Suarez, as an example of the spirit of cooperation of the government and people of the United States of America with the government and people of Bolivia.
Yours truly,
(signed) Lic. Edwin Rodriguez Aguirre Minister of Finance EXTERNAL FINANCING OF COM44UNITY DEVELOPMEIT PROJECTS
FY 1973 - 74 - 75
($8 000)
Major Field of Activity FY 1973 FY 1974 FY 1975 FY 73 - 75 FY-73-75 'tNumber of Ansount Number of Amount Number of Amount Number of Amount Amount In Sub-Activities Projects In $b Projects In Sb Projects In $b Projects In bus
Education 7 -1390 8 _74- 1,405 229 4,278 3
Engineering _.z 2.683 260 .3657 331 4847 80 l,187 Dams 13 1,300 18 1,800 23 2,31; 54 5,41 Dams (Diversion) 8 160 II 220 12 240 31 620 Reservoirs 9 27 13 39 15 45 37 111 Cutwaters 16 96 16 96 20 120 52 312 Canals 18 36 26 52 42 84 06 172 Siphons I 8 2 16 4 32 7 56 Wells 4 48 12 144 18 216 34 408 Bridges 7 224 13 420 21 680 41 1,324, Roads 34 85 37 93 37 93 108 271 Drainage Ditches II 33 12 36 12 36 35 105 Potable Water Projects 19 190 29 290 32 320 80 800 Hand Pumps 32 32 33 33 38 38 103 103 Windmills 17 204 19 228 28 338 64 770 Others 24 240 19 190 29 290 72 720
Health 32 446 25 340 -5 521 92 1,307 108,000
Agriculture & Cattle 238 1,156 _322 1,281 510 18 1 070 4 330 357,909 Silos 153 765 193 965 272 1,360 te- o-0 Sheeptolds 50 I00 100 200 205 410 285 710 Sheep dips 20 18 15 24 0 0 35 12 Stables 7 42 6 36 1O 60 23 138 Tree Nurseries 1 12 0 0 0 0 1 12 Tree & Fruit Nurseries 1 16 0 0 0 0 I 16 9anana Dehydrator 2 175 0 0 0 0 2 1"5 Pepper Dryers 4 28 8 56 23 163 35 247 _ I 0 950 8 666 2,195 21,102 1,743900 1 Grand Total 560 5,675 685
Source: General Plan of Activities In Program Flnncing for 3 years - July 1972 - June 1975 UNCLASSIID AI-DLC/P-1031 Annex VI Page 1 of 1
Estimate of Externally Financed (AID) Local Procurement for Projects
Estimated Dollar Categories of Peso Cost Equivalent* Percent of Proposed Procurement (in millions) (in millions) Total
1. Cement 6.0 .50 33.1
2. Tin roofing 3.0 .25 16.6
3. Wood (including school benches) 2.0 .17 ll.0
4. Tractor rental 1.5 .12 8.3
5. Reinforcing steel .6 .05 3.3
6. Pipe .5 .04 2.8
2.8 7. Doors and windows .5 .04
8. Hand pumps and windmills .5 .04 2.8
9. Stucco •3 .02 1.6
10. Miscellaneous (e.g. paint, wire, nails, fixtures) 3.2 .27 17.7 i8.,l 1.50 100.0
• converted at 12:1 - No dollar costs involved.
SOURCE: Compiled from NCDS Planning Information. UNCLASSIFIED AID-DWo/P-1031 Annex VII Page 1 of 2
EQUIFPIT LIST (PROPOSED,) A. Dollar Costs Ite Qsntty Bol.$b. Us$ Item Q ntity Costs Cost* 1. Four wheel drive station wagons 2 12,O00. 2. 1 1/2 Ton Pick-up trucks 22 132,000. 3. Jeeps 10 40,000.. 4. Six ton truck 1 6.5W0. 5. Eight ton dump truck 1 84000. 6. 125 c.c Motocycles 24 7,200. 7. Small tractor (agriculture) 1 23,000. 8. D.6. Tractor 1 35,000.. 9. Scarifier 1 2;500. 10. Mechanical shovel 1 35,000. 11. Mobile well-drillers 2 8OJOOO. 12. Cement mixers 2 181000. 13. Vibrators 2 4,o00. 14. Bits for drills 12 6,ooo. 15. Compressors 2 27.,000. 16. Shock hammers 2 2,000. 17. Tacklers 8 to 12 ton 4 12,000. 18. Plan copying machines 3 9,000. 19. Offset printing machines 1 15,000. 20. Sleeping bags 80 5,600. 21. Multicopiers 16 16,000. 22. Vehicle and radio maintenance equipment/machinery for training centers 54,200. 23. Tachymeters 10 15,000. 24. Sights for tachymeters 20 600. 25. Levels 10 10,000. 26. Sights for levels 20 600. 27. Typewriters 26 15,600. 28. Electric calculators 10 10,000. 29. Movie projectors 6 4,200. 30. Generators 6 12,000.- 31. Veterinary kits 24 24,OOO.
Sub-Total* $42,ooo.
B. Peso Costs 1. Clincmeters 24 2,880.- 24o. 2. Pocket slide rules 24 2,880.- 240. UNCLASSaII Annex VII Page 2 of 2
B. Peso Costs
Item Bol.$b. Us$ Qumntity Costs Cost
3. Compass sets 141 4. "Rotring" sets 8,1400.-70. 560.-O6720." Swivel arms 11400. - 1,200. 6. "T" and Square Rulers 20 3,600.- 300. 7. Drafting tables 223 13,20.- 1,100.- Desks 23,680.- 2,640. 9. Metal filing cabinets 20 60,OOO.- 10. Hand calculators 16 38,400.- 3,200.5,000. 11. Cartography sets 2 14, 0.- 1,200. 12. Air mattresses 12 4,320.- 360. 13. Field cots 80 14,400.- 1,200. 14. Rain clothes 128 23,1400.- 1,950. 15. Metal cash boxes 16 19,200.- 1,600. 16. Camera 1 2,1400. 200. 17. Tape recorder 1 2,100.- 200. 18. Public address system 2 24,000.- 21000. 19. Miscellaneous (kerosene and electric heaters, cooking sets, compasses, sewing and knitting machines, car pentry equipment, etc) - 312,000.- 26,0oO. 20. Vehicle and radio maintenaace equip ment/training center machinery - 69,600.- MW
Sub-Total $668,280.- 55,690.-
GPMD TOTAL $697,690.
• converted at 12:1
Source: Compiled from NCDS Planning Information BUDGET FOR N.C.D.S. TIREE YEAR PROGRAM
External Financing (A.I.D.) Internal Financing (Community) Internal Financing (G.O.B.) $b. $b. $b. Total Total Description F.Y. 1973 F.Y. 1971, F.Y. 197(5 F.Y. 1973 F.Y. 197h F.Y. 1975 F. Y.1973 F.Y. 1974 F.Y. 1975 $b, US$ at $b 1 Project Costs Education 1,315,004 1,275,000 1,105,000 2,280,000 2,285,000 2,020,000 - - - 10,260,004 856,667 Engineering 2,480,000 3,056,500 3,832,500 6,613,000 8,120,000 10,077,500 - - - 34,179,500 2,848,292 Health 445,508 340,500 421,000 824,500 629,500 779,000 - - - 3,440,008 26,667 Agric. & Cattle 1,131,500 1,180,500 1,492,708 1,155,500 1,198,500 1,4 2000 - - - 7,650,708 637,559 5,372,012 5,852,500 6,851,208 10,873,000 12,233,oo 14,368,500 - - - 55,55o,220 9._I,6- Training 7321000 840000 98,000 .... - - - 2,520,000 210,tY Technical Assistance 540.000 540.000 180,000 ------1,260,000 105000 Administration Commun. & Utilities 45,000 50,000 60,000 - - - - - 155,000 12,917 Publicity & Printing B4,000 34,000 38,000 ------106,000 8,833 Transport & Travel 370,000 395,000 460,000 - - - - - 1,225,000 102,083 Insurance 25,000 25,000 30,000 ------80,000 6,667 Rent 95,068 100,068 105,068 ------300,204 25,017 Maintenance Blgs. 3,332 32,332 32,332 - - - - - 87,996 7,333 Bank Charges i0,000 11,00OO 11,000 - - - - 32,000 2,667 Materials & Supplies 125,000 155,000 165,000 - - - - 445,000 37,083 General Services 30,000 30,000 30,000 . - - - - 90,000 7,500 Maint. Vehic. & Equip. 566,932 596,932 626,932 - - - - - 1,790,796 149,233 Training 460,000 490,000 510,000 - - - - - 1,460,000 121,667 Salaries - - - 4,500,000 4,700,000 4,900,000 14,100,000 1,175,000 Entertainment - - - - - 18,000 18,000 18,000 54,000 4,500 Port Charges FFP ------30,000 30,000 30,000 90,000 7,500 Overtime - - - - - 6,000 6,000 6,000 18,000 1,500 Local Sales Tax ------100,000 100,000 100,000 300,000 25,000 Miscellaneous - - - - - 26,000 26,000 26,000 78,000 6,500 1,784,N32 1,919,332 2,068,332 -',68ot000 4,8860,000 5,080,000 20,411,99b 1,701,000 Equipment 6,163 WO 260,000 1,94 ,O0 .. - - ,372,280 697,690 GRAND TOTALS 14,592,224 9,411,832 11,995,940 10,873,000 12,233,000 14,368,500 4,680,000 4,880,000 5,080,000 88,114,496 7,342,tS75
Total $b 36,000,00 " Total $b 37,471r,500 Total $b 14,6h5,000 US$ Equiv. at $b12 - 3,OOOOOO US$ Equiv. at $bl2 - 3,122,875 US$ Equiv. at *b12 - 1,220,000
Source: Compiled frm 1CDS Planning Information -R g0 -A PROFESSIONAL STAFF OF THE
NATIONAL COMMUNITY DEVELOPMENT SERVICE Years of Yearp of E4perlence Name Profess ion Title College in CD *
Office of the National Director
G. Ramirez Military National Director 4 (Military 3 Academy) A. Angulo Constructor National Supervisor 3 1 E. ZAratie Lawyer Evaluator 6 2 P. Rubie Financing Auditor 3 2 R. Zgrate Business Admin, Auditor 4 1 F. Abastoflor Lawyer Legar Advisor 6 1 11. Arauz Secretary Secretary 2 8
Office of General Administration
J. P. Abasto Lawyer General Administrator 6 1 R. Solares Secretary Secretary 1 2
Office of Financial Assistance
R. Hernandez Accountant Internal Auditor 4 2 M. Viilca Economist Accountant 3 7 E. Villarreal Bookkeeping Bookkeeper 1 6 J. Condori Bokkkeeping Boojkeeper 3 4 L. Tavera Bookkeeping Liquidator 2 4 N H. Velazques Secretary Liquidator 1 0 R. Velazco Cashier Cashier 1 1
•*) including predecessor and other agencies Years -f Years of Experience IName Profession Title College in CD * Office of Personnel H. L6pez B. I. B. M. Personnel Chief 3 Academy)(Military 1 C. Valdivia Secretary Personnel Control 1 1 Office of Procurement & Warehousing H. Velazco Military Chief of Procurement 4 (Military 1 E. Fuehtes Military Chief Academy) of Warehouse 4 (Military 7 i1. Molina Secretary Academy) Secretary 1 1 Office of Transportation Ho Ascarrunz Administration Chief of Transport 1 1
Department of Community Projects W. Aliaga Agronomist Chief Communal Projects 4 7
Division of Rural Engineering G. Quijarro Civil Engineer Chief Engineering Div. 5 J. Pacheco Architect 5 Asst. to Chief Eng. Div. 5 R. Coronel Civil Engineer 3 Irrigation Engineer 6 1 M. Candia H. Ernest Civil Engineer Irrigation Agronomist Specialist Engineerin Agr. 4 8 4 7 0fe
OD Years Name of Profession Years Title Collegeof Experience in CD * M. Chavez Civil Engineer H. Deheza Constructor 3 Civil Engineer Projects 6 G. Frfas Engineer 4 Civil Engineer Constructor 5 R. Quiroz 4 Constructor Constructor 6 J. Alborta Constructor 4 1 Chief Project Control L. de la Torre Architect 4 2 H. Maceda Constructor 4 Constructor Topographer 1 R. Ortega 4 1 Draftsman Draftsman 2 5
Division of Project Control W. Quir6z Agronomist Control 1 4 9 J. San Cristobal Agronomist Asst, Project Control 4 6 Department of Investigation and Training 0. Bustillo Proffesor Chief of Investigation 4 9 and Training Inv.
