CDMX RESILIENCE STRATEGY

ADAPTIVE, INCLUSIVE AND EQUITABLE TRANSFORMATION

4 100 RESILIENT CITIES: MEXICO CITY September 2016 FIRST EDITION: [email protected] CONTACT: (AECOM) VirginiaKean,Jay Plano ENGLISH COPYEDITS: Ana MaríaBautista ENGLISH TRANSLATION: SEDEMA COVER: Joy Nuño Enrique Abe-SEDEMA PHOTOGRAPHY: Annika UsselGrimm Adriana ChávezSánchez Mónica ArzozCanalizo EDITORIAL DESIGN: aI911 AECOM 100 ResilientCities SEDEMA WITH THECOLLABORATIONOF: Flavia TudelaRivadeneyra Daniela TorresMendoza Adriana ChávezSánchez Arnoldo MatusKramer CDMX RESILIENCEOFFICE: CDMX ResilienceOffice PREPARED BY: CDMX ChiefResilienceOfficer Dr. ArnoldoMatusKramer Secretary oftheEnvironment M. enC.TanyaMüllerGarcía Mayor ofMexicoCity Dr. MiguelÁngelManceraEspinosa DIRECTORY: Acknowledgments References Glossary VII. APPENDIX VI .NEXTSTEPS V. RESILIENCESTRATEGY IV. AVISIONTOBUILDRESILIENCEINCDMX III. DEVELOPMENTOFRESILIENCESTRATEGY 41 2.2. City II. RESILIENCECHALLENGESINCDMX I. INTRODUCTION Expansion 16 23 Acronyms 14 Executive Letters fromtheExecutiveTeam Summary 9 CONTENTS PILLAR 05.DevelopInnovationandAdaptiveCapacity System Sustainable and Safe, PILLAR 04.ImproveMobilitythroughanIntegrated, Resilience Regional and Urban for Plan PILLAR 03. New ParadigmtoManageWaterintheMexicoBasin PILLAR 02.PromoteWaterResilienceasa coordination regional Foster PILLAR 01. 3.3 InstitutionalizationofResilience 3.2 StrategyDevelopmentProcess 3.1 ConceptualFrameworkofCityResilience 2.4. ClimateChange 2.3. ShocksandStressesinCDMX 2.1. TheGreatTransformationfromLaketoMegacity

182 176 174 147 145 90 60 55 52 50 45 43 34 27 20 108 126 72 21 6

5 RESILIENCE STRATEGY 6 100 RESILIENT CITIES: MEXICO CITY Mayor ofMexicoCity DR. MIGUELA.MANCERAESPINOSA Building resiliencemustbetackledonmultiplefronts.Forexample,theWater for theinnovativeproposalsneededtoimproveitsinhabitants’qualityoflife. As one of the greatest megacities intheworld, Mexico City is an excellent center various riskswithoutcompromisingourdevelopment. public policiesthatcontributetostrengtheningMexicoCity’scapacityaddress Resilience Strategy is a response to aglobal commitment by CDMX to foster Resilient Citiesinitiative,ofwhichourcityhasbeenamembersince2013.This A ResiliencyStrategysubmittedbyMexicoCitywaspreparedunderthe100 and vulnerability,produceasafer,fairer,more equitablesociety. emergencies. Buildingresilienceatalllevelscanhelp reducesocialinequality all are exposed to, a community that can play an active role in responding to involvement is critical to buildinga community capable offacingthe risks that the outsetandallthroughimplementationof proposedactions.Public local andregionallevelsfromboththepublic privatesectors—from that requirestheparticipationandcoordinationofvarious stakeholdersatthe Building resilience is in everyone’s interest. It is ashort- and long-term endeavor Zero initiativeisreducingthenumberofroadaccidents. including electric cabs,whichwillhelpreducepollutant emissions. And the Vision and fosteringinvestmentinup-to-datesafetransportationtechnologies, A busreplacementprojectisremovingold,obsolete,unsafebusesfromourroads Mobility Program is giving pedestrians and bicycle riders priority over private cars. contributing tothecreationofresilience.Forexample,Comprehensive environmental protectionofwaterconservationareas.Otherprojectsarealso Fund forMexicoCityaimstostrengthenthewatersupplysystemandincrease Secretary oftheEnvironment TANYA MÜLLERGARCÍA environment andwithavision forthefutureandourlong-term commitments. support the economic and social development of the city, in harmony with the Mexico City’s Resilience Strategy represents an opportunity to join together to in anemergencyordisastersituation. civil societyandensurethatcitizensatalllevelsof havetheabilitytoact for urban renewal and a revitalized infrastructure. Resilience building can strengthen sectors ofsocietyandrequirestheintegrationspecific actionsthatareneeded Resilience isaconceptthatspansallenvironmental issues.Itinvolvesmultiple and improvetheadaptivecapacityofMexicoCity. Resilience building is aspecific strategic focus of the PACCM thataims to develop the coordination of actionstoreduce social, environmental,andeconomicrisks. 2014-2010 (PACCM).Thispolicybringsvariousstakeholderstogetherandfosters the effects of climate change, as stated in the Mexico City Climate Action Program We havethereforedevelopedacomprehensivepublicpolicydesignedtocounter that resultinmultiplebenefitsandsupporttheCDMXsustainabilityagenda. city to find new approaches to these challenges and to develop innovative solutions city. Nonetheless,thecomplexityofchallengesMexicoCityfacesrequires resources, improvepeople’squalityoflife,andguaranteethewatersupplyin of areas,whichregulatedevelopmentactivitiesinordertopreservenatural Environmental policy has planning instruments such as ecological realignment causing aloweraquiferrechargezoneinConservationAreas. already affectedbytheimpactsofdroughtand loss ofgreenareas, which are of water,whichhasbecomeonethemostseriousissuesfacedbyapopulation available andanincreaseinextremeweatherevents.Anexampleisthescarcity change, suchasadecreaseinthequantityandqualityofenvironmentalservices Mexico Cityfacesgreatchallenges,someofwhichareconnectedwithclimate

7 RESILIENCE STRATEGY 8 100 RESILIENT CITIES: MEXICO CITY Pioneered bytheRockefellerFoundation. President of100ResilientCities, MICHAEL BERKOWITZ Viva MexicoCity! Platform ofPartners,who have allralliedtogethertohelpcreatethisstrategy. and diverse set of actors from city agencies, local organizations, and the 100RC the implementationofthisstrategy’sinitiativeswith supportofanimportant work ofthethreeotherMexicancitiesinournetwork. Welookforwardtoseeing We arethrilled tobecontinuing our work inMexico Cityandtobesupporting the opportunities thatmustnowbedeliveredon. the beginning ofalong road for Mexico City. The strategy outlines aset of Finally, weshouldremindourselvesthatthereleaseofthis strategyonlyrepresents regional coordinationtorethinkingwatermanagement andfloodprotection. resilient. Featured in the strategy are initiatives that range from promoting better are toguidethecity-driveninitiativesthatwillmakecitystrongerandmore The CDMXResilienceStrategyidentifiesfivepillarsandinterrelatedgoalsthat level stakeholderstoengageinresiliencethinking. Chief ResilienceOfficerGlobalSummit,whichofferedtheopportunityforhigh- groundwork forthisforward-thinkingResilienceStrategyandhostedthe2015 which includesDanielaTorres,AdrianaChavez,andFlaviaTudela,wholaidthe the workofcity’sChiefResilienceOfficer,ArnoldoMatusKramer,andhisteam, and supportthiswouldnothavebeenpossible.Inaddition,Iliketohighlight Tanya MüllerGarcia,theSecretaryofEnvironment,withoutwhoseleadership the ResilienceOfficeandimplementoutlinedinitiatives.Iwouldliketothank this strategy,andwearethrilledthattheteamisnowtakingstepstoinstitutionalize The supportandleadershipofMayorMancerawascrucialtothedevelopment inequity, andtheneedforbetterintegratedregionalplanning. most pressing shocks and stresses, such as flooding, limited mobility, andsocial work andthereleaseofthisResilienceStrategy,whichrespondstocity’s 100 Resilient Cities is honored to partner with Mexico City to support this important CDMX ChiefResilienceOfficer ARNOLDO MATUSKRAMER and totracktheprojectsactionsresultingfrom ResilienceStrategy. Resilience OfficeforCDMX isanopportunityto strengthenthisintegration process of human,technical,andfinancialresources.Therefore,thefuturecreationa efforts ofacoalitionstakeholdersaswellthesustained,long-termsupport system into city and regional planning. Issues such as these require the collaborative to keyissuessuchasachievingaquifersustainabilityortransformingthemobility The ResilienceStrategyisalivingdocument,integratingbestpracticesrelating must besharedandreplicatedinvariousareas,includingata regionallevel. to face and respond to risks. At an urban level, successful, high-impact experiences getting thepublicinvolvedinbuildingresilienceandtoincreasingpublic’sability from localtoregionallevels.Atthelevel,communitydevelopmentisvital Our cityisalivinglaboratoryfornewinitiativesandtechnologiestobuildresilience future threats. create anenvironmentofcontinuouslearningandinnovationtofacepresent the citizensofMexicoCityfacesuchdynamicallychangingrisksthatwemust faced manychallengesandenvironmentalimpactsthroughoutitshistory.Today Given itsgeographiclocationandsocialeconomiccontext,MexicoCityhas

9 RESILIENCE STRATEGY 10 100 RESILIENT CITIES: MEXICO CITY development ofCDMX. of actionstoimprovetheadaptivecapacity,disaster response,andinfrastructure through fivepillars,orguidingprinciples.Thesepillars willdrivetheimplementation being developed as part of this initiative, and to address the challenges facing the city their urbanresiliencebuildingeffortsandcapabilities.The CDMXResilienceStrategyis Rockefeller Foundation.Thisinitiativeisanopportunityforcitiestobringtogether In 2013,MexicoCitywasselectedtobepartofthe100ResilientCitiesinitiativebyThe rainfall events,andlongdroughts. of hydrometeorological events, causing historically unprecedented heat waves, extreme subsidence. Climatechangemayexacerbaterisksandpotentiallyincreasetheintensity it isalsoadeterminingfactorforseismicexposure,whichcanresultindifferential and chronicissuesaffectingthefuturewatersupplyforthisregion’spopulation, and publicservices.Aquiferoverexploitationisnotjustoneofthemostpressing space. Forexample,acrossthecity,thereisinequalityofaccesstourbanamenities inequality thatexistsatbothasocialandeconomiclevelaswellintheuseofpublic human losses.Onabasis,thereareotherstressesthatweakenthecity,suchas phenomena, suchasthe1985earthquake,havecausedgreatesteconomicand the mostfrequentimpactshavebeenofhydrometeorologicalorigin,geological CDMX isfacedwithmultiplerisks,bothnaturalandman-made.Althoughsomeof sustainability perspective. track importantregionalissuessuchaswatermanagementbasedonalong-term term planningandweakmetropolitancoordination,makingitdifficulttomonitor in thelastfewdecadeshaveaddedtoproblemsresultingfrominsufficientlong- the mostpopulousonEarth.Rapidurbanexpansionandsoaringpopulationgrowth and socialcontext.Havingoncebeenalake,thecityhasbecomemegacity,oneof given itsgeographicsituation,historyofgreatsocial-environmentaltransformation, The cityfacesresiliencechallengesonenvironmental,social,andeconomicissues, survive themajorchallengesof21stcentury. embracing processinwhichvariousstakeholders,sectors,andvulnerablegroupsto The vision of Mexico City (CDMX) is to create an equitable society based on an all- EXECUTIVE SUMMARY

11 RESILIENCE STRATEGY 12 100 RESILIENT CITIES: MEXICO CITY water supply andguaranteethewater supplyfortheentire population. social andenvironmental pressures.The GIRHUmustensureequal accesstothe resources andtheresponse torisksandimpactsrelatedclimatechange and (GIRHU), whichisresponsible fortheintegratedmanagementofurbanwater Basin is handled under the Comprehensive Management of City Water Resources such asthemobilitynetwork. ThevisionforthispillaristhatwaterintheMexico the case of extreme rainfall events, ponding and floods may affect City operations, be exacerbatedbyclimate change,asthereisapotentialforlongdrought. In threatens the future supply of aquifer water for the metropolitan area, and it may system. Thereisalsogreatoverexploitationofthe aquifer. Thisoverexploitation there isagreatlossofpotablewaterduetoleaksin the potablewaterdistribution resources. Thewatermanagementsystemhasmaterial inefficiencies;forexample, A majorresilienceissueislinkedtothefuturesupply andmanagementofwater 01 PILLAR integrated mobilitymanagement.Inthevisionofthispillar,Megalopolisand at alllevelsarekeytobuildingresilience,especiallyonprioritiessuchaswaterand political andadministrativeboundaries.Maintainingaregionalviewcoordination Given theurbangrowthexperiencedbyCDMX,resiliencebuildingmusttranscend move towardacollaborativeregionalagenda. development, areanopportunitytoworkmorecloselyonresilienceeffortsand such as the New International Airport of Mexico City (NAICM) currently under responsibility inbuildingresilience.Infrastructureprojectswitharegionalimpact, institutional framework on key issues to drive a common agenda and ensure shared Metropolitan AreaoftheValleyMexico(ZMVM)worktogetherunderaregional 02 PILLAR COORDINATION REGIONAL FOSTER PILLAR 01. RESILIENCE ASA NEW PARADIGM WATER INTHE MEXICO BASIN TO MANAGE MANAGE WATERINTHEMEXICOBASIN PROMOTE WATERRESILIENCEASANEWPARADIGM TO FOSTER REGIONALCOORDINATION PROMOTE WATER PILLAR 02. URBAN AND RESILIENCE REGIONAL PLAN FOR PILLAR 03. SUSTAINABLE THROUGH AN INTEGRATED, SAFE, AND MOBILITY IMPROVE SYSTEM PILLAR 04. AND ADAPTIVE INNOVATION CAPACITY DEVELOP PILLAR 05. to buildresilience inCDMX. co-designing a trackingsystemthatfacilitates continuouslearning andinnovation sector, and the scientific community. The Resilience Office must also take charge of levels (city,region,andcountry), aswellstakeholdersincivilsociety,theprivate flexible enoughtocoordinate theefforts of government stakeholders at various Orleans, among others, have done. The Resilience Office mustbeall-embracingand for CDMXmustbeestablished, ascitiessuchBarcelona,NewYorkCity,and New Finally, forasuccessfulimplementation oftheResilienceStrategy,aOffice reduce theriskstheyface,particularlywithrespect toclimate change. and economicsectorstobeawareofunderstand theirvulnerabilitiesand processes andtoolsmustbedevelopedthatenable government andvarioussocial competitiveness and sustainable development. To build resilience, innovative changing risksofanaturalorsocialoriginwithout compromisingeconomic This pillar has thegoal of increasing the capacityofCDMX toresponddynamic, 04. PILLAR 03. PILLAR 05. PILLAR safe, andsustainablemobilitysystemwhilediscouraging theuseofcars. smart useofdata validate thebenefitsofimprovingmobilityviaanintegrated, bicyclists. Inthisvision,innovativetransportationprojects,technologies,andthe over privatevehiclesandprovidesasafeurbanenvironmentforpedestrians mobility systemforCDMXandtheZMVMthatgivesprioritytopublictransportation serves theentirepopulationofcity.ThevisionPillar04isanintegrated and safetyofthemobilitysystem,aswelltocreateanintegratedsystemthat Investment inpublictransportationisrequiredordertoimprovethequality commute times,lossofcompetitiveness,andimpactsonhealthsocialcohesion. improve quality of life in Mexico City. Today, the mobility system involves long Mobility is one of the most pressing issues that must be addressed in order to face ofnewchallengescreatedbydynamicprocesses,such asclimatechange. current challengesonissuessuchasinequality,andforincreasingresilienceinthe Planning is a fundamental tool for maintaining a long-term vision and for addressing mitigation of risks occur through a sustainable management of natural resources. green areas,andpublicspaces,thatimprovementsintheenvironment for thispillaristhat CDMX citizenshaveequalaccesstourbanamenities,housing, Urban andregionalplanningplayafundamentalroleinbuildingresilience.Thevision SAFE, ANDSUSTAINABLESYSTEM IMPROVE MOBILITYTHROUGHANINTEGRATED, PLAN FORURBANANDREGIONALRESILIENCE DEVELOP INNOVATIONANDADAPTIVECAPACITY 13 RESILIENCE STRATEGY 14 100 RESILIENT CITIES: MEXICO CITY

05. PILLAR SYSTEM SUSTAINABLE SAFE, AND INTEGRATED, THROUGH AN MOBILITY IMPROVE 04. PILLAR STRATEGY RESILIENCE CITY MEXICO

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TRANSFORMATION MANAGE WATER INCLUSIVE, AND COORDINATION MEXICO BASIN PARADIGM TO URBAN AND RESILIENCE RESILIENCE EQUITABLE ADAPTIVE, REGIONAL REGIONAL AS ANEW PLAN FOR PROMOTE FOSTER WATER IN THE PILLAR PILLAR PILLAR 03 02 01 15 RESILIENCE STRATEGY 16 100 RESILIENT CITIES: MEXICO CITY ITDP IPN IPCC INVI INFONAVIT INEGI INECC IMTA GIZ GIRHU FONADEN Station FICEDA EAP CRO CRF CORENA COP 21 CONEVAL CONAVI CONAPO CONAGUA COMETRAVI HumanitiesInvestigation COLMEX CMM CICCDF CI C40 CETRAM CENAPRED CENACED CDMX CAF CAEPCCM WB BID AZP a911 APP AICM AGEB AGE AEP AECOM 100RC ACRONYMS

Institute ofPolicies forTransportationand Development National Polytechnical Institute Intergovernment Panelon Climate Change Federal DistrictHousingInstitute Institute oftheNationalHousing FundforWorkers National InstituteofStatistics andGeography National InstituteofEcology andClimateChange Mexican InstituteofWaterTechnology German InternationalCooperationAgency Comprehensive ManagementofCityWaterResources Mexico CityNaturalDisastersAssistanceFund Trust for Construction and Operation of Mexico City Central Supply School ofPublicAdministration Chief ResilienceOfficer City ResilienceFramework Federal DistrictNaturalResourcesCommission Convention onClimateChange 21st ConferenceofPartiestoUnitedNationsFramework National CounciltoAssessSocialDevelopmentPolicy National HousingCommission National PopulationCouncil National WaterCommission Metropolitan TransportationandRoadsCommission Mexican InstituteforHigherEducationandSocialScience Mario MolinaCenter Federal DistrictInter-InstitutionalClimateChangeCommission Conservation International Cities ClimateLeadershipGroup Intermodal TransferCenters National CenterforDisasterPrevention National CenterforEpidemicandDisasterContingenciesSupport Mexico City Latin AmericaDevelopmentBank Mexico CityCenterforEmergencyandCitizenProtection World Bank Inter-American DevelopmentBank Authority ofPatrimonialZone Architecture 911 Public-Private Partnerships Mexico CityInternationalAirport Basic GeostatisticalArea Strategic ManagementAreas Public SpaceAuthority Architecture, Engineering,Consulting,Operations,andMantainance 100 ResilientCities ZMVM WHO UNISDR UNAM UAM TNC TOD STCM SSP Sq ft SPC SOBSE ITS SINAPROC SG SEMOVI SEMARNAT SEFIN SEDUVI SEDESO SEDESA SEDEREC SEDEMA SEDECO SEDATU SECITI SACMEX SAC RMS RBD PUEC program PROFACE PPGDU POZMVM PGDU PAOT PAE PACCM OR OCDE OCAVAM NCD NAICM MRV MB LANCIS UNAM

Metropolitan Area oftheValleyMexico World Health Organization United Nations OfficeforDisasterRiskReduction Autonomous NationalUniversity ofMexico Autonomous Metropolitan University The NatureConservancy Transportat OrientedUrban Development Collective TransportationMetro System Secretariat ofPublicSecurity Square feet Secretariat ofCivilProtection Secretariat ofWorksandServices Integrated TransportationSystem National SystemofCivilProtection Ministry oftheInterior Secretariat ofMobility Ministry oftheEnvironmentandNaturalResources Ministry ofFinance Secretariat ofUrbanDevelopmentandHousing Secretariat ofSocialDevelopment Secretariat ofHealth Secretariat ofRuralDevelopmentandEqualityforCommunities Secretariat oftheEnvironment Secretariat ofEconomicDevelopment Secretariat ofAgrarian,RegionalandCityDevelopment Secretariat ofScience,TechnologyandInnovation Mexico CityWaterSystem Cooperation-based PerformanceSystems Risk ManagementSolutions Rebuild byDesign University ProgramonCityStudies Support FundfortheConservationandRestorationofEcosystems General CityDevelopmentProgramProject Metropolitan AreaoftheValleyMexicoZoningProgram Urban DevelopmentGeneralProgram Attorney GeneralOfficefortheEnvironmentandRegionalZoning Expected AnnualLoss Mexico CityClimateActionProgram2014-2010 Resilience Office Organization forEconomicCooperationandDevelopment Organization forWatershedBasinsoftheValleyMexico Natural CapitalDeclaration New InternationalAirportofMexicoCity System formeasuring,reportingandverification Metrobus University ofMexico National Laboratory of Sustainability Science, Autonomous National National LaboratoryofSustainabilityScience,Autonomous 17 RESILIENCE STRATEGY Resilience refers to the capacity of the individuals, communities, enterprises, and systems within a city to survive, adapt, and grow, notwithstanding the chronic stresses and acute impacts[1] experienced.

In 2013, Mexico City (CDMX) was selected The 100RC initiative supports cities to be part of the 100 Resilient Cities by financing and providing technical (100RC) initiative, pioneered by The assistance, access to the services of global Rockefeller Foundation, which seeks to organizations, opportunities to exchange help prepare cities to build urban resilience experiences and best practices among around the social, economic, and physical member cities, and access to tools for challenges of the 21st century (Figure 1).[2] building resilience.

Figure 1: Map of cities in the 100 Resilient Cities Network

I INTRODUCTION CHAPTER I. INTRODUCTION

Wave 1 Wave 2 Wave 3

The Government of Mexico City views community and to build resilience to participation in the 100RC initiative as the chronic stresses and acute impacts an opportunity to share experiences associated with climate change and and learn from other cities in the global natural and man-made disasters.

19 1. See glossary for definitions of stresses and impacts. 2. To see a full list of cities and a list of platform partners, please refer to: www.100resilientcities.org Figure 2. Population density 0 10 20Km N CDMX X-RAY CDMX ZMVM

Inhabitants/km2 0 - 7,999 Population Men-women Poverty Extreme 8,000 - 16,999 2010 ratio poverty 17,000 - 27,999 8,851,080 109.1 28.4% 1.7% 28,000 - 64,000 106.7 4.3% Conservation area 20,116,842 34.4% Persons Women for every Out of total Out of total CDMX Conservation 100 men population population (INEGI 2011) (CONEVAL, 2014) lands CDMX Political limit Boroughs and municipalities Main roads Average Schooling Unemployment Water Waste Topography age index consumption production

33 11.1 2.3% 320 1.5 Years Years Population over 12 lt/day per person kg/day per person

(INEGI, 2015) (SEDEMA, 2013a) (COMUNICACIÓN SOCIAL CDMX, 2013)

Social gaps Out of the total population (CONEVAL, 2012) 3.9% 7.6% 9.5% 15.5% 32.5% 54.4% 6.8% 10.1% 13.7% 23.2% 36.9% 54.0% CHAPTER I. INTRODUCTION 50% 100 RESILIENT CITIES: MEXICO CITY

Basic Quality Educational Access to Access Access utilities at and backwardness food to health to social Boroughs with the dwelling space at care services greatest number of dwelling inhabitants CDMX

Alváro Obregón, Demogrphics Coyoacán, Cuauhtémoc, (INEGI, 2010) Iztapalapa, Gustavo A. Madero, Tlalpan. CDMX 8080-24 - 84 Men Municipalities with 70 - 74 70-74 greatest number of inhabitants ZMVM CDMX 6060-64 - 64 Women 50 - 54 Chimalhuacán, Cuautitlán 50-54 Izcalli, Ecatepec de 4040-44 - 44 Morelos, Naucalpán de 30 - 34 Juárez, Nezahualcoyotl, ZMVM 30-34 Men Tlalnepantla de Baz, 2020-24 - 24 Tultitlán. ZMVM 10 10-14- 14 20 21 Women 0 - 40-4 Source: INEGI, SCINCE 2010, variables created by a911.. -1,000,000 -800,000 -600,000 -400,000 -200,000 0 200,000 400,000 600,000 800,000 1,000,000 -1,000,000 -800,000 -600,000 -400,000 -200,000 0 200,000 400,000 600,000 800,000 1,000,000 RESILIENCE CHALLENGES IN CDMX

Over time Mexico City has experienced intense collaboration and integration at a great social and environmental urban, socioeconomic, and environmental transformation, becoming the center of levels in the region. economic, political, and social-cultural activities in Mexico. A strong trend of To build resiliency, the past must be population growth and expansion of considered so that risks related with the its territory have given rise to pressing city’s history are better understood. For issues, such as intense demand for example, while the fact that most of the natural resources, inequality and social City is located on top of what used to be a marginalization, informal settlements, lake must be considered, future scenarios waste generation, degradation of natural must take into account the fact that resources, and pollution. social and environmental transformation continues to take place. Knowledge These issues, however, have also of both the past and the present is the generated a strong link between the foundation for a better understanding of Metropolitan Area of the Valley of Mexico the potential risks and unforeseen events II (ZMVM)[3] and the Megalópolis,[4] due to that the City and its inhabitants may face. RESILIENCE 2.1. THE GREAT TRANSFORMATION FROM LAKE TO MEGACITY

CHALLENGES IN Mexico City is built on what used to be a These projects enabled a steady supply lake, inside a drainless basin.[5] From pre- of water to the city’s inhabitants. Altering Colombian times, hydraulic projects took lake systems defined a new relationship

place to manage and control the lake’s with the basin and created an acute water CHAPTER II. RESILIENCE CHALLENGES 100 RESILIENT CITIES: MEXICO CITY CDMX water level during rainy seasons, mitigate stress due to pressure for water resources floods, and avoid mixing the salty water from one of the world’s most populated of Texcoco Lake with fresh water from megacities (Figure 3). the surrounding lakes.

