Plan of Integrated Action of Investments in the Isle of God
Secretariat of Planning and Management of Pernambuco

A. Problem Analysis

 1. What was the problem before the implementation of the initiative?
Located in the South part of the city of Recife, State of Pernambuco, Brazil, the community named Ilha de Deus (Isle of God) was formed in the 1950’s close to a mangrove, becoming home to an extremely poor population, deprived of basic resources, in 15.3 ha. Inhabitants typically got their modest living from fishing and found themselves excluded from the basic citizenship rights and deprived of human dignity. In 1995 the community was declared a Special Zone of Social Interest – ZEIS, as it appeared spontaneously and had subnormal characteristics. In 2007 the community had 1,152 inhabitants living in 317 domiciles, mostly stilt houses, in which many families shared a single room (an average of 3.7 people by house) and under permanent fear of house collapsing, due to heavy rains and high tides that caused overflows. The majority of the population was women (51.5%), circa 70% of the residents were under 30 years, and 37% children (minors of 14 years). Social indicators of the population at this time were alarming: even though almost 60% of the population were in the working-age bracket (ages between 19 to 59 years), nearly half the families (47%) informed their monthly income was less than the minimum wage (US$ 199), and the majority of those families got something betweem ½ and 1 minimum wage (between US$ 100 and US$ 199). Data from the Brazilian Institute of Geography and Statistics (IBGE) indicated that per capita income of the community was US$ 53.89, far less than the State income (US$ 284) and the city income (US$ 384). Approximately 70% of the dwellers had fishing as their main economic activity. Low education was also observed: 55% of the inhabitants in the school age bracket had, at most, 4 years of schooling and 10% of the population was illiterate. The community had, besides those problems seen in settlements with precarious infra-structure (urban exclusion, social segregation and social and economic vulnerability), aggravating conditions as it was formed in a swamp, in the corner of a mangrove protected by environmental legislation, without any regulated sustainable relationship between man and environment. The difficulty to get to the community, in the beginning it could only be reached by canoes, was only attenuated in 1986, when a wooden bridge was built, connecting the island to the continent, but even so it did not allow cars to get to the island and provide basic health services, urban cleaning and infra-structure. By 2007 the bridge was in a much degraded situation, offering risks to the population. Poor urban infra-structure was outstanding in Isle of God. Some basic urban services (such as sanitation, drainage and paved streets) were missing and some were not properly offered (public lighting, public water supply, urban cleaning), which gave the area poor habitability conditions, as the State did not seem to care for the community. This whole set of situations deeply compromised the quality of life of the population and ignited a high degree of degradation of coexistence rules and civility.

B. Strategic Approach

 2. What was the solution?
Faced with the problem, and answering the demands and aspirations of the dwellers of the Isle of God, in the first week in office, the present Governor of the State of Pernambuco, along with all his secretaries, visited the island, and promised to the population to improve their social condition and the habitability of the families, besides electing the area as a pilot Project for human development. So, in 2007 it was taken the decision to develop, with active participation of the community, a Plan of Integrated Action of Investments in the Isle of God. Its main focus was urbanization and foster citizenship – it was then proposed the development of a strategy to change the social space, which has contributed to the reduction of poverty, poor health and precarious living conditions the population faced, besides achieving the right balance between man and natural resources, which proved indispensable to the survival of local families. Based on the diagnostics resulting from the discussions involving dwellers and technicians, the community chose each intervention through vote. Therefore an Intervention Plan was built, having as principles the integration of habitation, environmental, social and economic development policies, besides improvement of health, education, safety and citizenship, culture, sports and leisure, aiming at developing a virtuous cycle in the promotion of quality of life. Addressing issues of popular habitation, the Government of Pernambuco presented three different proposals of urbanization, which were discussed and voted by the community: the plan that was elected included the total removal of stilt houses, the reconstruction of unsafe houses and the construction of 369 new dwellings (275 were ready by September, 2013), the implementation of all urban infra-structure (public water supply, drainage, public lighting, paved streets), landscaping projects and mangrove recovery. The whole action was far beyond construction and physical aspects as it understood that habitation programs and projects directed at low income population may not be restricted to the reduction of dwellings deficits and full access to public services, but that they also demand State investments in the democratic culture. In this sense, besides actions aiming at improving habitability, there were interventions targeted at fostering the community’s right to full citizenship, such as projects to monitor fauna and flora, environmental education, hydric restructuring, reopening a channel and reform of public spaces in order to build community equipment (Fisherwoman Space, Municipal Daycare, Integral Center Life II, Municipal School, Educational Center Getting to Know How to Live, Community Radio “Caranguejo Uçá”, Family Health Unit, Rowing School and Ship-Making facility, Community Safety Center, Fish Processing Unit, Squares, Decks and Kiosks). Supporting the strategy of building solutions with the active participation of the community, through all the process the inhabitants had a permanent State team installed in an office close to the island. This team, working with the operationalization of socio-environmental aspects of the project, held meetings and assisted the community, assisted families in vulnerability and social risk, besides support regulating informal market. Social workers, biologists, agronomists, forest engineers and environmental educators, also worked with articulation, planning, workshops and educative speeches with multiple themes, such as health, education, income generation and environment.