Division of Investigation G. Saravia Researcher Chief of Investigation R. Banegas Sociologist 8 V. Beltran Researcher I 2 Sociologist Sociologist 6 G. Quir6 z Sociologist 4 Researcher I 2 J. Quintela Political 2 6 Science Researcher 11 2 2
Divisicn of Training A G. Miranda Instructor in CD Chief of Training Dep. 7 0JJ
co Years of Years of bkperience Name Profession Title College in CD * L. Bedregal Agronomist Programmer T. Pefialoza 3 4 Instructor Instructor 14
Regional Offices
Achacachi V. Azuga Agronomist Regional Chief 5 A. Peia Agronomist 7 Regional Engineer 3 1 F. Lopez Constructor Projects Officer 3 G. Sanabria.it Topographer 4 Projects Officer 3 2 R. Flores Topographer Projects Officer 3 G. 3 Aranda Agronomist Production Administrator 3 5
Oruro L. Rios Agronomist Regional Chief 3 7 C. Le6n Agronomist Field Officer 3 L. Cuaquira Civil 8 Engineer Regional Engineer 4 1 R. Encinas Constructor Project Officer 4 2 E. Cope Topographer Project Officer 3 4
Patacamaya J. Mendoza Technician (Mechanic) Regional Chief J. Loza Engineer (Civil) Regional Engineer 6 39 G. Vera Agronomist Field Officer 3 1 B.3. BarronSanchez AgronomistSociologist Project Officer Assistant 3 15 a1 Years of Years of Experience Name Profession Title College in CD * Cochabamba R. -Ruis , Technician Regional Chief 2 6 J. Flores Civil Engineer Regional Engineer 6 1 E. Cand Agronomist Regional Agronomist 4 8 F. Flores Topographer Project Officer 3 2 E. Aguilar Constructor Project Officer 3 1
Potos { J. L6 pez Civil Engineer Regional Chief 3 8 W. Tellez Civil Engineer Regional Engineer 5 1 M. Castro Topographer Projects Officer 2 2 C. Tavera Agronomist Projects Officer A. Castillo 3 2 Agronomist Field Officer 3 R. Gutierrz- Agronomist 3 Administrator Asst. 3 1
Sucre
H. Sandi Agronomist Regional Chief G. Plata 6 1 Civil Engineer Regional Engineer 6 M. Abastoflor Topographer 1 Projects Officer 3 1 H. Siles Topographer Projects Officer 3 2 C. Sempertegui Agronomist Field Officer 3 4 J. Dalence Bookkeeper Administrator Asst. 3 1
Tarij a N J. Castellanos Economist Regional Chief 6 2 1 cOD Years of Name Profession Title Years of Experience College in CD * A. Molina Constructor Regional Engineer A. Aguirre Topographer 4 Project Officer 3 7 R. Oller Agronomist Field Officer Ruiz 3 6 C. Agronomist Field Officer 3 4 S. Ihiguez Bookkeeper Admin. Assistant 2 5
Santa Cruz W. Sandoval Agronomist Regional Chief 0. 4 7 Espinoza, Civil Engineer Regional Engineer J. 5 1 Fazzid Agronomist Field Officer C. Rios 4 2 Constructor Field Officer 4 A. Rivera Bookkeeper 1 Admin. Assistant 4 1
Area Operations Offices
Caranavi R. Torrez Technician OOA Chief 2 6 H. Albarracfn Constructor Project Officer 0. Montaijo 4 3 Agronomist Field Officer 3 R. Irigoyen Agronomist 3 Project Officer 3 5
Villa Tunari 0. PaZ Employee (Medicine) OOA Chief 3 J. Chirveches Agronomist 5 Field Officer 4 5 R. Paniagua Topographer Field Officer 3 2 0ON
&-t Years of U1me Profession Years of Experience Title College in CD *
Charagus
0. Smith Topographer OOA Chief 4 J. Orruel 8 Agronomist Project Officer 5 3
Trinidad A. Velasco Military Engineer OOA Chief 4 (Military 1 Academy) Regional Training Centers
Sucre (Rucchu) J. L. Hengel Instructor Director Traig. Center 1 1 J. Cors Instructor Instructor 1 E. Romero 3 Instructc, Instructor 1 2 L. Rojas Rosales Instructor Instructor 1 2 J. Pericon Instructor Instructor 1 1
La Paz (Pillapi)
J. Cuenca Instructor Director Trng. Center 1 4 H. Castro Mechanic Instructor 2 1
Cochabamba (Paracaya) H. Bustillos Instructor Director Trng. Center 1 6 N. Lulan Instructor Instructor 1 3 0. Saavedra Instructor Instructor 1 1 Years of Years of Experience Name Profession Title College in CD G. Covarrubias Instructor Instructor A. Villegas 1 6 Instructor Instructor 1 R. DIvila Instructor 1 Instructor i 1 M. Zapata Instructor Instructor 1 1
Santa Cruz (Muyurlna) R. Arce Instructor Director Trng. Center 1 J. Tola Instructor Instructor 1 3 G. Meriles LI Instructor Instructor 1 3 G. Justiniano Agronomist Instructor L. Valverde 3 2 Instructor Instructor 1 J. Foronda Instructor 1 Instructor 1 1
Source: Compiled from NCDS Personnel Records
I OD T RA N S LA T I 0 N GUIDE PRO-ECTOS TERMINADOS A MARZ0 1972 PROJECTS COMPLETED AS OF MARCH 197.2 PROYECTOS EN FJECUCION MARZO 1972 PROJECTS IN EXECUTION AS OF MARCH 1972 Aporte Comunal Aporte Contribution by Community Programa No. Localidad Tipo de Proyecto Mat y Ot. Efectivo Total Contribution No. of Locality Type of Project Materials Total & Othqr Cash Total by Program Total Project
Locality is name 61 town or area and cannot be translated.
TIPO DE PROYECTO TYPE OF PRJECT
EDUCACION EDUCATION Adq. Bancos-Est. Adquisicion Procurement of school benches pupitres Procurement Ampliacion of school desks escuela Expansion Ampliaci6n Oolegio of school facilities Expansion of highschool Ampliaci6n Normal facilities Expansion of teacher's college facilities Const. Bancos Esc. Manufacture Const. of school benches Coleg. See. Construction Const. of highschool Esc. E-30 Construction Const. of one-room school Esc, E-60 Construction Const. Esc. E-120 of two-room school Construction of Const. Col. See. Laboral four-room school Construction of highschool Const. Comedor Est. for laborers Construction of Const. Inst. Euc. Ffsica school cafeteria Construction of Institute for Const. Inst. Musical Physical Uducation Construction of Music Institute Concl. Nucleo Esc. Completion of Const. Taleres school nucleous Construction of workshops Dotac. Bancos Esc. Supply of school benches Term. Esc. E-30 Completion of School E-30 t I A3 110 JCIASSIFIED ANNEX X Page 2 of 29 TiH DE PiOYEM TYPE OF PRECT SALUD .HULTH Ampl. Puesto Medico Expansion of medical post facilities Capt. Aguas Potables Potable water system Concl. Posta Sanit. Completion Sanitary Post Cantro Quirtrgico Const. Surgical Center Est4nque Agua Construction Const. 2 estanques of water storage tank Construction of 2 water Const. Hospital storage tanks Hospital construction Const. Letrinas Construction of Const. pozo c/bomba latrines Construction of water Const. puesto medico well with pump Construction of medical Const. Puesto Sanitario post Construction Sanitary Post. Instal. Boinba Manual Installation of hand water pump Puesto Mdico Puesto Sanitario Medical Post Sanitary Post Term. Puesto Salud Completion Health Post. INGENIERIA ENGINEERING Apert.. Camino Carr. Opening of road Canal Colector Collecting Const. channel Aceqha Riego Construction Const. irrigation channel Cami. Carr. Construction Const. of road Canal Riego Construction Const. Defensivos . irrigation channel Construction of river defense Const. Galerfa Filtr. works Construction of filtrating Const. Pont6n gallery Construction of Const. Puente 20 mts. log bridge Construction of bridge Const. Pte. Colgante 20 mts. Construction of Suspension Const. Tajamar bridge Construction of dike Const. TomA,Canal Construction of channel intake UNCIASSIFIED ANNE X Page 3 of 29 Construction of "oroya" (basket hanging from rope bridge for transportation across a river) Defensivo rio River defense works Empedrado calles y P. Cobble stone paving Bk-pedrado plaza of streets and plazas Cobble stone Estanque de agua paving of plaza Water storage Electrificacion tank Electrification Obra Toma y Conduc. Electric lines for end use distribution Postaci 6 n Alambrado Electric poles Refac. Camino Carre. Road repair Tendido lfne telefo. Installation of telephone lines. AGROPECUARIA AGRICULTURE AND CATTLE Const. Bafio Antisar. Const. Apriscos Construction of shipdips Construction Curs illo Ganadero of shipfolds Seminars on livestock. LqjCOASSIFIED ANNEX X PROYECTOS TM411ADOS A, M A R Z 1972 Page 4 of 29
ED U CA C 1ON
No. Localidad Aporte Comunal . Tipo de Proyeetos Mat. y Ot. Efectivo Aporte T o t a 1 Programa T o t a 1 GOA - BELEN 356 P rani Const. Esc. E-30 596 3,860.00 1,600.OO 5,460,00 6,203.62 Corpaputa Const. Esc. E-60 29,133.40 11,663.62 471 Beln 29,133.40 A.P.L.P. 29,133.40 Const. Inst. Agrfc. 33,118.00 4,789.25 583 Ancoraimes 37,907.25 35,876.05 73,783.30 Adquisici6n Bancos 78.00 1,596.00 1,674.00 1,264.OO 2,938.00 10 570 Chua Visalaya 522 Viacha . Const. Esc. °-120-SD 26,804.90 6,950.00 Const. Esc. E-30 6,959.87 3,500.00 33,754.90 25,778.07 59,532.97 240 Isla Yumani (CHI) Const. Esc. E-60 10,459.87 8,540.70 19,000.57 13,989.65 2,500.00 16,489.65 7,729.34 406 Chojfiacollo (CHI), Const. Ese. E-120 24,218.99 25,503.00 10,000.00 35,503.00 21,157.35 571 Janko Asaya Const. Nucleo 6 Aulas 56,660.35 166 48,766.50 - 48,766.50 29,097.90 Chirioco (CHI) Const. Esc. E-30 3,442.50 77,864.40 2,515.00 5957.50 6,524.22 12481.72
191,655.82 33,450.25 225,106.07 142,164.25 367,270.32 OOA - CARABUCO 71 Huyo Huyo Const. Ese. E-120-SD 37,259.70 6,000.00 43,259.70 24,458.25 273 Sisasani Const. 67,717.95 Esc. E-30-V 8,071.04 2,000.00 10,071.04 224 Jupi Caramuri Const. Esc. 9,023.76 19,094.80 13 285 Tahata E-30-V 8,358.12 1,500.00 9,858.12 Const. Esc. E-30-V 8,669.82 9,500-90 19,359.02 3,000.00 11,669.82 8,321.27 19,991.09 334 Machacamarca Const. Esc. E-30-V 5,765.82 2,500.00 8,265.82 7,959.95 214 Aguallan Const. Esc. E-30-V 16,225.77 7,657.36 2,500.00 10,157.36 9,886.71 239 Llacharapi Const. Esc. E-30-V 20,044.07 10,266.16 1,750.00 12,016.16 8,147.12 220 0mocuyo Const. Esc. E-30-V 20,163.28 9,599.49 1,500.00 11,099.49 8,246.76 278 Jichuri Const. Esc. E-30-V 19,346.25 5,093-00 3,500.00 8,593.00 6,893.69 4 Carabuco Const. Esc. E-90 20,310.90 15,486.69 60 5.000.00 25,310.90 14,230.07 39,540.97 Villa Gran Puni Const,. sc. E-30-V 6,820.32 191 PampJasi 2,350.00 9,170.32 6,476.72 15,647,O4 Const. Esc. E-60-V 9,157.20 8,000.00 277 17,157.20 12,912.34 30,c.69.54 CoJata Pampa Const. Est. E-30-V 6,557.92 3000.00 9,557.92 61358.98 15916.90 143,56.55 42,600.00 156,156.55 132 416.52 318,603.37 UNCIABIFIED ANNEX X Page 5 of 29