3. ZMVM includes 16 Boroughs of CDMX (42 percent of the population), 59 municipalities of the State of Mexico (53 percent of the population) and 21 municipalities of Hidalgo State (5 percent of the population) (PUEC, 2012). 4. CDMX is located in a megalopolitan area in the central part of the country, which includes: CDMX, the State of Mexico, Tlaxcala, Hidalgo, Morelos, and Puebla. The 16 boroughs of CDMX, 29 municipalities of Hidalgo State, 80 municipalities of the State of Mexico, 33 municipalities of Morelos State, 22 municipalities of Puebla State, and the 60 municipalities of Tlaxcala State are represented in Megalopolis (in total, 16 boroughs and 224 municipalities [DOF, 2013]). As of 2010, Megalopolis had 22 29 million inhabitants, representing 29 percent of the total population of the country, concentrated in 4.4 percent of Mexican 23 territory (INEGI, 2010). 5. Drainless basin: area of rainwater drainage where water flows without an exit to the ocean (World Bank, 2013a). Figure 3. From lakeside city to megacity: the historic evolution of Mexico City, 1500 to 2010[6] Despite these projects, the water system To face these challenges, some important has limited capacity and its sustainability projects currently under construction are is a huge challenge. Water losses of about aiming to address the future functioning 41.4 percent due to leaks from the potable of the hydraulic system of the Valley of water system are estimated, and reuse the Mexico Basin.[11] and water treatment systems are limited.[10]

2.2. CITY EXPANSION

1500 In the 20th century, economic and Insufficient urban planning for these areas demographic growth, augmented by has created significant mobility issues. migration from rural areas to the City, The lack of planning has not only made have resulted in enormous changes to CDMX one of the cities with the greatest the urban environment and in physical traffic congestion in the world,[14] but has conurbation with ZMVM. Urban sprawl impacted the quality of life of thousands has spread, mainly to the northern and of inhabitants. Traffic issues are related eastern parts of the city. to job distribution, and employment is concentrated in the central areas of Beginning in the 1990s, the greatest ZMVM; only four of the city boroughs growth occurred in the northern part of provide one-third of the employment at the city, in the municipalities of the State the metropolitan level[15] (Figure 6). of Mexico, in the central boroughs of CDMX, and in the Conservation Areas[12] An estimated 4.5 million people commute (Figure 4). This growth has caused serious daily to CDMX from the metropolitan area, 2010 degradation of the strategic environmental primarily from the municipalities of the services that are meant to benefit people State of Mexico. This daily influx increases living and working in the city, such as the demand on public transportation aquifer recharge, biodiversity, and carbon systems and traffic on the city’s road [16]

uptake. In addition, population growth network. Reducing commute times CHAPTER II. RESILIENCE CHALLENGES 100 RESILIENT CITIES: MEXICO CITY has resulted in informal settlements on between the places where people live and hillsides with steep or unstable slopes, in work by enhancing and expanding public flood prone areas, and in areas that are transportation services is an enormous [13] From the 16th to the 19th centuries, giant Population growth increased demand for critical for aquifer recharge (Figure 5). challenge. drains, pits, and tunnels were built as flood this vital resource, which is why new, huge protection, draining the lakes and carrying hydraulic works were built at a regional Starting in 1980, large investments in excess rainfall water out of the Valley of level. Lerma System, which opened in 1952 areas such as Santa Fe, which is west Mexico Basin. This type of flood protection and expanded in 1976 with the Cutzamala of the city, led to urban development. ended with the construction of the “Great System, was built to import water from Sewage Canal.”[7] During the 1960s, 80 neighboring basins,[8] while new projects, kilometers of rivers were covered and such as the deep sewage system that was replaced with roads, a development that completed by 1975,[9] were built to drain reflected the thinking of the times but gray water out of the Valley of Mexico resulted in a host of water-related issues. Basin.

10. SACMEX, 2014. 11. SACMEX, 2012a. 12. SEMARNAT, 2003. 6. Image: Rico, V. 2014 13. OCDE, 1999. 7. SACMEX, 2014. 24 14. Tomtom, 2016. 25 8. SACMEX, 2012a. 15. OCDE, 2015. 9. CONAGUA, 2012a. 16. CDMX is estimated to provide transportation services to 13.4 million people daily (SEDUVI, 2015a). Figure 4. City Expansion 0 10 20Km N Figure 5. Expansion to outlying areas and informal settlements in aquifer 0 10 20Km N recharge areas and conservation areas (2010-2012)

City Expansion Informal Settlements 1910 Conservation Areas 1950 1970 CDMX Conservation Areas 2000 Urban Area 2010 CDMX Political CDMX Political Boundary Boundary

Boroughs and Boroughs and Municipalities Municipalities Primary Roads Primary Roads Topography Topography CHAPTER II. RESILIENCE CHALLENGES 100 RESILIENT CITIES: MEXICO CITY

26 27

Source: INEGI, 2010. Source: SEDEMA 2012. Figure 6. Employment and transportation in CDMX In addition, transportation is the Megacities have ever-expanding needs greatest source of pollution in ZMVM, for public services and amenities. These generating an estimated 46 percent of needs make city and regional planning the polluting emissions (ozone precursors more complex and demand greater Integrated Transportation and particles) in ZMVM.[17] Private coordination at the metropolitan and Metro Network transportation generates most of the regional levels as well as require important ozone particulates,[18] and after diesel, financial, human, and technological Light and Suburban Rail heavy transportation is the second-highest resources to address a broad spectrum source of fine particulate emissions.[19] of present and future challenges. Metrobus Network ZMVM’s 5 million vehicles, with an annual Mexibus Network growth rate of 3.8 percent, are one of the main causes of the emissions that Individuals Employed by AGEB impact air quality[20] in the city and the metropolitan area. 0 - 720 720 - 2,390 2,400 - 6,300 6,300 - 14,200 2.3. SHOCKS AND STRESSES IN CDMX 14,200 - 29,00 Building resilience at city and regional scenarios), as well as understanding the Inhabitants/km2 levels depends heavily on assessing socioeconomic and social-ecological 17,000 - 64,000 vulnerabilities and historical impacts, processes that increase the vulnerabilities understanding and interpreting future risk caused by the city’s chronic stresses. scenarios (for example, climate change

SHOCKS CHAPTER II. RESILIENCE CHALLENGES 100 RESILIENT CITIES: MEXICO CITY

CDMX is vulnerable to many risks of Figure 7 shows the impacts of three types natural and human origin due to its of shocks in terms of population affected geographic location and socioeconomic and direct economic costs during the situation. In recent times, the city has been period from 1980 to 2013. affected by various natural disasters, such as earthquakes, floods, and epidemics.

17. Air Quality, consulted as of June 24, 2016. 18. Tropospheric ozone is at surface level, produced at urban areas when nitrogen oxides (NOX) and volatile organic compounds (VOC) react in the atmosphere in the presence of solar light. In high concentration, human health and vegetation may be at risk (Air Quality, consulted as of June 24, 2016). 19. Suspended particulates have diverse sources and compositions. Their size varies from 25 millimeter to some nanometer. 28 They occur naturally or are caused by human activities; they may also be formed in the atmosphere due to chemical reactions 29 (Air Quality, consulted as of June 24, 2016). Source: INEGI, SCINCE 2010. Data created by a911 from DENUE, INEGI, 2010. 20. Centro Mario Molina, 2016. Figure 7. Socioeconomic impacts of natural disasters in CDMX, with costs and affected population/ As previously stated, some of the identified Earthquakes were also considered a high areas from 1980 to 2013[24] shocks are related directly or indirectly to medium-high risk in all three exercises. with hydrometeorologic phenomena. On Potential catastrophic events, such as the other hand, social conflict is perceived the 1985 earthquake that caused serious Type of Natural Population/ Economic as a high to medium-high risk given the damage to the city, were rated according Disaster Area affected impact * frequency with which it occurs in the city; to severity. for example, in 2014, 97 demonstrations Hydrometeorologic took place in the city, resulting in losses Figure 9 shows a seismic risk map with Rains, floods, winds, 49,970 $USD 32.4 totaling 1,945.5 million pesos [25]. Similarly, Expected Annual Loss (PAE)[26] per hailstorms, sewage overflows a severe social conflict may put the neighborhood of losses corresponding provision of vital city services and the to a typical portfolio of properties insured maintenance of strategic infrastructure, in CDMX. However, earthquakes are only Geologic 6,338 $USD 4,100 such as the public transportation system one of those geologic risks to which the Landslides and earthquakes and the main network of roads, at great city is exposed. risk. Wildfires 17,549 He $USD 2.7 8,657 fires affected

[24] * In millions of $USD (average annual cost for 1980-2014) Figure 8. Summary of the perception of shocks in CDMX

The highest direct economic costs stem Figure 8 summarizes the results from three High from damage during the 1985 earthquake. exercises conducted during the strategy However, hydrometeorologic shocks development portion of the Preliminary have had more frequent impacts on the Resilience Assessment. The first exercise Medium high population; during the period from 1980 revealed how stakeholders from various to 2013, more people were affected by sectors perceived the main asset impacts, Medium hydrometeorologic shocks than were shocks, and stresses identified during affected by the 1985 earthquake. Other the workshop.[22] The second and third shocks include heavy rains that can cause exercises presented the main shocks to Low floods and destabilize hillsides; hail; heat the city, which were based on the views CHAPTER II. RESILIENCE CHALLENGES 100 RESILIENT CITIES: MEXICO CITY waves; and strong winds that can damage of stakeholders in the construction and infrastructure and cause buildings to insurance sectors.[23] collapse. Under climate change conditions, extreme hydrometeorologic events are Fluding Drought Wildfires Epidemic

expected to occur more frequently and Landslides Subsidence Earthquakes

with greater intensity in the city and the Social conflict Economic crisis

region,[21] as detailed below. Volcanic eruption Shortage of potable water Poor air quality contingency Experts in multiple sectors 21. IPCC, 2014; SEDEMA, 2014. Construction sector: Severity Construction sector: Frequency 22. Perceptions related to shocks and stresses are the result of a workshop held on May 26, 2015, during Phase 1 of the Insurance sector: Severity Resilience Strategy development. Workshop attendees were government officers and representatives from the private sector, Insurance sector: Frequency non-governmental organizations (NGOs), and the scientific community. 23. Results of the study “Capability Creation and Public Policy to Build Resiliency on Urban and Real Estate Infrastructure of Mexico City,” conducted by Kuradzo Ingenieria Con Valor Ambiental S.C., with funding from the British Embassy’s Prosperity Fund during 2015. 24. Affected population includes injured, evacuated, wounded, and victims (SEDEMA, 2015). Social-economic impact is the current 25. CANACO, 2014. dollars in the year corresponding to an event. Banco de Mexico provided the average annual dollar cost for the period from 1980 26. PAE is a mathematic average of annual loss for any probabilistic event, and it is calculated by adding the result between 30 to 2014. Social-economic impacts represent only direct costs (SEDEMA, 2015). Information is from the series Social-economic expected losses for a certain event and the probability of the occurrence of such event within 1 year. It is one of the risk estimation 31 Impact of Disasters in Mexico, published by CENAPRED. Data on impacts of the 1985 earthquake may be underestimated on factors often used to define insurance premiums, for example, as it is easy to understand. Figure 8. See Figure 10 on the 1985 earthquake on page 33. Figure 9. Seismic risks

Figure 10. 1985 EARTHQUAKE

Expected annual loss (Values in the thousands) The 1985 earthquake, which caused heavy human and economic losses, was the most serious disaster in CDMX’s recent history. The reconstruction costs were a 0 - 0.2 great challenge for the city and the country[27]. Estimates of damages from this 0.2 - 0.4 earthquake vary significantly by source because most were created without a uniform methodology and were based on scattered, incomplete information: 0.4 - 0.6

0.6 - 0.8

0.8 - 1.0 HUMAN LOSSES 1.0 - 11.4 Official data on fatalities vary between 6,000 (CENAPRED, 2001) and 8,000 (CEPAL, 1985)[28].

COSTS DUE TO DAMAGES AND LOSSES

Estimated costs range from $USD 4.1 million (CENAPRED, 2001) to $USD 8.3 billion (World Bank, 2012).

Affected over 2.7% of the national GDP in 1985. (CENAPRED, 2001).

INFRASTRUCTURE DAMAGES (CENAPRED, 2001)

36,000 homes destroyed 65,000 homes with serious damage. 3,300 large buildings damaged. 1 out of 5 teaching facilities collapsed or damaged beyond repair.

50 hospitals and health care centers damaged. CHAPTER II. RESILIENCE CHALLENGES 100 RESILIENT CITIES: MEXICO CITY Considerable damages to the water supply, power and telecommunications networks.

SOCIAL IMPACT

30,000 people injured (World Bank, 2012b). 250,000 people with lost their homes (World Bank, 2012b). 900,000 people with damage to their homes (World Bank, 2012b). 150,000 unemployed people (CENAPRED, 2001).

There could be another disaster if another large-magnitude earthquake occurs. Continuous resilience building is key to protecting human lives, housing, strategic infrastructure, basic services such as potable water and sewage networks, the food supply, and the city’s transportation network.

27. CENAPRED, 2001; World Bank, 2012b; OCDE, 2013. 28. Some non-official estimates provided were much higher for human losses: Semanario Proceso (Proceso Weekly Magazine, 2015) published non-official figures of 25,000 to 30,000 fatalities; the Excelsior newspaper published figures based on data 32 33 from the Mexico City Civil Registry Office stating that there were 12,843 victims (Paramo, September 15, 2015).

Source: ERN, 2016 In addition to earthquakes, the exposure the basin’s soil types and overexploitation This is clearly reflected at a basic level, of intergovernmental agreements for of CDMX to various geologic risks such of the aquifer cause serious subsidence given that there is inequality in people’s regional coordination on key issues, as hillside movement, subsidence, and in the city, which affects infrastructure access to services, urban amenities, and such as mobility, protection of natural volcanic events is great.[29] The city is and housing, and also creates a dynamic quality housing between the eastern and resources, and water management, result located on what is known as the “Ring vulnerability to a large-magnitude western areas of the city as well as the in negative impacts to the quality of life of of Fire,” where 80 percent of the world’s earthquake.[30] outer areas of ZMVM. those who live and work in ZMVM. seismic activity takes place, as well as on the country’s volcanic range, where nine Vulnerability to specific impacts varies, There are socioeconomic and social- active volcanoes are located. Features of given that the capacity of people to ecological processes driving city and respond to severe shocks and acute regional vulnerability. Among those are: stresses varies from district to district. 1) historic population growth and urban STRESSES Nevertheless, CDMX is the second area in sprawl, 2) weak urban planning and the country with the lowest poverty rate, regional coordination, 3) degradation of CDMX faces important stresses. Some Inequality, poverty, and wealth with 28.5 percent of the population living strategic environmental services for the of the most relevant were identified in a concentration are acknowledged as the in poverty and 2.2 percent, in extreme city’s inhabitants, and 4) poverty and public outreach process with stakeholders main stresses, with a medium to high poverty.[32] inequality clearly expressed in access from various sectors, and they were risk for the city. There is a high level of to housing and urban amenities, and classified by their perceived level of risk inequality in the city, which has a Gini Weak metropolitan coordination and the the status of vulnerable populations. All (Figure 11). coefficient of 0.507.[31] expansion of urban sprawl are stresses these stresses will be exacerbated by that strongly relate to metropolitan climate change. These processes must governance. The Organization for be understood if the city is to step up Economic Cooperation and Development and adapt to the challenges they present. Figure 11. Stress perception chart (2015) (OECD)[33] recognizes that the lack of a metropolitan view and the weakness

Poverty 28.4% of the population lives in poverty (Coneval, 2014).

Wealth concentration 44.90% of CDMX's GDP is produced in the Miguel Hidalgo and Cuauhtemoc boroughs (SEDUVI, 2015a). Traffic jams

CDMX has more traffic jams than CHAPTER II. RESILIENCE CHALLENGES 100 RESILIENT CITIES: MEXICO CITY any other city in the world (IBM Commuter Pain Index) L OSS OF THE PRODUCTIVE BASE TRAFFIC JAM REGIONAL MANAGEMENT AND GOVERNANCE AIR QUALITY SOCIAL INEQUALITY POVERTY WEALTH CONCENTRATION SOCIAL UNREST METROPOLITAN COORDINATION URBAN AREA GROWTH CULTURE OF ILLEGALITY SOCIAL EXCLUSION AND ISOLATION COMPREHENSIVE PLANNING AQUIFER OVEREXPLOITATION INVESTMENT ASYMMETRIES PUBLIC SAFETY RIGHTS AND OPPORTUNITIES

Social inequality Growth in the city’s population and area Public safety Gini coefficient for CDMX is From 1980 to 2010, ZMVM’s population Crime index CDMX: 0.507 (Coneval, 2014). growth was 42% and its area extended Number 24 (CIDAC, 2013). 25% (Fundación IDEA, 2014).

29. An example is ashfall from Popocatepetl volcanic activity, which has occurred several times in the last few decades. 30. SACMEX, 2012a; World Bank, 2012a. 34 31. The Gini coefficient measures the economic inequality of a society by exploring income distribution at different levels of the 35 population. The Gini coefficient evaluates income distribution, assigning values between 0 and 1, with 0 representing perfect 32. CONEVAL, 2014. equality and 1 representing perfect inequality. (CONEVAL, 2014). 33. OCDE, 2015. 2.4. CLIMATE CHANGE Figure 13. Climate change vulnerability

Climate change poses risks to both human increase of 1.25 to 1.50°C in the short and natural systems in the 21st century. term is foreseen, and up to 2.25°C in the The 2014 report of the Intergovernmental medium term.[35] Gustavo A. Madero Azcapotzalco Panel on Climate Change (IPCC) provides conclusive evidence regarding potential Mexico City Climate Action Program shocks and their consequences for (PACCM) 2014-2020[36] states that about Miguel Hidalgo Venustiano Carranza megacities such as CDMX. An increase 5.6 million people in the city are vulnerable Benito Juárez Iztacalco in the intensity and frequency of extreme to climate change and describes their Cuauhtémoc weather events is expected, and these economic and educational status, gender Iztapalapa Cuajimalpa events may include severe floods, distribution, degree of dependence, droughts, heat waves, and landslides geographic location, and other factors. Álvaro Tláhuac (Figures 12 and 13).[34] Figure 12 shows rainfall predictions for Obregón CDMX. Magdalena Xochimilco For CDMX, climate change scenarios show Contreras an increase of average temperatures Tlalpan within a range of 0.5 to 1.25 degrees Celsius (°C) for colder months (December to February) in the short term (2030) and Heath waves Milpa Alta up to 2°C in the medium term (2050). Floods For warmer months (April to June), an Landslides Figure 12. Rainfall predictions for CDMX[37]

PHENOMENON ACUTE SHOCKS OR CHRONIC STRESSES

DRIER MONTHS MONTHS WITH GREATER Temperature Spread of vector-transmitted diseases such as dengue, chikungunya, and zika HUMIDITY increase (transmitted by Aedes aegypti mosquitos) and malaria (transmitted by Anopheles Short Long Short Long sp. mosquitos).

term term term term CHAPTER II. RESILIENCE CHALLENGES 100 RESILIENT CITIES: MEXICO CITY VULNERABLE AREAS: ENTIRE CITY. 2030 2050 2030 2050 Changes Reduction of recharge potential of aquifers. VULNERABLE AREAS: CONSERVATION AREAS Reduction in rainfall DECEMBER -30 -40% of 50 - 75% parameters JUNE 5 - 10% 10% Shortage of water resources, especially to the Toluca-Ixtlahuaca and Mexico JULY reduction reduction Basin due to impacts on the Cutzamala system. Slight VULNERABLE AREAS: MEXICO BASIN AND ZMVM. Y ZMVM. JANUARY Minimum increase Wildfires: Forests and meadows in Conservation Areas. Drought WATER SHORTAGES: ENTIRE CITY AND IZTAPALAPA, ALVARO OBREGON, 25% Minimal Minimal FEBRUARY Minimum FEBRUARY TLALPAN, TLAHUAC, XOCHIMILCO, AND MILPA ALTA. increase reduction increase Extreme Floods: Affect road networks and transportation; create large traffic jams rainfall and economic losses.

Landslides: Affect dwellings; result in economic and human losses.

Heat wave Increased death rate due to dehydration and heat strokes. Temperature 34. IPCC, 2014. 35. These are the temperature projections under scenario A2; data are from the Mexico City Virtual Center for Climate Change, on public transportation beyond comfort limits, mainly in the metro system. 36 201 (SEDEMA, 2014). 37 36. SEDEMA, 2014. Shock to food conservation efforts and potable water due to an increase 37. Data from Mexico City Virtual Center for Climate Change, 201 (SEDEMA, 2014). in pathogenic micro-organisms. EXTREME RAINFALL AND FLOOD Figure 14. Flood hazards in CDMX. 0 10 20Km N

One of the expected shocks associated and in doing so result in significant indirect Flood Hazard with climate change is an increase in economic losses. extreme rainfall that may result in an Low increased number of floods. Shocks to Flooding due to the collapse of the Medium sewage systems are projected during sewage system affects both the area High intense rainfall seasons, and the frequency near the current Mexico City International and extent of such shocks may increase Airport (AICM) and the area where the significantly due to lack of infrastructure New International Airport of Mexico maintenance or as a result of future City (NAICM) is being constructed.[39] earthquakes, which may result in damaged Therefore, to increase the resilience of infrastructure in the city.[38] both CDMX and ZMVM, actions that improve the use and management of Some of the most recurrent shocks in water resources and address climate CDMX are the ponding of water and the change scenarios involving extreme floods that occur during the rainy season rainfall are needed. (May to August). Figure 14 shows areas in danger of flooding in CDMX. Although they only result in minor direct economic impacts, they severely affect mobility in the city and the entire metropolitan area CHAPTER II. RESILIENCE CHALLENGES 100 RESILIENT CITIES: MEXICO CITY

38 38. León, 2010; SACMEX, 2012a. 39 39. Construction of NAICM started in 2015, and the first phase is expected to be completed by 2020. For further details, see http://www.aeropuerto.gob.mx/. Source: Centro Mario Molina, 2014. DROUGHT PROLONGED DROUGHT CASE STUDY: LOS ANGELES, CALIFORNIA, U.S.A.

