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Swiss Economic Cooperation and Development
Colombia Country Strategy 2013-2016
Federal Department of Economic Affa i rs , Educat ion and Research EAER State Secretariat for Economic Affairs SECO
Colombia 3
State Secretariat for Economic Affairs (SECO)
SECO’s Economic Cooperation and Development
Division is responsible for the planning and imple-
mentation of economic cooperation and develop-
ment activities with middle income developing coun-
tries, with countries of Eastern Europe and the
Commonwealth of Independent States (transition
countries) as well as the new Member States of
the European Union. It coordinates Switzerland’s
relations with the World Bank Group, the regional
development banks and the economic organizations
of the United Nations. SECO is part of the Federal
Department of Economic Affairs, Education and
Research (EAER).
The overriding objective of Switzerland’s interna-
tional cooperation is sustainable global develop-
ment that will reduce poverty and global risks.
Accordingly, SECO’s economic and trade policy
measures strive to integrate its partner countries
into the global economy and foster economic growth
that is both socially responsible and environmentally
friendly. The Economic and Development Division
bases its activities on its specifi c areas of compe-
tence and experience in promoting economic and
fi scal policy, urban infrastructures and utilities, the
private sector and entrepreneurship, sustainable
trade and climate-friendly growth. Special emphasis
is placed on issues relating to economic governance
and gender. SECO is headed by the State Secretary
Marie-Gabrielle Ineichen-Fleisch. SECO’s Economic
Cooperation and Development Division employs
100 people at headquarter and spends appro ximately
380 million Swiss francs per year. Ambassador
Beatrice Maser heads the division.
Editorial
Egypt, Ghana, South Africa, Indonesia, Vietnam, Colombia, Peru – all rapidly expanding economies on the threshold of global
market integration yet still facing the problem of poverty. These have been SECO’s priority countries since 2008 and, together with
Tunisia, they will remain the focus of our intervention over the next four years.
All of SECO’s priority countries are classifi ed as middle-income countries (MICs). As their role in the global economy expands, they
continue to gain in signifi cance, for example in providing global public goods. However, despite rapid growth rates in these coun-
tries, their development remains fragile. Poverty and social disparities persist, accompanied by other global challenges such as
urbanisation, infrastructure bottlenecks and unemployment.
Through its economic cooperation, SECO strives to integrate its partner countries into the global economy and to foster economic
growth that is both socially responsible and environmentally friendly. These approaches correspond to the main challenges facing
MICs. Middle-income countries are also important regional hubs of development for neighbouring States and serve as valuable
examples.
SECO’s activities are based on our many years of experience in international cooperation and our specifi c expertise in economic
issues. Whether we are seeking to strengthen economic and fi scal policy, expand urban infrastructure and utilities, support the
private sector and entrepreneurship, promote sustainable trade, or stimulate climate-friendly growth: all of our measures are
aligned with Switzerland’s foreign trade policy and the Federal Council’s foreign policy objectives.
In 2012 the Swiss Parliament passed the 2013-2016 Message on International Cooperation. For the fi rst time, all of the tasks in
international cooperation were presented in a single bill, incorporated into a joint, overall strategy. This has the overriding objective
of sustainable global development that will reduce poverty and global risks.
The present Country Strategy is based on the framework credit for economic and trade policy measures, as described in the afore-
mentioned Message. It is determined by our areas of expertise and comparative advantages and paves the way for our continued
efforts over the next four years. We fi rmly believe that, in doing so, we can support our partner countries on their development path
while also making a contribution to addressing global challenges.
Marie-Gabrielle Ineichen-FleischState Secretary,Director of SECO
Beatrice MaserAmbassador,Head of Economic Cooperationand Development SECO
4 Colombia
Editorial 3
Abbreviations 4
1. Country context 6
1.1 Political situation 6
1.2 Economic and social situation 7
1.3 Bilateral economic relations 10
2. Development cooperation context 11
2.1 Partner country development strategy 11
2.2 Donor landscape 12
2.3 Lessons learnt from 2009-2012 13
3. Development challenges and SECO’s response 15
4. Financial resources 21
5. Results monitoring 22
6. Partner institutions 24
7. Statistical annex 26
AML/CFT Anti-Money Laundering/Combating the Financing of Terrorism
APC Colombian Presidential Agency for International Cooperation
APEC Asia-Pacific Economic Cooperation
CAF Andean Corporation Bank
CDM Clean Development Mechanism
CHF Swiss Franc
COOF Swiss Cooperation Office
CPC Cleaner Production Centre
CSR Corporate Social Responsibility
EFTA European Free Trade Association
EU European Union
FARC Fuerzas Armadas Revolucionarias de Colombia
FATF Financial Action Task Force
FDI Foreign Direct Investment
FTA Free Trade Agreement
GHG Green House Gas emissions
GDP Gross Domestic Product
IBRD International Bank of Reconstruction and Development
IDB Inter-American Development Bank
IDP Internally Displaced People
IFC International Finance Corporation
ILO International Labour Organization
IMF International Monetary Fund
IPR Intellectual Property Rights
MDG Millennium Development Goals
NDP National Development Plan
ODA Official Development Assistance
OECD Organization for Economic Cooperation and Development
PEFA Public Expenditure and Financial Accountability Programme
PFM Public Financial Management
PPP Public-Private Partnership
REDD+ Reducing Emissions from Deforestation and Forest Degradation
SDC Swiss Agency for Cooperation and Development
SECO State Secretariat of Economic Affairs
SME Small and Middle-sized Enterprise
TBT/SPS Technical Barriers to Trade/Sanitary and Phytosanitary Measures
USD United States Dollar
WTO World Trade Organization
SECO’s economic and trade policy measures strive to integrate its partner countries into the global economy.
Abbreviations Contents
Colombia 76 Colombia
1.1 Political situation
Change in continuity: A new government with a
positive reform mind-set. After two terms in office
(2002-2010) and a clear rejection by the constitutional
court of the possibility of a third term, Alvaro Uribe
handed over presidency to his successor Juan Manuel
Santos in 2010. Santos emerged as the clear winner of
the second round of the election, obtaining close to
70% of the votes. He had assumed various ministerial
positions during Uribe’s administration and, as former
Minister of Defence, played a crucial role in implement-
ing the “policy of demo cratic security” which resulted in
a considerable weakening of the FARC (Fuerzas Arma-
das Revolucionarias de Colombia). While retaining the
central elements of the previous administration’s eco-
nomic policy, the 80% majority in Congress of his
“national unity” coalition allowed the new government
to initiate a broad legislative reform agenda, including
sensitive key issues such as the recognition of the vic-
tims of the armed conflict and the restitution of lands.