Aporte 2omunal Aporte No. Localidad Ti-po le Proyectos Mat. y Ot. -'ectfvo T o t a 1 Progra a T o I a 1
OOA - CALACOTO 426 Choque Pujio Const. Esc. E-30-V 7,640.73 4 , 80.0 12,440.70 10,430.75 4 22,871.44 479 Stgo. de Machaca Const. Ese. E-60-V 9,581.00 7,00.00 17,281.00 13,934.32 31,215.30 431 Okoruro Const. Esc. E-60-V 15,684.44 2,335.00 18,019.44 15,307.91 33,327.35 445 Laguna Blanca , "Const. Esc. E-30 5,106.00 3,000.00 8,106.oo 7,567.28 15,673.28
38,012.14 17,835.00 55,847.14 47,240-23 103,37.37 OOA - PATACAMAYA 261 Caluyo Const. Esc. E-60 6,535.50 6,886.00 13,421.50 9,372.74 22,794.24 380 3 Sica Sica Const. Col. Secundario 27,635.00 28,000.00 55,635.00 34,329.36 89,964.36 480 Achica Arriba Const. Esc. E-60-V 7,906.00 7,238.60 15,144.60 14,101.43 29,246.03
42, 076.5C 42,124.6G 84,124.60 57,803.53 142,04.63
OOA - YUPA4PA 177 Pucaya Const. Esc. E-60 5,651.75 6,000.00 11,651.75 10,648.27 22,300.02
OOA - Pillapi 274 Irpa Chico Const. Col. Secundar. 31,707.30 2,465.70 34,173.00 45,631.15 79,804.15 474 Achaca Const. Esc. E-60 6,874.20 5,588.00 12,462.20 8,283.00 20,745.20 SPedro 4 480 Desaguadero Centro Comunal 15,067.76 900.00 15,967.76 12,238.52 28,26.28 271 Stgo. Chacasaya Const. Esc. E-30-V 5,545"72 4,305.10 9,850.82 7,953.17 17,803.99
59,194.98 13,258.80 72,453.78 74,105.84 146,559.62
OOA - CAPINOTA 1 Oroma Const. Esc. E-120-SD 8,544.85 6,800.00 15,344.85 9,415.80 24,760.65 Huaychoma 2 18 Const. Esc.-E-60 5,092.99 3,500.00 8592.99 5,054.30 13,647.29
13,637.84 10,300.00 23,937.84 14,470.10 38,407.94 UNCIASSIFIED ANNEX X Page 6 of 29
No. Localidad Aporte Cornuhal Tipo de Proyectos Mat. y Ot. EFiectivo Aporte T o t a 1 Programa T o t a 1 OOA Laimila- PARACAYA 339 Const. Esc. E-60 9,467.20 327 Quimsamayu 2,50C.00 11,967.20 8,711.00 20,678.20 Const. Esc. E-90 15,553.42 2,300.00 5 369 Cruzani 17,853.42 14,347.95 32,201.37 . Const. Bancos Escolares 450,00 410 8oo.oo 1,250.00 700.00 Laguna Carmen Const. Bancos Escol. 100.00 1,950.00 135 Collpaciaco 6,OO0.Go 6,100.00 5,000.00 11,100.00 Concl. Esc. 5 aulas 17 825.40 6OO0.OO 23,825.40 17,600.50 41p425.90
43,396.02 17,600.00 60,996.02 46,359.45 107,355.47 OOA - VILLA TNARI 89 Villa Tunari ' Const. Coleg. E-90-SD 46,938.68 3,1CC.00 113 S. Mateo Bajo 50,038.68 35,208.25 85,246.93 Const. Esc. E-30 2,680.50 1,000.00 4 127 Cuarenta Arroyos 3,680.50 3,009.51 6,690.O1 Const. Esc. E-30-V 3,823.10 1,00O.00 190 San Isidro 4,823.10 3,208.25 8,031.35 Const. Esc. E-30-V 6,640.o 8PCOO.00 14,64o.oo 9107.58 23,747.58
60,082.28 13,100.00 73,182.28 50,533.59 123,715.87 OOA - LLICA 134 Abra Napa Sijsi Mobiliario Esc. 750.00 2,800.00 3,550.00 209 Corpaputa Const. Esc. E-30-V 2,435.00 5,985.00 4 17 Bel'n 17,962.85 - 17,962.85 A.P.L.P. Const. Esc. E-30-V 7,861.90 17,962.85 80 Chantani 1,745.00 9,606.90 7,667.15 Const. Esc. E-30-V 7,850.20 17,274.05 1o60.oo 8,910.20 8769.38 17P679.58
34,424-95 5,605.O0 40,029-95 18,871.53 58,901.48 OOA - BETANZOS 222 Totora Term. Ese. E-180 24,464.62 11,000.00 35,464.62 28,377.60 63,842.22 3 184 Yascapi Const. Col. Sec.E-90- SD 183 Siporo 28,539.79 2,500.00 31,039.79 22,301.82 Const. Esc. 3 aulas 13,503.30 53,341.61 5,600.00 19,103.30 14209.05 33,312.35 66,507.71 19,100.00 85,607.71 64,888.47 150,496.18 UNClASSIFIED ANNEX X Page 7 of 29 No. Localidad Aporte Comunal Tipo de Proyectos Mat. y Ot. Efectivo Aporte T o t a 1 Programa T o t a 1 OOA - SUCRE 219 Luje Escuela un 2 aula 3,303.75 1,000.00 4,303.75 36 Puente Sucre Const. Escuela 7,777.00 ±, 881.7o 6,185.45 I,500.00 9,277.00 7,163.20 16,440.2o
11,080.75 2,500.00 13,580.75 9,044.90 22,625.65 OOA - TARIJA 204 Calama Const. Esc. E-120 180 S. Jacinto Norte 26,237.00 1,500.00 27,737.00 15,896.00 43,633.00 Const. Esc. E-30-V 8,240.15 500.00 197 Rancho Sud 8,740.15 6,550.48 15,290.63 Const. Esc. E-30-V 13,845.50 500.00 223 14,343.50 6,987.50 21,333.00 La Mamora la. Etapa Nycl. Esc. 25,275.86 252 4,500.00 29,775.86 14,574.20 44,350.06 Muiiajoy Const. Ese. E-30-V 8,938.50 1,000.00 9P938.50 8,215.00 18.153.50
82,537.98 8,CO.00 90,537.98 52,223.18 142,760.19 OOA - SA PA CRUZ 60 Geran Busch Km.4 Const. NMcleo Esc. 39,613.47 4,500.00 3 61 En 44,113.47 34,799.25 78,912.72 Torno Const. Wfcleo Esc. 48,025.21 68 Colonia Aroma - 48,025.21 40,690.90 88,716.11 Const. Coleg. Interm. 2,739.50 23,500.00 26:239.50 20735.50 46975.00 90,36.18 25,OO.O0 118,365.1 96,225.65 214,593.83
- 882,213.75 259,473.65 1,141,687.40 816,995.51 1,958,682.91
SAL UID OQA - BELEN 614 S quifa Const. Letrinas 11,773.06 2 91 Stgo. - 11,773.06 A.P.L.P. 11,773.06 de Huata Capt. Aguas Potables 6,458.80 1,000.00 23p458.80 18,817-80 42,276.60 18,231.86 1 17, OOO. O0 35,231.80 18..817.8o 54, O49.66 UNCLASSIFIED AMJThE X Page 8 of 29
Aporte Coiun~ai Aporte : o t a 1 Mat. y Ot. FfecttivO T o t a 1 Progaxa No. Localidad Tipo de Proyectos 7,152.72 OOA - CALACOTO ,3152.72 A.P.L.P. 0 .72 A.P.L.P. 13,007.72152.72 259 Sirpa Chullunlcayani Const. Letrinas 13,007.12,117.72, - 13,C7.72 A.P.L.P. 503 Collana BaJa Const. Letrinas 7,651.60 A.P.L.P. 7,651.60 6 525 Collaramaya , Const. Letrinas 7,651.60 - 7,913.70 Capt. Aguas Potables 3,938.40 740.00 4,678.40 A.P.L.P.3,235.30 23,099 425 Jiwacuta 23,709.9622,961.5C 9,879.70- 32,84J.2023,099 27,012.05 59,853.25 502559 CaqulaviriToloco Const.e.IInstal.Const. Letrinas Hopit. 78,386-90 10,654.70 89,041.60 30,247.35 119,288.95
I' OOA - PATACAMAYA 427 Ichoca Capt. Aguas Potables 1,705.80 5,000.00 6,705.80 6,147.20 12,853.00 11,294.00 7 949.60 19 242.60 2 367 PuJravi Lahuackaca Capt. Aguas Potables 7,294.00 4,000.00 8,999.80 9,000.00 17,999.80 14,096.80 32,096.60
,400 10,720.00 7,502.58 18,222.58 1 OOAa-136 Agua RIRica Capt. AguasPoaesPotables 3,420,00 7,300.00
OOA - PItAPI potables 1,004.40 1,574.50 2,578.90 2,029.45 4,608.35 Capt. Aguas Potables 2,155-90 200.00 2,355-90 863.14 3,219.04 242 TitiJuni 2,501.30 2,O61.32 4,562.62 4 88 Chivo Term. Duchas 1,4OO.80 1,100.50 497 Desaguadero Capt. Aguas potables 91,413.17 8221.10 9634.27 3767.37 103,401.37 95,974.27 11,096.10 107,070.37 48,721.01 155,791.38
9,4.OO,6.6 0OA - CAPIN0TA1,198 9144.80 203264.60 i2 Charamoco Const. Puesto Sanit. 7,419.80 3,700.00 11,119.80 :CASS-rFIa ANN - X Page 9 of 29
Aporte Comunal Aporte I No. Localidad Tipo de Proyectos Mat. y Ot. Efectivo T o t a 1 Programa T o t a
OOA - PARACAYA 2,172.00 456.00 2,628.00 342 Tiataco Const. Pozo Agua 2,172.00 - 39,392.05 92,016.05 325 Chillimarca Capt. Aguas Potables 51,624.00 1,000.00 52,624.00 12224.00 2,635-00 338 Vilaque Const. Pozo c/Bomba 1,311.00 100.00 1,411.OO 55,107.00 1,100.00 56,207.00 41,072.05 97,279.05
OOA - LLICA 89 Cahuana Grande Capt. Aguas Potables 2,224.50 1,000.00 3,224.50 1,791.28 5,:15.78 4,153.83 10,43R.33 85 Bella Vista Capt. Aguas Potables 5,628.50 650.00 6,278.50 110 Soloja Capt. Aguas Potables 2,434.50 800.00 3,234.50 2,489.70 5,724-20 10,287.50 2,450.00 12,737.50 8,434.81 21,172.31
OOA - CHALLAPATA 1 Pocoata Capt. Aguas Potables 45,765.00 - 45,765.00 8,711.00 54,476.00
OOA - SUCRE 935.00 2,037.00 151 Sillcalajas Instal. Bomba 780.00 322.00 1,102.00 1,105.40 1,000.00 2,105.40 364 Cororo Instal. Bomba Manual i,105.40 - 5 144 Mojocoya Capt. Aguas Potables 10,345.00 16,638.70 26,199-30 18,188.30 45,183.00 18,682.00 3,604.00 22,286.00 El Chaco Canal Riego 17,182.00 1,500.00 170 1000.00 1,952.50 348 Alcantari Instal. Bamba Manual 952-50 - 952.50 30,364.90 18,460.70 48,825.60 24,738.30 73,563.90
OOA - TARIJA 224 Sella Const. Puesto Sanit. 10,110.50 1,700.00 11,818.50 7,366.45 19,176.95
-2 TOTAL SALUD 364,067.53 82,461.50 446,529.03 218,852.95 665,381.98 LINCIASSIFIED ANNEX X Page 10 of 29 Aporte Comunal Aporte .Loealidad Tipo de Proyeetos Mat. y Ot. Efectivo T o t a 1 Programa T o t a 1
I N G E N I E R I A 7 4 T Ta11huaya Const. Campo Deport. 3,400.00 2 494 Chijipina 3,400.00 A.P.L.P. 3,400.00 Grarde Const. Camino Carretero 2097.00 - 2097.CC A.P.L.P. 2,097.00
5,497.00 - 5,49T. Oc 5,497.00 26800A - ARABUCO "j Ococoya Granide Const. Canch.Futbol 225 Central 15,123.68 - Muelle Defensivo Rfo 15,123.68 154.60 15,278.18 75 19,985.00 - Tahata Const. Tanque 19,985.00 A.P.L.P. 19,985.00 Agua 2,039.85 100.00 2139.85 268.10 2,407.95
00,1- 37,148.53 YUPAMPA 100.00 37,248.53 422.60 172 37,671.13 Sivingani Const. Camino 3 190 Azupaca 30,252.50 - Const.Camino 3 Kms. 30,252.5C A.P.L.P. 30,252.50 221 Mullucani 138,858.00 - Acequia Riego 138,858.00 15,186.00 8,700"00 - 154,0j44.00 8,700-00 A.P.L.P. 8,7oo
177,810.50 - 177,810.50 15,186.00 192,996.50 106 SiempreU.Fernandez OOA Vil DcaRtAcAion Const. Camino 403,326.00 41,250.00 71 Villa Exaltaci6n CntPune3,2.0 444,576.00 30,000.00 474,576.00 Const. Puente 32,920.00 413 3.050 1994756,7.o 205 2" Zona Sabaya Cons. 4,135.00 37,005.00 19,904.75 Cam. Carretero 66,740.06 11,130.00 56,959.75 65 Achiri Const. Puent.Caretero 77,870.06 11,170.00 45 45,156.00 5,364.00 89,040.06 San Salvador Const. Puente 50,520-00 45,726.45 24 Fijo 51,451.CO 5,000.00 96,246.45 Uyunense Const. Pte. 56,451-00 25,730.00 58 Coroico Colgante 46,787.00 2,100.00 82,181.00 Viejo Const. Puente 48,887.00 14,162.90 Fijo 4,120.00 2,340.00 63,049.90 6,460.00 5,801.50 12,261.50 UNCIASSIFIED ANNEX X Page 11 of 29