Another potential shock for the city of Mexico. Estimates are that in about 30 that may result from climate change to 40 years the Mexico Basin will gradually Since 2012, California has experienced a historic drought (Figure 16). In January 2014, is a prolonged drought in the region become impaired and will cease to be the dams and rivers registered their lowest levels in history, and the state was declared that affects the Cutzamala system and main water source for CDMX. If extended to be in a state of emergency. The eastern Sierra Nevada, a region that supplies therefore the water supply to ZMVM. From droughts like those in Sao Paulo, Brazil, water to the city of Los Angeles, registered snow coverage that was 2 percent of 2009 to 2011, a drought in northern and or in California, United States, were to normal, the lowest level in history.[41] Although 2015–2016 was expected to be a year central Mexico impacted the availability occur in northern and central Mexico, with much rainfall due to the presence of El Niño, drought conditions still prevailed of potable water for some areas of the sustainable aquifer management will be in almost all the state.[42] city (specifically, Iztapalapa and Tlahuac) critical for water supply and resilience for (Figure 15). After a number of tropical the megacity and the region. Figure 16. Map of drought levels in California as of the second week of 2015 [43] storms, the effects of the drought receded and adequate water levels in the reservoirs supplying the city and the metropolitan 2011 2012 2013 2014 2015 area were reestablished.[40]

Water100 extraction is currently substantially

greater80 than aquifer recharge in the Valley

60 Figure 15. Effect of drought on Cutzamala System in Mexico (2003–2011) 40

20 100 0 80 Ene 2003 Ene 2004 Ene 2005 Ene 2006 Ene 2007 Ene 2008 Ene 2009 Ene 2010 Ene 2011

60 Abnormally Mild Severe Extreme Exceptional

40 dry drought drought drought drought

20 CHAPTER II. RESILIENCE CHALLENGES 100 RESILIENT CITIES: MEXICO CITY

0 WATER CONSERVATION Jan 2003 Jan 2004 Jan 2005 Jan 2006 Jan 2007 Jan 2008 Jan 2009 Jan 2010 Jan 2011

Storage (mm3) 800 In April 2015, California’s governor, Jerry Brown, issued an executive order to reduce use of potable water in urban areas by 25 percent, with specific reductions of 4 to 36 800 percent required for cities (relative to 2013 usage).[44] The specific reduction required 750 for the City of Los Angeles was 16 percent. However, water pressures in the city in 700 previous years had forced local government to act. In October 2014, Eric Garcetti,

650 mayor of Los Angeles, made a commitment to reduce water consumption per capita by 20 percent by 2017 and to realize a partial reduction of 10 percent by mid-2015. 600 He also endeavored to reduce water imports by 50 percent by 2025 and replace 550 this reduction by rainfall capture by 2035. [45] About 65 percent of the water in Los 500 Angeles is used in homes. The Los Angeles Department of Water and Power (LADWP)

450 explains that it achieved its water consumption reduction goal by July 2015 as the result of the stringent restrictions it imposed on the use of water for gardening.[46] 400

350

Jan. Feb. March April May June July Aug. Sept. Oct. Nov. Dec.

2003 2005 2007 2009 2011 40 2004 2006 2008 2010 Curva Ind. Min 41

40. INECC, 2012; SACMEX, 2012b. INVESTMENT IN LOCAL WATER SOURCES

Los Angeles seeks to develop local water sources that are drought-resilient. Between 2011 and 2015, 80 percent of the water used in Los Angeles was imported from the Sierra Nevada and the Colorado River. Due to impacts of climate change on these sources, Los Angeles is seeking new projects to recycle water and capture rainfall. Alternatives are also being investigated to recharge the San Fernando Valley aquifer with treated recycled water.[47]

ECONOMIC IMPACT

Droughts have a significant impact on the agricultural sector, and these impacts create economic losses.[48] However, in the city the economic importance of the agricultural sector is relatively small,[49] and the industrial and commercial sectors, which tend to predominate in cities, are not directly affected by drought.[50] In Los Angeles, homeowners have experienced the greatest economic impacts of the drought because of rate increases.[51] However, LADWP has also been affected: Restrictions on water consumption reduce revenues for LADWP even though the transaction costs of the water system have been fixed. III DEVELOPMENT OF RESILIENCE

100 RESILIENT CITIES: MEXICO CITY STRATEGY CHAPTER III. DEVELOPMENT OF RESILIENCE STRATEGY

41. Garcetti, 2015. 42. Thompson, 2016. 43. Los Angeles Times, May 2015. 44. State of California, 2015. 45. Garcetti, 2014. 46. Ibid. 47. LADWP, 2016. 48. As of 2014, California endured economic losses of $USD 810 million on agricultural production, $USD 454 million due to 42 additional pumping costs, and $USD 203 million on losses in the livestock sector (LADWP, 2016).49. LAO, 2015. 43 50. Hanak, Ellen et al., 2012. 51. Reicher, 2015. III. DEVELOPMENT OF RESILIENCE STRATEGY 3.1 CONCEPTUAL FRAMEWORK FOR CITY RESILIENCE

In the last few years, the Mexico City The Mexico City Climate Action Program The CRF is a tool that the Rockefeller to inform the methodology for design Government has implemented strategies, 2014–2020 prioritizes building resilience Foundation developed in collaboration and collection of data and perceptions programs, and projects to address at both the city and the societal level and with Arup[52] to identify the features of a from stakeholders. With this strategy, resilience issues in various sectors (Figure focuses on reducing the vulnerability of resilient city (Figure 18). The goal of the the main results for the shocks, stresses, 17). These actions have provided a basis people in poverty, as they are often the CRF is to identify the ways that cities strengths, and weaknesses of a city could for the implementing comprehensive risk most vulnerable to these events, given the around the world can assess and analyze be illustrated as they relate to resilience. management, development planning, degree to which their quality of life and resilience in a more uniform way. The CRF and institutional responses to climate basic goods (home, health, education) are also helpsVejle’s compare approach and contrast to resilienceresilience Also guiding the design of the Resilience change as priorities to CDMX and have affected by such events. The Resilience among the various cities involved in the Strategy are the seven qualities described contributed to building resilience. Strategy seeks to strengthen city 100RC initiative. in the table on the following page. programs and projects designed to build ” URBAN RESILIENCE IS THE CAPACITY resilience. The CRF toolOF is madeINDIVIDUALS, up of 4 dimensions, COMMUNITIES, 12 drivers, INSTITUTIONS,and 50 sub-drivers that BUSINESSES, help AND to articulate the process that cities use to assess theirSYSTEMS capacities WITHIN connected Ato CITY TO SURVIVE, resilience buildingADAPT, (Figure AND 18). GROW NO MATTER WHAT The CRF wasKINDS used to OF develop CHRONIC a strategy STRESSES AND Figure 17. Timeline of government efforts to build a strategic approach to resilience Figure 18. CityACUTE Resilience SHOCKS Framework THEY EXPERIENCE.” 100 Resilient Cities

Climate Change Mitigation and Adaptation City Resilience -term M Framework long eets Mexico City ters and Federal (The Rockefeller os lanning bas F ted p ic ne Climate District Climate Foundation/ gra eds inte Action Arup 2014) d & General Civil Climate Action Sustainable General Act CDMX oa S Program r rs liv up Protection Action Local Program Development on Climate Resilience b de e p a ol y em lih o 2014-2020 rs h g H p o rt Act Strategy 2008-2012 Act Change Strategy e e te e l o s k a a o d , w ta tr l y s o s s th m p f e & o d & n m n t E e a w g e n p a i ll 2 3 5 7 8 9 12 r h b e 100 RESILIENT CITIES: MEXICO CITY & s t r i p n e n i e g h E h d e n s m a s r e a l u e g e t h r d a e L a n s s

e a e l p r u 1986 2000 2004 2006 2008 2011 2012 2013 2014 2016 2017 s m v

i b e c CHAPTER III. DEVELOPMENT OF RESILIENCE STRATEGY e t l e v i o i c s t

m c

o e

f r

f

P

e

c

o

& s m 1 10 4 6 11 13 P e

i m e t r i

o v u i n v s n u i i d e c m e h a I 1986 2000 2004 2006 2008 2011 2012 2013 2014 2016 2017 s o t n m Creation Federal Comprehensive CDMX CDMX i c Creation o r o f e n r s c l a of Federal District Civil Mobility Climate Constitution i e of Civil & a s t d e b o m t g District Civil Protection Program Action Plan le r y m a o u Protection t o g Protection System Act b c e r i i P n 2000 2004 2008 2012 2014 2017 l t e it u c National y Secretariat r o , e s y E it System n & & il s y b o u e ta e f re n m s ic c s v o l t r i n ia s it c ro o c ju ic o n Ec o a nt m s d 1986 2006 2011 2013 2016 l s in e s n e u nt re a r ity u ty vi ns ri ce Pr E cu s ovi se n des c at & e mi ura nhances cono l an ters e d man Fos made erity asse prosp 1986 2000 2004 2006 2008 2011 2012 2013 2014 2016 2017 ts

56 RESILIENT VEJLE 44 1986 2000 2004 2006 2008 2011 2012 2013 2014 2016 2017 45 52. Arup is an independent British company associated with the 100RC initiative that specializes in design, engineering, consulting, and methods. The company offers a large range of professional services (The Rockefeller Foundation and Arup, 2014). 2004 2006 2008 2011 2012 2013 2016 2017 3 4 6 7 9 10

1 2 5 8 11 12

3 4 6 7 9 10

1986 2000 2004 2006 2008 2011 2012 2013 2016 2017

1 2 5 8 11 12 3.2 STRATEGY DEVELOPMENT PROCESS RESILIENCE QUALITIES The preparation of a Resilience Strategy conducted semi-structured interviews, in the 100RC Network follows a consistent surveys, workshops, and meetings with INCLUSIVE The Resilience Strategy process should attract a wide, diverse group methodology through three phases of subject-matter experts to identify and of stakeholders, including those that are most vulnerable to shocks work that started in March 2015 (Figure 19). understand the main stresses, shocks, and stresses, to ensure transparency and collective responsibility. The strategy development process was a and assets of the cit[53]. The information Methods to encourage commitment should reflect opportunities for participatory process that approached was presented in a Preliminary Resilience collective cooperation to help ensure that the strategy results in an and consulted with stakeholders in the Evaluation, which identified six focal areas. approach that considers and sets priorities for the resilience needs of public sector, the private sector, non- These six areas were studied in more various sectors and groups of stakeholders. The Resilience Strategy governmental organizations, and the depth in Phase II. should also be clearly organized and documented to guarantee that scientific community to ensure inclusion all stakeholders understand and have access to it. of various perspectives, priorities, and During Phase II, work groups consisting information sources. All stakeholders of subject-matter experts from various INTEGRATED The Resilience Strategy process and results should be built on provided valuable information that sectors were established to develop the continuous supplemental efforts. Instead of creating additional work contributed to an exchange of local issues and areas of opportunity specific and conflict for stakeholders, the strategy should be developed to help knowledge and the creation of resilience to the six focal areas.[54] cities to align with and make the best of existing and new initiatives priorities that must be addressed. and priorities. The strategy should also ensure management of the relationship between and interdependence of initiatives and the risks During Phase I, participants reviewed to be addressed. government documents and literature and

Figure 19. Resilience Strategy development phases ROBUST The Resilience Strategy should be developed from a clear, rigorous process that brings together commonly accepted quantitative and qualitative approaches. 100RC should provide best practices to guide PHASE I PHASE 2 PHASE 3 the development of the strategy. Work onset Development of pillars Implementation March –July 2015. August 2015 – August 2016. 2016 - 2025. RESOURCEFUL The Resilience Strategy should take into account city resource restrictions and should seek innovative options to overcome them. Research work Steps for

100 RESILIENT CITIES: MEXICO CITY City context Focus of strategy and identification implementation and resilience and definition of of stakeholders and public REFLECTIVE The Resilience Strategy should be designed to capture lessons learned, evaluation scope and priority launching of actions strategy

new or updated information, reevaluations, and constant change. CHAPTER III. DEVELOPMENT OF RESILIENCE STRATEGY Mechanisms should allow for ongoing evolution; cities should be able to make decisions based on historical experiences and information Integration of stakeholders and Work to expand knowledge about focus areas • Implementation of and in real time. programs of various sectors to and create: actions established in establish an approach to the • Resilience diagnosis for CDMX Resilience Strategy. REDUNDANT The Resilience Strategy should have multiple initiatives to ensure Resilience Strategy for the city • Risks and opportunities assessment • Resilience that cities have redundant capacities to address the various needs • Stakeholder mapping • Identification of priorities and resilience tools communication • Actions inventory • Identification of incentives and specific campaign for CDMX of resilience. • Resilience perception analysis barriers linked to strategy implementation. inhabitants. • Selection of focus areas to be FLEXIBLE The Resilience Strategy should have the flexibility to adapt to events developed in the following phases. and unforeseen changes in context and new perils, situations, data and stakeholders. The strategy should provide an adaptive management cycle that takes into account successes and failures, best practices, experiences, and approaches, both internally and in other cities. 53. During Phase I, 11 interviews, 17 surveys, and 2 workshops were conducted (a Perceptions workshop with 20 attendees and Such inputs should be periodically reevaluated to reinforce strategic an Assets, Stresses, and Shocks workshop with 27 attendees); 146 individuals and 290 actions were identified as contributing 46 priorities and adjust implementation approaches. to resilience development in CDMX. 47 54. During Phase II, three workshops were conducted and working sessions with the responsible parties for each work group were held. By combining the results of Phases I and II, weaknesses, areas of opportunities, the relationship between shocks and stresses, and the actions that should be fostered to address the main resilience challenges faced by CDMX were identified. From this process, it was determined that five pillars needed to be considered:

PILLAR FOSTER REGIONAL COORDINATION 01.

PILLAR PROMOTE WATER RESILIENCE AS A NEW PARADIGM 02. TO MANAGE WATER IN THE MEXICO BASIN

PILLAR PLAN FOR URBAN AND REGIONAL RESILIENCE 03.

IMPROVE MOBILITY THROUGH AN INTEGRATED, SAFE, PILLAR 04. AND SUSTAINABLE SYSTEM 100 RESILIENT CITIES: MEXICO CITY CHAPTER III. DEVELOPMENT OF RESILIENCE STRATEGY

PILLAR DEVELOP INNOVATION AND ADAPTIVE CAPACITY 05.

As part of the development process for the Resilience Strategy, there has been participation in international activities, including the following:

Exchange of experience World Summit on ARISE COP 21 among Resilience Resilience Initiative Directors in Rotterdam 48 49 WORLD SUMMIT ON RESILIENCE COP 21

In November 2015, CDMX hosted the Second Global Summit of Resilience Directors. In December 2015, during the 21st Conference of Parties (COP 21) to the United Nations Participants included resilience directors from about 50 cities from around the world, Framework Convention on Climate Change (UNFCCC) in Paris, France, the CDMX 100RC global initiative staff, and 100RC Platform Partners members. The objective of the government presented a paper entitled The View of Mexico City on Climate Change summit was to share experience about the initiatives taken, the barriers encountered, to 2025 e[55]. The paper discussed the progress that the city has made on climate and the solutions that overcame the barriers in the cities in the 100RC Network. The policy and its vision for 2025 on mitigation, adaptation, and resilience. The paper summit also highlighted how resilience directors from around the world have come also highlights a preliminary vision of a Resilience Strategy to reduce vulnerability in to lead construction efforts. the face of social, economic, and environmental threats. The inclusion of resilience in this paper illustrated CDMX’s commitment to strengthen city resilience and to be During the event, CDMX served as a living laboratory where participants experienced a global leader on this issue. diverse resilience challenges and observed how the city has fostered innovative initiatives to address its challenges and needs. The Mayor, heads and officers of various CDMX government secretariats, Resilience Directors from various cities around the EXPERIENCE EXCHANGE AMONG RESILIENCE DIRECTORS world, and representatives of international organizations took part in this event. IN ROTTERDAM

During the summit, participants discussed the resilience challenges posed by the current Mexico City International Airport and brought their diverse experience and points of From October 5 to 9, 2015, an exchange of resilience ideas and experience took place view to the subject. Topics addressed included ways to incorporate resilience elements under 100RC auspices in Rotterdam, the Netherlands. The exchange focused on into the project in the context of the needs of the population and the city’s chronic identifying best practices by cities to manage water resources and build resilience. stresses and acute shocks. Participants also identified key topics that should be taken Resilience Directors and officers from Bangkok (Thailand); Berkeley, CA (USA); into account in the project, including social inclusion, comprehensive mobility, water Mexico City (Mexico); New Orleans, LA (USA); Norfolk, VA (USA); Rome (Italy); management, seismic risk management, and opportunities to reduce social inequality. Rotterdam; Surat (India); and Vejle (Denmark) attended the exchange. These cities face common challenges regarding water management. During the exchange, innovations implemented in Rotterdam for multidisciplinary infrastructure were explored. Among the innovations were water squares and underground parking lots that can retain and store water during intense rainfall events to mitigate the risk of floods while providing public space.[56] 100 RESILIENT CITIES: MEXICO CITY CHAPTER III. DEVELOPMENT OF RESILIENCE STRATEGY

55. This document may be reviewed at: http://www.sedema.cdmx.gob.mx/sedema/index.php/temas-ambientales/cambio- climatico 56. For 3 days, more than 30 subject-matter experts worked on management of water resources. The subject-matter experts 50 were from private organizations, NGOs, universities and colleges, and the 100RC Partners Platform. After the exchange, a 51 document with recommendations was prepared. This document is available at: http://www.100resilientcities.org/blog/entry/ rotterdam-exchange#/-_/ ARISE INITIATIVE The CDMX commitment to implement actions to build a Resilience Strategy has been demonstrated by the signing of a 100RC commitment declaration that states that the city will allocate 10 percent of its annual budget to support resilience measures in the city. As a result of this commitment, 100RC ensured financing of up to $USD 5 million CDMX has been chosen to be part of the ARISE Initiative for Private-Sector Alliance for Platform Partners services until 2020 to support the city’s efforts to build resilience. for Resilient Societies before Disasters. This initiative, which is promoted by United Nations Office for Disaster Risk Reduction (UNISDR), is designed to foster collaboration The commitment declaration was signed by Dr. Miguel Angel Mancera, the Mayor with private-sector entities to build city resilience. ARISE initiative activities have been of Mexico City, during the 100RC-sponsored Second Global Summit of Resilience integrated into the CDMX Resilience Strategy. Directors. With this agreement, the mayor requested that the activities that are developed as part of this initiative be monitored.

3.3 INSTITUTIONALIZATION OF RESILIENCE

The development and implementation of the Resilience Strategy has been driven by the Resilience Steering Committee, which was created under the mandate of the Federal District Inter-Institutional Climate Change Commission (CICCDF)[57], pursuant to Article 11, Fraction XIII of the Federal District Act for Climate Change Mitigation and Adaptation and Sustainable Development. The Resilience Steering Committee is made up of a group of stakeholders who represent various sectors (Figure 20) and have contributed to the development of the Resilience Strategy with review and validation of documents, activities, and strategy design in preparation for submittal to CICCDF.

Figure 20. Structure of the Resilience Steering Committee

MAYOR 100 RESILIENT CITIES: MEXICO CITY CHIEF RESILIENCE OFFICER Resilience Office SEDEMA CHAPTER III. DEVELOPMENT OF RESILIENCE STRATEGY

SEDUVI SSP CAEPCMM AEP SEDESA The following sections describe the proposals and recommendations that arose during the development of the Resilience Strategy for the implementation of present and future actions by the city and region.

SACMEX SEDESO SEDECO SPC SEMOVI

OTHER STAKEHOLDERS (1) CTS Embarq, Centro Mario Molina (2) LANCIS UNAM, PUEC-UNAM Other stakeholders include (1) members of civil society; (2) the scientific community; and (3) the private sector. (3) PwC

52 53 57. Please refer to the following link for a CICCDF members list: http://www.ordenjuridico.gob.mx/Documentos/Estatal/ Distrito%20Federal/wo103439.pdf RESILIENT CDMX

IV

A VISION ADAPTIVE EQUALITY INCLUSION TO BUILD TRANSFORMATION

RESILIENCE IN Mexico City creates an equitable society 100 RESILIENT CITIES: MEXICO CITY CDMX using an all-embracing adaptive process

in which various stakeholders, sectors, and CHAPTER IV. A VISION TO BUILD RESILIENCE IN CDMX vulnerable groups foster a transformation to face the main social, economic, and environmental challenges of the 21st century.

54 55

Fuente: SEDEMA IV. A VISION TO BUILD RESILIENCE IN CDMX

The CDMX Resilience Strategy is an community, civil society, corporations, opportunity to bring together a vision to representatives of the private sector, build resilience and to guide government, and multilateral and bilateral cooperative the private sector, civil society, and the organizations. It is important to foster scientific community to respond to the cooperation among these stakeholders main shocks and stresses that the city through coalitions of organizations faces in a cross-functional, integrated, and with shared goals and actions to build multilevel approach (at the community, resilience. local, city, and regional levels). The Resilience Strategy drives an adaptive The pillars and actions of the Resilience transformation by fostering a change Strategy seek to contribute to the creation of paradigm so that the development of a more equitable CDMX and to focus process transcends traditional frameworks V on the population that is most affected to face complex problems and to design, by the city’s many present or potential modify, and implement public policies by perils. Inequality manifests in various ways cross-functional planning. To achieve this in the city (for example, in unequal access end, continuous learning and frequent RESILIENCE to services, urban amenities, housing, and review of plans and actions are required. employment). Likewise, vulnerability and The commitment to this type of learning adaptive capacity to various risks are and review is an acknowledgment of

STRATEGY CHAPTER V. RESILIENCE STRATEGY not the same for different parts of the the seriousness of the city’s social- 100 RESILIENT CITIES: MEXICO CITY population. For this reason, the Resilience environmental challenges and the Strategy acknowledges such differences opportunities the city has to make real and seeks to benefit vulnerable groups progress on sustainable social and through the proposed goals and actions. economic activities that can transform its future. Resilience is built through an all-embracing process that considers the views of stakeholders from the various levels of government and members of the scientific

56 57

Fuente: SEDEMA V. RESILIENCE STRATEGY ACTIONS

The goal of the Resilience Strategy pillars, each of which has distinct goals, Three types of actions are included in this Resilience Strategy: for CDMX is to identify opportunities actions, and activities. and define priorities for building city 1. Actions and activities that are conducted by organizations or institutions of resilience. The strategy’s vision must be To define the goals and actions for each government, the private sector, civil society, or the scientific community that broad and ambitious to respond to the pillar, certain overarching concepts were are identified by their value to building resilience in the city. city’s existing challenges. To address established. the main challenges outlined in Chapter 2. Actions and activities that are noted for their relevance because they bring II, Resilience Challenges in CDMX, the cross-resilience principles or have a significant positive impact on city and regional Resilience Strategy incorporated five development.

3. Actions and activities that have a resilience value. These actions are divided into two types:

Actions and activities in the planning process that require support to BUILDING RESILIENCE IN VULNERABLE implement. SPECIFIC AREAS AT THE GROUPS COMMUNITY LEVEL Actions and activities that have not yet been implemented, but that are suggested for the future because they represent an opportunity to The distribution of stresses and shocks Shocks and stresses must be considered build resilience. in some communities is concentrated concurrently, as there is a close spatially. In the short and medium term, relationship between them. This close The period in which an action is to take place is described as follows: actions, innovations, and resource relationship is evident in the varying alignment are needed to increase effects that result from the different 1. Short term (2016-2018): Actions already under way or about to start, but that resilience at the community level if such adaptive capacities of different groups will be concluded during the current administration. actions are to be replicated in other areas in the population. For example, poverty, 2. Medium term (2016-2025): Actions that will need to be continued into the of the city and region. There is a great marginalization, and gender differences future to be effective despite political-administrative changes. diversity of programs and actions that limit the adaptive capacity of the 3. Long term (2016-2040): Actions that will require longer planning and implementation processes that are responding to a vision of resilience related to CHAPTER V. RESILIENCE STRATEGY

100 RESILIENT CITIES: MEXICO CITY may, with some modifications, increase population to face disasters, and this resilience at the community level. limited adaptive capacity increases their transformation toward the sustainability of the city and the region. vulnerability. Therefore, actions must identify vulnerable groups and build Three types of stakeholders are involved in actions and activities: resilience at the community level. Responsible parties: Government entities in charge of developing an action that have the task of reporting progress within the monitoring, reporting, and verifying (MRV) mechanism. Participants: Other government entities involved in developing an action or a EDUCATION AND REGIONAL specific activity. COMMUNICATION PERSPECTIVE Partners: Members of private-sector, civil society, academic, or international organizations that contribute to the development of actions or activities.