The new government also endorsed a normalization of
the previous tensions between the executive branch
and the judiciary powers. Additionally, Colombia has
resumed diplomatic relations with Ecuador and normal-
ized its relations with Venezuela, giving hope to revived
trade relations with two traditional and important com-
mercial partners.
The official recognition of the very existence of an
“armed conflict” in Colombia marked a fundamental
departure from the more confrontational stance of the
preceding government towards a more pragmatic and
conciliatory position. The municipal and regional elec-
tions held in October 2011 did not result in a major
fragmentation of political forces. The outlook for further
important reforms is therefore positive for the years to
come.1
Despite the government’s efforts to regain con-
trol over most of the national territory, internal
security remains tense: Regardless of some key mili-
tary successes and persistently high levels of military
pressure, security outside the large urban centres
remains fragile and a key challenge. Significant parts of
Colombia are still ridden with the violence associated
with narcotráfico (drug trafficking), and several former
paramilitary groups have reconverted into armed gangs
controlling various kinds of illegal activities in urban
centres. In addition, the problem of internally displaced
people (IDPs) remains a serious challenge: Colombia is
1. Country context
second only to Sudan, with some 4-5 million IDPs 2 seek-
ing refuge in the slums of large cities like Bogotá,
Medellin or Cartagena. Military clashes between national
forces, FARC guerrilla and former paramilitary groups
have doubled since 2008 despite serious blows to the
FARC in 2010/11, including the death of its military and
ideological leaders. Thus, even if the guerrilla and para-
military groups are weakened and discredited, no end to
the conflict is in sight. On a positive note, however, the
Colombian government confirmed in August 2012 that
it was holding exploratory talks with the FARC guerrilla
with a view to possible peace negotiations.
Serious governance issues remain: Several corrup-
tion scandals involving various offices have come to
light since Santos assumed office. The new administra-
tion has therefore embarked on significant institutional
reforms including an increase from 13 to 16 ministries,
the closure of some agencies and the creation of six new
special national agencies, including the National Agency
for International Cooperation. While the new institu-
tional setup attempts to clarify the division of responsi-
bilities and competences, it could potentially create new
inter-institutional coordination challenges.
1.2 Economic and social situation
Regaining investment grade credit rating:
Colombia has accomplished much in the past few years.
Good economic policies have provided a higher level of
macroeconomic stability and living standards have grad-
ually risen. Combined with improved security, these fac-
tors led to a better economic environment and have
contributed to Colombia regaining investment grade
credit rating in mid-2011.
Strong macroeconomic framework: Colombia is an
upper-middle-income country, characterized by a solid
and stable economy with a large domestic market and a
rich natural resources endowment. Significant reforms
implemented since the 1990s pursuing prudent fiscal
management, inflation targeting and a flexible exchange
rate have led to remarkable macroeconomic stability.
This strong macroeconomic framework helped cushion
the impact of the 2008-2009 global economic crisis,
with GDP growth reaching 5.9% in 2011, compared to
1.7% in 2009. Private domestic demand, supported by
higher consumer and investor confidence and access to
cheap credit, has led the recovery process. On the supply
side, the recovery was spearheaded by the oil/mining
and financial sectors in the context of moderate infla-
A new government with a positive mind set.
1 The next legislative and presidential elections are set for March and May 2014, respectively.
2 As of end 2011, around 3.9 million people were internally displaced according to the government, and around 5.3 million according to the independent Observatory on Human Rights and Displacement (CODHES).
Improved livelihoods thanks to organic and fair-trade standards in cocoa production.
Colombia 98 Colombia
tion (3-4%). All of the above helped offset
the current account deficit (3% of GDP)
traditionally run by the country. FDI inflows
have been the fastest growing of all Latin
American countries, boosted by the robust
expansion of exploration and production in
the oil and mining sectors. Additionally,
Colombia is now reaping the gains from
the negotiation of several free-trade agreements (FTA)
under the Uribe administration; with 10 FTAs currently
in force (including the one with EFTA, which, in the case
of Switzerland, became operational in 2011, and the
much awaited FTA with the US, which entered into
force in 2012) and the one recently signed with the
EU and on-going negotiations with Panama, Israel,
Turkey, the country is promoting trade diversification
and integration into the world economy. The trend is
now eastward, with increasing interest in an FTA with
China, the signing of the FTA with Korea in July 2012,
and a formal application to join APEC with a view to
enhancing economic links with the Pacific Rim.
All these reforms and the resulting remarkable eco-
nomic performance have advanced Colombia to the
second-best sovereign risk in Latin America, second only
to Chile. As a testimony to Colombia’s new ambitions,
President Santos also presented his country’s candidacy
for OECD membership in spring 2011. This is likely to
provide a stimulus for further economic and social
reforms.
Yet, despite such progress, many structural challenges to
achieving balanced inclusive growth still remain.
Poor public sector governance, inefficient public
service delivery and a deficient tax system: Not-
withstanding recent reforms, the Colombian public sec-
tor is still characterized by bureaucratic red tape, weak
tribution of income, as reflected by the Gini coefficient.
Labour market rigidities and structural skill mismatches
are contributing to this underutilization of a considera-
ble section of the potential labour force. Indeed, the
Colombian labour market is still characterized by persis-
tently high unemployment (9.5% in 2011) as well as
pervasive labour informality, comprising 50-70% of the
labour force, depending on the definition used.
Vulnerability to climate change: Colombia has
been experiencing some of the heaviest rainfall in recent
history, leading to widespread flooding and landslides,
caused by the La niña phenomenon. More than 3.5 mil-
lion people, especially the poor, have been directly
affected. Economic losses are expected to have exceeded
4.3% of GDP. The fiscal cost of the disaster increased
the central government deficit by 1.5% of GDP in 2011.
