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Defending the Environment at the Local Level: Dom Eliseu, Brazil, 2008–2014

Author
Maya Gainer
Country of Reform
Abstract

A former center of the timber industry in the Brazilian Amazon, the municipality of Dom Eliseu had built its economy around deforestation—much of it illegal. In 2008, as part of a strategy to enforce the country’s environmental policies, the federal Ministry of the Environment included Dom Eliseu on a list of the worst violators of deforestation laws. The blacklist cut off residents’ access to markets and credit and made the municipality the target of intensive law enforcement. To get off the blacklist, the community had to overcome a collective-action problem. The local government had to persuade the owners of 80% of private land—more than 1,000 properties—to map their property boundaries, declare the extent of deforestation, enter their properties in the state environmental registration system, and adopt more-sustainable methods of production. The municipality also had to build the capacity to take on new responsibilities for environmental protection—most important, environmental licensing, which would enable the local government to regulate land use. With support from nongovernmental organizations and the state, Dom Eliseu successfully coordinated private compliance with the national policy and left the blacklist in 2012.

 

Maya Gainer drafted this case study based on interviews conducted in Belém and Dom Eliseu, Brazil, in September 2014. This case was funded by the Norwegian Agency for Development Cooperation in collaboration with the Science, Technology, and Environmental Policy program at the Woodrow Wilson School of Public and International Affairs. Case published March 2015.

A Credible Commitment: Reducing Deforestation in the Brazilian Amazon, 2003–2012

Author
Rachel Jackson
Focus Area(s)
Country of Reform
Abstract

In the early 2000s, deforestation increased sharply in the Brazilian Amazon, jeopardizing the tropical rain forest’s critical role in mitigating global climate change. In 2003, under the administration of President Luiz Inácio Lula da Silva and his minister of the environment, Marina Silva, the federal government decided to address the problem. More than a dozen ministries worked together to draft the Action Plan for Prevention and Control of Deforestation in the Legal Amazon. Implementation, which began the following year under coordination by the Office of the Chief of Staff of the President, expanded Brazil’s system of protected areas, improved remote monitoring of the Amazon, and increased enforcement of existing forestry laws. By 2007, the deforestation rate was less than half of 2004 levels. In response to an uptick in deforestation in late 2007 and early 2008, however, the Ministry of the Environment shifted tactics. Silva and her team at the ministry published a list of municipalities that bore the greatest responsibility for deforestation. The blacklisted municipalities were targets of increased enforcement operations and sanctions. The federal government also restricted landholders’ access to credit by requiring environmental compliance to qualify for government-subsidized agricultural credit. Brazil’s decade-long effort reduced the deforestation rate in the Amazon region by nearly 75% from the 1996–2005 average annual rate.

 

Rachel Jackson drafted this case study based on interviews conducted in Brazil, in September and October 2014. This case was funded by the Norwegian Agency for Development Cooperation in collaboration with the Science, Technology, and Environmental Policy program at the Woodrow Wilson School of Public and International Affairs. Case published January 2015. To learn more about how one local municipality implemented deforestation efforts, see "Controlling Deforestation in the Brazilian Amazon: Alta Floresta Works Towards Sustainability." 

Associated Interview(s):  Luciano Evaristo

Controlling Deforestation in the Brazilian Amazon: Alta Floresta Works Towards Sustainability, 2008-2013