No. Localidad Aporte Cof.unal Tipo de Proyectos mat, y Ot. Arorze Efectivo T o t a 1 Programa T o t a 1 122 Mejllones Const, Cam, Carret, 163,572.80 20,850.00 1841422.80 22,OC.CCs 141 Uni6n Carrasco Const. Cam. 204,422.80 Carret, 103,89(0.35 - 103,890.35 A.P.L.P, 180 Miraflores Const. 103,890.35 15 Cam. Carret, 13,516,42 4,360.00 17,876.42 181 Villa Rosario Const. Cam, Carret, 30,307.8i 3,7;0.00 21,576.42 - 30,307.81 A.P.L.P. 30,307.81 198 Entre Rfos Const. Cam. Carret. 53,586,60 - 53,586,60 A.P.L.P. 212 El Porvenir Const. 53,586.60 Cain. Carret. 42,11C.00 8,000.00 50,110.00 224 San Salvador 8,145.CO 58,255.00 Const. Cam, Carret. 78,640.O0 11,800.00 240 90,440,00 13,OCC.00 103,440.00 Villa Camacho Const. Cam. Carret. 54,220.00 15,000.00 69,220.00 154070.00 84,290.00 , 1,190,344. 4 131,329,00 1,321,673,04 212,41C.60 1,534,083.64 OOA - CALACOTO 512 Taracollo Const. Camino 10,296.00 483 Huayllapata - 10,296,00 A.P.L.P, 10,296.00 Const, Camino 46,802,0z 46,802.00 A.P.L.P. 46,802.00 540 Botijlaca Apert. Camino 14, 749.00 4 195.82 14,944.82 A.P.L;P. 14,944.82 550 Sora Bel' Const. Camino 3,568.00 - .3568.00 A.P.L.P. 3568.OO
75,415.00 195.82 75,61o.82 75,610.82 OOA - PATACA14AYA 293 Jichuraya Gr. (PIL) Refacci6n Camino 34,330.00 - 34,330.00 3 435 Achica A.P.LP. 34,330.00 Abajo (PiL) Refacci6n Camino 18,o86.oo - 18,o86 A.P.L.P. 18,086.00 46 Canaviri (Pm) Const, Puente 3,544.O0 2,500.00 6044.00 9,349.50 15,393.50
55,960.0 2,P500.00 58,460.00 9,349.50 67,809.50 OOA - AIQUILE 58 Montecillos Galerfa Filtrante 22,173.60 3,000.00 25,173.60 4,670.52 29,844.12 OOA - SUCRE 391 Sucre Const, Tambo 2,560.00 49,521.00 52,081.00 19,103.84 71,184.84 UNCIASSIFIM ANNEX X Page 12 of 29
1o. Loca'idad Aporte Comural Tipo de Proyectos Mat. y Ot. Efectivo Aporte T o t a 1 Programa T o t a I OOA - LLICA 213 Inexa-Ishuaya Apertura Camino 20,024.00 20,024.00 A.P.L.P. 215 La Kasa Apert. 20,024.00 Camino 9 Kms. 7,400.00 7,400.00 A.P.L.P. 4 227 Quijina Paicori Apert. Camino Carr. 7,47,C.00 42,140.00 - 42,140.00 A.P.L.P. 42,140.00 152 Challacollo Apert. Camino Carr. 20,625-00 - 20p625.00 A.P.L.P. 20,625.00
9o,189.oo - 90,189.00 9o,189.00 OOA - BETA.:ZOS 130 Moli no Pampa Puente Acueducto 865.11 520.00 2 1,385.11 708.20 2, 093.31 131 Otavi Ampliac. Tanque Riego 17,031.68 1,060.00 18091.68 7,865.30 25,956.98
17,896.79 1,580.00 19,476.79 8,573.50 28,050.29 OOA - SAIA CRUZ 69 La Thir s ma Const. Noria 4,542.00 - 4,542.00 2,474.00 7,016.00 OOA - TARIJA San 42 Luis Toma Canal 51,179.00 6,000.00 3 175 Chocloca 57,179.00 37,554.00 94,733.00 Riego 37,120.00 500.00 37,62o.oo 7,003.78 270 Obrajes Sud Canal Riego 44,623.78 108o6.oo 54o.oo 11,346.OO 2,052.00 13,398.00
99,05.O0 7,040.00 106,145.00 46, 609.78 152,754.78
TOTAL INGENTERIA 1,778,641.46 195,265.82 1,973,907.28 318,800.44 2,292,707.72
AGROPEC UARIA LRICIASSIFIED AIIUEX X Page 13 of 29
Aporte Comunal A.zorte 11o. LocE'_ida Tipo de Proyeetos Mat. y Ot. Efectivo T o t a 1 PrograF-a T o t a 1
A G R 0 PE C UA R I A
OOA - P_.LLA.PI 441 Chafiocahua Const. Bafio Antisar. 1,371.00 521.90 1,892.92 545.3C 2,437.90 233 Conchacollo Const. Bafo Antisrnic.M 1101.00 505.00 i,606. %0 713.50 2, 316.50 4 259 U1iI ?usuma Const. Bailo Antisar. M. 1,101.00 500.00 I.61.co 708.60 2,309.60 450' LF2oyO S. Francisco Const. Bao Antisar. 2j770.70 - 2,770.70 A.P.L.P. 2,770.70
6,343.70 1,526.70 7,870.60 1,964.io 9,834.70 OOA - PATACAI4AYA 498 Pallina Grarde Const. Bafio Antisr. 2,630.00 1,840.00 4,470.00 A.P.L.P. 4,470.90 319 Taxabo Const. Bafio Antisar. 1,006.0 500.00 1,506.00 449.00 1,955.00 4 429 Chocorosi Const. Bafio Antisar. 1,267.00 500.00 1,767.00 334.50 2,101.50 493 Jucuri Const. Bafio Antisar. l063.20 450.00 1,513.20 437.50 1,950.70 5,966.20 3,290.00 9,256.20 1,221.00 10,477.10 OOA - CALACOTO 514 Romero Pampa Const. Bahio Antisar. 4,843.00 - 4,843.00 A.P.L.P. 4,843.00 3 558 Sirpa Z. Ch. Const. Bafio Antisar. 3,479.50 - 3,479.50 A.P.L.P. 3,479.50 560 Stgo. de Qullcma Const. Bafio Antisar. 2,596.00 - 2,596.00 A.P.L.P. 2,596.OO
10,918.58 - 10,918.58 10,918.58 11 TOTAL AGROPECUARIA 23,228.48 4,816.70 28,o45.38 3,185.10 3:,230.48 UNCIASSIFIED ANNEX X Page 14 of 29
Aporte Comunal Aporte No. Loca-idad Tipo de Proyectos Mat. y Ot. Efectivo T o t a 1 Programa T o t a 1
RES UMEN GENERAL
EDUCACION (63) 882,213.75 259,473.65 1,141,687.40 816,995.51 1,958,682.91
SALUD (29) 364,067.53 82,461.50 446,529.03 218,852.95 665,381.98 INGENIERIA (42) 1,778,641.46 195,265.82 1,973,907.28 318,800.44 2,292,707.72 U -AGROPECUARIA(11) 23,228.48 4,816.70 28,045.18 3,185.10 31,230.28
TOTAL GENERAL 3,048,151.22 542,017.67 3,590,168.89 1,357,834.00 4,948,002.89
ampl U ICIASSIFIED AJINEX X -a-e 16 ef 2.9 Aporte Comunal No. Localidad Aporta TILo de Proyecto Mat. y Ot. Efectivo T o t a 1 Programa o t a 1 OOA - CARABUCO 142 Cotapaca Const. Esc. E-60-SD 202 9,920.10 6,000.00 15,920.10 Iuarcamarca Const. Esc. E-30-V 9,315.08 6,782.50 22,702.60 399 Parajachi Ju: 3,000.00 12,315.08 8,425.67 .1r. Const. Coleg. Sec. 25,034.52 10,700.00 20,740.75 425 Huajasfa 35,734.52 44,747.39 80,481.91 Const. Esc. E-30-V 7,345.0C 3,700.00 417 Quilima Const. 11,045.00 12,573.82 23,618.82 Esc. E-60-V 11,242.04 5,330.00 16,572.04 418 Pantini Term. Ese. E-30-V 14,114.94 30,686.98 410 Cajiata 3,855.50 1,500.00 5,355-50 4,342.75 Const. Ese. E-60 8,803.20 9,698.25 279 Jupani Grande 4,000.00 12,803.20 10,324.98 Const. Esc. E-30-V 7,476.00 23,128.18 3,000.00 10476.00 94957.76 20,433.66 - 82,991.44 37,230.00 120,221.44 111,269.81 231,491.25 OOA - CARANAVI 77 Corpus Crist . Const. Ese. E-30 244 Santo Dcmingo 7,646.88 2,560.00 10,146.88 6,306.15 Const. Esc. E-30 13,910.49 1,000.00 16,453.03 272 Bella Vista Const. 14,910.49 7,157.10 22,067.59 Esc. E-120 34,615.10 2,500.00 37,115.10 26 Tunaspata Const. Esc. E-60 24,208.70 61,323.80 7 26,381.80 3,000.00 29,381.80 51 Santa Rosa Const. Nucleo Esc. 24,693.01 54,074.81 25,506.40 1,000.00 26,506.40 22,881.20 130 Sta. Ana de Caranavi Concl. Nucleo Ese. 49,387.60 239 Villa 23,159.68 9,000.00 32,159.68 20,599.78 Esperanza Const. Sede Social 13,936.15 52,759.46 - 13,936.15 A.P.L.P. 13,936.15 145,156.50 19,000.00 16,156.50 105,845.94 270,002.44 OOA - PATACAMAYA 511 Machac Hugo Const. Esc. E-60-V 13,483.62 4,600.00 513 Pocohota Const. 18,083.62 16,216.0 34,299.62 Esc. E-60-V 6,458.20 9,000.00 15,458.20 341 Copani Kilviri Const. Esc. E-30 13,346.95 28,805.15 508 Sivicani 3,431.00 3,500.00 6,931.00 Const. Esc. E-150-SD 61,047.60 5,221.50 12,152.50 9 576 Conchamarca Const. Esc. - 61,047.60 A.P.L.P. 61,047.60 E-30-V 4,843.00 5,075.00 9,918.00 586 Saya Const. Esc. E-30-V 9,212.07 19,130.07 583 Iruma 7,164.28 4,000.00 11,164.28 Pomani Totor. Ter. Esc. E-60 5,558.00 8,975.28 20,139.43 532 6,000.00 11,558.oo 8,86o.15 Caliaviri Const. Ccmedor Esc. 20,418.15 510 12,417.98 - 12,417.98 Colquencha Const. Coleg. Sec. 38,766.0 A.P.L.P. 12,417.98 8000.00 469766.00 35469.11 82,235.11 153,169.65 40, 175.00 193,344.68 97,300.98 290,645.61 UNCIASSIFIE ANNEX X Page 17 of 29
No. Localidadi Tipo de Proyectos Aporte Comunal Aporte Mat. y Ot. Efectivo T o t a 1 ProgrAma T 0 t a
533OOA -ZapanaPILLAPI Adq. Bancos Escol. 1,150.00 1,980.00 3,130.00 1,320.00 4p45v.-z OOA - PAR! CAYAt 349 Melga Const. Coleg. Sec. 102,973.61 10,000.00 112,973.71 20 Chirusicolio Const. Ese. 75,847.97 188,821.65 E-30-V 6,515.90 3,209.00 9,724.90 354 Conda Baja Const. Esc. E-120-SD 15,446.60 25,171.5; 7,157.74 3,500.00 10,657.74 356 Quehuifia Pampa Const. Esc. E-90 7,684.18 18,341.92 347 12,629.90 3,500.00 16,129.90 Loborancho Concl. Ese. E-60 11,167.20 27,317.16 15 358 Chillijchf 9,346.50 2,000.00 11,346.50 6 48 Ampliaci6n Escuela 8,511.42 2,000.00 9,302.24 2O, .7T4 374 Cuchillera 10,511.42 9,654.11 20,165.53 Conci. Esc. E-30-V 7,456.29 258 Vacas 1,6oo.oo 9,056.89 8,596.94 17,653.83 Const. Escuela 1108.o 5,000.00 331 Tarata Const.Inst.Educ.Ffsica 16,008.00 14,264.25 30,272.25 23,551.85 4,650.00 28,201.85 18,888.75 s/n Cliza Const. Escuela 47,090.6Z s/n - Alalay Const. Escuela s/n Orcoma Const. Escuela - - 6,200.00 6,200.20 430 Tiraque Const. Coleg. Sec. - 6,200.00 6,200.C-: 393 Tarata 41,499.76 5,000.00 46,499.76 Const. Inst. Musical 191,292.94 39,109.06 85,6C8.3_ 420 Rodeo - 191,292.94 24,850.80 216,143.74 Const. Bancos Esc. 100.00 1,200.00 1I300.00 1l000.00 2_,300.0C
232,892.70 6,200.00 239,092.70 83,559.86 OOA - CAPINOTA 322,652.56 10 Apillapampa Const. Nicleo Esc. 2 30 Villca Bamba 29,418.28 15,508.70 44,926.98 36,662.41 Adquisici6n pupitres - 1850.00 81,589.39 1850.00 1,750.00 ,6.00 29,418.28 17,358.70 46,776.98 38,412.41 85,189.39 OOA - AIQUILE 205 Aiquile Concl. Coleg. 3 120 Cercado See. 47,074.00 _ 47,074.00 Const.Col.Sec.Laboral 13,763.7" 27,956.OO 75,030.00 69 Omereque 18,000.00 31,763.74 20,960.30 Const. Esc. E-180 33,335.00 52,724.04 42830.00 76165.00 57,310.75 133475.75 94,172.74 60,830.00 155,002.74 06,22-7.05 261,229.79 UNCIASSIFIED ANNEX X Page 18 of 29
No. Localidad Aporte Comunal Aporte Tipo de Proyectos Mat. y Ot. Efectivo T o t a 1 Programa T o t a I OOA - VILLA TUNARI 145 Campo VUa Const. Esc. E-60-V 10,020.50 10,263.95 20,284.45 10,814.10 31,098.55 166 Copacabana Alta Dotac. Bancos Esc. - 900.00 900.00 800.00 1,70C.CG 121 Catorce de Sepbtr. Const. tdcleo Efcolar 16,524.30 6,ooo.oc 22524.30 21442.05 43,966.35