 3. How did the initiative solve the problem and improve people’s lives?
The initiative is considered innovative as it started a new model of State intervention not yet experimented, where housing projects and urbanization were implemented from a collaborative and inclusive model of management. Projects were discussed and voted by the community, aiming at human development and environmental sustainability, keeping the community in its original place, respecting its main economic activities and also promoting its self-development. Another creative approach can be observed in the methodology adopted in reallocation actions: instead of raffling, the usual solution in housing projects, in order to define the dwellings it was taken in account previous neighbors, place of origin and vulnerability conditions in the previous house. So, the new houses are distributed after a consensus is reached among the future owners. It was also possible promote small changes in the Project, imprinting the owner’s identity in the dwelling. The model shows innovation as it also contemplates, in the process of offering works and services to the community, the surge of company incubators that are aimed at providing technological transferences in productive activities already developed in the community, increasing local economic development, benefiting local production, development of entrepreneurship spirit and allocation of the community’s products in the market.

C. Execution and Implementation

 4. In which ways is the initiative creative and innovative?
As the Government’s commitment to the community was defined, as well as the Intervention Model, a plan of action to the Integrated Intervention was structured, involving the management of the work by the same team that dealt with socio-environmental issues, composed of four phases: 1st PHASE – Habitation and Urbanism – the first phase of community mobilization was directed to the preparation of dwellers to the beginning of physical intervention. It was provided a detailed registry of all families, residential and commercial realties, as well as all public equipment and social interaction spaces. This action also included the provisory removal of the families from the local where works were under way, with the concession of housing allowances or the indemnity to those that chose not to keep living at the previous place. The first decision of the community was to build the concrete bridge. The same way, it was approved in an assembly in the community the Plan of Work, which defined that the intervention would be done in stages, dividing the Island in three parts, minimizing the removal of dwellers from their places: the Pilot Area, where work would begin, had 27 dwellings, Area I, with 129 houses and Area II with 116 houses, beside a habitation project where 78 units were built. Later on, due to an increase of demands for housing in the region, the community decided to include more 19 dwellings to the original project, totaling 369 dwellings to be build. 2nd PHASE – Education to Citizenship – The second phase was post-occupation, a work that involved the dwellers of houses built in workshops and activities to adapt to the new reality of life, with dissemination of important notions to preserve the space, houses and public equipment. These activities were focused in the endorsement of habits demanded by social interaction, habits until now unknown in to this population. Many courses were promoted, speeches and workshops to develop the feeling of community.. 3rd PHASE – Sustainability and Economic Development Actions – Intending to achieve economic dynamism and income generation, that aimed at reversing the extreme poverty conditions of the community, many equipment were built and delivered to the community in order to strengthen productive activities according to the calling and profile of the region’s inhabitants. Equipment included fish processing unit, bakery and cake shop, along with bakery school, broom factory, handcraft production center, audio and video station and mini-shipyard to produce the typical fishing vessels used by the community. Also in this phase activities aimed at improving the environment were developed, with the planting of 20,100 mangrove seedlings, in an area of revitalization of 1.7 ha, besides hydric restructuring, with the drainage of the surrounding space of the Isle of God. 4th PHASE – Transference of knowledge in management and competitiveness (IN PROGRESS) – As a complement to the sustainability and economic development phase, the State Government understood that the mere deliverance of resources and materials is not enough to keep in motion the new productive equipment. It is necessary go further, developing a culture of management of quality and competitiveness in the new environment of the community. In this sense, negotiations were started with many partners and specialists in management to create models of governance, management and innovation in the productive processes initiated in the recently delivered equipment. Among these partners are the Federation of Commerce of Goods, Services and Tourism of Pernambuco – Fecomércio, the Brazilian Service of Support to Micro and Small Businesses – SEBRAE, the National Service of Industrial Apprenticeship – SENAI, the Syndicate of Bakeries and Cake Shops of Pernambuco – Sindipão and the Consultancy and Assessment in Corporate Management – Saga, among others.