The preparation of educational messages To build a culture of resilience at both the The Resilience Strategy is an ever- Therefore, regular reviews must be and the design of communication metropolitan and the megalopolitan level, changing document that requires ongoing conducted to ensure that goals and campaigns around resilience are designed input from a regional perspective must be assessment and that incorporates a actions are evaluated and updated. An as elements to increase understanding by sought and included. learning process that allows for responses MRV system will be implemented to key stakeholders and society and to foster to a dynamic context. Due to the scope support regular evaluations, continuous citizen involvement in resilience building. of a Resilience Strategy, this document learning, and reflection on building 58 59 could not include all the issues that might resilience, specifically for communities be relevant to building resilience. and vulnerable groups. STRATEGIC PLAN FOR URBAN AND REGIONAL PILLARS PILLAR 03 RESILIENCE

Next, the strategic pillars are introduced with a selection of actions and some activities VISION: All CDMX citizens have equal access to urban amenities, housing, green areas identified as examples of initiatives to be driven by the Resilience Strategy. All actions and public spaces; the environment is improved; and risks are mitigated through are shown in Appendix: Pillars, Vision, Goals, Actions, and Activities of the Resilience sustainable management of natural resources. Strategy

PILLAR 01 FOSTER REGIONAL COORDINATION 3.1: Increase spatial 3.2. Protect 3.3. Reduce risk social equality in CDMX Conservation Areas. through urban and through programs and regional planning. VISION: The ZMVM and the wider megalopolis operate under a regional institutional projects. framework on key topics to maintain a common agenda and ensure shared responsibility in building resilience IMPROVE MOBILITY THROUGH AN PILLAR INTEGRATED, SAFE, AND SUSTAINABLE 04. SYSTEM

VISION: CDMX and the metropolitan area have an integrated mobility system that prioritizes public transportation over private vehicles and provides a safe urban 1.1: Create resilience 1.2. Guide and support environment for pedestrians and cyclists. through institutional regional projects coordination and that contribute to regional strategic resilience. communication.

PROMOTE WATER RESILIENCE AS A NEW 4.1: Promote 4.2: Discourage 4.3: Create a safe 4.4: Prepare the 4.5: Promote the use CHAPTER V. RESILIENCE STRATEGY PILLAR an integrated the use of private and accessible city mobility system of data to improve

100 RESILIENT CITIES: MEXICO CITY PARADIGM TO MANAGE WATER IN THE 02 mobility system vehicles. for pedestrians and for the potential decision making on MEXICO BASIN that connects and cyclists. risks and effects of mobility. revitalizes CDMX climate change. and ZMVM. VISION: To respond to the risks and shocks associated with climate change and social and environmental pressures, and to ensure equity in water access and water PILLAR DEVELOP INNOVATION AND ADAPTATIVE security for all who live and work in CDMX, the city manages water resources in the 05. CAPACITY Mexico Basin based on the principles of the Comprehensive Management of City Water Resources (GIRHU) process. VISION: CDMX adapts to the impacts of climate change and responds proactively and innovatively to dynamic risks of natural and social origin.

2.1. Reduce water 2.2. Promote 2.3. Foster a civic 2.4. Integrate a water- scarcity and access sustainable use of the culture on the sensitive approach to inequality. aquifer and contribute sustainability of water urban design through to water security resources. blue and green 5.1: Integrate the principles of 5.2: Promote community 5.3: Review and adjust the planning. infrastructure. resilience in public facilities, resilience through citizen regulatory framework to investments, and new strategic participation, strategic promote the implementation 60 projects, and promote private- communication, and of adaptative measures. 61 sector participation in building education. resilience. 62 100 RESILIENT CITIES: MEXICO CITY Fuente: SEDEMA COORDINATION REGIONAL FOSTER PILLAR 01. 63 RESILIENCE STRATEGY PILLAR O1.

FOSTER REGIONAL

COORDINATION GOAL 1.1 Create resilience through institutional coordination and regional strategic communication.

GOAL 1.2 Guide and support regional projects that contribute to resilience.

100 RESILIENT CITIES: MEXICO CITY VISION: The ZMVM and the wider megalopolis operate under a regional institutional framework on key topics to maintain a common agenda and ensure shared responsibility in building PILLAR 01 . FOSTER REGIONAL COORDINATION resilience. ESTRATEGIA DE RESILIENCIA 65 64 65 PROBLEM DESCRIPTION Figure 21. Megalopolis 0 50 100km N

The megalopolitan area at center of the Conservation areas country includes Mexico City, the States Strategic issues such as water resources of Mexico, Tlaxcala, Hidalgo, Morelos, and management, mobility, territorial planning, City area Puebla (Figure 21). Historically, this area conservation of natural resources, Political boundary has been the dominant area in the country and biodiversity share a regional in economic, social, and political terms. view. For example, the water used in Primary roads This metropolitan area consists of the 16 CDMX metropolitan areas, Toluca, and boroughs that constitute Mexico City and Cuernavaca depends greatly on the Water 224 municipalities in other states.[58] Forest, an aquifer recharge area that is shared by three states.[61] CDMX maintains a dynamic relationship between the city and its megalopolitan Given that the rivers, aquifers, air, and region in terms of the movement of the commuters in ZMVM extend beyond population and movement within the political borders, the management of transportation system. For example, 40 resources has to be organized at the percent of metropolitan area inhabitants metropolitan and megalopolitan levels,[62] have to cross at least one municipal as such management would be limited in 3 border to get to their workplace.[59] The scope without a regional approach. corridor Mexico–Puebla registers about 760,000 people traveling daily, and 24 In addition, the large number of percent of the goods bought and sold administrative stakeholders makes the in the city come from other parts of the design and implementation of public region.[60] policies and regional planning difficult. As a result, the governance structure in [63] 6 This close relationship between CDMX and the region is fragmented. The CDMX 2 1 its surrounding metropolitan area means Resilience Strategy must be implemented that many challenges must be addressed at multiple levels, from local to regional. jointly to keep the city functioning. 5 100 RESILIENT CITIES: MEXICO CITY

4 PILLAR 01 . FOSTER REGIONAL COORDINATION

58. The 224 municipalities consist of the 29 municipalities in Hidalgo, 80 in the State of Mexico, 33 in Morelos, 22 in Puebla, 1. Mexico City 2. State of México and 60 in Tlaxcala (DOF, 2013). 3. State of Hidalgo 59. OCDE, 2015. 4. State of Morelos 60. Centro Mario Molina, 2012. 5. State of Puebla 66 61. CDMX, Morelos and State of México (ECOBA, 2012). 6. State of Tlaxcala 67 62. PUEC, 2012. 63. OCDE, 2015. ACTION 1.1.2. Drive and support the creation of a national resilience GOAL 1.1. agenda with Mexican cities belonging to 100RC Network. Create resilience through institutional coordination and Currently, four Mexican cities belong Responsible Parties: OR, to the 100RC network: CDMX (2013), Partners: 100RC, Embajada de Holanda regional strategic communication. Ciudad Juarez (2014), Colima (2016), Period: 2016 - 2025 and the Guadalajara Metropolitan Area (2016). These four cities have an Resilience Value: opportunity to share their experiences The creation of a national resilience agenda ACTION 1.1.1. and best practices and to foster a national would allow for consideration of resilience Foster resilience integration in regional programs. resilience agenda that could serve as a principles in sectoral plans. This approach guide for the implementation of actions would favor comprehensive planning in the in other cities that are not members of the long term. The implementation of projects 100RC network. This sharing of resilience and actions based on comprehensive Integrating resilience into regional Responsible Parties: OR experiences and best practices could planning would improve the quality of programs allows for priority issues to Partners: AECOM, Iniciativa ARISE boost domestic capacity to prevent, life in Mexican cities and provide cities be addressed in a way that strengthens Period: 2016 – 2025 identify, mitigate, adapt to, and manage with capacity to anticipate and respond projects and policies related to climate shocks and stresses and in the to various shocks and stresses. management and reduction of risks Resilience Value: process build national resilience. and social vulnerability in a cross- By considering resilience principles from a cutting manner that brings together regional view, this action would strengthen multiple sectors. Examples of this type state capacities for risk prevention, of integration are the reactivation of attention to vulnerable groups, and the COMETRAVI and integration of a reduction of inequality in access to basic INSPIRATION: THE NATURAL DISASTER RESILIENCE COMPETITION (NDRC) potential guiding principle of resilience services. Realization of these values would - UNITED STATES. in the upcoming POZMVM. increase integration and social inclusion. In June 2015, 40 states and cities in the United States that had suffered from a natural disaster between 2011 and 2013 were invited to compete for $USD 1 billion to finance disaster recovery and foster long-term community resilience. 100 RESILIENT CITIES: MEXICO CITY Among the winners were the states of California, Connecticut, New Jersey, and Virginia and the cities of New Orleans, Springfield, MA, and New York. PILLAR 01 . FOSTER REGIONAL COORDINATION

The process conducted for this competition was unique in that:

• A competition method was used to allocate federal funds. • Multidisciplinary groups of subject-matter experts were organized to work directly with teams to develop their proposals. • Proposed projects had to involve various organizations and prove that diverse financing sources were used to prepare the project. • Philanthropic partners were included to provide resources to build capacity. These partners worked individually with the teams. • Leadership was available at the federal level, as demonstrated by a commitment to change the manner that budgets for disasters are prepared.

Because four Mexican cities are currently part of the 100RC Network, this initiative offers an example of how collaboration can be fostered on a national scale to build resilience. 68 69 INSPIRATION FROM MELBOURNE, AUSTRALIA: METROPOLITAN FOREST. GOAL 1.2. The Melbourne Resilience Strategy fosters the creation of a metropolitan forest Drive and support regional projects using conservation and reforestation projects that involve all municipalities in the region under a common framework. The strategy seeks to capitalize on the that contribute to resilience. benefits realized by keeping green areas at a metropolitan scale.

ACTION 1.2.1 Strengthen projects that foster conservation of ecosystems.

This action would protect natural areas and Conservation Areas by developing ACTIVITY 1.2.1.1. Implement Water restoration, recovery, and maintenance Forest Initiative. projects to preserve the stability of This initiative seeks to develop and ecosystems and provide ecosystem services in natural areas. implement a regional conservation strategy for a Water Forest that would provide water and ecosystem services Responsible Parties: Federal District to Mexico City, the State of Mexico, Inter-Institutional Climate Change and Morelos. Specifically, this initiative ACTION 1.2.2. Commission, Conservation seeks to identify common objectives Reduce pollution in the region (air, water, solid waste, and International that encourage participation, chemical waste, among others). Partners: LANCIS-UNAM integration, and coordination and Period: 2016 - 2040 strengthen water resilience for Measures to counter air pollution will Autoridades metropolitan and megalopolitan Responsible Parties: be continued through initiatives such as ambientales estatales regions. 100 RESILIENT CITIES: MEXICO CITY Resilience Value: Program to Improve the Valley of Mexico Partners: LANCIS- UNAM

Conservation of ecosystems reduces their Metropolitan Zone Air Quality (PROAIRE) Period: 2016 – 2040 PILLAR 01 . FOSTER REGIONAL COORDINATION Participants: SEDEMA, SEMARNAT vulnerability and physical exposure to 2011–2020. Other regional programs Partners: Fundación Gonzalo Río extreme weather events and contributes that will be championed will help reduce Arronte, LANCIS-UNAM Resilience Value: to their basic needs by protecting and pollutants in water and soil and conduct By reducing pollution at the regional level, Period: 2016 - 2040 restoring critical environmental assets. appropriate waste management activities. the quality of life, the health of inhabitants in the megalopolis, and ecosystems are improved; opportunities for clean development are also created.

70 71

Fuente: SEDEMA 72 100 RESILIENT CITIES: MEXICO CITY Figure 22.LocationMapforAICMandNAICM. Period: 2016-2018 Partners: 100RC Responsible Parties:OR City InternationalAirport(seeFigure22). the adaptiveuseofcurrentMexico International Airport of Mexico City and resilient infrastructure project is the New implemented. Anexampleofthistype regional infrastructureprojectswillbe increase resiliencewithregardto As partofthisaction,measuresthat development oftheregion. Foster resilientinfrastructureprojectsthatcontributetothe ACTION 1.2.3. social andeconomicdevelopment. transformation in the region, and foster multiple designbenefits,drivesustainable infrastructure projectsthat generate encourage theimplementationoflarge The developmentofthisactionwould Resilience Value: • Such aprojectwouldofferopportunitiestoachieveseveralresiliencebenefitsby: and thedevelopmentofeducationalfacilities. theaters; thevalueof thelandinallareasadjacenttoairport islessthantheaveragevaluesin city(SEDECO,ND). 64. Theeasternarea ofCDMXlagsbehindotherareasoninfrastructure suchashospitals,universities, museums,andmovie Period 2016-2025. Participants: and theresilienceofentire region. Specific proposalsweredevelopedfortheNAICMproject toincreaseitsresilience integrate resilienceprinciplesintocityplanningand largeinfrastructureprojects. an interdisciplinarygroupofsubject-matterexperts this workshopsoughtwaysto conducted, withsupportfrom100RC,ontheNAICM project.Bybringingtogether In April2016,aResilienceGarage(aparticipatoryplanning anddesignworkshop)was future forthecity. comprehensive, andtransparentprocessthatleadsto fostersaresilient,sustainable This momentintimeisunique;itanopportunityto innovateusingaparticipatory, specific initiativesatZMVMbydesigningamasterplan withamegalopolitanview. In addition, the NAICM project may serve to encourage improved coordination of develop astrategicview,andfostermoreresilientdevelopment. represent an opportunity for Mexico City to reconfigure its urbaninfrastructure, The 761.1hectaresonwhichthecurrentMexicoCityInternationalAirportissituated • • improvement, opportunities toleveragethepotentialofeasternendcitythroughmobility A project with resilient features would foster greater social cohesion and create the megalopolis. opportunity tocatalyzeurbanandeconomictransformationinCDMX,ZMVM, and socialcharacteristic,NAICMthefutureofcurrentAICMrepresentagreat Airports playanimportantroleinthedevelopmentofcities.Duetotheirsize,location, FEATURED ACTIVITY1.2.3.1. International Airport. of MexicoCityandthefatecurrent a resilienceagendafortheNewInternationalAirport Innovating todevelopurbanamenitieswithenvironmentalandmobilitybenefits. and equitablecity. benefits andenvironmentalservices,allofwhichwouldleadtoamoresustainable Encouraging environmental renewal bybuilding a largeparktoachievemultiple from climatechange,especiallywithregardtosecurityandwaterresilience. Building resilienceandanadaptationprocessinthefaceofextremeeventsresulting Grupo Aeroportuario de la Ciudad de México, SEDATU, SEDECO, SEDUVI. [64] urbanparks,housingdevelopments,newamenities,publicspaces, Contribute toresiliencebycreating 73 73 ESTRATEGIA DE RESILIENCIAPILLAR 01. FOSTER REGIONAL COORDINATION PILLAR 02. PROMOTE WATER RESILIENCE AS A NEW

PARADIGM TO CHAPTER I. INTRODUCTION 100 RESILIENT CITIES: MEXICO CITY MANAGE WATER IN THE MEXICO BASIN

74 75

Fuente: SEDEMA PILLAR O2.

PROMOTE WATER

RESILIENCE AS A GOAL 2.1 Reduce water scarcity and access NEW PARADIGM TO inequality. MANAGE WATER IN GOAL 2.2 Promote sustainable use of the THE MEXICO BASIN aquifer and contribute to water security planning.

GOAL 2.3 Foster a civic culture on the sustainability of water resources. 100 RESILIENT CITIES: MEXICO CITY

VISION: To respond to the risks and shocks associated with PILLAR 02 . PROMOTE WATER RESILIENCE climate change and social and environmental pressures, and to GOAL 2.4 [65] ensure equity in water access and water security, for all who Integrate a water-sensitive live and work in CDMX, the city manages water resources in approach to urban design through the Mexico Basin based on the principles of the Comprehensive blue and green infrastructure. Management of City Water Resources (GIRHU)[66] process. ESTRATEGIA DE RESILIENCIA

65. Water security refers to the ability of a society to safeguard access to water, in the quantity needed and the quality required, to enable social welfare, lifestyle and socioeconomic development; to ensure protection against water pollution and water disasters; and to preserve ecosystems in an atmosphere of social peace and political stability (UN-Water, 2013). 66. GIRHU is a flexible, participatory and iterative process that integrates all elements of the urban water cycle (water supply, sanitation, stormwater management, and waste management) with the city’s urban development and watershed management— and its natural resources and ecosystem services—to maximize the economic, social, and environmental benefits in an equitable

and inclusive manner. It involves the participation of different stakeholders in developing the short- and long-term actions, 77 76 77 synergies, and investments required in traditional infrastructure, green infrastructure, institutional development, financing, and capacity building, among others (World Bank, 2012). PROBLEM STATEMENT Similarly, the use of large volumes of has developed a set of guidelines and water, and the inability to recycle and strategies for different integrated projects, reuse that water, generates a large such as the Program of Integrated Water volume wastewater, most of which Resources (2012) and the Water Plan for Despite significant efforts by government Disparities by area exist because water does not receive adequate treatment. the Future of CDMX (2014). departments and agencies at both the scarcity is reflected in service rotation Consequently, wastewater strongly affects local and federal levels, water security and poor water quality, particularly in low- environmental quality at the discharge Given the complexity of the situation, of CDMX and ZMVM is at risk due to the income areas in the eastern portion of the zones.[76] The Atotonilco treatment plant efforts must continue to develop a GIRHU severe degradation of water resources, city (Tláhuac and Iztapalapa) and elevated is being built to address this problem. strategy that achieves water security for including the groundwater, in the Mexico areas on the hillsides and surrounding CDMX through a stable and systematic Basin. Currently, the drinking water supply mountains. [71] In general, the challenge of water security process. To achieve this, the Resilience for all the city’s inhabitants and for the in CDMX, both in terms of supply as well as Strategy aims to identify a set of goals development of socioeconomic activities The city has met the ever-growing need drainage and treatment, has required large that promote actions that will build the is at risk because, over time, complex and for water through overexploitation of the infrastructure projects and major political, resilience necessary to achieve each goal, interdependent factors have created a city’s shallow aquifer. The overexploitation institutional, financial, and technical despite significant risks and unknown crisis. has upset the water balance, as the efforts. To address the challenge, CDMX obstacles. extraction from the aquifer has exceeded Among the factors that have contributed the aquifer’s ability to recharge by to increasing water demand in the ZMVM infiltration, and this has caused a are the following: loss of 41.4 percent of significant differential subsidence in CDMX water in leaks from the drinking water and ZMVM. distribution system;[67] population growth in the city and the expansion of urban Such subsidence can vary from 4 to sprawl; [68] population growth in the city 36 cm/year[72] in different areas. It is and the expansion of urban sprawl, and estimated that the center of CDMX has the lack of awareness of the impacts of experienced up to 10 meters of subsidence excessive consumption by some sectors over the past 6 decades,[73] subsidence of the population. [69] which has damaged infrastructure and buildings and resulted in high repair While the average water capacity per costs.[74] capita in the country is 140,623 ft3/person/ year, it is only 5,367 ft3/person/year in Differential subsidence and inadequate 100 RESILIENT CITIES: MEXICO CITY CDMX. The disparity in per capita capacity solid waste management have caused PILLAR 02 . PROMOTE WATER RESILIENCE is an indicator of the great stress that the drainage infrastructure to lose the ability city’s water system is experiencing.[70] to evacuate rainwater.[75] To address these problems, complex and costly infrastructure projects such as the East

67. SACMEX, 2014. 68. Urban sprawl has increased the area of CDMX 5.4 times between 1950 and 2000, and population has increased by 5.6 times between 1950 and 2005 (World Bank, 2013). 69.The average consumption per capita in CDMX is 320 liters per day, but per capita consumption varies according to the distribution each city borough receives: Tlalpan receives 500 liters, Magdalena Contreras receives 200 liters, and other areas receive less than 20 liters per day (SEDEMA, 2013a). 70. SACMEX, 2016. 71. Water is delivered daily to 82% of the population; to 10%, every third day; to 5%, twice a week; to 1%, once a week; and to 2%, occasionally (SACMEX, 2014). 72. SACMEX, 2013. 78 73. SACMEX, 2012a. 79 74. SACMEX, 2012b. 75. CONAGUA, 2012b. 76. CONAGUA, 2012b. Figure 23. Water availability in the ZMVM 0 10 20Km N

GOAL 2.1. Percentage of households with access to water by Reduce water scarcity and access Basic Geostatistical Area (AGEB): inequality.

Less than 85%

Between 85 to 95%

95 to 100% ACTION 2.1.1. Integrate the majority of the population without regular and continuous water service to the water supply system.

Through the expansion of the primary drinking water network, the supply to peri- urban communities and difficult-to-reach areas will be increased.

Responsible Parties: SACMEX Partners: BM, BID Period: 2016 – 2025

Resilience Value: Through this action, the unequal distribution of water resources is reduced. 100 RESILIENT CITIES: MEXICO CITY PILLAR 02 . PROMOTE WATER RESILIENCE

ACTION 2.1.2. Promote public, economic, regulatory, and political instruments to reduce water scarcity and inequality.

Adjust fees to the amount of water Resilience Value: consumed in households, so that the This action helps raise awareness costs of operation, maintenance, and of the true value of water and helps rehabilitation of infrastructure are regulate its daily consumption. It also covered, the quality of service improves, ensures maintenance of critical water and user awareness of excessive water infrastructure and reduces pressure on use increases. Fees will reflect the cost the scarce resource. of service, which will be accessible to all.

Responsible Parties: SACMEX Partners: BID Period: 2016 – 2025 80 81

Source: SONCE 2010, INEGI ACTION 2.1.3. Promote the establishment of temporary rainwater catchment systems and water “kiosks” in areas and houses with a scarcity GOAL 2.2. of water. Promote sustainable use of the aquifer and contribute to water The installation of rainwater catchment systems temporarily supplies water to ACTIVITY 2.1.3.1. Install rainwater security planning. households that do not yet have access catchment systems in houses with to the water network. water scarcity.

In offering the Rainwater Catchment Responsible Parties: SEDESO ACTION 2.2.1. Systems program to community Partners: Isla Urbana, CEMEX, CAF Support the creation and consolidation of the CDMX Water kitchens and households with limited Period: 2016 - 2018 access to water, the government of Fund. CDMX is helping build water resilience Resilience Value: The international organization The Nature Resilience Value: by reducing pressure on the aquifer This action guarantees access to basic Conservancy (TNC), on behalf of the This initiative contributes to the city’s and addressing the water needs of water service in underserved areas Latin American Water Funds Partnership, capacity to adapt to climate change vulnerable households with a lack of through a flexible system and helps to with support from the government of because it promotes the integrity access to water. In the first phase, 300 ensure continuous service in areas with CDMX, and in partnership with other of ecosystems and maximizes their devices are expected to be installed in limited access. organizations, is structuring a Water Fund hydrological functions. In addition, it helps households. for CDMX. make the city’s drinking water supply system a more robust and redundant Participants: IMTA Responsible Parties: TNC, on behalf system that will protect the city during Partners: Isla Urbana of the Latin American Water Funds droughts and other disruptions of the Period: 2016 - 2018 Partnership Cutzamala System, and prepare the city Participants: SEDEMA, SACMEX for growth in demand. Partners: Fundación Kaluz, Banamex, Fundación FEMSA, Fundación Gonzalo Río Arronte, BID. Period: 2016 - 2025 100 RESILIENT CITIES: MEXICO CITY PILLAR 02 . PROMOTE WATER RESILIENCE

82 83 ACTION 2.2.2. Innovate in the maintenance and renovation of the water network and drainage system as well as in water reuse and FEATURED ACTIVITY 2.2.1.1. Implementation of the Water Fund treatment.