Total emergency relief, rehabilitation and reconstruction
costs have been estimated at some USD 260 billion in
the next five years, but the bill could rise even further,
especially on the infrastructure side.5 Such numbers are
clear evidence that Colombia is one of the countries
most vulnerable to climate change 6, although it contrib-
utes only 0.37% of greenhouse gases at global level
and has a “clean” energy mix. Further, Colombia’s pop-
ulation has predominantly settled in the highlands
(Andes mountain range) or on the coast, i.e. areas prone
to flooding and unstable grounds. In addition, due to
the internal conflict, urban centres have grown extremely
rapidly and unsystematically in recent decades. Nowa-
days, 70 to 75% of the population lives in urban areas 7,
challenging the provision of good public services, espe-
cially in the area of waste management.
institutional articulation capacity and inter-institutional
coordination challenges, leading to poor public service
delivery. Even if the government has achieved significant
progress in enhancing public finances – tax revenues
are growing fast in real terms and non-financial public
sector net debt is relatively low (27.5% of GDP) based
on solid growth and active liability management – a
number of challenges have not been fully addressed.
Public spending remains inflexible, reliance on distor-
tionary taxes persists and the tax revenue base is still
very weak (at 11.7% of GDP, substantially below the
global and even the Latin American average) due to a
significant number of tax exemptions and widespread
tax evasion, given the highly inefficient tax structure.
Other macroeconomic challenges arise from the poten-
tial Dutch Disease effect of an appreciating real
exchange rate as well as commodity price volatility,
which increases economy-wide uncertainty. Considering
that both national and sub-national budgets rely heavily
on commodity revenues, this affects budget predictabil-
ity and stability and hence the importance of further
diversification of economic activity. Additional fiscal
challenges relate to the government‘s obligation to pro-
vide health care and pensions, as well as increased eco-
nomic losses and fiscal contingent liabilities as a result
of recent natural disasters.
Low productivity, high income inequality: Lacking
productivity growth has constrained output growth,
which, coupled with unequal income distribution, has
left a large part of the population in poverty 3. Even if
poverty levels according to national statistics fell
between 2002 and 2009 from 49.7 to 37.2% and
extreme poverty declined from 17.7 to 12.3% 4, Colom-
bia’s progress in reducing poverty falls far below the
performance of regional peers, with poverty levels
remaining relatively high given the country’s income per
capita. In part, this is explained by a highly unequal dis-
Remarkable eco-nomic performance have advanced Colombia to the second-best sovereign risk in Latin America.
3 According to a World Bank study, the country is the seventh most unequal country in the world (comparable to countries such as Haiti and Angola) and the second in Latin America.
4 It is to be noted that the Colombian government introduced a new poverty index methodology in 2011, taking into account multidimen-sional aspects of poverty.
5 See “Análisis de la gestión del riesgo de desastres en Colombia”, World Bank, 2012.
6 According to the Center for Global Development, Colombia ranked 15th in the Extreme Weather Risk Country Index in 2008.
7 Average urban population worldwide is 50%.
Improving working conditions and promoting corporate social responsibility contribute to a better quality of life.
Colombia 1110 Colombia
1.3 Bilateral economic relations
Excellent and fairly formalized: Bilateral eco-
nomic relations can be described as excellent and fairly
formalized through an array of bilateral agreements,
initiated at the beginning of last century with the Treaty
of Friendship, Establishment and Trade and followed by
an agreement on technical and scientific cooperation in
1967. Further important milestones were the signing of
the Investment Protection Agreement in 2006 and the
Double Taxation Treaty in 2007, both of which have
since come into force. This process culminated with the
signing of a comprehensive free-trade agreement bet-
ween the EFTA states and Colombia on 25 November
2008, which, in the case of Switzerland, came into force
in July 2011. It covers a broad range of areas including
trade in goods, trade in services, investment, intellectual
property rights, government procurement, competition
and cooperation. As part of the instruments establishing
the free trade area, Switzerland and Colombia also rati-
fied a bilateral arrangement on agricultural products
that entered into force simultaneously to the FTA.
Although trade with Colombia accounts for only 0.1%
of total Swiss trade, Colombia was Switzerland’s fifth
most important export destination in Latin America in
2011.8 Trade relations have intensified in recent years,
with Swiss exports to Colombia reaching CHF 344 mil-
lion in 2011, up by more than 100% compared to 2000.
They proved resilient and remained stable during the
2008-2009 financial crisis. Chemicals and pharmaceuti-
cals are the main export products (over 60%). Colom-
bian exports to Switzerland were much more affected by
the economic crisis and show major fluctuations over
the past decade. They amounted to CHF 138 million in
2010, down from CHF 453 million in 2007, and
rebounded again in 2011. Nevertheless, Switzerland
was the 11th largest importer of Colombian goods in
2011, accounting for 1.7% of Colombian exports.9
Finally, Colombia is also one of the most important
countries in Latin America for Swiss FDI 10, with a total
stock of CHF 1.9 billion in 2010 and Swiss companies
employing approximately 15,000 people in Colombia.
8 after Brazil, Mexico, Argentina and Venezuela 9 Whereas Swiss statistics have usually shown a slightly positive trade balance for Switzerland in recent years, Colombian statistics
traditionally register a considerable trade surplus for Colombia due to the fact that Swiss official data do not include gold in bilateral trade statistics for confidentiality reasons but also because imported gold is, to a considerable degree, re-exported. In 2010, gold trade made up more than 27% of Swiss imports and 23% of overall exports.
10 Fifth in terms of volumes and fourth in terms of people employed.
2.1 Partner country development strategy
The National Development Plan 2010-2014 –
Prosperity for All: The National Develop ment Plan for
2010-2014 (NDP) is a very ambitious roadmap which
translates the electoral promises of President Santos
into a broad action plan and was approved by Congress
in June 2011. Following the mantra of change in conti-
nuity, it essentially retains the central elements of the
previous administration’s economic policy, i.e. attracting
foreign invest ment, fostering macroeconomic stability,
addressing high unemployment and widespread infor-
mality, and improving the business environment. It was
developed in close cooperation with state agencies,
local authorities and civil society. The NDP is aimed at
setting the guidelines for growth and improvement in
the country and determines the processes to be carried
out to meet these goals.11 The NDP estimates total
investment needs at USD 317 billion, of which private
investment should represent 40%, mainly in the coal,
oil, mining, housing construction and transport infra-
structure sectors (see growth drivers below).
Its guiding principle is to achieve prosperity for all
through the creation of jobs, less poverty and
more security. The strategy has three main pillars: (1)
Sustainable Growth and Competitiveness to increase
employment, (2) Equality of Opportunities for Social
Prosperity to reduce poverty, and (3) Consolidation of
Peace to improve security. Moreover, it highlights five
cross-cutting focuses: (a) Relevance of International
Relations, (b) Environ mental and Disaster Risk Manage-
ment, (c) Good Governance in public policy delivery, (d)
Innovation in new and existing productive activities and
(e) Regional Development and convergence.