 5. Who implemented the initiative and what is the size of the population affected by this initiative?
The Program was led by the Secretary of Planning and Management of Pernambuco, and was supported by many other state secretaries in the stages of its implementation: Secretary for the Women, Secretary of Social Development and Human Rights, Secretary of Social Defense, Secretary of Education, Secretary of Health and Secretary of Work and Entrepreneurship. In order to the coordinate the execution of the project the company Diagonal was chosen, responsible for the management of the Plan of Integrated Action of the Isle of God. The company had a valuable contribution in the activities of Planning, Execution, Delivery, Post-Urbanization and Post-Occupation, besides Control, Monitoring and Evaluation. The project was conceived and is being implemented with active and direct participation of Isle of God’s community and with support from the following Non-Governmental Organizations: Integral Center Life II, Educational Center Getting to Know How to Live, Community Action “Caranguejo Uçá” and its representatives. Other partnerships were developed in order to do many services necessary to the project, with the participation of COMPESA – Sanitation Company of Pernambuco, EMLURB – Company of Maintenance and Urban Cleaning, CELPE – Electricity Company of Pernambuco, and Sanitary Health District of the City of Recife and Ministry of Fishing and Agriculture. Those institutions helped with the development of educative actions in themes related to new habits of living and neighborliness and in interaction relationships. Other partners, such as Brazilian Service of Support to Micro and Small Businesses – SEBRAE, Agency for Economic Development of Pernambuco – ADDiper, the Agronomic Institute of Pernambuco – IPA, the Federation of Commerce of Goods, Services and Tourism of Pernambuco – Fecomércio, the Syndicate of Bakeries and Cake Shops – Sindipão, were invited to help develop management models, connected to the fourth phase of the plan, to the self-sustainable economic development of equipment.
 6. How was the strategy implemented and what resources were mobilized?
The total of investments of the initiative surpassed the amount of R$ 50 million (or US$ 24.3 million), financed in its majority by the Government of the State of Pernambuco and 20% by the World Bank; 46.3 million (or US$ 22.5 million) was used in Works of urbanization, housing projects and environmental conservation and R$ 3.7 million (or US$ 1.8 million) in other activities, such as registry of dwellers, housing allowances, indemnities, design and execution of the Project of housing and re-urbanization, management, workshops, classes and other actions and products involved in the Project. The bridge Victory of the Women had its price shared, 50% paid by the State Government and 50% by the City of Recife. The Government of the State of Pernambuco had civil servants available to manage, monitor, teach and work in Governmental Programs in the actions taken in Isle of God. Approximately 10 servants from the Secretary of Planning and Management of Pernambuco focused their efforts in the activities of monitoring and management of the project, while tens of other servants of other secretaries contributed working with important governmental programs to the intervention, such as Pernambuco in the Workplace Program, developed by the Secretary of Social Development and Human Rights – SEDSDH; Recycle Pernambuco Program, performed by the Secretary of Economic Development – SDEC; Youth in Alert Program, Drug and Violence Resistance Educational Program – PROERD and Juvenile Patroller Program, performed by the Secretary of Social Development – SDS (Military Police of Pernambuco – PMPE, Military Fire Brigade, School Emergency Brigade); Youth and Adult Education – EJA and “Paulo Freire” Program, performed by the State Secretary of Education; Rowing to the Future Program, Sport for Life Program and Great Footballer, Great Student Program, All Against Crack Program, performed by the Secretary of Sports; Women of Isle of God Program, performed by the Special Secretary of Woman; among others. Throughout the whole process, dwellers had the Diagonal company team, permanently in the office close to the island. Two analysts of social projects, two project assistants and a trainee were available to the meetings and services to the population, besides support to families in situation of vulnerability and social risk and support to the regulation of informal markets. To the management of works, there were two engineers, one architect, a technician in home-building and a project assistant. To the environmental project there were two biologists. And, at least but not last, to articulation, planning, implementation of workshops and speeches of different themes, such as health, education, income generation and environment, the company had social assistants, biologists, agronomists, forest engineers and environmental educators. To the works of habitation and urbanization circa 480 workers were employed. Among them, 100 inhabitants of the community were selected by the construction company that won the public bid to do the work. Other 117 from Vila da Imbiribeira, a neighboring community, were also integrated to the team.