The development of the Water Fund for CDMX began in early 2015 and is expected Aging water infrastructure of CDMX ACTIVITY 2.2.2.1. Upgrade the to be completed during 2017. The conservation plan, definition of the basis for the calls for a structural maintenance and drinking water distribution network monitoring protocol, creation of legal and financial entities, and kick-off of pilot modernization program for the drinking associated with the loan granted by projects in aquifer recharge areas will be outlined in 2016. These activities are vitally water distribution network to ensure the World Bank to CDMX. important for building resilience and water security in the Mexico Basin. efficient and quality service to the entire population. Currently, details of a credit transaction TNC, on behalf of the Latin American Water Funds Partnership and in partnership by the World Bank to SACMEX are with other organizations, is preparing a Water Fund for CDMX. Water funds are Responsible Parties: SACMEX being finalized, which include the innovative conservation mechanisms to protect ecosystem features, with the aim of Partners: WB modernization of the management strengthening the water security of urban areas. Water funds attract funding in an Period: 2016 - 2025 of drinking water in CDMX, including organized and transparent manner from large water users and other donors, such water treatment in all boroughs, water as drinking water and sanitation operators, irrigation districts, hydroelectric plants, Resilience Value: leak prevention and oversight, and and foundations. Funds are used to support conservation actions in strategic land Modernizing the management of the water division of the network into sectors extensions for regulating the water cycle and enhancing regional ecosystem integrity. distribution network will make it more robust and redundant, and will help CDMX for better measurement and control of infrastructure issues. Funds achieve economic sustainability through investment in financial markets, while advance water security for its inhabitants. returns on investment are invested and leveraged with other funding sources to Some of the actions covered are: protect extensions and land easements for conservation, develop technical support, furnish 1,174 SACMEX facilities with and promote sustainable forms of life and community development in the regions telemetry systems and remote control; of influence. optimize the service from 320 wells, 16 springs, 16 bulk water deliveries, 26 The Water Fund for CDMX aims to help reduce the imbalance of the aquifer and pumping plants, 26 tanks, 90 transfer promote a positive long-term water balance. Conservation of aquifer recharge areas stations, 52 pressure stations, 13

100 RESILIENT CITIES: MEXICO CITY will contribute to making the city’s water supply system more robust and redundant. conducting lines, 78 rain gauges, and At the same time, these actions will have a number of benefits, including lower 17 dams; and build 22 water treatment PILLAR 02 . PROMOTE WATER RESILIENCE subsidence, mitigation and adaptation to climate change (for example, in a scenario plants and rehabilitate 7 treatment of regional drought), and protection of biologically significant sites. plants.

These actions will help improve the efficiency of the drinking water Participants: SEDEMA, SACMEX distribution network. As part of this Partners: Fundación Kaluz, Banamex, Fundación FEMSA, Fundación Gonzalo Río activity, unaccounted water loss Arronte, BID. is expected to be reduced from Period: 2016 - 2025 42 percent to about 20 percent.

Participants: AGU Partners: WB Period: 2016 - 2025

84 85 ACTION 2.2.3. ACTION 2.2.5. Identify optimal investments for water resilience and develop Prevent damages to the water infrastructure in the event of public policy recommendations. a major earthquake.

The World Bank implements the Decision Responsible Parties: SACMEX The vulnerability of water infrastructure in ACTIVITY 2.2.5.1. Identify areas of Tree tool to support decision making Partners: WB the event of a large-magnitude earthquake the city where water infrastructure under risk and uncertainty constraints. Period: 2016 - 2018 has been identified. Because the scale of Using the tool, different agencies can damage that could occur is unknown, the is vulnerable to the effects of a major earthquake. improve the water resource planning Resilience Value: most vulnerable areas must be identified, process, prioritize capital investments, It contributes to the institutionalization the drinking water network must be and improve project design. For example, of a thoughtful decision-making process continuously monitored and maintained, As was demonstrated by the 1985 this type of tool can more accurately track to develop quantitative and qualitative and the resources to properly respond if earthquake, a major earthquake the progress of adaptive transformation scenarios; it is flexible because it generates an earthquake occurs must be available. can have severe effects on water in preparing for a drought by identifying different types of alternatives; innovative, infrastructure, particularly on infrastructure components that have optimal investments and necessary as it offers options that may not have been Responsible Parties: SACMEX not been maintained. Therefore, institutional changes. contemplated before; and integrated, Period: 2016 - 2025 as it coordinates and prioritizes actions the National Water Commission (CONAGUA), along with SACMEX between different actors. Resilience Value: Identifying vulnerabilities in CDMX’s and the Mexican Institute of Water hydraulic infrastructure in the event of Technology (IMTA) will develop a an earthquake is a key element of a risk comprehensive assessment of the risk of earthquakes to the strategic ACTION 2.2.4. management plan, which also includes a preventive maintenance investment infrastructure of CDMX’s drinking Improve the quality and quantity of water in the area of aquifer program. Both elements are critical to water network. recharge. making the system more robust and redundant. Participants: IMTA, CONAGUA Period: 2016 - 2025 Through conservation efforts and improvements in water management, such as forest maintenance, reforestation, and retention in recharge areas, the quality ACTION 2.2.6. 100 RESILIENT CITIES: MEXICO CITY PILLAR 02 . PROMOTE WATER RESILIENCE and quantity of the water supplied to Identify the opportunities and shocks of mega-infrastructure CDMX and ZMVM will be improved. projects on water security. Responsible Parties: Conservation International The impacts of megaprojects in the region Resilience Value: Partners: TNC will be assessed, including the urban Understanding the increasing impacts of Period: 2016 - 2025 development in regional areas, which is water demand and wastewater generation not only increasing the demand for water in areas affected by megaprojects and Resilience Value: but also increasing wastewater generation capitalizing on opportunities to build This action fosters the recovery of in the area. The impacts of megaprojects water resilience will help produce a more watersheds that supply water to the city, must be considered in the development robust, redundant, and socially inclusive which enhances ecosystem benefits and of the GIRHU strategy for the region. water resource management system. increases the water security of the Mexico Basin. Responsible Parties: SACMEX Partners: Veolia y RMS Period: 2016 - 2018

86 87 GOAL 2.4. GOAL 2.3. Integrate a water sensitive approach Foster a civic culture on the to urban design through blue and sustainability of water resources. green infrastructure.

ACTION 2.3.1. ACTION 2.4.1. Increase education in schools on responsible water use. Promote the restoration of bodies of water and watersheds.

Regenerating and restoring natural water The considerable subsidization of water Responsible Parties: SEDEMA bodies and watersheds can prevent flooding and encourage adaptation to consumption in some areas of the city Partners: IDB ACTIVITY 2.4.1.1. Implement the droughts caused by climate change. and the lack of user awareness about Period: 2016 - 2040 comprehensive rescue program of the vulnerability of water resources are the Magdalena and Eslava Rivers. factors that contribute to excessive water Resilience Value: Responsible Parties: SEDEMA Partners: TNC, Lancis-UNAM, Dutch usage. Educational programs in schools This action promotes community This program will clean up part of the Embassy, Deltares that teach children how to reduce their participation and helps citizens become Magdalena and Eslava river basins, Period: 2016 - 2025 water consumption should be established, more aware of the value of water resources, increase their flows and runoffs, and as children and can set an example for which can result in reduced waste and conserve and manage the nearby Resilience Value: their families. more appropriate and responsible water forest, thereby contributing to the Environmental cleanup of watersheds consumption in the future. area’s green infrastructure. Through and rivers and the production and a participatory approach, this program management of green infrastructure have will also help increase environmental a number of environmental, economic, awareness and culture. In addition, the and social benefits that contribute to program will encourage the creation meeting the basic needs of the population, of public spaces within CDMX’s urban

100 RESILIENT CITIES: MEXICO CITY to enriching natural assets, and to area. PILLAR 02 . PROMOTE WATER RESILIENCE strengthening adaptive capacities in the event of a decrease in the water supply. Participants: SACMEX, SEDUVI Partners: LANCIS-UNAM Period: 2016 - 2025

88 89 VISIONS AND ACTIONS ADAPT TO THRIVE

ACTION 2.4.2. Invest in comprehensive and Develop rainwater catchment, retention, regulation and NEW ORLEANS INSPIRATION. infiltration, and flood prevention alternatives. innovative urbanThrough greenwater infrastructure projects,management the city of New Orleans is demonstrating how unused space can be used to store rainwater and is transforming vacant Projects using various green and blue lots into gardens that capture rainwater and remove contaminants. These infrastructure methodologies and projects offer other benefits, as they result in more attractive neighborhoods technologies can capture rainwater and wherever they are developed. ACTIVITY 2.4.2.1. Create strategic retain it for later use, and infiltrate it into infrastructure for rainwater catchment aquifers. Such projects also seek to build and retention and flood mitigation, inclusive public spaces and at the same including: water conservation areas, time promote education and awareness FEATURED ACTION green spaces, and multifunctional about water conservation in cities. parking lots. Responsible Parties: SEDEMA y AEP Implement Urban AEP is developing the green-blue Partners: Deltares, BID, Veolia, CAF, Isla infrastructure project “Parque Urbana Water Plan projects de la Viga (La Viga Park),” which Period: 2016 - 2025 aims to design this public space as infrastructure to store and reuse water. Resilience Value: The design allows rainwater catchment This action helps reduce the negative Lead: City of New Orleans and storage, which will prevent impacts of floods, especially in rainy flooding in other areas, encouragePartners: the Sewerage & Water Board of seasons. Additionally, by creating more absorption of rainwater intoNew the soil,Orleans; Trust for Public Land; Deltares; green spaces for recreation and public Greater New Orleans Foundation; Trimble; and help maintain the water balance enjoyment, this action has social benefits New Orleans Redevelopment Authority; in the area. that improve social cohesion. GNO, Inc Participants: SPC, AGU Partners: Deltares, BID, Veolia, CAF Period: 2016 - 2018 ASPIRATION

New Orleans embodies the principle Credit: Greater New Orleans Urban Water Plan 100 RESILIENT CITIES: MEXICO CITY of living with water, managing urban PILLAR 02 . PROMOTE WATER RESILIENCE stormwater and groundwater carefully to align with natural processes and support The City of New Orleans will implement comprehensive stormwater economic growth. management to complement the traditional drainage system of pipes and pumps with green infrastructure that delays and detains stormwater in landscaped spaces. The City is partnering with national RESILIENCE VALUE and international experts to prioritize projects through a detailed Through comprehensive urban water analysis focused on hydrology, economy, and social equity. The City management, New Orleans can lower is actively pursuing funding for the first round of projects through infrastructure costs, reduce flood risk FEMA Hazard Mitigation funds and the National Disaster Resilience to people and property, temper soil Competition, among others. Through the incorporation of resilient subsidence, and transform unsightly design and construction standards, we intend to serve as a model for infrastructure into attractive amenities transforming our urban environment to live with water. that enhance neighborhoods and improve quality of life.

90 91

38 City of New Orleans PILLAR 03. PLAN FOR URBAN AND REGIONAL RESILIENCE CHAPTER I. INTRODUCTION 100 RESILIENT CITIES: MEXICO CITY

92 93 PILLAR O3.

PLAN FOR URBAN

AND REGIONAL GOAL 3.1 Increase spatial social equality in CDMX through programs and RESILIENCE projects.

GOAL 3.2 Protect Conservation Areas.

GOAL 3.3 Reduce risk through urban and regional planning. 100 RESILIENT CITIES: MEXICO CITY VISION: All CDMX citizens have equal access to urban amenities, housing, green areas, and public spaces; the environment

is improved; and risks are mitigated through sustainable PILLAR 03 . PLAN FOR URBAN AND REGIONAL RESILIENCE management of natural resources. ESTRATEGIA DE RESILIENCIA 95 94 95 PROBLEM STATEMENT Figure 24. Social inequality and transportation

The impacts associated with urban growth to urban expansion into peripheral areas Consolidated transportation in recent decades have created major of the ZMVM. This growth pattern has challenges for land use and urban planning created major challenges for mobility, Subway Network in CDMX and ZMVM. Urban resilience is as much of the population must travel Light and Suburban designed to promote an equitable, safe, long distances to access employment Trains and connected city through the design opportunities and other services. Metrobús Network of programs, projects, and urban policies Mexibús Network that use a comprehensive approach l[77],to In CDMX, most urban growth occurs in promote a better quality of life despite Conservation Areas, which puts pressure Degree of urban the size and complexity of the territory. on the environmental services that these marginalization lands provide. In this context, SEDUVI is Very low The concentration of companies and work collaborating with SEDEMA to integrate Low in the central city areas generates social protection policies for Conservation inequality and hinders access to basic Areas into the new CDMX General Urban Medium services for part of the population (Figure Development Program with the objective High 24).[78] Socioeconomic inequality is most to align them with ecological planning Very high evident in the areas north and east of the principles. ZMVM, which have the highest number of people in poverty.[79] In contrast, Urban renewal projects—together the central city has a higher number of with recovery, expansion, and creation services and jobs and a lower percentage of public space, green areas, urban of people in poverty.[80] amenities, and housing—can contribute to reducing risks, increasing socio-spatial CDMX has a shortage of green areas (e.g., equality, and achieving proper resource urban forests, parks), which are important management, especially for water. Urban for the city and its inhabitants. Although and regional planning, design, and policies international standards propose 96.8 to should consider the possible impacts of 100 RESILIENT CITIES: MEXICO CITY 172 square feet (sq ft) of green space per climate change and take into account inhabitant, in CDMX there are 58.1 sq ft the vulnerabilities associated with the per inhabitant.[81] Likewise, in marginalized conditions of underdevelopment and areas access to public space and urban social marginalization of certain groups

amenities is insufficient. The World and communities in the city. PILLAR 03 . PLAN FOR URBAN AND REGIONAL RESILIENCE Health Organization (WHO) recommends 107.6 to 161.4 sq ft of public space per inhabitant; but CDMX has only 55.9 sq ft per inhabitant.[82]

In CDMX, housing and employment are not balanced; this lack of balance has resulted in urban sprawl, which has led

77, The Organization for Economic Cooperation and Development (OECD) recommends a comprehensive approach that considers education, employment, culture, security, public services, and social cohesion. 78. World Bank, 2013b.

79. CONEVAL, 2010. Note: The rate of urban marginalization (CONAPO, 2010) was calculated using 10 underdevelopment variables to determine the degree of deprivation of 80. INEGI, 2014. 96 the population in each AGEB (basic geostatistical area). The 10 variables are: Population: from 6 to 14 years old not attending school; greater than 15 years 97 81. SEDEMA, 2015. old without completed basic education; not entitled to health services; infant mortality from women aged 15 to 49; Private housing: without water; without 82. AEP, 2016. a connection to a drain or septic tank; without a toilet; dirt floor; overcrowded; without a refrigerator. ACTION 3.1.2. Enhance access to public space in working class and GOAL 3.1. marginalized areas. Increase spatial social equality in CDMX through programs and Public space is a strategic public good Resilience Value: that drives the transformation of a city Investments in public space design can projects. and improves the quality of life of the address multiple issues, including unequal population. Building high-quality public access, economic development, and space offers an opportunity to generate environmental pressures, and promote precedents for smart development, other benefits such as security and social ACTION 3.1.1 sustainability, and resilience practices and cohesion. Preserve, expand, and recover green areas. promotes access for the most vulnerable groups.

It is necessary to preserve, expand, and Responsible Parties: AEP recover green areas within the city and Partners: BID, BM, CAF promote investment in programs such Period: 2016-2025 as Green Roofs (Azoteas Verdes), the ACTIVITY 3.1.1.2. Design and Urban Image Improvement Program build model green infrastructure (Programa de Mejora de Imagen Urbana), projects that promote hydrological the Gullies Management Program restoration. ACTIVITY 3.1.2.1. Build and design pilot projects for emblematic public space. (Programa de Manejo de Barrancas), Case of La Viga Linear Park. and the Environmentally Valuable Areas An opportunity for urban innovation Management Program (Programa de is to implement multifunctional La Viga Linear Park is the first AEP for Latin America and the Dutch Manejo de las Áreas de Valor Ambiental). projects that focus on water resources project that combines water storage Embassy, with the participation of These efforts may be supplemented with management. These projects would strategies with high-quality public space Dutch organizations De Urbanisten and environmental education initiatives (such incorporate water catchment, to create a new relationship with water. Deltares, which led to preparation of as those of the Center for Environmental storage, and reuse systems. Some This innovative project would explore the report Towards a CDMX Sensitive Education) that can reinforce the ongoing projects are Xochimilco Ecological Park, Laguna de Tláhuac the link between public space and to Water [Hacia una CDMX Sensible

100 RESILIENT CITIES: MEXICO CITY importance of green infrastructure for water management through design. La al Agua]. This report incorporates the city. Ecological Park, Quebradora Hydric Park in Iztapalapa, and Cuitlahuac Viga shows the importance of the role recommendations and measures for Park in Iztapalapa. Also, the rescue of public space in mitigating big city water management in the CDMX public Responsible Parties: SEDEMA and reactivation of potential rivers is problems such as water scarcity and space.

Partners: Cemex PILLAR 03 . PLAN FOR URBAN AND REGIONAL RESILIENCE proposed, as outlined in the Magdalena aquifer overexploitation. The project Period: 2016 - 2025 and Eslava Rivers Comprehensive would directly benefit the 30,000 Rescue Program. people who live within 0.31 mile (i.e., Participants: Local City Government Resilience Value: approximately 5 minutes walking) from [Delegaciones Políticas] This action would help to reduce the the park, and the many others who visit Partners: CAF deficit of green areas that exists in Participants: SEDUVI, AEP, OR the site. The project would affect an area Period: 2016-2025 certain parts of the city. Realization of this Partners: Cemex of 177,496.88 sq ft. The project would goal would increase equality and social Period: 2016-2025 increase green areas in the vicinity by up cohesion and provide ecosystem services to 22 percent and increase public space that would improve the quality of life of in the zone by 26 percent. city inhabitants. AEP conducted a workshop with the support of the Development Bank

98 99 ACTION 3.1.4. Improve access to affordable and public housing in areas with access to public transportation and sources of employment.

Urban sprawl has led to the construction housing that is connected to the existing of housing facilities that are increasingly transportation network (the STC Metro distant from services, employment and Metrobús corridors and around the opportunities, and public transportation. CETRAMs), and propose a common long- Optimization of social and public housing term agenda to promote such housing. and the provision of new financing schemes are measures to transform the Responsible Parties: INVI, SEDUVI city by reducing marginalization in urban Partners: BID, BM environments. Period: 2016-2040

Current housing programs that have been Resilience Value: flagged as priorities are the Multi-Family Housing that is connected to the Housing Program (Programa de Vivienda transportation network and the locations en Conjunto), the Housing Improvement of employment contributes to economic ACTION 3.1.3. Program (Programa de Mejoramiento a la and social development and improves Expand urban amenities to integrate resilience elements. Vivienda), and the Emergent Affordable accessibility to urban services and Housing Program (Programa de Vivienda infrastructure as well as general mobility Emergente de Interés Social). The goals of within the city. A consolidated strategy is needed to public space elements, green areas, and these programs will be to create a more increase access to high-quality urban urban amenities. accessible city, develop social and public amenities for health, education, sports, and culture, because those spaces promote Responsible Parties: SEDUVI social integration, common identity, and Period: 2016-2025 community well-being. Resilience Value:

100 RESILIENT CITIES: MEXICO CITY To implement a strategy for better Through the design and construction urban infrastructure distribution and of resilient and multifunctional urban access, CDMX has carried out a number amenities, CDMX can increase access to of projects, including the Neighborhood basic services; promote social cohesion;

Improvement Program (Programa de and increase the quality of health, PILLAR 03 . PLAN FOR URBAN AND REGIONAL RESILIENCE Mejoramiento Barrial) and the Public education, sport, and cultural services. Markets Improvement Program (Programa de Mejoramiento de Mercados Públicos). CDMX has also established the Central- East Strategic Management Area (Área de Gestión Estratégica Centro Oriente) as an action PPGDU project and a PGDU.

In addition, the General Urban Development Program (Programa General de Desarrollo Urbano) and District Programs (Programas Delegacionales) are an opportunity to establish guidelines for better distribution of and access to quality urban amenities in the city. Such guidelines 100 101 allow for the creation of neighborhood improvement strategies that integrate GOAL 3.2. ACTIVITY3.2.1.1. Promote and develop the Borde Activo initiative. Protect Conservation Areas. Currently, there is strong pressure principle in the Master Plan for the AGE on Conservation Areas due to the of the Xochimilco, Tlahuac, and Milpa continued expansion of urban areas. Alta Heritage Area (Zona Patrimonial This project promotes sustainable urban de Xochimilco, Tláhuac y Milpa Alta). development by limiting urban growth ACTION 3.2.1. and encouraging the preservation and Participants: SEDUVI, SEDEREC, Implement the Borde Activo initiative to control the expansion renewal of ecosystems. One of the main Native Towns and Neighborhoods components of the initiative refers to Council (Consejo de Pueblos y Barrios of the urban areas into Conservation Areas. the potential for aquifer recharge Originarios), PAOT, OR, Local City and the recovery of areas with high Government The Borde Activo (Active Edge) initiative Responsible Parties: SEDEMA environmental value. For the initiative, Partners: TNC is part of the PPGDU as an area where pilot Partners: TNC the participation of multiple actors Period: 2016-2040 projects for environmental restoration Period: 2016-2040 that influence land management and and urban area containment will be project consolidation is essential. This implemented. The Borde Activo initiative, Resilience Value: participation will involve technical input also called Critical Areas of Occupation of The Borde Activo initiative will help control and a long-term strategy. This initiative Conservation Areas, which was developed urban growth through land conservation. will potentially be integrated as a guiding by SEDEMA, is a rural-urban interface The initiative will help stem progressive that will limit urban growth and protect changes in land use and landscape ecosystems by creating a productive fragmentation and improve the natural link between socioeconomics and the assets available to the city. ACTION 3.2.2. environment. Strengthen protection of Conservation Areas.

To strengthen protection of Conservation Responsible Parties: SEDEMA

100 RESILIENT CITIES: MEXICO CITY Areas in CDMX and its surrounding Partners: TNC, CI jurisdictions within Conservation Areas, Period: 2016 - 2040 the following projects and programs will be implemented: Payment for Resilience Value:

Environmental Services (Pago por The implementation of this action would PILLAR 03 . PLAN FOR URBAN AND REGIONAL RESILIENCE Servicios Ambientales), the Water Forest contribute to the preservation of the Initiative (Iniciativa Bosque de Agua), the environmental services generated on Conservation Areas and Natural Protected Conservation Areas that are essential for Areas Inspection and Monitoring maintaining the quality of life for CDMX Program (Programa de Inspección y inhabitants. Vigilancia en Suelo de Conservación y Áreas Naturales Protegida), the Forest Fire Prevention and Fighting Program (Programa de Prevención y Combate de Incendios Forestales), the Ecosystem Conservation and Restoration Founding Program (Programa de Fondos de Apoyo para la Conservación y Restauración de los Ecosistemas [PROFACE]), Forest Sanitation Program (Programa de Sanidad 102 Forestal), and Water Found (Fondo de 103 Agua) (see Action 2.2.1). ACTIVITY 3.3.1.1 Embed Resilience into the General Urban Development Program and in the POZMVM. GOAL 3.3. CDMX, through SEDUVI and in a sustainable vision of resource Reduce risk through urban and collaboration with SEDEMA, will management, such as responsible develop the new PGDU to incorporate water management. A crucial issue is regional planning. a “cross-cutting pillar” of resilience. This the inclusion of information from the pillar will promote safe environments Hazards Risk Atlas (Atlas de Riesgos y that generate a better quality of Peligros) to strengthen urban planning life and sustainable management of concerning the risks and stresses that environmental resources. In addition, the city faces. ACTION 3.3.1. strategic issues will be identified, such Promote institutional synergy and incorporate the principles as reducing social inequality by means of resilience at various levels of planning. of access to public space, green areas, Responsible Parties: SEDUVI, OR urban amenities, and housing. Participants: SPC, SG, Metropolitan Coordination Sub secretariat Urban policies that incorporate the Responsible Parties: SEDUVI In addition, transportation-oriented (Subsecretaría de Coordinación principles of resilience at different levels Period: 2016-2018 urban development will be promoted Metropolitana), México State, Hidalgo of planning should be created from the that prioritizes the mobility of State, SEDATU, CENAPRED PPGDU and Partial and District Urban Resilience Value: pedestrians and cyclists to integrate Period: 2016-2018 Development Programs (Programas Consideration of resilience principles in Delegacionales y Parciales de Desarrollo planning gives a comprehensive long-term Urbano) and, at federal level, links should vision and strengthens urban projects and ACTION 3.3.2. be established with the POZMVM. policies related to risk reduction and long- Invest in areas and urban renewal projects that reduce risk and term vulnerability management. promote sustainable management of economic, environmental, Efforts at the institutional level to consolidate policies that focus on reducing and social resources. various risks and stresses present in the This action will identify strategies that Urban renewal projects can reduce risk city and the region must be approved promote resilience through interventions and encourage responsible management and coordinated. One essential activity is at the urban level. SEDUVI develops of environmental resources. the linking of information from the CDMX 100 RESILIENT CITIES: MEXICO CITY projects for urban renewal in some Atlas of Risks and Hazards (Atlas de areas of CDMX that are an opportunity Responsible Parties: SEDUVI Riesgos y Peligros) with different planning to integrate resilience principles. These Partners: Rebuild by Design, Deltares, instruments to inform decision making at areas are classified in two planning TNC, Fundación ICA, Veolia the city level. instruments called Cooperation-based Period: 2016-2025 PILLAR 03 . PLAN FOR URBAN AND REGIONAL RESILIENCE Performance Systems (Sistemas de Actuación por Cooperación [SAC]) [83] Resilience Value: and Strategic Management Areas (i.e., The achievement of renewal and AGE).[84] Both instruments will be used to revitalization of urban areas through achieve conformity of policies and specific a comprehensive view is a mechanism projects to encourage environmental to reduce risk and generate replicable renewal and promote topics such as strategies for proper management of public space, urban amenities, sustainable natural resources. These revitalized mobility, green and blue infrastructure, areas have potential for innovation and housing. in socioeconomic and environmental development and integration of the community in that process.