In addition it identifies five “locomotives” or “growth
drivers”:
■ Innovation to add value to productive processes by
scaling-up investments into research and develop-
ment, promoting technology transfers and address-
ing pending regulatory bottlenecks;
■ Agribusiness to develop world-class products and
sectors to emulate the coffee precedent symbolized
by the Juan Valdez trademark and particularly rele-
vant for rural areas which suffer the most from the
lack of sustainable economic opportunities;
■ Housing, focusing on the provision of sustainable
social housing;
■ Transport infrastructure to address a serious con-
straint to economic development and reduce mer-
chandise trade costs due to deficient road, port and
rail capacity;
■ Mining & Energy to generate growth and neces-
sary income for redistribution programmes, through
the responsible use of Colombian’s natural resource
endowment based on transparent concession proce-
dures.
The National Strategy for International Cooper-
ation 2012-2014: The strategy differentiates between
international cooperation received and offered by
Colombia. It outlines six broad priority areas for interna-
tional cooperation destined to Colombia: 1) integral risk
management and sustainable reestablishment of com-
munities affected by natural disasters, 2) equality of
opportunities for democratic prosperity, 3) economic
growth and competitiveness, 4) environment and sus-
tainable development, 5) governance and 6) victims,
reconciliation and human rights. Each category regroups
several sub-priorities with specific potential lines of
intervention. At the same time, it also presents areas
where Colombia is offering international cooperation
which it expects to reach USD 8 million a year.
2. Development cooperation context
11 Such as a sustained economic growth level of above 5%, bringing an additional 2.5 million Colombians out of poverty, reducing unemployment to 9% and building one million housing units.
Supporting the industrial resource efficiency, leads to increased competitiveness and a lower „environmental footprint“.
Colombia 1312 Colombia
2.2 Donor landscape
Aid focus and volume: Net ODA reached USD 1
billion in fiscal year 2010 (0.5% of GDP). Against the
background of 5 million IDPs and large parts of the rural
area still affected by the conflict, donor grants are still
heavily focused on humanitarian and social aid often in
rural areas. Much of the “economic” development assis-
tance is financed by multilateral loans, making SECO
one of the very few donors in that area. Nevertheless,
some other bilateral donors have broadened the scope
of their programmes traditionally restricted to security
and humanitarian activities to also encompass eco-
nomic development.
Bilateral aid: Of the ten major bilateral donors, USAID
still takes the lion’s share, with roughly 60% of total net
ODA. The top five donors are the US, EU, Spain, Ger-
many and the Netherlands, while Switzerland ranks
eighth.12 With the current crisis in Europe, this order is
likely to change in the coming years. It is also a declared
objective of the Colombian national strategy for interna-
tional cooperation to seek diversification of its aid
sources with an increased focus on Asia, particularly
China, Korea and Japan.
Multilateral assistance: The World Bank Group
remains the largest source of development financial
assistance with a portfolio of roughly USD 7.5 billion,
principally as IBRD loans. Colombia represents the
World Bank’s third-largest exposure in Latin America,
and the seventh globally. The Inter-American Develop-
ment Bank’s (IDB) portfolio is roughly USD 3.5 billion,
while the CAF’s portfolio is around USD 3 billion, with
essentially the same characteristics, i.e. predominantly
loans.
Donor coordination: Donor coordination to date has
generally been restricted to the humanitarian sphere,
associated with the “Group of 24” (G24), a group of
donors pursuing the objective of intermediating in the
dialogue between the government and civil society in
relation to the internal conflict. The government had
hitherto also played a very limited role in donor coordi-
nation, often preferring bilateral interactions. This is
likely to change in the future with the establishment of
a new Colombian Agency for International Development
Cooperation (APC), created in November 2011. The APC
is mandated to guide and assume the technical and
financial coordination of ODA received and provided by
Colombia. In parallel, a new “Donor Group” was also
formed at the end of 2011, including multilateral insti-
tutions. This aims at better structuring the dialogue with
the Colombian government, in particular with the APC.
2.3 Lessons learnt from 2009-2012
SECO’s 2009-2012 country strategy for Colombia
had proven relevant and in line with Colombia’s national
development strategies. Among the major successes
were the enactment of several key decrees simplifying
the business environment and contributing to signifi-
cant savings for the private sector at the national and
sub-national level, the enactment of a new Law on Con-
sumer Protection and the enactment of a national policy
on National Disaster Risk Management. Another major
outcome has been the enactment of a decree relating to
the private sector’s responsibilities in managing elec-
tronic waste and the launching of the first collective
compliance scheme for the collection and recycling of
electronic waste in Latin America. The measures sup-
ported by SECO also helped to raise awareness and
transfer knowledge on various innovative issues linked
to national priorities, such as the preparation of a
national “Green Building” code, the dissemination of
corporate governance tools for family businesses, as
well as new capital markets regulatory regime require-
ments. Some important lessons can be drawn from its
implementation:
Potential role of SECO: The financial additionality of
SECO’s potential interventions is at times limited
because of the availability of other financial resources.
Several of SECO’s areas of work are addressed through
huge multilateral and bilateral loans. SECO’s added
value may therefore not be in terms of volume but rather
in terms of specific knowhow, best practices and a net-
work of international experts. Since national procure-
ment rules complicate access to international experts,
international cooperation is often the only means of
accessing that expertise for many Colombian public
actors. Furthermore, well-targeted, selected activities of
a high quality allowed Switzerland to gain visibility and
recognition with Colombian counterparts despite its
modest contribution in relative terms.
12 Swiss ODA in Colombia encompasses the programs of SDC, foreign affairs as well as SECO, and represents approximately USD 20 million annually.
SECO’s financial and technical assistance helps to improve drinking water and sanitation systems.
SECO’s added value may there-fore not be in terms of volume but rather in terms of specific know-how, best practices and a network of international experts.