 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
Important milestones: a) The construction of the bridge Victory of the Women was the first action of the project as an answer to the priority pointed by the population. The bridge is 216.20 meters long, connects the Island to the continent. It was built to allow the population to commute safely and easily, enabling personal development and full access to the services offered by the State; b) As for the sanitation of the Island, a set of works and equipment gave the necessary conditions for the occupation of the area. Among them: two sewage stations; piezometric water tower connected to the water supply system of COMPESA and two sewage emissaries; c) Housing projects meant a change that discontinued a historical condition of subnormal living. 150 two-storey houses ,each with two bedrooms, were given to families that had up to 6 people. 27 ground-floor houses, with two bedrooms each, to families with up to 6 members and at least one with special needs (elders or disabled people), 4 ground-floor houses with 03 bedrooms to families with up to 10 people and that had at least one with special needs (elders or disabled), 16 mixed habitation units, that provided housing and a space to commerce. In the housing project close to the Isle of God 78 units were given to those that chose to live in the continent; d) As an essential condition to the success of the project, environmental recovery actions strengthened the coexistence conditions with the environment, helping to foster citizenship. So, 20,100 seedlings of native species were planted in an area of 1.7 ha. Part of this area had been previously occupied by the stilt houses. With planned urbanization, approximately 1 ha of mangrove was recovered. Hydric restructuring was performed, with the drainage of the surrounding space of the Isle of God in order to allow the reopening of a channel connecting rivers Pina and Jordão. e) Investments in the improvement and modernization of existing social equipment provided stimulus to the socioeconomic development of the community. So far, the new Family Health Unit and the headquarters of Community Center “Caranguejo Uçá” were concluded. To 2014 are scheduled the delivery of a school for 200 children, the Getting to Know How to Live Space, with bakery and Cake Shop and the Fish Processing Unit, that will benefit local production, increasing profit margins of the islanders’products.

 8. What were the most successful outputs and why was the initiative effective?
The Isle of God Project was chosen as one of the priority projects of the Government of the State of Pernambuco. So, it is one of the projects that are monitored by the Management Model Everyone for Pernambuco. This nationally and internationally recognized model gave support to the control of activities and adjustment in strategic decisions, monitoring the conformity and quality of actions involved in the project. The main actions in the work plan of the Intervention in Isle of God were set, in the logic of priority targets, in timeline, and were monitored by the State Governor himself in the ordinary meetings of monitoring of the Strategic Objective Improve Habitability and Mobility, inside the perspective of Improvement of Quality of Life of the Population. Besides, as responsible for the management of the project, SEPLAG promoted regular meetings for monitoring with the private company chosen, focused in the detailed monitoring of the many stages of the plan of action. This supervision, through Project tool, updated the Project Plan and generated detailed reports of completed deliveries, tardiness and adopted measures. In this surveillance the project was periodically evaluated by SEPLAG as for quality management, communication, scope, time, costs, risks, human resources, acquisitions, relationship with stakeholders and integration with other actors. Intervention execution control activities were distributed in five macro activities, focused on: Management Control; Technical and Administrative Support; Performance Evaluation; Quality Management; Completion of Contracts and Final Evaluation.

 9. What were the main obstacles encountered and how were they overcome?
The intervention model adopted by the State in the Isle of God Project aimed at allowing the settled families to foster citizenship besides physical change of urban reality, for a really new perspective of life, that was built by everyone. In this new process of intervention, different from the traditional model implemented by State Entities, some challenges and difficulties were faced, among them we name: a) Construction works had to be carefully sequenced because during the time each of the works were done, it was necessary to provisionally remove the local population, while another part of the community remained in their residences. These difficulties were overcome with the concession of housing allowances and periodical meetings with the community that had not been removed in order to inform them on the progress of the work; b) Delay in some works occurred due to the option of hiring dwellers from the community to work in the project. This approach, in spite of being part of the strategy to include the community in the project, brought problems coming from the lack of qualification of this workforce. In order to minimize this problem, the Secretary of Work, Qualification and Entrepreneurship worked together with the company to qualify the workforce; c) As the intervention was done in an island, logistic was complex. The bridge build can only stand traffic of small and medium sized cars. Transport of materials and machines needed to the work depended on the tides and was done by small boats. Because of that costs were much higher than in other housing/urbanization projects. To minimize this problem, other actions were adopted such as the drainage of channels to make it possible the navigation of small boats and the optimization of transportation according to the tides.