104 83. The SAC include: Alameda Reforma (317 ha), La Mexicana (41 ha), Tacubaya (140 ha), Doctores – Buenos Aires 105 (250 ha), Distrito San Pablo (100 ha), Atlampa (288 ha) and Granadas (367 ha). 84. Among AGE areas such as Xochimilco, Tláhuac y Milpa Alta. Heritage have been identified. FEATURED ACTIVITY 3.3.2.1. Recovery of the Xochimilco, Tlahuac, The Heritage Area requires a vision that integrates resilience with water as the and Milpa Alta Heritage Area through the creation of the development backbone of the area, because both the quality and the quantity of water is vital to the landscape and productive activities. Because of the complexity of the Water Resilience Strategy in the Xochimilco-Tlahuac-Milpa project, it must be approached from multiple angles to incorporate the principles of Alta and Resilience Integration in AGE Design Master Plan resilience in the different project areas while allowing for the alignment of technical for the area. knowledge with financial and human resources from various local, national, and international institutions. The challenge is to build a new relationship with urban settlements in the area through innovative landscape and water resources management. One of the main initiatives for the Resilience Strategy is the Tlahuac-Xochimilco-Milpa [85] Alta Heritage Area recovery project. This area of great cultural, historical, and Agricultural productivity and other economic activities such as tourism should be environmental value is subject to strong urban pressures from informal settlements. revitalized, making community co-design and citizen participation fundamental. Thus, As a result, environmental degradation affects both the protected natural area and a process such as Rebuild by Design [86] can be a valuable contribution. In addition, the productive agricultural areas. the consortium formed between UAM and Deltares group [87] will develop a Water Resilience Plan for the Heritage Zone and will identify a portfolio of measures to In 2012, the Xochimilco, Tlahuac, and Milpa Alta Heritage Area Authority was created protect and restore the Xochimilco water system, making it possible to address climate to structure and coordinate the recovery project for the area. Despite efforts to agree change and other socioeconomic and socioecological stresses. The Resilience Office on a strategy to rescue the area, it is still necessary to generate adequate planning will provide support in technical collaborations to integrate the resilience principles tools to unify the various efforts to achieve comprehensive land use planning. in the Master Plan for Xochimilco, Tlahuac and Milpa Alta.

Currently, SEDUVI, SEDEMA, and AZP are collaborating to create a Master Plan for Participants: SEDEMA, AZP, OR, SEDEREC, CDMX Native Towns and Neighborhoods the Xochimilco, Tlahuac, and Milpa Alta AGE. This collaboration is an opportunity to Council (CDMX Consejo de Pueblos y Barrios Originarios) build a comprehensive long-term vision between urban development and land use Partners: Rebuild by Design, Deltares, TNC planning through an approach that focuses on water management. Period: 2016 - 2025 100 RESILIENT CITIES: MEXICO CITY PILLAR 03 . PLAN FOR URBAN AND REGIONAL RESILIENCE ESTRATEGIA DE RESILIENCIA

86. Rebuild by Design is an initiative supported by the Rockefeller Foundation to connect design, financing, and implementation strategies toward the creation of a resilient future. Using an innovative process, the initiative promotes working with communities and leaders under a robust, interdisciplinary and creative process to produce urban resilience solutions. 87. Deltares is an independent Dutch institute for applied research in water management, surface water, and infrastructure. 85. . In 1987 UNESCO named it “Natural and Cultural Heritage of Humanity” since it is part of the old lake system consisting of Deltares provides tools and technical support to help cities in developing strategies and accommodation measures, apart from 107 106 channels and chinampas with unique agricultural practices in the world and key environmental services for the city. being one of the 100RC platform partners. 107 ACTION 3.3.3. Implement adaptation, mitigation, and resilience actions for INSPIRATION FROM ROTTERDAM: CLIMATE RESILIENT DISTRICT. communities and housing facilities in high-risk and marginalized The city of Rotterdam is implementing the project “Climate Resilient District, areas. ZOHO” (ClimateProof ZOHO District), which integrates water management measures through public space improvements and interventions with physical Housing facilities in risk areas should espacios para la vida en las barrancas de structures affected by the environment. The project is part of the Rotterdam be identified for possible relocation, Santa Fe). Strategy for Adaptation to Climate Change and part of Rotterdam’s Resilience and those for which actions should be Strategy. The ZOHO area is a strategic site because it incorporates replicable promoted to address the main impacts Responsible Parties: SPC urban conditions and the potential key impacts of climate change such as and stresses should be prioritized. Existing Partners: CEMEX, Fundación Carlos Slim, floods, torrential rains, droughts, and heat waves. programs should also be expanded and IDB, Habitat para la Humanidad, UNAM, strengthened to assist communities in COLMEX, La Cuadra A.C. The Climate Resilient District incorporates spaces that include adaptation and high-risk areas (for example, the Gullies Period: 2016-2025 resilience measures in their design, such as the Water Plaza for water storage, Improvement Program [Programa de restoration of water balance, and reduction of the effects of heat waves. The Mejoramiento de Barrancas] and the Risk Resilience Value: project includes the participation of key stakeholders, funding sources, and Areas Housing Improvement Program This action will reduce urban growth in shared responsibilities for the maintenance of the spaces. [Programa de Mejoramiento de Vivienda high-risk areas and encourage measures en Zonas de Riesgo]). Likewise, there are that improve the living conditions of also pilot projects that incorporate the people in marginalized areas through principles of resilience at the community enhancement of their environment and level such as Safe Neighborhood (Barrio promotion of social cohesion. Seguro) and the Retrieving Life Spaces in the Santa Fe Gullies (Recuperando

ACTIVITY 3.3.3.1. Develop projects that focus on developing resilient urban areas 100 RESILIENT CITIES: MEXICO CITY

Resilience-focused building has the Specifically, the Cerro del Peñon is potential to empower communities considered to be a site with potential through projects that promote local to incorporate sustainable and resilient well-being. This activity proposes to urban design guidelines. Some of the PILLAR 03 . PLAN FOR URBAN AND REGIONAL RESILIENCE create the first resilient community in risks identified in this area are floods, the city based on a pilot project that landslides, subsidence, earthquakes, and incorporates design proposals and the stresses related to water scarcity, urban interventions. This activity would lack of public transportation and urban A WORK IN PROGRESS ZOHO Climate perspective 2020 ROTTERDAM CLIMATE PROOF Reclaiming and activating Multilevel green structure also integrate co-design and citizen amenities, and social underdevelopment, ǁŝĚĞƌĂŶŐĞŽĨĞĂƐLJͲƚŽͲĂƉƉůLJĐůŝŵĂƚĞĂĚĂƉƟǀĞŵĞĂƐƵƌĞƐ͘͘͘ Benthemplein͘͘͘ĐƌĞĂƚĞĂŶĂƩƌĂĐƟǀĞĨƵƚƵƌĞƉĞƌƐƉĞĐƟǀĞ & Zohokwartier & Hofbogen Economic stimulus Green aquapuncture

Creating added value Mixed use urbanity Watersquare Benthemplein Urban delta work Green structure Active space for youth Community building participation mechanisms and tools. among others. The project will be an Work in progress 1 Innovative public space Green Hofbogen

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100 RESILIENT CITIES: MEXICO CITY SAFE, AND SUSTAINABLE SYSTEM

110 111 PILLAR 04.

IMPROVE MOBILITY GOAL 4.1 Promote an integrated mobility system that connects and THROUGH AN revitalizes CDMX and ZMVM. INTEGRATED, SAFE, GOAL 4.2 AND SUSTAINABLE Discourage the use of private vehicles. SYSTEM

GOAL 4.3 Create a safe and accessible city for pedestrians and cyclists. PILLAR 04 . IMPROVE MOBILITY 100 RESILIENT CITIES: MEXICO CITY GOAL 4.4 Prepare the mobility system for the potential risks and effects of climate change.

VISION: CDMX and the metropolitan area have an integrated GOAL 4.5 ESTRATEGIA DE RESILIENCIA mobility system that prioritizes public transportation over Promote the use of data to private vehicles and provides a safe urban environment for improve decision making on pedestrians and cyclists. mobility. 113 112 113 114 100 RESILIENT CITIES: MEXICO CITY pedestrians (GDF,2015). 92. Between2012and 2015,1,091deathswereregisteredper yearduetotrafficaccidents;60percent ofthecasualtieswere bicycles, and100,000 usersin43neighborhoodscity districts (EcoBici,2016). 91. One of the main drivers for the use of the bicycle is the EcoBici program, which currently has 452 bike stations, 6,000 public responsibility. accessibility, efficiency,equality,quality, resilience,multimodality,sustainability,lowcarbon,andparticipationsocialco- 90. The new vision outlined in the Comprehensive Mobility Program 2013 - 2018 is based on the following 10 principles: safety, 89. IMCO,2012. 88. CTSEmbarq,2012. exceeded bydemandbecause,despite made bypublictransportation,serviceis Although 70percent of dailytrips are investments arerequired. comprehensive policies and large public transportationsystem,forwhich profound transformationintheregional levels have made clearthe need for a on air quality. Recently, high pollution In addition,traffichasastrongimpact of upto33billionpesosperyear. estimated thattrafficgeneratedlosses and competitiveness are affected; it is and, therefore the city´s productivity Traffic jamsaddtocommutetime on qualityoflifeandpublichealth. traffic jams,whichhaveamajorimpact the worldwithhighestnumberof As aresult,CDMXisoneofthecitiesin is usedbythismeansoftransportation. private car,85percentoftheroadspace only 30percentofcommutesaremadeby the useofprivatetransportation.Although infrastructure projectsthatencouraged public investmentswereallocatedforlarge environment. In recent decades, major competitiveness, productivity,andthe level becauseoftheimpactithason issues at a local and metropolitan Mobility isconsideredoneofthemain PROBLEM STATEMENT [88]

such aspedestriansandcyclists.Bicycle that prioritizethemostvulnerableusers, has madeprogressinthatdirection. that benefitmobility.Currently,CDMX city to focus on sustainable models Any traffictransformationrequiresthe standards ofquality,efficiency,andsafety. system needs to offer commutes with high cars, CDMX´spublictransportation buted. homogeneously andequitabledistri- public transportation service is not yet the greateffortsmadeinrecentyears, 5 and30. of deathforpeoplebetweentheages accidents havebecometheleadingcause has becomeworrisome,astraffic of cars, hour compared to the 9.3 miles per hour an average travel speed of10.19 miles per means oftransportation.Bicycleshave increasingly recognized as an efficient usage has increased as bicycles are Model, whichisbasedon10principles One example is the CDMX New Mobility Road safetyforpedestriansandcyclists [89] [91] To discourage the use of private Todiscouragetheuseofprivate [92] andtheydonotemitpollution. [90]

93. AGO,2015. are otherkeyissuesformobility. the locationofjobs,services,andhousing Urban settingsandtheirrelationshipto in place. Strategy for CDMX, integration ofCDMXwiththeVisionZero Road safetyisconsideredapriorityforthe not accessible for people with disabilities. city roads,and89percentoftheroadsare There arenosidewalkson21.3percentof [93] which is already decision making. tools thatcanfacilitatetheuseofdatafor It isessentialtointegrateplatformsand solutions forthecity’smobilitychallenges. developing integratedand innovative information aretwoofthebarriersfor Finally, dataavailabilityandaccessto the mobilitysystem. responsible for urban development and need tobecoordinatedbetweenthose a morecompactandconnectedcity Efforts atametropolitanleveltogenerate 115 PILLAR 04. IMPROVE MOBILITY 116 100 RESILIENT CITIES: MEXICO CITY 94. TheITSisanarticulated setoftransportationnetworks that provideareliable,efficient,comfortable, andsafeservice.(PIM,2014) service forpeoplewithdisabilitiesandvulnerablegroups. public transportation system for CDMXand ZMVM that includes Improve infrastructure to create an integrated, accessible ACTION 4.1.1. of thetransportationsystemisneeded long-term visionforregulationandcontrol strengthen institutionalcoordination.A systems underasingleauthorityto as consolidatingpublictransportation integrating ratesandpayment,aswell infrastructure, unifyingservicestandards, transportation throughbuildingbetter connections betweendifferentmodes of Transport System(ITS), This actionwillpromotetheIntegrated transportation units, improving the This actionincludesupgradingpublic a keytoolfortransformingmobility. CDMX andZMVM. system thatconnectsandrevitalizes Promote anintegratedmobility GOAL 4.1. [94] whichis the city´scompetitiveness. public transportationwillpositivelyimpact different groups.Increasingaccessto in response to the specific needs of increase accesstopublictransportation mobility in CDMX and ZMVM, and to The ITShastheabilitytotransform Resilience Value: Period: 2016–2025 Partners: ITDP,CTSEmbarq Responsible Party:SEMOVI everyone inCDMX. positive impact on the quality of life of of privatecars.Thisstrategywillhavea to reducecommutetimesandtheuse jobs andagreaterhousingdensity, create a more compact city, with more The TODstrategywillallowCDMXto Resilience Value: Period: 2016–2025 Partners: ITDP,CTSEmbarq,RMS Responsible Party:SEMOVI-SEDUVI to publictransportation. services, urbanamenities,andjobsrelated a focusonthedevelopmentofhousing, (PGDU) forspecificareasofthecity,with new UrbanDevelopmentGeneralProgram and is integrating TOD strategies into the Intermodal TransferCenters(CETRAM), such as recovery and redesign for CDMX isdevelopingstrategicprojects, to a public mass transportation network. cyclists andpedestrians—allconnected city with accessible environments for mass publictransportation. with amixofconcentratedusesaround strategy tocreatedenseneighborhoods Transit-oriented development(TOD)isa creates a compact, dynamic, and equitable creates acompact,dynamic,andequitable 95. ITDP,2014. oriented urbandevelopment. Establish policiesandpilotprojectstopromotetransportation- ACTION 4.1.2 [95] This strategy Thisstrategy Period: 2016–2025 Partners: ITDP,CTSEmbarq SPC Participants: AEP,SEDEMA,SOBSE, Granadas. Aires, Distrito San Pablo, Atlampa and Mexicana, Tacubaya,DoctorsBuenos Iztapalapa, SACAlamedaReforma,La Xochimilco -TlahuacandMilpaAlta resilience principles:HeritagezoneAGE studies on the integration of TODand strategic areaswillbeselectedforpilot network. Oneormoreofthefollowing connected to the transportation housing, services,andemployment and integration of urban infrastructure, for potential economic development and AGE as the city´s strategic areas into thePGDUunderauspicesofSAC Urban renewalprojectswillbeintegrated systems (SAC). projects incooperation-basedaction principles inallurbandevelopment ACTIVITY 4.1.2.2.I ntegrate TOD ntegrate TOD 117 PILLAR 04. IMPROVE MOBILITY 118 100 RESILIENT CITIES: MEXICO CITY access. CDMX andtheZMVMwithhighdemandalackof consolidated publictransportationnetworktoareasin network. Expand andinnovatetheconsolidatedpublictransportation ACTION 4.1.3. FEATURED ACTIVITY4.1.3.1. Period: 2016–2025 Partners: ITDP,CTSEmbarq Participants: SEFIN,SOBSE,Metrobus,Mexibus,STCM SCM lineB(Buenavista-Airport)becomespossible. Mexico) system.Inaddition,withtheconstructionof theNAICM,extensionof Subway System Network(SCM) a metropolitanscalewiththeexpansionofMetrobus systemandtheCollective area. Structured transportation Investments in public transportation in CDMX and the ZMVM continue to be insufficient. commuting optionsshouldbeincreasedtodiscouragetheuseofprivatecars. their qualityoflifeandtheairtheybreathe.Intheseareascity,multimodal made inareasofCDMXwithhigherdemandandmarginalizedpopulationstoimprove be prioritized in acoordinated manner at ametropolitan level. Investments should be Investments intheexpansionofstructuredpublictransportationsystemshould Period: 2016–2025 Partners: ITDP,CTSEmbarq,UNAM Responsible Parties:SEMOVI other cleantransportationtechnologies. transportation, electric transportation, and systems, suchasaerialpublic technologies topublictransportation can be achieved by applying innovative expand accessandconnectivity.This accelerated atthemetropolitanlevelto to the existing infrastructure must be transportation networkandimprovements The developmentofthepublic are contemplated. Vaqueritos), andtheexpansionofSTCM lineA(LaPaz-Chalco),9(Pantitlán-Centre),and12(Mixcoac-Observatory) 98. Currently, the construction ofline 7 ofMetrobus on Reforma Avenue, the expansion ofline 5(San Lazaro- Gloriera de 97. PIM,2014. 96. StructuredtransportationtoSTCM, Metrobus, andMexibusisconsidered. [97] In the comingyears it will be necessary to cover the infrastructure lagon [96] with exclusive lanes covers only 39 percent of the urban Widen thecoverageof [98] and its connection withthe Mexibus (State of transportation systeminnovations. in aparadigmshiftthroughpublic traffic jamsandairpollution,results reliable, enhancesaccess,reduces transportation network that is more a newmetropolitanvisionofpublic of theCDMXmobilitysystemtoachieve This actioncontributestoatransformation Resilience Value: Figure 25.Proposedlinesfor2024(ITDP,2014) Consolidated Transport Urban Area Network Proposed Mexibus Mexibus Network Network Proposed Metrobus Metrobus Network Rail Light andSuburban Subway Network 0 10 Source: ITDP,2014. 20Km N 119 PILLAR 04. IMPROVE MOBILITY 120 100 RESILIENT CITIES: MEXICO CITY maximum number(IMCO-ITDP, 2016). proposal toeliminate therequirementforaminimumnumber ofparkingspacesfornewconstructions andreplaceitwitha a minimumnumber of parkingspacesforallnewbuildings depending ontheconstructedsurface for alllanduses.Thereisa 99. ThegrowthofparkingspacesinCDMX encouragesgreateruseofcars,andurbanspaceiswasted.Regulationsdemand over privatetransportationmobility. Promote pedestrian, cyclist, and public transportation mobility ACTION 4.2.1. considered. Maximum and enforcingthelawofMinimumvs. for carswithmorethanthreepassengers explored. Implementingexclusivelanes like theHistoricalCityCenterisbeing Ecozonas (ecologicalareas)inplaces In addition, the possibility of creating comprehensive urbandevelopment. through publictransportation-oriented, contrast, promote resilience building that aim to discourage car use and, in without a car), programs are in place Ecoparq andHoynocircula(oneday Currently, inCDMXprojectssuchas [99] in parking lots are also being in parking lots are also being Discourage theuseofprivatecars. GOAL 4.2. becomes possible. quality of life of CDMX inhabitants are reduced,andimprovingtheair and lackofaccesstopublictransportation priorities, problemssuchastrafficjams By modifyingthehierarchyofmobility Resilience Value: Period: 2016-2025 ITDP, CTSEmbarq Partners: Responsible Parties:SEMOVI C40, FundaciónCarlosSlim, www.coalicionvisioncero.org. México, MéxicoPreviene, Peatonito,ReaccionaporlaVida, Refleacciona, RodadasMx,RepuBikla,Tedea, andTransitaSeguro. Gourmet, Biciverde, CTSEmbarq,CenfesAC,CiudadanoAtropellado, ITDP,ComisióndelaMovilidad, MovilidadyDesarrollo 100. TheVisionZeroCoalitioniscomprised ofcivilsocietyorganizationssuchasBicitekas,BrújulaqueorientaalNorte, Bici the developmentofaroad etiquette. and supportcommunityparticipation in caused bycaraccidents,and toencourage reduce thenumberofinjuriesanddeaths safer cityfor pedestrians and cyclists, to This goal of this initiative is to create a Resilience Value: Period: 2016–2025 Partners: BID,CoaliciónVisiónCero Responsible Parties:SEMOVI arrival) in13schools. and thepilotprogramLlegaseguro(Safe Seguridad Vial(NetworkforRoadSafety), Pasos Seguros(SafeSteps),Redporla Vial (IntegratedRoadSafetyProgram), such asProgramaIntegraldeSeguridad the implementationofotherinitiatives, Vision Zeroinitiativehasaccelerated Zero datasystem.Implementingthe control informationsystem,theVision justice, and5)creationofasingletraffic 3) infrastructurethatsaveslives,4) safety strategy,2)roaduserstraining, initiative includes five elements: 1) road lives causedbytrafficaccidents.This the aimofdeterringlosshuman implementing VisionZeroCDMXwith Amercan DevelopmentBank(BID),is the SwedishEmbassy,andInter- support of the Vision Zero Coalition, The governmentofCDMX,withthe Implement theVisionZeroinitiative. ACTION 4.3.1. pedestrians andcyclists. Create asafeandaccessiblecityfor GOAL 4.3. [100]

Period: 2016–2025. Partners: BID,CoaliciónVisiónCero SEDEMA, OR. Participants: involvement. communication strategiesandpublic decision making,andgenerating for consolidatingdata,strengthening Safety Centerwillserveasafocalpoint accessible tothe public. TheRoad mobility issues,thesystemwillbe communication andinformationon the VisionZeroinitiative.Toenhance measuring andevaluatingtheresultsof allows informationcollectingaswell SEMOVI workstocreateasystemthat traffic accidentsisinconsistent.The of deathsandseriousinjuriesfrom data system because the recording CDMX buildstheVisionZero for RoadSafety. ACTIVITY 4.3.1.1.CreatetheCenter SSP, Oficialía Mayor, 121 PILLAR 04. IMPROVE MOBILITY 122 100 RESILIENT CITIES: MEXICO CITY Concourse, AtlanticAvenueand4thAvenue. successful interventionswereimplementedareQueen´sBoulevard,Capital and extensionsforsidewalksmedianswereinstalled.Otherstreetswhere crashes havebeenreported.Safetyinterventionssuchasislands,crosswalks, Point AvenueandBrucknerBoulevard,anintersectionwherehighratesofcar year topromotesafetyonthecity’sstreets.AnexampleisaprojectatHunts Under theVisionZeroStrategy,NewYorkCitywillimplement50projectseach of trafficaccidentshasbegun. sites. Furthermore,theredesignoffourmaincorridorswithhighestrates and intersectionshavebeencompleted,60ofthemarelocatedinpriority and about20,000trafficmonitoringunitswereinstalled.Eightysafecorridors With respecttolegislation,thespeedlimitwasreduced24.8milesperhour, streets, increasingtheirsafetyandaccessibility. the firstyearofitsimplementation,programhastransformedcity’s the lowestnumbereverreportedinNewYorkCity’shistory.Moreover,since Between 2014and2015,fatalitiesrelatedtotrafficaccidentsdropped252, these elements. street design,andlegislation.Citizenscollaboratedonthecreationofeach the streets safer through public dialogue and education, law enforcement, must participate in cultural change. Specifically, the strategy focuses on making preventable; 3)safebehaviorshouldbeexpectedofallcitizens,andeveryone the streets is unacceptable; 2) deaths and injuries caused by traffic accidents are The VisionZeroStrategyfocusesonthreemainpoints:1)anydeathorinjury severely injured. and 190cyclistslosttheirlivesduetotrafficaccidents,15,000otherswere Zero Strategybecause,inthe10yearspriorto2014,nearly1,500pedestrians In 2014,theNewYorkCityDepartmentofTransportationestablishedVision INSPIRATION: VISIONZERONEWYORKCITY. 101. Recentlybicycle laneswerebuiltonmainstreets,such as RevolutionAvenue,Patriotism andBuenaVistaAvenue. traffic congestion. and decreasesinvehicularpollution improvements, areductionincaruse, such as: health benefits, public space Active mobilityhasmanypositiveimpacts, Resilience Value: Period: 2016–2025 Partners: ITDP,CTSEmbarq Responsible Parties:SEDEMA benefits ofactivemobility. and understand the health and economic integrated if the public is to be aware of Communication strategiesmustbe urban infrastructureforactivemobility. Streets should consider the inclusion of the constructionofmodelsComplete Transformation of public space through commuting bypedestriansandcyclists. Active mobility refers to non-motorized Transform publicspacetopromoteactivemobility. ACTION 4.3.2. Period: 2016–2018 Partners: SSP Participants: spaces. models forpromotingstreetsaspublic Avenue 2. These projects will serve as Avenue 8South,CentralAvenue,and Emissions Corridors)(Trolebici)on and Corredores Cero Emisiones (Zero as CalleChilanga(ChilangaStreet) Currently, SEMOVIplansprojectssuch so thatcyclistscannavigatesafely. with rampsandevenpavements, goal istomakestreetsaccessible, expansion oftheEcoBicisystem.The for bikes,CompleteStreets,andthe of newbikelanes, The maininitiativesarethecreation with othermodesoftransportation. encourage bicycle use in combination the cyclinginfrastructurenetworkto The GovernmentofCDMXiswidening infrastructure network. ACTIVITY 4.3.2.1.Widencycling ITDP, CTSEmbarq,Bicitekas SEMOVI, SEDUVI, SOBSE, SEMOVI, SEDUVI, SOBSE, [101] parkingspaces 123 PILLAR 04. IMPROVE MOBILITY 124 100 RESILIENT CITIES: MEXICO CITY users. network’s operationandreducesrisksto helps avoiddamagingimpactstothe occur (e.g.,intenseflooding,heatwaves) effects associatedwithclimatechange public transportationnetworkbefore Making adjustments to the city’s mass Resilience Value: Period: 2016–2018 Partners: ITDP,CTSEmbarq,RMS Responsible Parties: of thepublictransportationsystem. event andtoenhancetheeffectiveness to reduce recovery costsincaseofan planning inthisareamustbestrengthened frequently inthefuture.Themobility such as floods, which could occur more systems areconstantlyexposedtoevents, to changingconditions.Transportation disruptive orunexpectedeventsandadapt system has the ability to withstand It isessentialtoensurethatthemobility change. Adapt thepublictransportationsystemtoeffectsofclimate ACTION 4.4.1. change. potential risksandeffectsofclimate Prepare themobilitysystemfor GOAL 4.4.