26,544.80 17,163.95 43,708.75 33,056.15 76,764.90 OOA - LLICA 177 Tahua Const. Esc. E-9CJ-SD 25,923.00 8,000.00 33,923.00 27,685.37 61,607.37 3 Animas Const. Esc. E-60-V 16,072.30 19619 mainl 1' 6,000.00 22,072 -2030 19,187.04 41,25934 Alil Const. Esc. E-30-V 11,441.oo 1,8co.oC 13,241.00 9,936.71 23,177.71 88 Ayque Const. Esc. E-3C-V 11,751.70 1,3c.C 13,051.70 10,483.28 23,534.98 79 Canquella Const. Esc. E-60-V 14,382.00 6,489.21 20,871.21 17,140.71 90 Colcha "K" Term. Coleg. See. 38,011.82 55,973.00 8,000.c: 63,973.00 48,706.29 112,679.29 201 Alota Escuela E-120-SD 33,575.00 6,000.CC 39,575.00 31,514.29 71,089.29 18 219 Chocochoco Const. Esc. E-30-V 11,730.40 2,600.00 14,330.40 7,331.77 21,662.17 50 Chillquilla Const. Esc. E-30-V 8,578.40 1,000.00 9,578.40 9,181.50 223 Llica Central Const. Coleg. 18,759.90 See. 43,686.00 12,000.00 55,686.00 50,966.25 i06,652.25 176 Tolapampa Concl. Escuela 17,648.50 - 17,648.50 12,281.56 29,930.06 224 Caquena Concl. Esc. E-30-V 10,852.75 - 10,852.75 A.P.L.P. 10,852.75 133 Stgo. de Agencha Const. Esc. E-120-SD 38,437.50 6,000.00 44,437.50 26,620.30 71,057.80 99 Cerdas Const. Esc. E-60-V 16,612.77 4,000.00 20,612.77 15,678.23 94 Colchani Const. Esc. E-60-V 7,661.30 36,291.00 4,500.00 12,161.30 13,557.52 25,718.82 200 Zoniquera Const. Esc. E-120-SD 39,415.00 6,500.00 45,915.00 25,174.29 71,089.29 229 Chita Concl. Ese. 2 aulas 11,296.31 1,500.00 12,796.31 9,144.28 21,940.59 252 Canquella Const. Talleres 10,240.75 - 10,240-75 A.P.L.P. 10,240.75 152,164.88 22,500.00 174,664.88 102,456.18 277,121.06 OOA - SUCRE 351 Tcmina Const. Ncleo Esc. 54,840.oo 29,000.00 83,840.00 65,366.02 386 149,206.02 Cand*a Const. Nt'cleo Eae. 78,838.42 11,000.00 89,838.42 60,049.10 149,887.52 UNCIASSIFIED ANNEX X Page 19 of 29
No. Localidad Aporte Comunal Agorte Tipo de Proyectos Mat. y Ot. Efectivo T o t a 1 Programa T o t a 1 355 Villa Serrano Const. Esc. Aplicaci6n 61,465.00 26,250.00 87,715.00 61-954.52 375 Zudaflez Ampliaci6n Colegio 149,669.52 7 349 Cororo 12,010.00 20,000.00 32,010.00 27,173.42 AmplOaci6n Normal 69,900.00 59,183.42 70,000.00 139,900.00 73,475.36 213,375.36 188 La Palma Const. Esc, E-90-V 23,253.82 3,000.00 26,253.82 14,199.65 4o,453.57 Const. Esc. E-90-V 13,276.00 lOO00.O0 23,276.00 18,883.38 42,159.38 313,583.24 169,250.00 482,833.24 321,101.45 803,934.69 OA - BETAIZOS 258 Chuquiago Const. Colg. Laboral 32,499.00 19,612.00 188 Chiutaluyo 52,111.00 47,199.31 99,310.31 .. Const. Esc. Tipo 12,165.00 7,200.00 223 Kepallo 19,365.00 13,656.20 33,021.20 Const. Esc. E-180 35,981.52 8,000.00 9 160 Lequesana Const. 43,981.52 38,249.65 82,231.17 Esc. E-30-V 7,829.00 4,270.00 12,099.00 207 Ckochas 8,374.41 20,473.41 Const. Esc. E-60-SD 8,294,50 10,726.30 243 Caiza 19,020.80 17,170.90 36,191.70 Const. Esc. E-180-SD 38,147.54 12,000.00 164 Chacabuco Const. 50,147.54 37,528.94 87,676.48 Esc. E-90-V 11,935.80 1,400.00 13,335.80 10,623.90 23,959.70 216 Cayara Term. Coleg. Laboral 15,023.60 8,500.00 s/n 23,523.60 16,907.45 40,431.05 Chiracoro Const. Esc. E-60-V 19,500.00 3,039.00 22539.00 A.P.L.P. 22539.00 181,375.96 74,747.30 256,123.26 189,710.76 445,834.02 OOA - CHALLAPATA 69 Pampa Aullagas Const. Coleg. Sec. 24,303.50 5,000.00 29,303.50 26,800.05 70 Rfo Mulato Const. Coleg. Sec. 31,826.00 56,103.55 5,000.00 36,826.00 26$455.87 635281.87
56,129.50 10,000.o0 66,129.50 53,255.92 119,385.42 UHRCIASSIFIED AVINEX X Page 20 cf 29 Aporte Comunal No. Localida4 Aporte Tipo de Proyectos Mat. y Ot. Efectivo T o t a 1 Programa T o t a 1 OOA - CHALLAPATA (Con'd) 100 56,129.50 IO,OOO.OO 66,129.50 53,255.92 Chuquiuta Concl. Escuela 13,682.00 119,385.42 67 Orinoca 2,000.00 15,682.0c 11,526.28 27,208.28 Const. Coleg. Sec. 37,363.00 8,000.00 32 Huancarani Const. 45,363.OC 38,938.04 84,301.04 Esc. E-30 5,155.40 2,800.00 7,955.40 9 13 Tusqul Const. Esc. E-60 5,967.79 13,921.19 12,546.90 - 12,546.90 A.P.L.P. 68 Ucumasi Const. Esc. E-120-SD 12,546.90 26,270.00 4,000.00 30,270.0C 30,024.10 72 !achacamarca Const. Esc. E-120-SD 60,291.10 107 28,632.50 6,000.00 34,632.5C 23,934.87 Ancacatu Const. Ese. E-120-SD 30,528.58 58,567.37 10,000.OO 40.528.58 39,296.11 79,824.69 154,178.38 32,800.00 186,978-38 149,687.19 336,665.57 OOA - TARIJA 238 Villa . Busch Const. Nficleo 45,162.00 241 Emborozu - 45,162.00 71,515.50 Const. Esc. E-60-V 14,479.60 116,677.50 5 269 Corral 1,400.0 15,879.0 14,757.00 Grande Const. Esc. E-30-V 9,373.25 30,636.00 109 Santa 950.00 10,323.25 7,851.05 Ana Const. Esc. E-180-SD 4o,644.50 18,174.30 3,000.00 43,644.50 23,613.82 67,258.32 275 Piedra ?intada Const. Esc. E-30-V 8,863.05 1,500.00 10,363.05 8668.62 19031.67 118,562-40 6,A50.oo 1?4, 372. .9 1?6, 95.99 2%T, 3 OOA - SANTA CRUZ 63 Buena Vista Concl. Coleg. See. 4 84 29,837.30 2,300.00 32,137.30 20,984.15 Huayt% Const. Colegio E-180 27,803.00 53,121.45 96 4,000.00 31,803.00 20,030.75 51,834.25 San Jose Const. Esc. E-120 28,303.20 - 28,303.20 20,399.00 48,702.20 76 Estaci6n Charagua Term. Esc. Aplicaci6n 30,723.00 - 30723.00 23,388.00 54li.00 116,666.50 6,300.00 122,966.50 84,801.90 207,768.90 OOA - TRI21IDAD 11 Trinidad S. Antonio Concl. Escuela 10 Pompeya Concl. Escuela 20,000.00 20,000.00 20,000.00 20,000.00 UNCIASSIFIED ANTIEX X Page 21 of 29
Aporte Comunal AporTe No. Localidad Tipo de Proyectos Mat. y Ot. Efectivo T o t a 1 Programa T o t a 1 4 12 San Vicente Concl. Escuela - - 20,000.0X 13 Fitima 20,O00.00 Concl. Escuela _ 2C200C.,C 20P000.00
8,Oco.r: 80,000.00
TOTAL EDUCACION 2,18O,318.59 615,909.54 2, 36,22813 4,917,9674i 4,654,195,54 ------~-----
SAL UD
OOA - BELEN 234 Pacollo Capt. Aguas Potabl. 3,636.0 2,700.00 6,336.00 2,746.00 9,082.00 605 Chachacomani Const. Puesto Sanit. 6,980.40 4,000.00 10,980.40 7,542.11 18,522.51 Sorata 606 Const. Puesto Medico 27,955.33 11,000.00 38,955.33 18,372.05 57,327.33 671 Ancoamaya Const. Puesto Sanit. 26,290.26 1,883.14 28,173.40 13,984.27 42,157.67 10 624 Coromata Alta Const. Letrinas(F-7/1) 46,284.00 - 46,284.00 A.P.L.P. 46,284.00 604 Huarina Const. Puesto Medico 16,343.74 7,000.00 23,343.74 18,213.93 41,557.67 644 Tuqufa Const. Letrinas 16,942.25 - 16,942.25 A.P.L.P. 16,942.25 649 Huancuyo Const. Letrinas 16,942.25 - 16,942.25 A.P.L.P. 16,942.25 670 Huata Pampa Const. Puesto Sanit. 21,762.40 6,000.00 27,762.40 14,395.27 42,157.67 602 S.Pablo de Tiquina Capt. Aguas Potables 12,264.80 10,150.00 22,414.80 9,510.00 31,924.80
195,401.43 42,733.14 238,134.57 84,763.58 322,898.15 OOA - CALACOTO 260 Achiri Const. Puesto Sanit. 7,913.50 3,000.00 10,913.50 7,634.23 18,547.73 Llave 543 Quelca Const. Hospital 34,737.58 2,500.00 37,237.58 26,854.38 64,O91.96 UNCLASSIFIED ANNEX X Page 22 of 29
No. Aporte Comunal LOcaL!.dad Tipo de Proyectos Mat. y Ot. Aporte Efectivo T o t a 1 ProgrAmn T o i a 1 .6 Laura Afeturi Const. Letrinas 8,170.68 - 8,170.68 A.P.L.P. 8,117.68 17 Romercati Const. Estarque Agua 32,922.90 - 32,922.90 A.P.L.P. 32,922.90 83,7.44.66 5,500.00 89.,244.66 34,488.61 123,733.27 21OOA - COAE'CO Chahuaya Capt. Aguas Potables 2,628.00 4 393 4,ooo.oo 6,628.00 4,512.45 i1,143.45 Carabuco Const. Puesto Medico 26,033.92 392 Puerto 6,000.00 32,033.92 10,123.75 42,157.67 Acosta Const. Puesto Mdico 21,815.00 371 Yaricoa 11,000.00 32,815.00 26,752.83 59,567.83 Alto I ' Capt. Aguas Potables 1,044.32 2000.00 3,044.32 2,574.12 5,616.44
51, 521.24 23,000.00 74,521.24 43,963.15 118,484.39 OOA - CARANAVI 155 San Filix Capt. Aguas Potables 3 3,998.95 2,700.00 6,698.35 4,686.25 11,384.20 72 Jose Carrasco Capt. Aguas Potables 3,165.64 116 2,500.00 5,665.64 4,570.40 1C,236.04 Bautista Saavedra Capt. Aguas Potables 3,055.28 4500.00 7.555.28 5,451.00 13,006.28 10,219.87 9,700.00 19,919.87 14,707.65 34,627.52 OOA - PILLAPI 36 Chama Capt. Aguas Potables 2,190.96 4,000.00 6,190.96 2,813.71 510 Huma Marca Instal. Bomba Manual 9,oo4.67 97.84 500.00 1197.84 328.50 9,5263.6
2,888.80 4,500.00 7,388.8o 3,142.21 10,531.01 UNCIASSIFIED ANNEX X Page 23 of 29
Aporte Comunai 1o. Localidad Tipo Aporte de Proyectos Mat. y Ot. Efectivo T o t a 1 Programa T o t a
OOA - PARACAYA 35T Cohari Puesto Sanitario 10,244.00 2,000.00 12,244.OO 7,756.00 20,OO.CO 3 341 Challhuamayu Concl. Posta Sanit. 5,706.10 368 Lturefia 1,10C.00 6,8o6.1o 3,366.00 10,172.10 , Const.Inst.Prm.Salud 30,316.25 2,O00.00 32,316.25 32,618.82 64,935.07
46,266.35 5,100.00 51,366.35 43,740.82 95,107.1T
OOA - LLICA
34 Huanaque Capt. Aguas Potables 3,526.05 2,000.00 5,526.05 4,296.35 9,822.40 178 VIroxa ' Const. Estanque Agua 13,562.50 600.00 14,162.50 6,192.50 20,355.00 248 Cahuana Grande- Const. 2 estanques 22,634.90 3,pO00l60 25,634.90 10,627-50 36,262.40 151 Chijllapata Inst. Bomba Manual 1,167.00 500.00 1,667.00 1,005.23 2,672.23 46 Murmuntani Capt. Aguas Potables 22,614.00 5,000.00 27,614.00 15,488.85 43,102.85 184 Chacoma Capt. Aguas Potables 22,928.50 - 22,928.50 9,785.50 32,714.00 273 Tamancaza Capt. Aguas Potables 3,001.70 7,535.41 10,537.11 7024.74 17,561.85 89,,434 65, 19,,6:541 1Q8,Q30.06 54,420.6? 162,492.73
OOA - BETANZOS 269 Betanzos Const. Hospital 5,925.00 37,000.00 42,925.00 28,297.59 71,852,59 256 Yura Const. Puesto Mdico 6,411.90 5,000.00 11,411.90 9,329.86 20,741.76
12,336.90 42,000.00 54,336.90 37,627.45 91,964.35
OOA - CHALLAPATA 91 Quillacas Const. Puesto Mdioo 7,740.00 3,000.00 10,740.00 8,o48.41 18,788.41 47 Antequera Capt. Aguas Potables 2,267.60 2,000.00 4,267.60 3,738.38 89 Turco 8,005.98 Const. Puesto Mdico 21,838.00 6,000.00 27,838.00 21,o40.21 48,878.21 9 Coroma Capt. Aguas Potables 11,102.00 7,000.00 18,102.00 16,711.67 93 Macha 34,813.67 Const. Puesto M4dico 16,103.00 6,000.00 22,103.00 15,610.95 37,713.95 UNCIASSIFIED ANIEX X Page 24 of 29
Wo. Localidad Aporte Comunal Aporte Tipo de Proyectos Mat. y Ot. Efectivo T o t a 1 Programa T o t a 1 98 Colquechaca Const. Puesto Medico 20,471.00 8,000.00 28,471.00 22,427.41 50,898.41 94 Corque Const. Puesto M~dico 16,328.50 6,000.00 22,328.50 15,760.60 38,O89.10 36 Mara Mara (Oruro) Const. Pozo c/Bomba M. 1,524.00 - 1,524.00 - 1,524.OO
97,374.10 38,000.00 135,374.10 103,337.63 238,711.73
OOA - SUCRE 137 Cant6n Mendoza Capt. Aguas Potables 3,768.00 5,000.00 8,768.00 4,387.64 13,155.64 31 Huacareta Instal. Bomba 652.50 439.00 1,091.50 1,000.00 2,091.50 333 Yacambe Inst. Bomba Manual 550.00 536.50 1,o86.50 1,000.00 2,086.50
4,970.50 5,975-50 10,946.0 6,387.64 17,333.64 OOA - TARIJA 240 Canasmoro Const. Puesto Sanit. 9,216.15 2,000.00 11,216.15 7,060.25 18,276.40 244 Narvaez Const. Puesto Sanit. 10,643.70 2,000.00 12,643.70 9,107.50 21,751.20 4 194 Concepci6 n Ampl. Puesto M~dico 14,735.40 1,500.00 16,255.40 8,809.60 25,063.00 230 Padcaya Ampl. Puesto Medico 14,425.50 2600.00 17,025.50 9,345.50 26,371.00