D. Impact and Sustainability

 10. What were the key benefits resulting from this initiative?
The integrated action in the Isle of God brought important benefits to this community, arising from the efforts aimed at changing people lives. Among the improvements observed we could highlight those related to the improvement of urban infra-structure of the community and those related to the improvement of socio-economic reality of the population of the island. The first action of the project, the construction of the bridge “Victory of Women” enabled access of small size vehicles to the island that made it possible, for the first time in the community’s history, that the State performed basic services such as transportation of the ill in ambulances and urban cleaning, answering an old claim of the population. Another structuring action was the construction of new dwellings in the Island, as well as the construction of a whole new urban infra-structure in the place. Built with the inhabitants of the island, the project includes the delivery of 369 habitation units. Up to the moment 275 were delivered. The first families to live in the re-urbanized places were those 27 from Pilot Plan, re-settled in the housing project. Following that, on July 2011, 78 families occupied their new homes in the housing project. On February 2012 the re-settling of 116 families of the Area I began. Nowadays the process of re-occupation of Area II, is in progress with 54 new dwellings given to the community. All dwellings have water supply, sewage, electricity, paved street s and drainage. This set of works integrates the core of urban renewal in the Island and offers people humane conditions of habitability and citizenship. Remarkable benefits were also observed in the offer of public services. Beforehand the State did not make available any services in this locality. Nowadays, with the deliverance of equipment such as Family Health Unit, built in the community in 2012, the inhabitants have medical services, getting basic care and assistance from state professionals. The same way, with the offer of basic sanitation to the whole Isle of God, the sewage problem was solved, and people are no more exposed to pollution, hydric transmission diseases and those brought by mosquitoes and rodents once proliferating in the community. The project developed several actions of education and professional capacity in the community, such as the project “Female Citizenship: Work and Income in the Isle of God”, promoted by the Secretary of Woman in partnership with SENAI, assisting 150 women, and the “Pernambuco in the Workplace Program”, that enabled 120 youth from 16 to 24 years. In the scope of this initiative, the community received in 2013 a fundamental school, that will start operating in 2014 and will benefit 200 children living in the community, besides 50 adults that will be taught to read and write in the “Fishing Letters” Program, specific to the Island. Data collected in 2010 regarding socio-economic indicators of the population of Isle of God was not yet provided by IBGE. In order to evaluate the impact of the actions of the Project, according to the perspective of the inhabitants, the State Government promoted an Assessment of the Socio Familiar Situation with 251 heads of family of the locality, aiming at identifying the changes eventually occurred in the life of the population, as well as to measure the perception of the impact of the work done by Public Entities. Among several questions, two aimed to measure the satisfaction state of the community and translate the general feeling. The first questioned: “Nowadays, what does it mean to live in the community?”. The research revealed that 82% of the answers brought positive reports on the new community, 9% neutral reports and other 9% negative reports. The second question demanded: “Cite 3 positive aspects of living in the community after re-settling”. The answers pointed that Sanitation and Urbanization were the public services that had more positive impact on the community, being reported by 28% of those answering. The same way, dwellings were mentioned by 28% of the people as a positive point. The bridge Victory of the Women was mentioned by 15% of those answering and the new Public Equipment (Health Center and Community Centers aimed at income generation) were mentioned by 14% of the population heard.