Author
Rachel Jackson
Focus Area(s)
Country of Reform
Abstract

In the early 2000s, the municipality of Alta Floresta was part of Brazil’s Arc of Fire, a curving frontier of communities whose residents were clearing old-growth forests in the Amazon region so they could graze livestock, harvest timber, or cultivate crops. In 2008, the federal government cracked down on deforestation and pressured local governments to implement national environmental regulations. It created a blacklist of municipalities that were the worst violators of deforestation laws. Alta Floresta, as one of the 36 municipalities on the list, was thrust into an unfavorable national spotlight, cut off from access to rural agricultural credit, and its ranchers embargoed from selling their cattle to slaughterhouses. To get off the list, the municipality had to convince the owners of 80% of privately held land—more than 2,500 owners in all—to register their property, map property boundaries, declare the extent of deforestation, and agree to restore any illegally degraded or deforested areas within 10 years. Making compliance feasible for local ranchers meant that the municipal government had to promote more efficient agricultural production and provide opportunities for alternative livelihoods. This approach protected land set aside for restoration and reduced the economic need for future deforestation. In 2012, Alta Floresta became the third municipality in Brazil to earn removal from the blacklist.
 
Rachel Jackson drafted this case study based on interviews conducted in Brazil, in March and April 2014. This case was funded by the Norwegian Agency for Development Cooperation in collaboration with the Science, Technology, and Environmental Policy program at the Woodrow Wilson School of Public and International Affairs. Case published July 2014. To learn more about national deforestation efforts, see "A Credible Commitment: Reducing Deforestation in the Brazilian Amazon, 2003-2012."

Ingraining Honesty, Changing Norms: Government Ethics in Brazil, 1995-2004

Author
Deepa Iyer
Country of Reform
Abstract
During the 1990s, conflict of interest scandals in Brazil weakened public trust in civil servants and rendered many competitive processes like procurement, privatization and employment inefficient and ineffective. In 1999, President Fernando Henrique Cardoso created a Public Ethics Commission to confront these problems. Led by João Geraldo Piquet Carneiro, a Brazilian lawyer, the commission developed and implemented the Code of Conduct for Senior Government Officials. Piquet first focused on the upper echelons of the civil service— public sector managers and highly visible presidential appointees. For the first time in Brazilian politics, specific rules set public standards on conflicts of interest. Within 10 days of taking office, senior civil servants had to agree in writing to adhere to the code and submit forms detailing personal and family assets. Piquet and his team developed procedures for detecting and addressing violations. The commission avoided a backlash by walking a tightrope between being a watchdog and working with senior civil servants to help separate personal and public interests. By the end of Piquet’s tenure in 2004, the commission had set a precedent. According to interviewees, norms in the upper echelons of Brazil’s federal government had changed, and senior government officials no longer had an assumed impunity. However, critics noted that the commission’s success hinged on presidential support, as the commission lost much of its momentum under the administration of Cardoso’s successor, President Luiz Inácio Lula da Silva.
 
Deepa Iyer drafted this case study based on interviews conducted in Brasilia and São Paulo, Brazil, in September 2010. Case published March 2011. Case revised and republished in March 2013.
 

Strengthening Public Administration: Brazil, 1995-1998

Author
Rushda Majeed
Focus Area(s)
Country of Reform
Abstract
In 1995, when Luiz Carlos Bresser-Pereira took charge of the Brazilian ministry responsible for administration and reform, problems plagued the nation’s public sector. Laws and regulations prevented ministries and public sector organizations from working efficiently. Payrolls had ballooned because of rapidly rising retirement costs. Irregular recruitment and a lack of proper training had eroded the talent pool. Soon after taking office, Bresser-Pereira put together an ambitious plan to overhaul public administration. He proposed amending the constitution to loosen constraints on hiring and firing. At the same time, he pressed for a new model of governance that relied on restructuring ministries and public sector organizations as contract-based “executive agencies” and “social organizations.” Under his leadership, the Ministry of Federal Administration and State Reform (MARE) collected and centralized payroll and personnel data, recruited successfully to fill crucial policy and management positions, and set up regular training programs. By 1998, MARE had guided the constitutional amendment through Congress and set up pilot programs for executive agencies and social organizations. While some efforts stalled after MARE merged with another ministry in 1998, the ideas and principles put forward by its team continued to inform subsequent changes. This case offers insights into the challenges of building accountable services.
 
Rushda Majeed drafted this policy note on the basis of interviews conducted in Brasilia and São Paulo, Brazil, in September 2010.