SEMOVI, SEDEMA Period: 2016–2025. Partners: CTSEmbarq,ITDP,RMS STCM, Metrobús,OR Participants: efficient androbust. mass transportationsystemmore systems. This activity will make the be replicated for other transportation scenarios. Thismethodologycould data andfloodingwaterlogging for example,informationonhistoric occur. Theanalysiswillintegrate, before the effects of climate change of aportfolioadjustmentmeasures provide a basisfor the development and analyzed.Theseproposalscan and Metrobuswillbegenerated climate change,proposalsforSTCM strategy toaddresstheeffectsof In order to create an adjustment transportation. adjustment measuresforpublic systems, andcreateaportfolioof and Metrobustransportation of heatwavesandfloodsinSTCM ACTIVITY 4.4.1.1.Assesstheeffect SSP, SPC, Oficialía Mayor, disaster situations. Improve mobilityplanningforemergencyand ACTION 4.4.2. of emergencyandsupportvehicles. entry andevacuationroutestothedrivers proposing signaling and disseminating emergency, accident,ordisaster,andfor free transitonurbanhighwaysduringan developing cooperativeagreementsfor Civil Protection (SPC) is working on responders. Currently, the Ministry of with safetyareasandemergency improve communicationsandconnections of thecityduringemergenciesandto needed toensurethesmoothfunctioning However, acomprehensivestrategyis the different transportation systems. and responseprotocolsforeachof there are mitigation measurements hazards andotherpotentialdisasters, Because thecityisexposedtoearthquake city serviceisensured. prevented, andthecontinuityofacritical transportation users can possibly be be reduced, negative effects on public situations, systemrecoverycostsmay measures foremergencyanddisaster response protocolsandmitigation By consolidating CDMX mobility network Resilience Value: Period: 2016–2025 Partners: CTSEmbarq,ITDP,RMS,Veolia Responsible Parties:SEMOVI,SPC 125 PILLAR 04. IMPROVE MOBILITY 126 100 RESILIENT CITIES: MEXICO CITY Period: 2016–2025 a911, CTSEmbarq,C40,ITDP,TomTom Partners: Responsible Parties:SEMOVI open mobilitydatabases. on userscollaboratinginthecreationof unprecedented collective effort based the Mapatónprogram,whichisan and otherorganizations implemented The LaboratoryfortheCity(LabCDMX) of information. access, collection,distribution,anduse private partnershipsthatcanstrengthen potential opportunitytoestablishpublic- benefits fordifferentsectors.Thereisa Access toinformationhasmultiple mobility planning and decision making. could, inturn,informtransportation understanding ofmobilitypatterns,which information that could be used to expand private companieswithcriticaldataand data isavailabletothepublic.Thereare of datadaily;however,notallthat CDMX generatesanenormousamount data use. Promote public-private partnershipstoencourage mobility ACTION 4.5.1.

Audi UrbanFutureInitiative, mobility decisionmaking. Promote theuseofdatatoimprove GOAL 4.5. mobility system. successful developmentofamorereliable effective publicpoliciesthatarecrucialto decision makinginvolvedinthecreationof creation ofdigitaltoolscanimprovethe platforms, data management, and the Data usagethrough data exchange Resilience Value: mobility patternsandbehaviorswere the SantaFeareawereformalized,and with sixcompaniesandinstitutionsin During 2015,collaborationagreements the differentparticipants. creation of a mobility agreement among managed totakeafirststeptowardsthe obtained throughthese,theproposal more than43participantsandthedata Through partnershipscreatedwith not justamobilityproblem. being partofthetransportationsolution, private cars and the possibility of their reviewing andunderstandingtheroleof proposal suggestedanalternativefor Urban FutureAward2014contest.The led bya911,wontheInternationalAudi At theendof2014,aMexicoCityteam, in universitiesandcompanies. projects thatsupportsharedmobility ACTIVITY 4.5.1.3.Implement public space,andurbanamenities. through urbandesignstrategiesthatpromoteaccessibility totransportation, of low-incomeuserslivinginthemostdeprivedandunsafeareascity project has a social element, as it focuses on improving the living conditions consists ofseveralinterconnectedlinesthatsupplementthesubwaylines.This Metrocable isanaerialpublictransportationsysteminMedellin.The INSPIRATION: URBANTRANSFORMATION-METROCABLEMEDELLIN Period: 2016–2018. Initiative Partners: a911,AudiUrbanFuture Participants: SEMOVI,OR pursued.. mobility transformation is being public sector,andAuditopromote associations, theprivatesector, collaboration between neighborhood quality of life. An agreement on a environments thatimproveemployees´ resources, andpromotesustainablework and corporationsinoptimizingtheir partnerships tosupportinstitutions aim istostrengthenandwidenthese and recommendations.Currently,the studied to identify possible solutions 127 PILLAR 04. IMPROVE MOBILITY PILLAR 05. DEVELOP INNOVATION AND ADAPTIVE CAPACITY PILLAR O5.

DEVELOP

GOAL 5.1 INNOVATION AND Integrate the principles of resilience in public facilities, ADAPTIVE CAPACITY investments, and new strategic projects, and promote private- sector participation in building resilience.

GOAL 5.2 Promote community resilience through citizen participation, strategic communication, and education.

100 RESILIENT CITIES: MEXICO CITY GOAL 5.3 Review and adjust the regulatory VISION: CDMX adapts to the impacts of climate change and framework to promote the responds proactively and innovatively to dynamic risks of implementation of adaptative PILLAR 05 . DEVELOP INNOVATION AND ADAPTIVE CAPACITY natural and social origin. measures. ESTRATEGIA DE RESILIENCIA 131 130 131 PROBLEM STATEMENT In the development of this strategy, in For public resources to be able to some cases existing regulations may need contribute to building resilience, potential to be reviewed to facilitate the promotion barriers need to be identified and of adaptive measures by government and alternatives found. CDMX faces a variety of dynamic risks that The intensification of the disaster risks society. may bring about human and economic associated with climate change and losses. These risks may also result in other dynamic processes is a challenge impacts on the provision of basic services for the public and private sectors. Their or reduce quality of life. The adaptive capacity to address these risks may be capacity of society, institutions, and exceeded, forcing them to turn to external strategic infrastructure must therefore support. To address this challenge, the be strengthened. government of CDMX created the Fund for Assistance with Natural Disasters in The concept of adaptation refers to Mexico City (FONADEN) in 2015, with measures and adjustments in natural or an initial budget of 3 billion pesos (USD human systems in response to actual $162 million). The city is the first in the or expected stimuli, or their effects, in country to have a fund of this type, 30 order to moderate damage and exploit percent of which is intended to address any beneficial opportunities.[102] The disasters such as earthquakes and floods. scientific community has recognized that The private sector is also participating adaptive challenges cannot be addressed through strategic partnerships with the through traditional responses, but require city, which can improve overall response a constant process of learning, evaluation, and reduce losses. Innovative, inclusive, and change.[103] and flexible solutions are required, such as risk transfer instruments that allow Cities are recognized as centers early recovery, continuity of operations, of innovation that can generate independence of public support, and transformations in their relationships improved reconstruction. and interactions with social-ecological systems. Cities, as centers of innovation, It is essential to promote the adaptive are ideally positioned to build a sustainable capacities of citizens, which will enable 100 RESILIENT CITIES: MEXICO CITY future,[104] since innovation is essential for them to respond in an organized adaptation of the strategic infrastructure way in the event of emergencies and upon which the provision of basic urban which will strengthen social cohesion services depends and responsibility at the community level, reduce domestic risks, and scale PILLAR 05 . DEVELOP INNOVATION AND ADAPTIVE CAPACITY Risk assessment for strategic up resilience. The implementation of infrastructure can be a valuable tool for public policies for disaster relief should making decisions about risk reduction and concentrate on the most vulnerable transfer. Additionally, large infrastructure groups, as these policies will generate projects such as the NAICM offer a valuable improvements in quality of life regardless opportunity for the development of the of the risks to which these groups are city and the region. Investments linked to exposed. these projects should be strengthened by incorporating the principles of resilience (Figure 19) from initial construction through all stages of design.

102. This definition of adaptation is presented in the General Law on Climate Change (Official Gazette of the Federation (DOF), 132 2012a), which refers to climatic stimuli; however, it has been modified to include other possible stimuli. 133 103. Brooks and Adger, 2005; Hallegatte, 2009; Birkmann et al., 2010; Moser, 2010. 104. Calvente, 2007; Olsson et al., 2014; Redman, 2014. 134 100 RESILIENT CITIES: MEXICO CITY Period: 2016-2025 Partners: BM,SwissRe,RMS,Veolia Responsible Parties:SEFIN,SEDECO various sectors,bothpublicandprivate. by whichparticipationisencouragedin assessment, reduction,andrisktransfer through innovativemechanismsfor integrated risk managementinCDMX This actionseekstostrengthenthe Foster innovationforintegratedriskmanagement. ACTION 5.1.1. building resilience. private-sector participationin new strategicprojects,andpromote in publicfacilities,investments,and Integrate theprinciplesofresilience GOAL 5.1. being offamilies. of activitiesthatsupportthefinancialwell- the cityisexposed,andensurecontinuity economic impactofdisasterstowhich insurance, itispossibletoreducethe risks andstrengtheningthecultureof By expandingtheoptionsforsharing Resilience Value: Period: 2016–2025 Partners: WorldBank,RMS,SwissReyVeolia Participants: ChiefAdministrativeOffice,SPC,SACMEX Responsible Parties:SEFIN,SEDECO reconstruction. emergencies anddisasterscanbestrengthenedtobetter facilitaterehabilitationand large-scale disasters,theproactiveplanningandmanagement oftheresponseto improving understanding of thecity’sresourcesforrespondingto disasters, particularly coordination amongprojectsforamoreefficient deployment ofresources.By created FONADEN,tocomplementtheproposalsbyvarioussectorsandachieve The aimistocontributetheeffortsbeingmadeinCDMX,suchasrecently • • • • risk management,consistsofthefollowing: of greatmagnitude.Financialprotection,whichisacentralpillarcomprehensive via theWorldBankplatforminordertohaveimmediateliquidity afteradisaster to thecityregardingtransferofpartitscatastrophicriskresultingfromdisasters management ofcatastrophicrisks.Inaddition,itaimstoprovide technicaladvice cities thatarepartofanetworkisbuildingstrategyfor theintegrated This jointinitiativebetweentheWorldBankand100RCis aimed atworkingwith FEATURED ACTIVITY5.1.1.1. for resilientcities. alternatives forCDMX:WorldBankinitiativeofrisktransfer

Allocate resources efficiently: establish effective administrative and legal systems Allocate resourcesefficiently:establisheffectiveadministrativeandlegalsystems Reduce the risk: scale down contingent liabilities due to disasters, reduce sector resilience. investment, andreduceeconomicimpactsbycreatingincentivesforprivate- the impactofdisastersthroughintegrationriskinformationinpublic for approval,transfer,andmonitoringoffundsafterdisasters. sustainability ofpublicfinances. budgetary response capability once disasters occur without compromising the of disasters,developacost-efficientstrategyfinancingrisk,andimprovethe Develop acomprehensivestrategy:takeintoaccountthefrequencyandseverity the riskofdisasters. Assess therisk:defineandmeasurecontingentliabilities;assessquantify Promote disasterrisktransfer 135 135 ESTRATEGIAPILLAR DE RESILIENCIA 05. DEVELOP INNOVATION AND ADAPTIVE CAPACITY ACTION 5.1.2. Develop methodologies for the inclusion of the concept of RISK MANAGEMENT SOLUTIONS INC: resilience in large infrastructure projects, and propose adaptive Preliminary results of seismic risk analysis for public measures to various risks for strategic provisioning of public markets in CDMX. facilities.

A sophisticated approach to measuring analytical approach also provides an The concept of resilience is new, even extreme risk is necessary to increase opportunity to identify where investments within the decision-making process. This ACTIVITY 5.1.2.3. Perform a risk and the resilience of the city’s strategic in resilience can be more productive; action is therefore aimed at influencing resilience analysis for strategic public facilities. That measurement is for example, considering the profile of construction projects in the operation and public facilities. complicated because disasters can occur resilience from multiple perspectives only, improvement of strategic infrastructure unexpectedly and can vary in duration four markets have been highlighted, as and public urban facilities so that these At an early stage, a study will be and intensity. shown in Figure 24. projects incorporate resilience qualities, developed of the seismic risk of public recognize the risks to which they are facilities that provide basic services Probabilistic models of loss due to a Furthermore, this analysis, performed exposed, improve the effectiveness of for the city. This will include: all CDMX catastrophe can be applied when a with limited information on exposure, adaptive measures, and better prioritize markets, the Central Supply Station (Central de Abasto), modal transfer disaster occurs. Based on a simulation demonstrates the importance of investments. centers (CETRAMs), and major roads. of about 100,000 projections for the having high-quality data on public and This work will be carried out by RMS following year, which results in an estimate private property in the city. Intelligent Responsible : OR as part of the services provided by the of the severity of potential losses based on assumptions can be derived from models, Partners: 100RC, RMS, PwC, CEMEX platform of partners of 100RC. Once a series of probabilities, these models can but the more complete and accurate the Period: 2016-2025 this first stage is concluded, analysis be used to quantify the current resilience exposure data, the more accurate the of other possible low-frequency, high- of the city and to set a realistic goal for results. From the modeling of resilience, Resilience Value: severity risks will be pursued, and resilience in the future. the cost-benefit of investments in resilience for individual markets can be This action helps promote a multifunctional this methodology will be replicated Various sectors of the CDMX government identified, and the modeling can also information infrastructure that can in the evaluation of other strategic infrastructure. are working with RMS on evaluating facilitate a holistic vision of the recovery reduce risks to the population, ensure the possible impacts on strategic capacity that includes other dangers, continuity of basic services, and improve public facilities in the event of a major such as terrorism, infectious diseases, the environment and quality of life of the Participants: SEDECO, SPC,

100 RESILIENT CITIES: MEXICO CITY earthquake. The preliminary analysis and drought. inhabitants of CDMX. SEMOVI, FICEDA, CETRAM Partners: RMS shown here, which characterizes the Period: 2016 - 2025 resilience of the network of nearly 300 This approach can be used to analyze public markets in the event of a major other sections of critical infrastructure earthquake, is an example of the results in the city, such as the network of modal

that can be obtained from this effort. transfer centers (CETRAMs) and roads, PILLAR 05 . DEVELOP INNOVATION AND ADAPTIVE CAPACITY and to discover and quantify the complex The exceedance probability curve shows interdependencies between the city assets that a seismic event, such as the one that and the risks that they face. occurred in 1985, is not the worst-possible scenario for the city. Actually, there is a 1 percent chance that markets will suffer losses five times greater than those that were modeled for the 1985 earthquake, and a still substantial likelihood that the losses will be even ten times higher. This

136 137 Figure 26. Risks in CDMX markets (RMS) ACTION 5.1.3. Promote private-sector participation in building urban

The map indicates the location of public resilience. markets in CDMX, and the diameter of each circle represents the risk of each according The government response to disasters Responsible Parties: SPC, OR to PAE. The exceedance probability curve LA VILLA shows that there is a 1 percent chance that or emergencies is strengthened by the Partners: CENACED, CEMEX the damages caused by an earthquake in participation of the private sector in the Period: 2016-2025 the markets will be five times greater than ABELARDO L. RODRIGUEZ response. Collaboration with the private the damages in 1985. In the lower box, sector expands government capabilities Resilience Value: the epicenter of stochastic earthquakes JAMAICA and enhances disaster recovery. The identified in the curve for the chosen probabilities is shown (1/100 and 1/500). purpose of this action is to identify Private sector involvement in the various Finally, the table shows the variations in economic activities that may be affected stages of planning in the event of a disaster damages undergone by the markets with by a disaster and to share responsibility (prevention, preparedness, recovery, and three different earthquakes and according with the private sector for the decision- reconstruction) improves the response by to the PAE. SANTA URSULA COAPA making process on issues of risk government, reduces disaster impacts, prevention and reduction, performance and accelerates recovery. during emergencies, and reconstruction improvements.

1/17 MX1985(M8.0) 100 RESILIENT CITIES: MEXICO CITY PROBABILITY

M 6.7 PILLAR 05 . DEVELOP INNOVATION AND ADAPTIVE CAPACITY

1/100 (M6.7) CDMX

M 7.2 (M7.2) 1/500 M 8.0 10 x 1985 5 x 1985 1985 LOSS Exceedance probability curve Location map

Risk analysis in CDMX markets (RMS)

Order MX 1985 (1/17) 1/100 1/500 PAE

1 Merced Market Main Unit Merced Market Main Unit Merced Market Main Unit Merced Market Main Unit 2 Jamaica New Market Jamaica New Market Jamaica New Market Jamaica New Market 3 Hidalgo Zone Hidalgo Zone Hidalgo Zone Hidalgo Zone 138 139 4 Santa Úrsula Coapa La Villa Lagunilla Clothing and Fabrics Lagunilla Clothing and Fabrics 5 Lagunilla Clothing and Fabrics Lagunilla Clothing and Fabrics Abelardo L. Rodriguez Jamaica Zone GOAL 5.2. ACTIVITY 5.2.1.1. Create a platform to facilitate the communication of risk Promote community resilience information to the public and to enable citizens to build citizen networks for through citizen participation, improving adaptive capacities and building urban resilience. strategic communication, and The international community has gained information on risks within the city and experience in the field of risk reduction local region, and helps city residents education. for disasters.[105] In Sendai Framework and the general public to prepare for 2015–2030, the need for a broad emergencies. preventive approach towards disaster risks, an approach that is more focused The City of San Francisco’s Internet ACTION 5.2.1. on people, is acknowledged;[106] this is platform shares information on risk Create a communication platform for risk and resilience for reflected in one of seven global goals: assessment, action plans for different “Considerably increase the availability of events, and a geographical information citizens. early alert systems on multiple threats system where individuals can look and information and assessments on up the risks they are exposed to by The aim is to create a platform that Resilience Value: disaster risk communicated to people, location. San Francisco’s platform also facilitates communication of risk and access thereto, by 2030.”[107] has various applications that promote information to the public and that allows This action provides information in a citizen participation in building resilience community networks for the construction timely and adequate manner to help A positive correlation between on a routine basis; for example, there of urban resilience and adaptive capacities. the public address risks, increase their transparency of information on risk is a dynamic database where different adaptive capacity at the community assessment and the competitiveness groups in the community can share Responsible Parties: SPC, OR level, guide their actions in emergency of cities has been recognized.[108] Some real-time information about what is Partners: City Heroes, Fundación Carlos situations, and increase social cohesion, of these cities, recognized as more happening in the city. Additionally, Slim, RMS citizen participation and empowerment competitive internationally, match those a neighborhood empowerment Period: 2016-2025 through risk awareness. cities that promote data sharing and risk network[110] was created, which includes communication.[109] information on neighborhood meetings for preparing working plans that improve In this context, several organizations neighborhood resilience, plans that 100 RESILIENT CITIES: MEXICO CITY have developed open communication are shared with other neighborhoods platforms for the public on various through the Internet. risks in different regions or countries. In addition, several cities around the world Participants: SPC, SEDUVI, AGU,

are working to create platforms that LabCDMX PILLAR 05 . DEVELOP INNOVATION AND ADAPTIVE CAPACITY allow their citizens to learn of risks where Partners: City Heroes, RMS they live and prepare for emergencies. Period: 2016 – 2025 For example, the City of San Francisco, USA, has an Internet platform that shares

105. The disaster risk reduction was promoted internationally from the “International Decade for Natural Disaster Reduction” in the 1990s, culminating in the Hyogo Framework for Action: Increased resilience of nations and communities in the event of disasters, approved at the “World Conference on Disaster Reduction” in 2005. One of the objectives of this document was to increase the availability of adequate and reliable information on disasters, not only for decision makers, but for the general population (UN, 2005). 106. UN 2015b. 107. UN 2015b. 108. The Rockefeller Foundation, 2014. 140 109. Among the 25 cities recognized as the most competitive in promoting data sharing on disaster risks are New York, London, 141 Tokyo, Amsterdam, Copenhagen, San Francisco, and Melbourne (The Economist, 2013). 110. Neighborhood Empowerment Network at: http://empowersf.org ACTION 5.2.2. Strengthen the technical capacity of civil servants to build INSPIRATION: REBUILD BY DESIGN – WORKING TOGETHER TO BUILD A resilience. MORE RESILIENT REGION.

Rebuild by Design (RBD) can collaborate with CDMX in the introduction of a Resilience depends largely on the ability Responsible Parties: EAP y OR collaborative design process for planning and specific problem solving—a process of people to be prepared, transform Period: 2016-2018 that contributes to improving urban and regional resilience. RBD emerged from themselves, respond, and survive in the the call for a design contest for the reconstruction of areas affected by Hurricane face of destructive events that can occur Resilience Value: Sandy in New York, and has evolved into the promoter of an innovative process in the place where they live. that generates practical solutions to complex problems. Building the response capacities of This is particularly important for civil civil servants helps them make critical The purpose is not only to invite sectors that were usually excluded from urban servants, who are responsible for meeting decisions in emergency situations and planning solutions, but to place them in the middle of a solid, interdisciplinary, the needs of others during emergencies, prioritize assistance to the population. and creative design process that generates innovative responses. so it is necessary to strengthen their This knowledge also helps civil servants capacities. to create long-term public policies that The RBD process is carried out in a series of successive and connected stages increase the security of citizens. that are established to maintain cross collaboration among sectors, academic strength, and a mobile design and that result in an easily replicable process. Based on the success of this methodology in the city of New York, RBD’s goal has been to establish it as a model for designing resilience solutions to problems in other cities.

This methodology has been considered a paradigm shift in the way governments and those responsible for urban planning consider emergency preparedness and disaster response. RBD relies on collaboration among designers, researchers, community members, and government officials in a process that proposes solutions to problems, solutions that take into account physical, social, and ecological factors.

In addition to increasing risk awareness in society, RBD has an important

100 RESILIENT CITIES: MEXICO CITY connection to the community during the implementation process and explores the need for changes in policies and regulatory structure to improve resilience building. ACTION 5.2.3.

Encourage citizen participation and communication of priority PILLAR 05 . DEVELOP INNOVATION AND ADAPTIVE CAPACITY resilience issues.

This action consists of implementing Responsible Parties: SEDEMA, OR communication campaigns on topics that Partners: 100RC, Pacífico, Banamex, contribute to building the city’s resilience, Fundación Carlos Slim, MakeSense, so that citizens become aware of the CENACED actions that are being carried out and Period: 2016-2018. which they can join, and inviting them to actively participate in the resilience Resilience Value: building effort. Initially, the issues to be promoted based on their importance in Clear and accurate communication on building resilience are: Vision Zero, water key resilience issues provides citizens poverty, and protection and care of green with reliable information to make better areas. decisions, encourages citizen participation, 142 143 and promotes action and leadership. ACTION 5.2.4. Develop initiatives focused on vulnerable groups. GOAL 5.3.