Colombia 1514 Colombia
Constraints in implementing the Paris Declara-
tion – Using country systems and donor coordination
has proven difficult:
■ Use of country system: The current legal frame-
work of international cooperation is characterized by
large “grey areas” not conducive to and limiting the
use of country sys tems for cooperation implementa-
tion. Channelling ODA through the national budget
sys tem often proves administratively complicated as
well as time-consuming. As a re sult, only around
10% of ODA is currently provided through the
national budget and many government agencies pre-
fer donors to set up parallel structures, which is
clearly sub-optimal. The government has recognized
this challenge and acknowledges it explicitly in its
2012-14 cooperation strategy. The APC, responsible
for the effective implementation of the strategy, has
vowed to streamline existing processes so as to facil-
itate the use of country systems. Another difficulty
has been the complexity in receiving good project
proposals, especially from the public sector. In part,
this can be explained by their limited experience with
grants / international cooperation project manage-
ment (ODA in 2010 represented only 0.5% of GDP).
As a result, deal sourcing and project structur-
ing has proven more complex and time-con-
suming than expected.
■ With the exception of humanitarian aid, donor
coordination has been weak. Taking into account
that several ministries/agencies generally work on
the same issues, and multilateral institutions often
support reforms with loans rather than grant money,
project coordination is often inefficient and imple-
mentation prone to duplication. However, since the
creation of the new National Cooperation Agency in
November 2011, some promising first advances
towards strengthening inter-institutional articulation
and coordination can already be recorded.
■ Multi-bilateral cooperation: Most multilateral
agencies face shareholder pressure to increase com-
mitments and staff location in poorer countries (IDA
countries), while restricting new operations in upper-
middle-income countries to projects linked to innova-
tion. There is therefore clear pressure to embark on
more regional approaches, where IDA countries have
the lion’s share, but which also allow for operating in
non-IDA countries. This may imply an increasing dif-
ficulty in developing multi-bilateral projects in the
future, as well as efficiency problems in implement-
ing regional programmes in countries such as Colom-
bia due to the personnel policy of multilateral institu-
tions (hire TA staff in IDA countries only).
Based on the context analysis, and recognizing, that
a political reform agenda is key to durable systemic
change, SECO’s programme in Colombia aligns its inter-
ventions with the priorities as defined by the Colombian
government in the NDP, the national strategy for inter-
national cooperation and related sector strategies. With
its core competences, SECO is certainly well positioned
to effectively and efficiently support Colombia in suc-
cessfully addressing some of its key development chal-
lenges, namely in the field of institutional strengthening,
promoting inclusive growth and addressing climate
change and unsustainable urban development.
Though presented separately, the different objectives
overlap to a significant extent, allowing for the creation
of synergies and ensuring the overall coherence of
SECO’s portfolio in Colombia. Accordingly, a programme
or project may address challenges and issues mentioned
under different objectives.
3. Development challenges and SECO’s response
The development of the financial sector creates new investment opportunities for Colombian and international investors.
Colombia 1716 Colombia
Objective 1: Strengthen public institu-tions to improve service delivery and governance
Challenge: In order to fully exploit the potential oppor-
tunities, public institutions have to manage resources in
a more efficient, effective and transparent way. New
technologies (e.g. e-government) can help but, in addi-
tion, management capacities need to be improved and
effective tools for planning and coordinating policies,
programmes and projects put in place. Despite some
promising reforms in recent years, bureaucratic red tape
persists, and institutional articulation capacity remains
generally weak combined with a low tax revenue base,
negatively impacting the capacity and quality of public
service delivery.
Focus: SECO contributes to the institutional strength-
ening of the public sector with the objective of support-
ing a more efficient, effective and transparent manage-
ment of its resources. To this end, management
capacities in government institutions at all levels are
improved, and effective tools for planning and coordi-
nating policies, programmes and projects put in place
with a view to ensuring stable, transparent and account-
able public finances and addressing imbalances in ser-
vice delivery at the national and sub-national level. This
pillar also encompasses measures to further strengthen
market institutions and improve the economic frame-
work in areas such as financial, trade and business regu-
lations, thereby facilitating the emergence of a competi-
tive private sector. Finally, under this pillar, SECO plans
to support public technical agencies in charge of imple-
menting the government’s leading initiatives (i.e. land
reform) through capacity building measures.
Proposed SECO measures:
Support stable macroeconomic framework
conditions through targeted implementation
assistance in the realm of monetary policy (mac-
roeconomic analysis, international reserve man-
agement, macro-prudential supervision, etc.)
Contribute to an improved investment climate
through targeted business environment reforms
Improve the managerial capacity of selected
public technical entities
Support public financial management reforms
with a particular emphasis on tax policy and
administration (including domestic tax simplifica-
tions, natural resource taxation and green taxa-
tion), fiscal decentralization and public service
delivery at a sub-national level
Assist the enhancement of the regulatory and
supervisory framework of financial intermediaries
(pension funds, banks, insurances), including the
establishment of an efficient AML/CFT framework
Contribution to Colombia’s country develop-
ment objectives: Colombia’s strategy for international
cooperation defines good public governance as a key
requisite to achieving its overarching goal of democratic
prosperity. The proposed measures aim at supporting
Colombia in its effort to advance institutional strength-
ening at the national and sub-national level as a means
of improving governance. Given the transversal charac-
ter of strong public institutions, measures under this
component will also contribute to all other five priority
objectives of the Colombian cooperation strategy.
SECO contributes to the institutional strengthening of the public sector with the objective of supporting a more efficient, effective and transparent manage-ment of its resources.
Objective 2: Enhance international competitiveness to achieve more inclusive growth and reduce inequalities
Challenge: Colombia is characterized by one of the
highest income-inequality rates globally. Despite persis-
tently remarkable growth rates in the past decade,
income and regional disparities have been rising. This is
partly due to very low levels of productivity and a high
concentration of economic activity in the primary
resource sector and the major urban centres. Its econ-
omy is further characterized by high levels of informality,
hampering competition and limiting SME access to
finance and foreign markets. Therefore, the productive
structure needs to be diversified and professional and
technical training improved to generate more good-
quality jobs and develop a more equitable society. These
different constraints to private sector development need
to be tackled in order to enhance Colombia’s interna-
tional competitiveness.
Focus: SECO supports Colombia’s efforts to maintain
sustained and dynamic growth and for the growth pat-
tern to become more inclusive. To this end, constraints
to private sector growth are addressed, such as low fac-
tor productivity, insufficient financial market deepening
and barriers to market access. The creation of a more
conducive business environment will provide for more
enterprises to enter the formal sector. This will reinforce
SME competitiveness gains and further improve their
access to finance and foreign markets. For growth to be
sustainable, resources need to be used more efficiently
and biodiversity preserved. Adequate entrepreneurial
skills and good corporate governance further increase
sustainability and positively impact economic perfor-
mance. In order for growth to be more inclusive, this
pillar also encompasses measures to promote innova-
tion and the diversification of the economy to unlock
new drivers for growth. Reforms of the productive struc-
ture coupled with improved vocational training are cru-
cial for inclusive growth to generate more good-quality
jobs and develop a more equitable society.