49,020.75 8,1OO.O0 57,120.75 34,322.85 91,443.60
OOA - SANTA CRUZ 2 Portachuelo 62 Centro Quirurgico 35,613.50 - 35,613.50 19,231.25 54,844.35 74 Caraxda Posta Sanitaria 11,422.25 _ 11,422.25 8,013.50 191435.75
47,035.75 - 47,035.75 27,244.75 74,280.50 OOA - TRINIDAD 16 Baures Term. Puesto Salud - - 20,000.00 20,O00.00 UNCIASSIFIED ANNEX X Page: 25 of 29
Aporte Comunal Aporte 1o. Localidad Tipo de Proyectos Mat. y Ot. Efectivo T o t a 1 Programa T o t a I MICFVJ,WM (Varos) 1 106 Cala Cala Const. Puesto Mbdico ii,516.oo - 11,516.00 32,560.71 44,06.71 55 ,' T TAJ. SALUD 701,731-00 203,244,05 904,975.05 540,707-72 1,4k5,682.77
INGEN IER IA
OOA - BELEN 5d4 Carazani Refac. Camino Carr. 19,024.00 19,024.00 17,696.00 36,720.00
OOA - CALACOTO 442 Sirpa Const. Camin. Carr. 138,080.00 - 138,08c.00 A.P.L.P. 138,080.00 418 General Pando Erpedrado Plaza 101,736.00 230.00 101,966.00 A.P.L.P. 101,966.00 265 Stgo de Machaca Electrificaci6n 31,784.84 32,000.00 63,784.84 5C1 Chocorosi 46,340.33 110,125.17 Const. Camino 37,511.00 37,511.00 A.P.L.P. 37,511.00 598 ! inoca Baj a Excav. Laguna Artif. 16,632.00 8 348 Pazancuta - 16,632.00 A.P.L.P. 16,632.00 Const. Camino Carr. 13,502.65 - 13,502.65 6,565.26 20,067.91 574 Palca(Pahasa Sique) Const. Acequla Riego 2,304.00 - 2,304.00 A.P.L.P. 2,304.00 617 Romercati Estanque de Agua 32,922.90 - 32922.90 A.P.L.P. 32,922.90
374,473.39 32,230.00 406,703.39 52,905.59 459,608.98 OOA - CARABICO 197 luaycayapu Const. Camino Carr. 73,799.50 90.00 73,889.50 A.P.L.P. 73,889.50 236 Jupi Grande Defensivo Rfo 126,757.00 - 126,757.00 A.P.L.P. 5 238 Yocallata Const. Camino Carr. 20,030.80 2,000.00 22,030.80 3,964.00 126,757.0025,994.80 44 Punama Const. Cam.Carr. 20Km 104,170.40 - 104,170.40 7,993.88 112,164.28 74 Chapia y Otros Const. Camino 75,856.45 1,200.00 77o56.45 72p220.00 149246.45 400,614.15 3,290.00 403,904.15 04,147. tw l, ,052.03 UNCIASSIFIED ANNEX X Page 26 of 29
::o. Localidad Aporte Camunal Aporte Tipo de Prcyectos Mat. y Ot. Efectivo T a t a 1 Programa T o t al
OOA - CARANAVI 96 Sta. Rosa Choro Const. Pte.Colgante 22,605.00 i0,000.00 32,605.00 19,373.48 51,978.48 129 Eduardo Avaroa Const. Camino 7 Km. 91,823.95 10,000.00 101,823.95 36,800.00 138,623.95 20 6 'Buenos Aires Cnst. Pont n 17,039.10 - 17,039.10 15,890.1O 32,929.20 22T Chijchipani Const. Puente 20 mts. 35,965.00 1,000.00 36,965.00 17,901.50 9 i23 La Estrella 54,866.50 Const. Camino Carr. 263,509.31 10,000.00 273,509.31 40,800.00 314,309.31 21q Alto San Silverio Const. Camino Carr. 123,030.00 8,000.00 131,030.00 12,150.00 143,180.00 277 Tupac Katari Const. Camino Carr. 96,323.60 5,000.00 101,323.60 5,850.00 107,173.60 221 2' Grupo Sabaya Const.Cam.Carr. 5 Km. 56,100.00 3,000.00 59,100.00 3,200.00 62,300.00 118 Copacabana LI Const. Camino Carr. 101,641.I 1 - i01,641.41 A.P.L.P. 101,641.41
808,037.37 47,000.00 855,037.37 151,965.08 1,007,002.45
OOA - YbPAMPTA 166 LluJo Const. Cami:co 7 Km. 83,919.87 - 83,919.87 A.P.L.P. 83,919.87 176 Cachapa Const. Camino 7 Krm. 48,576.00 - 48,576.00 A.P.L.P. 48,576.cc 5 186 Huayhuasi Conal Colector 25,020.00 - 25,020.00 A.P.L.P. 127 25,020.00 Sebollullo Const. Canal Riego 28,494.00 560.00 29,054.00 A.P.L.P. 182 Chanca 29,054.00 Const. Camino Carr. 265,015.46 - 265,015.46 A.P.L.P. 265,015.46
451,025.33 560.00 451,585.33 451,585.33 OOA - PARACAYA 396 Linde Const. Puente Carr. 8,187.00 400.00 8,587.00 6,784.45 15,371.45 370 Puca Pampa Tendido Lnea Telef. 2,750.00 - 2,750.00 2,700.00 5,450.00 421 Villa Gualberto V. Const. Puente 8,187.00 400.00 8,587.00 6,785.25 15,372.25 6 424 Mamanaca Const. Tajamar 16,591.00 - 16,591.00 6,072. o 22,663.40 425 Tirani Colon Const. Galerfa Filtr. 18,715.00 - 18,715.00 11,894.00 30,609.00 434 Cuchu Punata Const. Tajamar 85,368.90 6O00.O0 91,368.90 47623.9c 138,992.25
139,798.90 6,800.00 146,598.90 81,859.45 228,458.35 UNCIASSIFIED ANNEX X Page 27 of 29
Aporte Comunal Aporte "o. Loecalidad Tipo de Proyectos Mat. y Ot. Efectivo T o t a 1 Programa T o t a 1
OOA - AIQUILE 38 San Pedro Const. Tajamar 2,400.00 2,400.00 2,400.00 3 178 Lagarpampa Const.Carm.Carr. 35 Km 347,257.00 10,115.00 357,372.00 A.P.L.P. 357,372.00 110 Calera Chica Const.Cam.Carr. 10 Km 76,770.00 = 76,770.00 430.00 77,200.00
424,027.00 12,515.00 436,542.00 430.00 436,972.CC
OOA - CAPINOTA 24 Illatacu-La Chulla Const. Defensivos 32,500.00 - 32,500.00 16,200.OO 481,7O00G
001. - VILLA TUNARI' 134 Ivirizu Bajo Const. Oroya 11,157.00 2,000.00 13,157.00 3,538.35 16,695.35
OOA - LLICA 147 Puqui Empejrado calles y P. 10,925.00 - 10,925.00 10,925.00 21,850.00 246 Jaruma Apert. Camino Carr. 21,450.00 - 21,450.00 A.P.L.P. 21,450.00 5 237 Chilalo Apert. Camino Carr. 24,200.00 - 24,200.00 A.P.L.P. 24,200.00 162 Sivingani Const. de Tajamar 3,706.0 200.00 3,906.00 872.50 4,778.50 193 Luca (Oruro) L. Cabrera 22,910 - 22,910.00 A.P.L.P. 22,910.00
83,191.00 200.00 83,391.00 11,797.50 95,188.50
OOA ;-SACACA 1 5 Sillu Sillu Inst. Lfnea Telef. 7,056.50 662.50 7,719.00 4,760.00 12,479.00
OQA - SUCRE 344 Porcuma Const. Camino 50 Km. 46,457.00 - 46,457.0 A.P.L.P. 46,457.00 185 Teja Huasi Const. Puente 18,353-50 101000.00 28,353.50 13,239.58 41,593.08 4 199 Ila Const. Tajamar 10,380.00 2,520.00 12,900.00 2,520.00 15,420.00 136 Tabacal Const. Cam. Carr. 79,275.00 1,500.00 80,775.00 12,885.75 93,650.75 154,465.50 14,020.00 158,485.50 281,643.33 197,128.83 UNCIASSIFIED ANNEX X Page 28 of 29
Aporte Comunal Aporte N.o. Localidad Tipo de Proyectos Mat. y Ot. Efectivo T o t a 1 Programa T o t a 1 OOA - TART.TA 46 Baltazar Const. Toma Canal 6,84o.oo - 6,840.00 4,637.00 261 Concepci6n 6 11,477.00 2 Postac i n Alambrado io_,8oo.oo 6,1140.O0 16940.0O 17,00.0 33,940.00
17,640.0 6,140.OO 23,780.00 21,637.00 45,417.00 OOA - SANTA CRUZ s/n La Angostura Obra Tcma y Conduc. 447,940.00 130,000.00 577,940.00 120,000.00 697,940.00 OOA - TRINIDAD 18 Trinidad Electrificaci6n 50,000.00 50,000.00 MISCELANEOS (Varios) 51 Charcas y Otros. Const. Camino Carr. 80,983.00 - 80,983.00 A.P.L.P. 80,983.00
TOTAL INGFEIERIA 3,416,706.24 255,417.50 3,672,123.74 645, 580.18 4,317,703.92
A G R 0 P E C U A RI A
OOA - CALACOTO 70 Collpacanta Const. Bafio Intisar. 1,579.00 188.00 1,767.00 677.00 2,444.00 515 Tunquipa Const. Apriscos 15,276.60 - 15,276.60 A.P.L.P. 15,276.60 620 Laura Lloco1lIco Const. 2 Bahios Antis. 4,279.40 - 4,279.40 622 A.P.L.P. 4,279.40 6 Pujsani Const. Bafio Antisar. 2,519.50 - 2,519.50 A.P.L.P. 2,519.50 615 Copacati 3a. Sec. Const. Bafio AntisareM. 3,352.00 - 3,352.00 A.P.L.P. 3,352.00 572 Sallamarca Const. Bahio Antisar. 2,601.00 - 2,601.00 A.P.L.P. 2,601.00 29,607.50 188.00 29,795.50 677.00 30,472.50 UNCLASSIFIED ANNEX X Page 29 of 29
Aporte Comuna! No. Localidad Aporte Tipo de Proyectos Mat. y Ot. Efectivo T o t a 1 Programa T o t a I
OOA - PATACAMAYA 394 Chua Const. Bafio Antisar. 2,082.60 2,082.60 A.P.L.P. 2,082.60
OOA - BELEN 672 Chirapaca Cursillo Ganadero - - - A.P.L.P. -
TOTAL AGROPECUARIA 31,690.10 188.00 31,878.10 677.00 32,555.10
RESUMEN GENERAL
EDLWACION (124) 2,120,318.59 615,909.54 2,736,228.13 1,917,967.41 4,654,195.54 SALUD (55) 701,731.00 203,244.05 904,975.05 540,707.72 1,445,682.77 INGENIERIA (54) 3,416,706.24 255,417.50 3,672,123.74 645,580.i8 4,317,703.92 AGROPECUARIA (8) 31,690.10 188.00 31,878.10 677.00 32,555.10
TOTAL GENERAL 6,270,445.93 ,074,759.09 7,345,205.02 3,104,932.31 10,450,137.33
ampl UMMA SSIMME A -DWC/P- 1031 ANNEX Page I of 3
Inputo to National Community Development Service (NCDS) from Various Sources
Inputs: Implementation Schedule: I. U.S. - .S
1. Technical Assistance 1. Techbnical Assistance FY 1965 and FY 1966 $27,200 for one U.S. community development direct hire advisor.
$b.22i,000 for 1.local community development advisors.
FY 1967 $12,800 for I U.S. community develop ment advisor.
$240,000 for 4 local community develop meat advisors. Fy 1968 $3,4,900 for 2 CD advisors. $b.249,000 for 4 local CD advisors.
$27,000 for 3 U.S. contract advisors.
FY 1969 $47,000 for 2 U.S. CD advisors. $b.355,000 for 5 local advisors.
$22,000 for 3 U.S. coatract advisors.
FY 1970 9-1.,700 for 3 U.S. CD advisors, 2 U.S. and 1 TCN contract advisors.
$b.379,000 for 5 local advisors.
Fr 1971 T61,000 for 1 U.S. CD advisor and 1 TCN contract advisor. $b.366,000 for 5 local advisors. UNCLASSIFIED ANNE( XI Page 2 of 3
FY 1972-1973 ij6O,000 for 1 U.S. CD advisor.
2. Participant Training 2. Participant Training
IVY 1966 - $10,000 for 3 training grants to the U.S.
FY 1967 - $4,500 for 2 training grants to the U.S.
FY 1969 - $2,700 for I training grant to the U.S.
FY 1972 - $5,000 for 2 training grants to the U.S."
FY 1973 - $5,000 for 2 training grants to the U.S.
3. Commodities 3. Commodities
FY 1965 - 1966 $68,000 for vehicles, audio-visual and office equipment. FY 1968 - 1969 $44,000 for vehicles.
4. Other Costs 4. Other Costs
FY 1967 - 1968 $25,000 for invitational travel. 5. Loan 5. Loan
$915,000 authorized in FY 1969 to support project and administrative costs. Additional loan proposed -;for FY 1972. II. GOB II. GOB
1. XGBS tind GOB Treasury 1. XGBS and Treasury Contributions Contributions CY 1966 - $b.2,300,000 for salaries and adinistrative costs (60% GOB; 40% u.s.) UNCIASSIFIED ANNEX XI Page 3 of 3
C! 1967 - $b.3,100,00o for salaries and administrative costs (80% GOB; 20 u.s.) CY 1968 - GOB Treasury contribution for CD salaries, $b.4,200,ooo.
CY 1969 - GOB Treasury contribution for CD salaries, $b.4,320,000.
CY 1970 - GOB Treasury contribution for CD salaries, $b.4),200,000.
CY 1971 - GOB Treasury contribution for CD salaries, $b.4,ooo,ooo.
It is estimated that the budget vill remain at the CY 1971 level in the future.