 11. Did the initiative improve integrity and/or accountability in public service? (If applicable)
As it is a locality which relation with the ecosystem is a fundamental characteristic – it is located in a estuary, around one of the biggest urban mangroves in Brazil – the urban intervention was conceived from the understanding that sustainability would be the key to the Project’s success. Amplifying the concept of the relationship between man and environment, the project enabled the maintenance of the social achievements the community had through fostered citizenship. Therefore, many actions were performed towards the optimization of the relationship between inhabitants and the place’s natural resources. As for environmental sustainability, the initiative involved actions such as: reopening of North Channel, which connects rivers Pina and Jordão, important to fishermen; the recovery of 16,039 m2 of mangrove and landscaping of 1,839 m2 of green areas; the end of sewage being directly dumped into the river, through basic sanitation, besides actions of environmental education. As for socioeconomic sustainability, actions were performed towards entrepreneurship incubation of seven different groups in the community, in fields like small commerce, beauty industry, food supply and others. There were also actions aiming at the strengthening of groups of local artisans, with workshops and expositions of their work in many national and international fairs, activity that generated income to some of the women from the community. Regarding cultural sustainability, the initiative promoted the investment in local cultural groups, as the Group of Dance Getting to Know How to Live, that participated of a tour, promoted by the State, in different cities of Germany, in 2009; in this sense, the Initiative also contemplated actions such as: the construction of a building and the donation of equipment to the local community radio, the organization of a group for production of audio and videos in the community and the construction of an amphitheater to enable cultural presentations and activities in general. As for the institutional aspect, we can highlight the support in the formalization, education and organization of groups that promote autonomy from the State in the search for funding, such as the Group of Savers, that was created in the community to develop actions of economic strengthening, with exchange of ideas with other poor communities in Brazil and other countries in South America and Africa. Referring to the dissemination of the experience in the Governmental and in the academic sectors, the Intervention of Isle of God was presented in Seminars, Congresses and speeches, national and international, such as: the 2º International Congress of Habitation in the Lusophone Space, held in Lisbon, Portugal in 2013 and the Seminar on Territorial Planning and Sustainable Development, promoted by the Ministry for Environmental Action Coordination, held in Maputo, Mozambique. In sight of the results already achieved, it can be perceived that the idea is replicable as a model of new practices of integrated urbanization, with concepts and methodologies that can be multiplied by governments and cities regarding urbanization and human development in poor areas.

 12. Were special measures put in place to ensure that the initiative benefits women and girls and improves the situation of the poorest and most vulnerable? (If applicable)
The Integrated Action on Investments to the Isle of God can be seen as a differentiated Project of intervention, but, also, as a very challenging one. Planning and execution of its actions and interventions – physical and/or social – had the premise of developing an integrated work in different social themes, prioritizing the involvement of families of inhabitants in the phases of urban intervention, as well as dealing with changes perceived. The territorial change in question brought to the surface questions that are rooted in the social structure which are mistaken with urban question, such as family cohabitation due to unemployment and, therefore, maintenance failure. The project, taking this theme into a very serious account, beyond ensuring proper dwells to the community and enabling access to health services, education, work, leisure and other social services, looked for solutions towards supporting the autonomy of the inhabitants as citizens and to strengthen their capability of organizing themselves. The complexity of this work, due to the location, enabled the State to develop new technologies and logistic solutions, applicable to engineering projects in unconventional areas. With this initiative, the State had the opportunity to learn to foresee and consider designing projects of this sort, measures to solve logistic of transportation issues, studies and soil surveys, as well as take in account some flexibility to adjustments of projects according to the reality of the intervention. We can highlight the learning process related to the respect to the differences and diversity as a factor of identification of people and the warranty that population will keep connected to the community. Actions such as the possibility to the inhabitant to choose the color of his/her house, allowance to some small changes as well as the offering of different sorts of dwellings, imprinted in the families a strong sense of identity that will contribute in a positive way to the success of the project. The State confirmed that, according to policies that aim at strengthening the local economic calling, the maintenance of productive activity - fishing -, peculiar characteristic of Isle of God, was a factor that contributed to the permanence of families in the locality and, consequently, the small number of new residences being sold afterwards. At last, it can be observed that in learning process in urban intervention projects proposed by the State in which popular participation is not mere rhetoric based on pork and barrel policies, but daily reality, there is the need for concrete actions to prepare the families to adopt concepts of democratic management, to get to know their rights and duties, and to collectively endorse the decisions agreed upon.

Contact Information

Institution Name:   Secretariat of Planning and Management of Pernambuco
Institution Type:   Government Department  
Contact Person:   LEONARDO PAIVA
Telephone/ Fax:   +55(81)31823907
Institution's / Project's Website:  
Address:   RUA DA AURORA, 1377, SANTO AMARO.
Postal Code:   50.040-090
City:   Recife
State/Province:   PERNAMBUCO

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