Proposed SECO measures:
Support economic diversification
Enhance Colombia’s trade capacity to enable
compliance with international standards and cre-
ate export networks
Assist the implementation of better govern-
ance structures to improve management and
performance capacities of SMEs, leading to a
decrease in bankruptcy/liquidation rates
Support the provision of new innovative
finance mechanisms to facilitate access to (long-
term) financing and carbon finance
Support efforts to reduce the mismatch
between vocational training programmes on offer
and the skills required by the market to improve
employability and labour productivity
Support industrial resource efficiency, leading
to increased competitiveness and a lower “envi-
ronmental footprint”
Contribution to Colombia’s country develop-
ment objectives: Measures under this component will
particularly contribute to the two priority objectives of
promoting economic growth and competitiveness and
encouraging equality of opportunities for democratic
prosperity.
SECO supports Colombia’s efforts to maintain sustained and dynamic growth and for the growth pattern to become more inclusive.
Colombia 1918 Colombia
Objective 3: Strengthen climate change risk management and sustainable urban development to mitigate the impact of climate change and manage rapidly growing urbanization
Challenge: Natural threats, like the recent flooding,
have shown that Colombia is one of the most vulnerable
countries to climate change. This vulnerability is further
exacerbated by rapid and erratic urbanization. This calls
for strengthening disaster risk management policies and
information systems in line with the newly established
National Disaster Risk Management System (SNGRD) as
well as urban development and management, focusing
on sustainability aspects. Indeed, the rapid pace of
growing urbanization poses specific challenges in terms
of access to water and energy services, waste manage-
ment and sanitation, as well as urban policies and plan-
ning in general, so as to create greener and more sus-
tainable cities over time.
Focus: SECO supports Colombia in its effort to
strengthen climate risk management policies and infor-
mation systems, focusing on climate-relevant informa-
tion and data. This will allow Colombia to define and
implement specific environmental policies and strate-
gies in alignment with the priorities of the National Dis-
aster Risk Management System (SNGRD), in terms of
both adaptation to and mitigation of climate change.
SECO also supports Colombia’s efforts to strengthen
sustainable urban management. Key areas of support
include integrated waste management systems includ-
ing sanitation, urban planning, sustainable construction
and housing, as well as the promotion of renewable/
non-conventional energies. SECO’s support in this field
is aimed at contributing to the gradual emergence of
greener and more sustainable cities over time, factoring
in climate change risks and vulnerabilities.
Proposed SECO measures:
Support Colombia by enhancing its capacity
with respect to environmental analysis, enabling
it to collect and evaluate environmental and cli-
mate data in an up-to-date manner
Facilitate Colombia’s market-readiness for new
carbon market schemes
Improve the managerial capacity of public ser-
vices enterprises to enable financially sustainable
operation and a better public service offering
Support the establishment of specific environ-
mental regulations (e.g. Green Building Code;
energy labelling) to make existing growth drivers
sustainable
Support sustainable urban development and
planning, including water and sanitation
approaches
Promote renewable energy solutions in order
to contribute to a reduction in greenhouse gas
emissions
Improve Colombia’s institutional capacity to
devise and implement cost-effective financial
strategies for the fiscal protection of the state
against natural disasters
Contribution to Colombia’s country develop-
ment objectives: The proposed measures are expected
to contribute particularly to Colombia’s objective in the
priority field of environment and sustainable develop-
ment with its various sub-objectives, such as improved
preparedness to climate change and sustainable urban
development.
Modality mix
SECO will continue to pursue a mix of modalities. Its
programme will be implemented in line with the princi-
ples of Aid and Development Effectiveness: SECO will
seek to align its programme with the government’s pri-
orities and to harmonize it with other donors’ activities.
SECO’s programme will be reinforced by thorough policy
dialogue with key government partners and, whenever
possible, will refer to country systems in order to foster
ownership and effective institutions. To ensure effective
development cooperation, SECO is committed to build-
ing capacity and interacting closely with public and pri-
vate actors. Assistance will be provided through a mix of
modalities of technical assistance and capacity building,
predominantly on a specific project basis, either bilater-
ally, directly with the Colombian counterpart(s), or by
co-financing a multilateral organization’s project and
clearly defined and closely monitored investment pro-
jects. Given the public-private character of many inter-
ventions, particularly in the case of urban infrastructure,
Public Private Partnership models may be an effective
structure for efficient resource allocation and effective
implementation, especially with a view to innovative ini-
tiatives. Finally, country specific measures are comple-
mented by multi-country or even global programmes
co-financed by SECO and implemented generally by
multilateral organizations.
SECO’s activities are complementary to those of other
Swiss cooperation actors. In addition to SECO’s eco-
nomic development activities, Switzerland has been
engaged in the fields of peace building and human
rights for over ten years. Pursuing the overall objective
of supporting the transformation of the internal conflict,
this programme focuses its activities on the areas of
improved human rights, dealing with the past processes
and support for the civil society. Furthermore, Colombia
is also a priority country for Switzerland’s humanitarian
aid, focusing on protecting and improving the living
conditions of the population hardest hit by the internal
conflict and also on emergency relief.
Economic governance and gender as cross-cutting issues
The reinforcement of economic governance in the
partner countries is an essential component of SECO’s
support for the integration of partner countries into the
global economy and the promotion of sustainable eco-
nomic growth. Economic governance comprises all insti-
tutions, regulations, judiciary systems and norms that
promote the effectiveness, non-discrimination, legiti-
macy and accountability of economic activity and there-
fore contribute to combating corruption. The majority of
SECO’s interventions strengthen good economic gov-
ernance at public and private levels.
SECO sees gender equality as an important element of
poverty reduction and improving the economic pros-
pects of partner countries. No projects should place
women or men at a disadvantage. The gender dimen-
sion is integrated into project design and implementa-
tion, where it can contribute to the greater effectiveness
of SECO’s projects.