2. Grants from the MOE/USAID 2. GOB Owned Local Currency Account FY 1966 - $b.l,800,000 FY 1967 - b.2,o4o,ooo FY 19 - b.1,200,000 FY 1969 - $b. 1,200,000 3. Local Currency Loan from 3. April 1969 - $b.6,ooo,OOO (LCL-1026) MOE/USAID Account
III. Other Donors III. Other Donors
UN (I.0) $40,000 per year, CY 1966-1969, for technical assistance.
IDB $435,000 Loan - January 16, 1964 MIay r P M I, Is m ,,M("aa)W,..L4 UNCLASSIFIED UNITED STATES GOVERNMENT A]D-DLC/P-1031
Memorandum aI of 13
"ro Mr. Ronald Russell, CAP/ DATE: May 10, ez&j Oneer,I ETD- 589/721972 FROM Fred egChief En ETD ,
SUBJECT: ETD Evaluations for CD Loan Paper 0o '':3,2.0
Reference: STATE 60726.,
The referenced cable calls for ETD to "(A) Reiew and verify reasonableness of types, quantities and cost estimates of vehicles and major construction equipment included in equipment list; (B) Determine whether, given the size, type, complexity and estimated number of sub-projects outlined in the 3 year plan, NCDS has the technical and encrineering capacity to review the plans, cost estimates and soundness of proposed sub-projects and recommend ap proval cAr restudy; monitor construction in a manner adequate to safeguard AIDs interests; and has or will have adequate personnel and facilities avail able to it to insure proper utilization and maintenance of the vehicles and other equipment to be financed under the loan."
In addition, ETD should "make a positive determination that size and com plexity of proposed sub-projects either does or does notrequire diret AID reviews or approvals."
The equipment list submitted by the NCDS to ETD for this review is not the same equipment list presented in the 3 yer plan. The equipment list in the 3 yr. plan was revised and reduced by USAID advisors and then endorsed by NCDS. The resulting list, presented to ETD, seems more reasonable and in keeping with the needs of the planned sub-projects. The list contains 56 line items which include 750 individual pieces of equipment plus tools and maint enance equipment.
Given the list of sub-proj ects in the 3 yr plan, the types of equipment listed seem reasonable. Certain of 'the equipmnert i s specialized (scarifier, well driller, pneumatic hammers) and may not be fully utilized. However, there is still the limited need for this equipment which justifies its acquisition. In he case of the well dril'ers, two are proposed. The well sub-projects proposed during the first 2 years of the plan can be handled by one rig. However, 2 rigs would be needed for the 3rd year's number of proposed well sub-projects. It
A,,.,, Boy U.S. Savins Bend Ri glarly on th, Payroll Savings Plan UNCLASS IFIE ANNE XII Page q of 13 -2
is suggested that acquisition of the second well driller be held until the experience of the first 2 years indicate the actual need for it.
The quantity of non-mobile and office equipment is difficult to judge as reasonable without a more exhaustive study than we have been able to make. The entire loan project is ambitious and if it is to succeed, the supporting equipment must be available. Given the fact that practically nor 7 of this equipment is now a part of the NCDS plant, it will at first be somewhat of a luxury. However, we feel that the timely implementation of the loan project should not be jeopardized by a lack of supporting equip ment and therefor we do not consider this equipment unreasonable. We note that the USAID advisors have reduced the original equipment list by a value of approximately $170, 000.
The NCDS has taken the logical approach to making cost estimates of the proposed equipment. They have prepared adequate preliminary specifica tions for the mobile equipment and submitted them to the dealers and sup pliers of such equipment in La Paz for quotations. These quotations have been slightly increased and rounded. By the projected time of acquisition, these estimates should still cover the costs.
As previously stated, the project is ambitious and the list of sub-projects includes projects not previously attempted by the NCDS. For the (so-called) engineering projects, an estimate was made of the field and office time of engineers and technicians required to carry out the project. This time was compared to engineering and technician staff man hours available at regular time through out the year allowing for vacation and travel time. During the first year, staffing had ample time to carry out all of the work. The 1st year's experience should develop efficiency & expertise which should allow accomplishment of the 2nd & 3rd year's sub-projects without additional en gineering and technical staff.
The program calls for 120 storage dams, ground reservoirs and diversion dams each of which is a separat6 engineering problem depending upon the terrain, the expected stream flows, diversion flows and reservoir outlows and the flood flows that may be encountered. This type of project has more potential for disaster should a failure occur, than do the other types of sub projects. Dam design, depending upon the size of the project, can become quite sophisticated.
In order to make an evaluation of the NCDS staffing to properly undertake this type of sub-project, evidence of previous experience on such work was UNCLASSIFIE ANNE XII Page 3 of 13
-3
requested. The design calculations and construction plans for 2 previous ly constructed dam projects undertaken by the NCDS was submitted for our review. They are the COARI Project and the LAGUN MAYU Project. It is assumed that these are representative of the size of the proposed dam sub-proiectu since the larjest proposed would require a minimum storage capacity of approximately 1700 acre-feet. (The COARI and LAGUN MAYU have storage capacities of 1350 and 3780 acre-feet respectively.)
These two projects indicate by their designs an acceptable level of com petence of the designer for the size of projects with the following reserva tions:
a. Primitive approach to determine the design flood b. No flood routing studies c. No indication in the plans of construction details at the dam abutments
There are other deficiencies of less significance but those listed above have a direct bearing on the safety of the structure. They will be treated each in turn.
DESIGN FLCOD - The methods of determining design floods on both of these projects is likely due to the lack of adequate hydrological data for more pre cise methods. Consequently, a measure of additional risk is introduced. This risk can be tolerated more adequately by introducing a safety factor in the design of the dam and spillway to allow for the possible error in design flood calculations. The level of this safety factor in these designs was not evident.
FLOOD ROUTING - Flood routing is an exercise to determine the ability of the spillway to safely pass expected floods given the level of storage and pos sible spilling at the time and for the duration that the flood occurs. Since the design flood calculations for these two projects only yield an instantaneous peak flow, flood routing is not possible. Again a safety factor (not evident in the design) should be used.
ABUTMENT DESIGN - Although the plans shown in the designs do not give any details of abutment design, proper construction of the abutments may have been accomplished under the supervision of the field engineer in charge. Many failures of earthfill type dams have been due to seepage through the abutments or between the earthfill and the spillway structure. Both of these UNCLASSIFIE ANNX XII Page 4 of 13 -4
are weak points and care in their design and construction is as important as the main structure. There is no safety factor to accomodate these weak points other than proper design and construction.
Our review of the two dam projects submitted has necessarily been criti cal. Additional sophistication of the designs would increase the project costs if more precise hydrological data were considered a necessary pre requisite. For the proposed dam projects, the ends may not justify any addtional means. Each project is an individual case and a failure would have different costs. We do not want to recommend USAI review of the plans and mouitoring of construction as it would require specialized staff ing that would be infrEquently utilized. We do recommend that the dam pro jects that have been constructed be watched carefully and inspected regu larly to monitor their performance. In this way, the competence and, )er ience of the NCDS dam designers will be enhanced such that future de ns will be supported by previous experience.
It was noted that the designs of the COARI and LAGUN MAYU projects were done by Ing. Edgar Vega and Ing. E. Cclque respectively. These engineers are not part of the NCDS regular staff. They are on loan to the NCDS from the Ministry of Agriculture. This arrangement is satisfactory if it continues. However, we feel that NCES should develop its own competence in dam de sign given the number of this type projects in the proposed program.
In addition to dam sub-projects, we feel that bridge structures also have a potential fo: serious consequences and costs if a failure occurs. No sample bridge designs were submitted for our review. Although a competent bridge design is probable with sufficient education (which civil engineers are ex pected to have) even though experience is lacking, and since bridges are a new undertaking for the NCDS staff, it is recommended that the bridge de signs be submitted to ETD for review during the first year of the prog-ram so that a better judgement of their competence in this specialty may be de termined. If ETD is satisfied with the designs, the bridge sub-projects pro posed for the 2nd & 3rd years need not have USAID approval.
The NC-S staff appears to be adeqaate in both education and experien( , to review plans of sub-projects and recommend them for restudy or appi oval without AID concurrence except for the limitations expressed herein.
ETD is requested to determine if NCDS has or will have adequate staff and faciAities available to "insure proper utilization and maintenance of the ve hicles and other equipment to be financed under the loan". As an approach to this determination, we hired Mr. Armando Villegas, specialist in equip UN4CLASSIFIED ANNEX XII Page 5 of 13 -5
ment operation & maintenance, to inspect the existing mobile equipment and shop facilities, and interview NCES maintenance personnel to deter mine the level and quality of maintenance provided up to now on equip ment owned by NCDS and the capability of NCDS maintenance personnel. (A copy of Mr. Villegas' report is attached for your information.)
A glance through Mr. Villegas' report will indicate the present capability of NCES staff personnel to properly maintain its equipment. Shop facili ties are grossly inadequate and proper maintenance procedure and policy is lacking. Technical capability of the NCDS mechanis in La Paz seems to be adequate to maintain vehicular equipment but the lack of funds and pro per procedure has made it difficult for the mechanics to perform consistent with their competence. NCDS does not now have staff capability to maintain tractors, well drillers, power shovel, backhoe etc. which items are inclu ded in the proposed equipment list. NCDS has indicated to ETD that it in tends to have SNC maintain this equipment. Such an arrangement seems sa tisfact ory to us with one exception which follows, provided that the respons ible person in NCES sees that this equipment is made available for such SNC maintenance at proper and regular Lntervals. It is suggested that USAID re quire NCDS to enter into a contract vith SNC for this service and that the contract be approved by USAID.
An exception to the above SNC maintenance plan involves the well drilling equipment. The United Nations is presently executing a program of explo ration for groundwater on the altiplano in cooperation with CBF. This pro gram is utilizing 2 drill rigs and they have proved very expensive to main tai n. This is attributable to inexperienced operators and the lack of an ade quate inventory of spare parts. Spare parts are not available in Bolivia and if the inventory is inadequate, it becomes cheaper to have the part custom fabricated here than to shut down the operation until the necessary part can be ordered from the U. S. This has led to maintenance costs of the U. N. drill rigs-as high as $2500 per month per drill rig. The U.N. drilling program is likely operating under more favorable circumstances than will the NCES in. that it employs experienced foreign drilling supervisors and a geologist spe cialized in grolindwater hyd0logy.
It does not seem practical to us for SNC to provide maintenance for the drill rigs since once the drilling operation begins, it continues until it is completed requiring round the clock operation. If a breakdown occurs while drilling, it must be attended to at once and at the drill site for economy of the whole well drilling operation. It is therefore recommended that the NCDS provide for in house maintenance capability for these drill rigs. UNCLASSIFID ANNEX XII Page 6 of 13
NCDS has also indicated to ETD that it intends to acquire some new pro perty where it is intended to establish adequate shop facilities for vehicu lar maintenance. It is recommended that the proposed loan include ade quate financing to establish this facility. It is further recommended that tech nical assistance be provided for in establishing procedures for preventive maintenance of all mobile equipment and training for NCrS drivers in maint enance and record keeping.
NCDS does not now have staff personnel competent to operate the non-vehicular mobile equipment. At the time such equipment becomes available, the NCDS should hire operators with adequate experience for this equipment. We do not feel that the present NCDS officer in charge of transportation is qualified to select the proper personnel as operators of this equipment. It is recommended that USAID provide technical assistance in this area when the time comes. Proper utilization of the equipment proposed under the loan cannot be guaran teed by "adequate staffing" in NCDS. We feel that a utilization plan together with technical assistance will be required in the beg-inning stages (1st year) if the Mission is to have assurance of proper utilization. Proper utilization implies proper maintenance. It has been our experience that preventive maint enance is not clearly understood in Bolivia and therefore inadequate budget support of the maintenance component of a program involving mobile and heavy equipment usage is the result. Even SNC, which has the highest sophistica tion of any Bolivian agency we know of an/iwhich has a substantial investment in heavy equipment, does not have adequate maintenance budget support.
We feel that all of the foregoing comments should be taken into consideration in preparing the new CD loan.
ETD:CRMathews: svi UNCLASS IFI ANNEX XII Page 7 of 13 Date: May 9, 1972
TO : Mr. Charles R. MathewsDeputy Chief Engineer
FROM : Armando Villegas.
SUBJECT: Inspection made to Shop and Maintenance facilities of De sarrollo de Comunidades in Segiiencoma
As per your request, an inspection was made to the shop and office of the Desarrollo de Comunidades in Segqiencoma. For your information and to give you an idea of the condition of the vehicles, seven vehicles were ins pected and drove, the tool room and the office of the Transportation Chief was also Inspected. The following is the result of that inspection:
1.- Dodge Pick up 1965 # 80421
1-Battery dirty and weak 2-Pivots in steering wore out 3-No tools - no grease gun 4-No stop or directional lights 5-Engine dirty 6-Appearance of vehicle poor 7-Maintenance poor
2. - Chevrolet Pick up 1968 # 80209
I-Engine dirty 2-Low in oil 3-Pivots n steering wore out 4-Battery dirty and weak 5-Leaks oil 6-Clutch need adjustment 7-Maintenance poor 8-Appearance of vehicle .poor 9-No tools 10-No grease gun
3. - Chevrolet Pick up 1965 # 80212 1-Water in battery low 2-Bendix In starter damaged S-Clutc2 too loose UNCLASS IFIE ANNEX XII Page 8 of 13 -2
4-Maintelance poor 5-Appearance of vehicle poor 6-Engine dirty 7-No tools 8-No grease gun
4. - Chevrolet Pick up 1965 # 80207 1-Battery dirty and weak 2-Engine dirty 3-Oil In crankcase need changing 4-Pivot in steering wore out 5-Maintnance poor 6-Appearance of vehicle poor 7-No tools 8-No grease gun
5. - Chevrolet Pick up 1965 # 80211 1-Engine dirty 2-Battery dirty 3-Too much oil in crankcase 4-Leaks oil from seals 5-Pivots in steering loose 6-Appearance of vehicle poor 7-Maintenance poor 8-No tools 9-No grease gun
6. - Dodge 200 1967
1-OU in crankt-ase low 2-Valve nolce in engine 3-Radiator cap missing 4-Leaks oil froin seals 5-Pivots in steering loose 6-Appearance of vehicle poor 7-Maintenance poor 8-No tools 9-No grease gun
7. -Dodge 1967 Pick up - needs complete overhaul
8. - Interhatlonal 1966 - Needs complete overhaul UNCLASS IFID ANNEC XII Page 9 of 13 -3
9. - Dodge 1965 # 80420 - Needs complete overhaul. Other vehicles were found in the yard dismanteled and not needed to be inspected. The shops and facilities belonged to the Ministry of Agriculture. In the Shop, we found two mechanics working, 1-Mr. Luis Ledo with 20 years of experience and Gregorio Limache with 5 years of experience, a.n au tomotive electrician is also working but he was not present at the time. No heavy equipment mechanic or operator is employed at the present time.