Colombia 2120 Colombia
SECO’s interventions under this strategy will be
financed through the Swiss Framework Credit for Inter-
national Cooperation 2013-16. The allocation of funds
to individual countries, programmes and projects will
depend on the identification of suitable transactions,
the absorption capacity as well as the efficiency and
effectiveness of the cooperation with the relevant part-
ners in each priority country.
Accordingly, the following information on planned com-
mitments for the four-year period of this strategy is
indicative. It cannot be considered a firm commitment or
claimed as such by the partner country. This information
serves merely as a basis for the forward spending plans
that are reviewed each year. Actual disbursements will
depend on various factors, such as the changes in the
project portfolio and the framework conditions of the
partner country.
4. Financial resources
Planned commitments for Colombia 2013-2016CHF 55 million*
Projected funds allocated to each strategic
objective:
1. Strengthening public institutions 25%
2. Enhancing international competitiveness 30%
3. Climate change risk management and sustainable urban development
45%
* Colombia also benefits from regional and global initiatives financed by SECO. When these measures cannot be earmarked to a specific country, they are not accounted for in the financial projections mentioned above.
The following table provides an overview of the
future economic cooperation with the proposed moni-
toring and evaluation indicators at the outcome level
and alignment with the Colombian development objec-
tives.
The monitoring and evaluation indicators are selected
examples; the success of implementation of this country
strategy will be measured in relation to the projects
implemented by SECO. The different projects agreed
upon will contain some of these indicators. This will
make SECO and the Colombian partners accountable
with regard to what has been achieved by the projects
implemented in the framework of this country strategy.
It is not SECO’s intention to measure Colombia’s devel-
opment objectives as a whole.
5. Results monitoring
SECO’s overall objective for Colombia Support Colombia in its pursuit of economically, ecologically and socially sustainable growth to combat poverty and inequality and to pave the way towards beneficial and balanced integration into the world economy.
Main objectives of SECO’s interventions
Contribution by SECO’s program Colombia’s country development objectives 13
Objective 1: Strengthen public institutions to improve service delivery and governance
… to improve service delivery and governance
• Economic reforms and improved financial policy lead to a transparent fiscal policy and a more reliable administration of public finances in Colombia
Selected indicators: Public access to key financial information; PEFA indicators
• Enhanced regulation and supervision of the financial sector (including in the area of AML/CFT) contribute to a stable, diversified and competitive financial market
Selected indicators: Number and type of relevant measures for financial market regulation and super-vision; compliance with FATF 40+9 recommendations
• An improved business environment and efficient regulation framework promote competitiveness
Selected indicators: “Doing Business” Indicators; number and type of impeding procedures eliminated; number and type of reforms
• Improved information systems and technical capacities of public institutions support better economic policy formulation, implementation of national regulation as well as international agreements
Selected indicators: Number and type of reforms; government efficiency indicators
• Institutional strengthening at national and sub-national level through
– Transparency and accountability – Effective public management – Efforts to combat corruption – Improved public services – Strengthened monitor and evaluation
systems – Adequate and effective fiscal control – Transversal support of the decentralization
process (institutional strengthening)
• Support the reparation, restitution and recon ciliation process (implementation of law 1448) through
– Support for the consolidation of informa-tion and registry systems
– Technical support for cadastral information
Strengthening e-waste management allows for local recovery of valuable or dangerous metals/substances and supports the development of a recycling industry.
Colombia 2322 Colombia
The strategy will be monitored on an annual basis, with
the following purposes:
Institutional learning: Documentation and repli-
cation of best practices or lessons learnt
Monitoring of relevance, topicality, efficiency and
effectiveness of SECO’s programmes and projects (and
corrections/adaptations where necessary)
Accountability:
• between the field and headquarters
• to the public
• to the partner country
SECO’s strategy is aligned with the development strat-
egy of Colombia. Therefore, the annual country strategy
monitoring also seeks to verify that SECO’s portfolio
does indeed contribute to the achievement of Colom-
bia’s development goals. Adaptive or corrective meas-
ures will be implemented if major changes occur in the
country context or development goals.
Main objectives of SECO’s interventions
Contribution by SECO’s program Colombia’s country development objectives 13
Objective 2: Enhance international competitiveness to achieve more inclusive growth and reduce inequalities
… to achieve more inclusive growth and to reduce inequalities
• Improved access to long-term investment capital through innovative and efficient financing instruments creates new jobs
Selected indicators: Number of jobs retained and created; type and number of new financing products created and in demand
• More efficient production capacities improve SME productivity and international competitiveness
Selected indicators: Number of producers with a higher net income; number of jobs retained and created
• Strengthened entrepreneurship promotes the creation of new businesses and enhances the success of existing ones
Selected indicators: Number of companies supported that receive a loan; number of entrepreneurs trained
• Increased competitiveness of the economy and enhanced productivity of companies through
– Strengthened commercial capacity for the implementation and the benefit of trade agreements recognizing Colombia’s environmental potential
– Deepening of training strategies and SME assistance in corporate governance, environmental management and access to finance
– Strengthened value chain organization focusing on adherence to international quality standards
• Create equal opportunities through better professional education
Objective 3: Strengthen climate risk management and sustainable urban development
… to mitigate the impact of climate change and manage rapidly growing urbanization
• Improve climate change mitigation policy formulation and implementation, including information and data management
Selected indicators: Number and type of policy initiatives and reforms implemented; reduction in CO2 emissions
• Enhance public utilities management and overall framework conditions to improve water supply as well as solid waste and wastewater management
Selected indicator: Number of people having access to improved public utilities
• Promote sustainable urban development and management
Selected indicator: Number and type of relevant measures
• Increase financial resilience to natural disasters and improve the capacity to meet post-disaster funding needs without compromising fiscal balances
Selected indicators: Type and number of new financing products created and in demand
• Better climate risk management through – Strengthened national and sub-national
risk and climate-relevant information and management systems
• Design of more efficient systems of waste water management, including sludge management
• Better environmental urban management through:
– sustainable cities developmentsystems – implementation of integrated waste
management models
13 Based on Colombia’s national strategy for international cooperation 2012-2014
In the past, most of SECO’s programmes in Colombia
were carried out by its strategic partners, often multilat-
eral institutions, with proven programme approaches
and methodologies. These will remain important part-
ners for SECO in Colombia. However, with a local pres-
ence now in Colombia, SECO will increasingly work
directly with local partners, both public and private.
Indeed, certain national and sub-national public entities,
the national umbrella organization of the chambers of
commerce, selected chambers of commerce and selected
business associations have already become important
project partners, directly or indirectly. These partnerships
will be further strengthened under the present strategy.