The following diseiep&r . were found in the shop:. 1-Shop too small and crowded 2-Working factlities inadequate 3-Shop organization inadequate 4-No grease pit or rack 5-No greasing units 6-No spare parts to support breakdown o15 vehicles 7-No first aid facilities 8-No maintenance records kept with vehicles 9-No maintenance facilities 10-No gas pump 11-No oil or grease storage 12-No water or pressure valve to wash engine and vehicles 13-No office space and equipment for storekeeper 14-No cabinets to keep control reards cards 15-No spot inspections made in vehicles and equipment 16-No place to leave vehicles parked, overnight 17-No responsibilities given to the drivers 18-No tools for mechanics
Recommendations 1. A place of their own to et up a permanent shop, maintenance and park ing facilities.
2. All vehicles because of their age and FWT should be replaced by new ones.
3. A better and adequate shop should be built to facilitate working conditions. 4. A grease pit or rack should be built. V 6 so t
5. Grease units and equipment should be obtain ke do their own maintenance. At present vehicles are sent out to local shop for their maintnance. UNCLASS IT'M ANN=X XII Page 10 of 13 -4 6. New and complete set of tools should be purchased for each mechanic . 7. At least .10% of spare parts should be kept In stc'age for immediate use. 8. Record cards should be kept Iieach vehicle tb keep a maintenance con trol of the vehicle.
9. Maintenance facillties should be facilitated.? 10. A gas pump should be installed for safety reasons and filling of vehicles. At present, the gasbline is storAyed in drums. 11. A storage room for oil and grease should be built. 12. Water and a pressure valve should be established to wash the engines and vehicles. 13. An office space and equipment should be established for the storekeeper. 14. A cabinet to keep the record control cards should be obtained, at present they are kept on top of a desk. 15. A person should be trained to make periodically spot inspections on the vehicles, this way, the driver is forced to check is vehicle continuously. 16. A place should be established to leave the vehicles overnight to the stealing of different prevent parts of the vehicles. At present time the drivers claim that the guard of the Ministry closes the door anddened te-ee late at night. 17. Responsibilities should be given to each driver assigned to a vehicle, should be responsible he for the tools and accessories of his vehicle and maintenance. 18. Technical assistance should-be given to Mr. Ascarrunz, Transportation Chief in reorgailzing the sh6p; office procedures and shop management. 19. Technical assistance should be given to all drivers in maintenance, dri ving and safety precauttons. UNCLASS IFIED ANNE( XII Page 1. of 13
COCHABAMBA May S, 1972
The following vehiclesandi_ ...... intogif-'r-were inspected: Chevrolet Pick up 1968 # 80235 1 - Engine dirty 2 - Low in oil 3 - No water in radiator 4 - Appearance, good 5 - Pivots in steering wore out 6 - Maintenance poor 7 - No tools 8 - No grease gun 9 - Noise in rear end 10 - Pick up had 2500 kilometers run without maintenance 11 - No records of maintenance kept with the vehicles
Chevrolet Pick up 1968 # 80213
1 - Engine fair 2 - Battery dirty 3 - Pivots in steering wore out 4 - Brakes had air in the lines 5 - Drive shaft no good 6 - U-bolts wore cut 7 - No tools 8 - No grease gun 9 - Uses oil 10 - No rexrds of maintenance kept with vehicle 11 - Appearance fair 12 - Maintnance poor Dodge 200 Pick up # 80417 1965
1 - Battery new but don't belong to vehicle 2 - Too much oil in crank case 3 - Engine dirty 4 - Clutch needs adjustment 5 - Brakes needs adjustment 6 - No tools 7 - No grease gun 8 - Maintenance poor UNCLASS IFIE AMMTX XII Page 12 of 13 -2-
Dodge 200 Pick up 1965 # 0-80884
1 - Low in oil in crankcase, engine uses too much oil 2 - No front drive 3 - No tools 4 - No grease gun 5 - Maintenance poor 6 - Appearance of vehicle fair
In conversation with the drivers, I indicate that the maintenance of their vehicles was very poor, they answer, that they have no grease gun to do the daily maintenance in their vehicles, maintenance was done only when money is available, sometimes they run the vehicles for months without any maintenance.
Recommendations
1. All drivers should be given some instructions in daily maintenanee of their vehicles.
2. Tools and a grease gun should be furnished to each driver who should sign and be responsible for them.
3. A record control, card of maintenance performed should be implemen ted and must be carried In the vehicles at all times. ucr 4. All pick up's because of their age and w&ae should be replaced.
5. Records controls should beestablis in the office in order to Implement and coordinate the maintenance of each vehicle.
6. Because there is more than one vehicle, someone should be responsible to see that a daily maintenance is kept up by the drivers.
7. At present time, there is no place to park the vehicles overnight, each driver or the bosses take the v ehicles to their homes; a place should be procured to park and kep-the vehicles secured in one place.
8. Because of the small fleet of vehicles in Cochabamba, it would be cheaper to continue, but, with an estzablished and well performed maintenance of their vehicles in the local shops. UNCLASSIFID ANNE XII Page 13 of 13
TAR 13A ,May 4, 1972 Chevrolet Pick up 1965 r1fhis pick up was In a local shop at the time of my inspection for repairs on the brakes, change of clutch plate and repairs in the transmission. According to the driver, no daily maintenance Is done due to a shortage of tools mainly a grease gun. Maintenance is done on the local shop every 30 to 40 days or when there' s money to do It. The appearance of the vehicle is good, the driver has taken good care of the pick up, as he puts it, this Is the only means of transportation and he has to keep it in good shape. No place to park the pick up at nite, the Engineer takes it home every nite. Gasoline and oil is purchased in the local market. No records of mainten ance performed to the vehicle is carried with the vehicle.
Recommendations
1) Due to the age of the pick up and the FWT, it should be repb.ced with a new one.
2) Tools should be provided to tha driver and specially a grease gun so that he can perform daily maintenance in his vehicle, he should be respons ible of same.
3) A place to park the pick up overnight should be procured for safety reasor.
4) A maintenance control record card of maintenance performed to the ve hicle shold be Implemented and carried in the vehicle at all times.
5) Due to the fact that there's only one vehicle in Tari;, t =eh e'a r to continue doing their maintenance and repairs in the local shops. N.C.D.S.
MALYSIS OF ACIUAL AND BU)GI'ED AIMfISTRATIVE EXPENDITRES
UNDEB WOAN0 jf AND T11REE-YFAR FlAN (In Us$)
Actual Estiln tyed Total ActiAl Budget. Budget. Budget. Expenditures Expediturct & E.t. Expen. Cost: Costs Costs Description Jul 71/Mch 72 Apr/Ju"ie ? FY 19'12 FY 19(1 FY 3974 k-Y1975 Observations and Explanations
Communications & Utilities 3,012 1,OOj o4,o15 3,750 11,167 5,000 Light, telephone, cable, radio and mail bills for Central, Regional and Area Offices
Publicity and Printing 2,2 00 735 2,935 2,833 2,833 3,167 Advertisements, printing of pamphlets, book- lets, etc., subscriptions
Transport and Travel 25,105 8, 3rO 3j,475, JO,83J 32,917 38,333 F-r die and plane, train or bus fares. Many areas such as Trinidad, Charagua, etc., cannot be reached by motor-vehicle. Regional Office Officials and Central Office Supervisors, Auditors, etc. will travel constantly
Insurance 2,083 2,O84# 2,500 NCDS vehicles are not currently insured. Estimate for FY 1973 is for 20 vehicles at $ 113.00 p.a. each. For FY 1974 and 1975, additional equipment is to be insured apart from the vehicles.
ttett 2,400 805 3,205 7,922 8,339 8,756 Rental of Offices in the Interior. So far only 4 or 5 offices have been rented, but for CA FY 1973/75 It is contemplated that 8 Regional, 4 Area and possibly 1 or 2 more offices will be rented at an average of $6O.OO ea. per month. "--_
Wintenance Buildings 4,85o 850 5,700 1,945 2,69 2,69 HIgh cost in FY 1972 is due to re-conditioning 0 of office building in in Paz. For FY 1973/75 - an average of $100-150 per annum will be re- I Ired for 12 Regional & Area Office and 00 to 1,000 p.a. for Central Office. o 1.j L.C.D.B,
Actual Estimated Total Actual Budget. Budget. Budget. Expenditures Expenditures & Eat. Expen. Costs Costs Costs Description Jul 71/Mch 72 Apr/Juxe 72 FY 1972 FY 1973 FY 1974 FY 1975 Observations and Explanations of fuWds Bank Charges 600 200 800 833 917 917 Central Bank charges for transfer from Central to Regional @-d Area Offices. Decentralization will call for transfer of larger amounts.
Materials ana Supplies 9,600 3,200 12,800 10,416 12,917 13,750 Stationary, clips, staples, pencils, erasers, carbon paper, stencils, typewriter ribbons, machine tapes and general Office Equipment for Central and Regional Offices.
General Services 1,815 600 2,415 2,500 2,500 2,500 Cleaning material and equipmert, lavatory paper, amp, etc. for Central & Regional Offices.
Maintenance Vehicles & Eqkip. 214,570 8,190 32,760 47,245 49,74 52,244 Gasoline, )ubricants, spares and overhauls. FY 1973/75 contemplates 54,000 liters of gasoline/month ($37,000 p.a.) plus lubricants and spares. As vehicles grow older, costs will automatically increase. Training 35,425 11,810 47,235 38,333 40,833 42,500 Training salaries for 4 Centre Directors, 23 ihtructors and cooks at 4120.00, 100.00 and 33.00 per month per person, with suall increases contemplated in 1970 and 1975.
Anticretic Contract (1) 3,000 - 30,000 - - - 139,577 35,763 175,340 1148,693 159,945 172,361
uS$ 481,000 0o N.C.D.S.
Note: Estimated expenditifres for the period April/June 1972 have been % of Administrative Expenditures in relation to Total obtained by averaging actual figures for 9 month period July/ Financing of Three-Year Plan March. (With the exception of lintenance little Buildings as very extra maintenance In contemplated for remaining 3 month period.) External Financing (A.I.D.) us# 3,000,000 Internal Financing (Ccnr-ity) Internal Financing (Go.0.Bl) 1.3122.0U* 3,122,875 (1) This expenditure was made for an anticretic contract for the Internal Financing (G.O.B.) US$ 1,220,000 La Paz Office Building. No amount has been budgeted for the U$ 7,312,875 period 1973/75, aq the total arount may be considered a pay ment against pos M.e future purchase. Source: Complied from NCDS Financiul Recorda end Plbnning Information Total Externally Financed Ad ministrative Expenditures US$ 231,000
% of Budget 3.1%
Lo UNCLASSIFIED AID-DLC/P-1031 ANNEX XIV Page 1 of 2
INVENTORY OF VEHICLES AND MAJOR EQUIPMENT CURRENTLY HELD BY NCDS
IMIICLES
Station wagons - 1964-1965 and 1968 models 3
Pick-un trucks - (2) 1958 - (1) 1960 - (1) 1961 - (11) 1965 (12)1967 - (8) 1968 models 35
Trucks - (1) 1952 - (2) 1954 - (1) 1960 4
Ambulances - (1) 1965 Kaiser - (1) 1961 Skoda 2
Automobiles - 1958 Citroen
OTIU.S LIAJOR EQUIPMEIT Metalic tables 12 Metalic desks 17 Metalic filing cabinets 18 Metalic cabinets 5 Kardex cabinets 5 Electric typewriters 2 Typewriters 36 Electric calculators 6 Hand calculators 8 IBM Punch clock 1 Multicopier 3 Book-binder 1 Telephone Central 1 Safe 1 Telephones Taje-recorder 1 Plat.e-tables 2 Tachymeter 1 Level 1 . ntercmn 1 Tri pods 6 So.,ter.Lw, seL 1 Oxygen soldering set 1 Compressor 1 Motor pump 1 Veri.fax copier 1 Miscellaneous items
Source: Compiled from NCDS Inventory Files at 11/30/71. UNCLASSIFIED ANNEX XIV Page 2 of 2
Note: 1. Inventories of Regional and Area Offices are not available but it is estimated that each office has a typewriter, small calculator and assorted furniture.
2. The Training Centers of Pillapi and Paracaya have some machinery but inventories are not available.
PROCU EMENT BEING MADE UNDER LOAN 511-L-038
Dollar Cost
Item Quantity Cost
1. 4 wheel drive carzryall 1 $ 6,000.00 2. 2-M3 damp-truck 1 $ 6.,500.00 3. 4 wheel drive pick-up, I & 1/2 ton capacity 10 $ 56,500.00 4. I wheel drive jeep 12 $ 46,440.00 5. 125 cc Motorcycle 23 $ 6,900.00 6. DC-6 Tractor 1 $ 40,000.00 7. DC-3 Tractor 1 $ 25,000.00 8. Radio-commnunications Equipment 13 $ 1,0OO.0 9. Miscellaneous equipment (engineering, construction & drilling equipment $ 70,000.00
GRAND TOTAL $ 268,340.00 ------=