This is particularly true for measures related to the pri-
vate sector development. Private sector support is cru-
cial for the sustainability and effectiveness of such
reforms. Their success depends largely on their ability to
address and respond to effective private sector needs. It
is therefore indispensable that these requirements be
adequately taken into account and for the private sector
to participate in the reform process.
Colombia is a highly urbanized country with 70-75% of the population living in urban areas posing specific challenges in terms of providing good public services.
6. Partner institutions
Colombia 2524 Colombia
Abbreviation Institution
Local partners
APC Agencia Presidencial de Cooperación Internacional
Bancoldex Banco de Comercio Exterior de Colombia
Confecamaras Confederación de Cámaras de Comercio de Colombia
CAMACOL Cámara Colombiana de Construcción
CNPMLTA Centro Nacional de Producción más Limpia y Tecnologías Ambientales
DIAN Dirección de Aduanas e Impuestos Nacionales
DNP Departamento Nacional de Planeación
MADS Ministerio de Ambiente y Desarrollo Sostenible
MCIT Ministerio de Comercio, Industria y Turismo
MHCP Ministerio de Hacienda y Crédito Publico
MINMINAS Ministerio de Minas y Energía
MINTIC Ministerio de Tecnologías de Información y las Comunicaciones
MVCT Ministerio de Vivienda, Ciudad y Territorio
ProExport
Superintendencia Financiera
Superintendencia de Industria y Comercio
Superintendencia de Sociedades
UNGRD Unidad Nacional para la Gestión de Riesgo en Desastres
Swiss partners
COMCO Swiss Competition Commission
EMPA Federal Material Testing Laboratory
FiBL Swiss Research Institute for Organic Agriculture
IPI Swiss Federal Institute for Intellectual Property
SIFEM Swiss Investment Fund for Emerging Markets
SIPPO Swiss Import Promotion Programme
Swiss-contact Swisscontact Foundation
International partners
AFD Agence Française de Développement
HEID Graduate Institute of International and Development Studies
IDB Inter-American Development Bank
IFC International Finance Cooperation
ILO International Labour Organization
IMF International Monetary Fund
ITC International Trade Centre
KFW Kreditanstalt für Wiederaufbau
PPIAF (WB) Public Private Infrastructure Advisory Facility
UNCTAD United Nations Conference on Trade and Development
UNIDO United Nations Industrial Development Organization
UNDP United Nation Development Programme
USAID United States Agency for International Development
WB World Bank
The following data from the respective years are
based on statistics from the World Bank and other inter-
national bodies, including the IMF 14, the World Eco-
nomic Forum, the ILO and the UNDP.
7. Statistical annex
Strengthened integration in the world economy* 2008 2009 2010 2011
Exports of goods and services (E) (% of GDP) 18.2 20.4 16.3 –
Imports of goods and services (I) (% of GDP) 20.4 16.3 18.3 –
FDI (net inflows, BoP, current USD) (millions) 10.596 7.137 6.914 –
Sustainable Growth* 2008 2009 2010 20112012
(proj.)2013
(proj.)
GDP per capita (current international USD) 5.303 5.189 6.312 7.132 8.127 8.359
Real GDP growth (annual %) 3.5 1.7 4.0 6.0 4.7 4.4
Global Competitiveness Index (rank) – – 69 68 68 –
External Debt Stocks (% of GDP) 19.0 22.1 21.8 – – –
Government Gross Debt (% of GDP) 30.8 35.9 36.1 34.7 32.3 32.4
Gross Capital Formation (% of GDP) 23 22 24 – – –
Inflation, average consumer prices (annual %) 7.0 4.2 2.3 3.4 3.5 3.1
Domestic credit provided by banking sector (% of GDP) 55.3 61.5 65.6 – – –
Interest rate spread 15 7.4 6.9 5.7 – – –
14 International Monetary Fund, World Economic Outlook Database, April 201215 Lending rate minus deposit rate (%)
Colombia 2726 Colombia
Improvement of economic governance* 2008 2009 2010 2011
Ease of Doing Business (rank) 53 37 39 42
Trade Across Borders (rank) – 97 99 87
Governance Indicators of the World Bank:17
a) Government Effectiveness (%) 56.3 53.6 60.8 –
b) Regulatory Quality (%) 59.2 56.0 60.3 –
c) Rule of Law (%) 39.9 42.7 45.0 –
d) Control of Corruption (%) 51.0 49.3 43.1 –
Improvement of environmental conditions* 2008 2009 2010 2011
CO2 emissions / population (tonnes per capita) 1.35 1.33 – –
Share of renewable energy of TPES (%) 27.7 25.1 – –
Energy use per unit of GDP (tonnes of oil equivalent per thousand US dollars) 18 0.08 0.08 – –
Reduction of disparities* 2008 2009 2010 2011
Gini index 16 57 57 56 –
Unemployment rate (%), labour force survey 11.4 12.0 11.8 10.8
Poverty headcount ratio at national poverty line (% of population)
46 45.5 – –
Improved water source, urban (% of population with access)
99 – 99 –
Improved sanitation facilities, urban (% of population) 55 – 82 –
Access to electricity (%) – 93.6 – –
* Missing data due to one of the following reasons: – Depending on source, no projections available – Statistics collected only on perennial base – Data for the respective year not yet available
16 A value of 0 represents absolute equality, and a value of 100 absolute inequality.17 Percentile rank indicates the percentage of countries worldwide that rate below the selected country. Higher values indicate better
governance ratings.18 The GDP data have been compiled for individual countries at market prices in local currency and annual rates. These data have been scaled
up/down to the price levels of 2000 and then converted to US dollars using the yearly average exchange rates of 2000 or purchasing power parities (PPPs).
Notes
Federal Department of Economic Affa i rs , Educat ion and Research EAER State Secretariat for Economic Affairs SECO
Imprint
Federal Department of Economic Affairs,
Education and Research (EAER)
State Secretariat for Economic Affairs SECO
Holzikofenweg 36
CH-3003 Berne
Phone +41 31 324 09 10
www.seco-cooperation.ch
Editing/Coordination:
SECO Cooperation
Graphic Design/Concept:
Casalini, Berne
www.casalini.ch
Project Photos:
SECO/Alejandro Chaparro
Copies may be ordered from
Phone +41 31 324 09 10
Berne 2013