Some social groups are more vulnerable Responsible Parties: OR Review and adjust the regulatory to disaster events than the average Partners: Save the Children, UNESCO, framework to promote the population due to conditions that may UNISDR, Fundación Centro Histórico, be permanent or dynamic. These factors Make Sense, SEDEREC, FAO, OXFAM implementation of adaptative contribute to vulnerability: age (dependent Period: 2016-2025 measures. children, older adults who need special help in emergencies), gender, economic Resilience Value: conditions (poverty, unemployment, homelessness), location (ravines, dry Addressing these specific vulnerabilities ACTION 5.3.1. stream beds), and social situation (lack of generates multiple benefits because doing Assess the contribution of relevant local programs and projects social cohesion, exclusion), among others. so not only builds urban resilience, but for resilience within the expenditures budget of the CDMX Initiatives that reduce the vulnerability also helps create a sense of community, stemming from these factors should be reduces social inequality, and improves government (10 percent commitment). developed. everyone’s quality of life. As mentioned in Chapter III of this Responsible Party: OR document, in November 2015, the CDMX Period: 2016-2018 government committed to allocate 10 percent of the expenditures budget to Resilience Value: building resilience. This action fulfills the commitment to pursue investments in This action allows for the prioritization resilience that are transformative. The of CDMX actions in the budget, which INSPIRATION: RIO DE JANEIRO STRATEGY: FEATURED ACTION - actions of all government institutions will help reduce tensions among the EDUCATE CHILDREN FOR RESILIENCE. that contribute to the resilience of the city proponents of different programs and must be acknowledged, and programs and projects and enable the city to be better projects that make resilience investments prepared to deal with potential impacts. In the Rio de Janeiro Strategy for Resilience, the action of educating children safer, inclusive, and sustainable must also for resilience is highlighted. The project seeks to develop and implement urban be promoted. 100 RESILIENT CITIES: MEXICO CITY resilience topics to complement civil protection concepts in the curriculum of the municipal schools. Resilience topics were recently included in an educational program that is currently benefitting around 5,000 children aged 10 to 12 years. It is estimated that this complementary project will benefit 100,000 students by 2020. PILLAR 05 . DEVELOP INNOVATION AND ADAPTIVE CAPACITY

Content is included on the following three topics:

• Impact of climate change on cities and how it affects the lives of young people. • Basic civil protection concepts and disaster preparedness. • Sustainable consumption and resource efficiency, particularly regarding energy and water; introduction of recycling fundamentals and the processing of materials and products.

The project believes that children should become aware of the risks they are exposed to in their neighborhood and city, and should develop resilient behaviors in their youth. This project will create awareness and promote a culture of risk prevention and mitigation, and it will also foster environmental 144 and civic responsibility. 145 ACTION 5.3.2. Propose a measuring, reporting, and verification (MRV) system that promotes continuous learning and adjustment of actions.

The aim is to include the MRV System Responsible Parties: OR for the Resilience Strategy within the Period: 2016-2018 framework of the PACCM. The MRV assesses the progress made in the Resilience Value: fulfillment of the PACCM’s goals and objectives, and monitors the development This action validates the actions that of the city’s mitigation and adaptation underpin the resilience strategy of CDMX, actions. Suitable criteria and indicators promotes continuous learning, and guides for the actions that make up this strategy, the necessary process of making changes developed by both the public and private and updating actions. sectors, civil society, and the scientific community, should be integrated into the MRV System. VI NEXT CHAPTER I. INTRODUCTION

100 RESILIENT CITIES: MEXICO CITY STEPS

146 147 VI. NEXT STEPS

After adoption of the CDMX Resilience Strategy by the Resilience Steering Committee (Comité Directivo de Resiliencia) of the CICCDF, the implementation stage will begin. This stage will be an inclusive process; stakeholders from government, the private sector, non-governmental organizations (NGOs), and the scientific community will participate as responsible parties and partners in specific activities within the framework of the five pillars for creating resilience in the CDMX and the region.

The path toward the creation of resilience is a process that involves continuous learning to address the multiple risks that the city is exposed to in a dynamic environment. The creation of an MRV system will be a key element in establishing periodic evaluations and facilitating continuous learning, because the MRV system will be linked to the Monitoring of the CDMX Climate Change Action Program (SSPACCM). Inclusion of NGOs in implementation actions and the MRV system would be innovative and address the need to share responsibilities.

Building resilience is a process that uses long-term planning and implementation actions to meet the Resilience Strategy goals. The Resilience Office for CDMX will pursue the following objectives:

• Coordinate transdisciplinary and interdisciplinary work for designing, implementing, monitoring, and evaluating the Resilience Strategy goals and actions. • Provide innovative solutions to existing and potential resilience challenges in the VII city and the region. • Identify and promote the implementation of global best practices for resilience in the city. • Provide technical assistance and collaboration to 100RC partners. APPENDIX CHAPTER I. INTRODUCTION • Promote the incorporation of the principles of resilience in public planning and actions at different levels of government (boroughs, city, and the region). 100 RESILIENT CITIES: MEXICO CITY • Promote regional coordination and create collaborative mechanisms between different levels of government on critical resilience issues. • Promote agreements between stakeholders from different sectors and public- private collaborations to reduce chronic stresses and improve responsiveness to shocks. • Promote citizen communication, education, and participation campaigns to build and strengthen resilience in society. • Monitor the Government of Mexico City’s on its commitment to allocate 10 percent of public expenditures to actions that contribute to resilience improvements.

Resilience will be built in the city through joint efforts; thus, continued support from the institutions and organizations that have been identified so far will be essential. In addition, the Resilience Strategy is a living process that will continue to identify new resilience opportunities and stakeholders interested in and committed to joining this collective and inclusive effort to create a resilient CDMX and region.

148 149 PILLAR 01 PILLAR 02 PILLAR 03 PILLAR 04 PILLAR 05 FOSTER PROMOTE WATER PLAN FOR IMPROVE MOBILITY DEVELOP REGIONAL RESILIENCE AS URBAN AND THROUGH AN INNOVATION COORDINATION NEW PARADIGM TO REGIONAL INTEGRATED, AND ADAPTIVE MANAGE WATER IN RESILIENCE SAFE, AND CAPACITY THE MEXICO BASIN SUSTAINABLE SYSTEM.

GOAL GOAL GOAL GOAL GOAL GOAL GOAL GOAL GOAL GOAL GOAL GOAL GOAL GOAL GOAL GOAL GOAL 1.1 1.2 2.1 2.2 2.3 2.4 3.1 3.2 3.3 4.1 4.2 4.3 4.4 4.5 5.1 5.2 5.3 inequality. scarcity and access Reduce water security planning. contribute to water use of the aquifer and Promote sustainable water resources. on the sustainability of Foster a civic culture green infrastructure. through blue and to urban design sensitive approach Integrate a water projects. programs and CDMX through social equality in Increase spatial Areas. Protect Conservation regional planning. through urban and Reduce risk communication. regional strategic coordination and through institutional Create resilience resilience. that contribute to regional projects Guide and support adaptive measures. implementation of to promote the regulatory framework Review and adjust the and ZMVM. revitalizes CDMX connects and system that integrated mobility Promote an of private vehicles. Discourage the use cyclists. pedestrians and accessible city for Create a safe and climate change. risks and effects of for the potential mobility system Prepare the mobility. decision making on of data to improve Promote the use building resilience. sector participation in promote private- strategic projects, and investments, and new in public facilities, principles of resilience Integrate the education. communication, and strategic citizen participation, resilience through Promote community CHAPTER VII. APPENDIX ACTION 2.2.4 ACTION 2.2.5 ACTION 2.2.6 ACTION 2.4.2 ACTION 4.2.1 ACTION 4.3.1 ACTION 4.3.2 ACTION 4.4.1 ACTION 4.4.2 ACTION 4.5.1 ACTION 2.2.1 ACTION 2.2.2 ACTION 2.2.3 ACTION 2.3.1 ACTION 2.4.1 ACTION 1.1.1 ACTION 1.1.2 ACTION 1.2.1 ACTION 1.2.2 ACTION 1.2.3 ACTION 2.1.1 ACTION 2.1.2 ACTION 2.1.3 ACTION 3.1.1 ACTION 3.1.2 ACTION 3.1.3 ACTION 3.1.4 ACTION 3.2.1 ACTION 3.2.2 ACTION 3.3.1 ACTION 3.3.2 ACTION 3.3.3 ACTION 4.1.1 ACTION 4.1.2 ACTION 4.1.3 ACTION 5.1.1 ACTION 5.1.2 ACTION 5.1.3 ACTION 5.2.1 ACTION 5.2.2 ACTION 5.2.3 ACTION 5.2.4 ACTION 5.3.1 ACTION 5.3.2 100 RESILIENT CITIES: MEXICO CITY ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES 1.1.1.1 1.1.2.1 1.2.1.1 1.2.2.1 1.2.3.1 2.1.1.1 2.1.2.1 2.1.3.1 2.2.1.1 2.2.2.1 2.2.3.1 2.2.4.1 2.2.5.1 2.2.6.1 2.3.1.1 2.4.1.1 2.4.2.1 3.1.1.1 3.1.2.1 3.1.3.1 3.1.4.1 3.2.1.1 3.2.2.1 3.3.1.1 33..2.1 3.3.3.1 4.1.1.1 4.1.2.1 4.1.3.1 4.2.1.1 4.3.1.1 4.3.2.1 4.4.1.1 4.4.2.1 4.5.1.1 5.1.1.1 5.1.2.1 5.2.1.1 5.2.2.1 5.2.4.1 5.3.1.1 5.3.2.1 5.1.3.1 5.2.3.1 1.2.1.2 1.2.2.2 1.2.3.2 3.1.1.2 3.1.2.2 3.1.3.2 3.1.4.2 1.1.1.2 2.3.1.2 5.1.1.2 3.3.1.2 3.3.2.2 4.1.1.2 4.1.2.2 3.3.3.2 4.1.3.2 5.1.2.2 2.4.2.2 4.5.1.2 2.2.4.2 2.2.5.2 5.1.3.2 5.2.1.2 5.23.2 5.2.4.2 5.3.2.2 4.2.1.2 4.4.1.2 3.2.2.2 4.3.2.2 4.4.2.2 5.3.1.2 4.3.1.2 2.4.1.2 3.1.1.3 3.1.2.3 1.1.1.3 2.3.1.3 5.1.1.3 5.1.2.3 5.23.3 5.1.3.3 4.1.1.3 4.1.2.3 4.1.3.3 2.4.2.3 3.3.2.3 3.3.3.3 5.3.2.3 4.2.1.3 4.3.2.3 4.4.2.3 4.3.1.3 4.5.1.3 5.2.4.3 3.1.2.4 5.1.1.4 5.1.2.4 4.1.1.4 4.1.3.4 2.4.2.4 4.2.1.4 5.3.2.4 4.3.1.4 3.3.2.4 3.3.3.4 4.3.2.4 4.4.2.4 4.5.1.4 3.1.2.5 5.1.2.5 4.1.1.5 2.4.2.5 4.3.1.5 4.3.2.5 4.2.1.5 4.5.1.5 4.4.2.5 4.3.1.6 150 4.2.1.6 151 PILLAR 01. ACTION 1.1.2. Drive and support the creation of a national resilience agenda with Mexican cities belonging to 100RC Network

FOSTER REGIONAL Responsible Parties: OR COORDINATION Activity Participants/Partners Period

1.1.2.1 Share experiences and best SEDATU / 100RC, GOAL 1.1. Create resilience through practices with other cities to Dutch Embassy 2018-2025 institutional coordination and regional strategic strengthen national capacities for prevention, care, climate mitigation communication. and adaptation, and management of impacts and tensions to build urban resilience. ACTION 1.1.1. Foster resilience integration in regional programs

Responsible Parties: OR

Activity Participants/Partners Period

1.1.1.1 Create a resilience baseline through AECOM, ARISE GOAL 1.2. Guide and support regional projects the development of the Scorecard 2016-2018 that contribute to resilience. (ARISE initiative), which enables evaluation of institutions’ capacities to coordinate and respond to risk management. ACTION 1.2.1. Strengthen projects that foster conservation of ecosystems.

Responsible Parties: CI 1.1.1.2 Contribute to integration of a UNAM 100 RESILIENT CITIES: MEXICO CITY resilience work stream in the next 2018-2025 Management Program for ZMVM. Activity Participants/Partners Period

1. 2.1.1 Implement Water Forest initiative. SEDEMA / CHAPTER VII. 01 . FOSTER REGIONAL COORDINATION / APPENDIX 1.1.1.3 Strengthen existing institutions and Federal Government, SEMARNAT, 2025-2040 promote a resilience agenda through National Congress, 2018-2025 Fundación Gonzalo coordination mechanisms in CDMX/ Local Congress Río Arronte, ZMVM and the greater megalopolis for LANCIS-UNAM specific topics. For example, reactivate COMETRAVI. 1.2.1.2 Identify, preserve, and restore SEMARNAT ecosystems that provide essential CONAFOR 2025-2040 ecosystem services for CDMX. CONANP / UNAM

152 153 ACTION 1.2.2. Reduce pollution in the region (air, water, solid waste, and chemical PILLAR 02. waste, among others).

Responsible Parties: State Environmental Authorities PROMOTE WATER RESILIENCE AS A NEW PARADIGM TO MANAGE Activity Participants/Partners Period 1.2.2.1 Promote the implementation of SEMARNAT, OR / WATER IN THE MEXICO BASIN PROAIRE. Lancis-UNAM 2025-2040

1.2.2.2 Promote economic, market, and SEDECO, SEFIN, tax incentives for the use of electric SEDEMA / CAF 2016-2025 GOAL 2.1. Reduce water scarcity and access vehicles. inequality.

ACTION 1.2.3. Foster resilient infrastructure projects that contribute to the development of the region. ACTION 2.1.1. Integrate the majority of the population without regular and continuous water service to the water supply system. Responsible Parties: OR Responsible Parties: SACMEX

Activity Participants/Partners Period Activity Participants/Partners Period 2.1.1.1 Expand the potable water network. AGU / BM, BID 1.2.3.1 Implement measures that increase GACM, Federal 2016-2025 resilience around NAICM project. Government, 2016-2018 SEDECO, SEDUVI, SEDATU / 100RC

100 RESILIENT CITIES: MEXICO CITY ACTION 2.1.2. Promote public, economic, regulatory, and political instruments to reduce water scarcity and inequality.

1.2.3.2 Contribute to resilience by creating SEDECO / 100RC Responsible Parties: SACMEX

a resilience agenda for the New 2016-2025 CHAPTER VII. 02 . PROMOTE WATER RESILIENCE / APPENDIX International Airport of Mexico City Activity Participants/Partners Period and the fate of the current Mexico City International Airport. 2.1.2.1 Review fees to make adjustments Asamblea Legislativa, according to consumption and SEFIN, SEDEMA, OR 2016-2025 socioeconomic status. / BID

ACTION 2.1.3. Promote the establishment of temporary rainwater catchment systems and water ‘kiosks” in areas and houses with a scarcity of water.

Responsible Parties: SEDESO

Activity Participants/Partners Period

2.1.3.1 Install rainwater catchment systems IMTA / CAF, CEMEX 154 155 in housing with water scarcity. Isla Urbana 2016-2018 ACTION 2.2.4. Improve the quality and quantity of water in the area of aquifer recharge. GOAL 2.2 Promote sustainable use of the aquifer Responsible Parties: CI and contribute to water security planning

Activity Participants/Partners Period

ACTION 2.2.1. Support the creation and consolidation of the CDMX Water Fund. 2.2.4.1 Reduce aquifer pollution due to SAGARPA, domestic and agricultural use. SEDEREC 2016-2025 Responsible Parties: TNC, on behalf of the Latin American Water Funds Partnership

2.2.4.2 Construct filtration wells for aquifer SACMEX, CONAGUA Activity Participants/Partners Period recharge. / TNC 2016-2025

2.2.1.1 Implementation of the Water Fund. SACMEX, SEDEMA CONAGUA, OCAVAM 2016-2025 / Fundación Kaluz, Banamex, Fundación ACTION 2.2.5. Prevent damages to the water infrastructure in the event of a FEMSA, Fundación major earthquake. Gonzalo Río Arronte Responsible Parties: SACMEX

ACTION 2.2.2. Innovate in the maintenance and renovation of the water network and drainage system as well as in water reuse and treatment. Activity Participants/Partners Period Responsible Parties: SACMEX 2.2.5.1 Identify areas of the city where IMTA, CONAGUA 2016-2025 Activity Participants/Partners Period water infrastructure is vulnerable to the effects of a major earthquake. 2.2.2.1 Upgrade the drinking water AGU / BM distribution network associated with 2016-2025 the loan granted by the World Bank 2.2.5.2 Map areas where the primary water SPC to CDMX. network would be at risk in the 2016-2025

100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO event of a major earthquake. CHAPTER VII. 02 . PROMOTE WATER RESILIENCE / APPENDIX

ACTION 2.2.3. Identify optimal investments for water resilience and develop public policy recommendations. ACTION 2.2.6. Identify the opportunities and shocks of mega-infrastructure projects Responsible Parties: SACMEX on water security.

Activity Participants/Partners Period Responsible Parties: SACMEX

2.2.3.1 Implement tools that prioritize SEDEMA, OCAVAM, Activity Participants/Partners Period investments under risk and OR / BM 2016-2018 uncertainty scenarios: See 2.2.6.1 Conduct water resilience and security CONAGUA, SEDATU Decision Tree for Resilience under analysis for NAICM and the future of SEDECO, GACM / 2016-2018 Uncertainty. AICM. Veolia, RMS

156 157 ACTION 2.4.2. Develop rainwater catchment, retention, regulation and infiltration, and flood prevention alternatives. GOAL 2.3. Foster a civic culture on the sustainability of water resources. Responsible Parties: SEDEMA, SACMEX, AEP

Activity Participants/Partners Period

2.4.2.1 Create strategic infrastructure for SPC, AGU / ACTION 2.3.1. Increase education in schools on responsible water use. water catchment and retention and Deltares , BID 2016-2018 flood mitigation, including water Veolia, CAF Responsible Parties: SEDEMA conservation areas, green spaces, and multifunctional parking lots.

Activity Participants/Partners Period 2.3.1.1 Promote water culture through the SEDU, SACMEX, Ecoguardas center. SEMARNAT, 2016-2040 2.4.2.2 Create green areas in strategic water SEDUVI, SACMEX OCAVAM, SEP retention and flood mitigation areas. / BID 2016-2025 2.3.1.2 Hold a competition to propose SACMEX / BID innovative solutions that help reduce 2016-2040 water demand by the population. 2.4.2.3 Implement public space projects SACMEX / Deltares, with responsible water management, CAF 2016-2018 such as La Viga Park. 2.3.1.3 Raise public awareness about the SEDU, SACMEX link between conservation of green 2016-2040 areas and water supply for the CDMX. 2.4.2.4 Integrate rainwater catchment IMTA / BID, Isla systems into urban amenities. Urbana 2016-2025

GOAL 2.4. Integrate a water sensitive approach to urban design through blue and green infrastructure. 2.4.2.5 Use technologies for in situ water Veolia, NAICM 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO treatment in the area surrounding 2016-2025

the NAICM to promote reuse and to CHAPTER VII. 02 . PROMOTE WATER RESILIENCE / APPENDIX reduce water poverty. ACTION 2.4.1. Promote the restoration of bodies of water and watersheds.

Responsible Parties: SEDEMA

Activity Participants/Partners Period

2.4.1.1 Implement the comprehensive SACMEX, SEDUVI / rescue program of the Magdalena LANCIS-UNAM 2016-2025 and Eslava Rivers.

2.4.1.2 Create the Water Resilience Strategy SEDUVI , AZP, and Plan for Xochimilco. SACMEX, OR / 2016-2018 LAN- CIS-UNAM, 158 Dutch Embassy, 159 TNC, Deltares PILLAR 03. ACTION 3.1.2. Enhance access to public space in working class and marginalized areas.

PLAN FOR URBAN AND Responsible Parties: AEP REGIONAL RESILIENCE Activity Participants/Partners Period

3.1.2.1 Build and design pilot projects for CAF emblematic public space. Case of La 2016-2025 Viga Linear Park. GOAL 3.1. Increase spatial social equality in CDMX 3.1.2.2 Create for CDMX the General Public through programs and projects. SEDUVI, OR Space Program and the Public Space 2016-2025 Index to locate public space and optimize access.

ACTION 3.1.1. Preserve, expand, and recover green areas. 3.1.2.3 Integrate an agenda for public space SEDUVI, SEDEMA improvement, rescue, and creation Delegaciones, DGPI 2016-2018 Responsible Parties: SEDEMA projects into the PGDU.

3.1.2.4 Generate innovative financial and BM, BID, CAF regulatory instruments for public 2016-2018 Activity Participants/Partners Period space management. 3.1.1.1 Promote investment in programs OR 3.1.2.5 for creation and recovery of urban Develop manuals to orient project 2016-2025 2016-2018 green areas: Green Roofs, Urban implementation in public spaces, Image Improvement Program, including: Gullies Management Program, and a) CDMX Sidewalk Manual Environmentally Valuable Areas b) CDMX Intervention Manual Management Program. c) Accessibility Manual - Technical Training for Public Space Manual 100 RESILIENT CITIES: MEXICO CITY 3.1.1.2 Design and build model green SEDUVI, AEP, OR / d) Toward a Water Sensitive City infrastructure projects that promote CEMEX 2016-2025 hydrological restoration, such as New Xochimilco Ecological ACTION 3.1.3. Expand urban amenities to integrate resilience elements. Park, Tlahuac Lagoon Ecological Park, Quebradora Water Park Responsible Parties: SEDUVI in Iztapalapa, and recovery and reactivation of potential rivers:

Magdalena and Eslava Rivers CHAPTER VII. 03. PLAN FOR URBAN AND TERRITORIAL RESILIENCE / APPENDIX Comprehensive Recovery Program, Activity Participants/Partners Period Cuitláhuac Park in Iztapalapa, Bosque de Tlalpan, Biometrópolis 3.1.3.1 Provide regulatory guidance SEDESO, SEDECO, and La Mexicana. to optimize urban amenity OR 2016-2025 improvement programs such as (1) Program for Neighborhood 3.1.1.3 Recognize the value of urban SEDEREC, OR Improvement and (2) Public Markets green areas through environmental 2016-2018 Improvement Program. education and projects such as the Environmental Education Center, Bike 3.1.3.2 Promote the construction of SEDECO, SEDESO, 2016-2025 paths in Conservation Areas or the high-quality urban amenities in SG, SEDU, SEDESA Mercado del Trueque (Barter Market). underserved areas: Health, education, 160 sports, culture and shelters through 161 actions determined in the PGDU, PDDU, and PPDU ACTION 3.1.4. Improve access to affordable and public housing in areas with ACTION 3.2.2. Strengthen protection of Conservation Areas. access to public transportation and sources of employment. Responsible Parties: SEDEMA Responsible Parties: INVI Activity Participants/Partners Period Activity Participants/Partners Period 3.2.2.1 Promote programs to finance and SEDUVI, SEDEREC 3.1.4.1 Optimize and innovate in social and SEDUVI, SEDESO, implement Conservation Areas: Boroughs, PAOT, 2016-2040 public housing programs for CDMX SEMOVI, SEDECO, 2016-2025 Payment for Environmental Services, OR / TNC, CI and ZMVM connected to the public CONAVI, Water Forest Initiative, Conservation transportation network: INFONAVIT Areas and Natural Protected Areas a) Multi-family Housing Program / BM, BID Inspection and Monitoring Program, b) Housing Improvement Program. Forest Fire Prevention and Fighting c) Emergent Affordable Housing Program, PROFACE, and Forest Program Sanitation Program.

3.1.4.2 Generate innovative affordable TRAM, SEMOVI, OR housing models. For example: 2016-2025 3.2.2.2 Identify projects that ensure OR / TNC, Veolia a) Metro and Metrobus Corridors the preservation and renewal of 2016-2025 and nodes with multimodal transfer Conservation Areas through the centers (Centros de Transferencia Water Fund. Modal) b) Mixed-income housing model (NYC inspiration).

GOAL 3.3. Reduce risk through urban and GOAL 3.2. Protect Conservation Areas.

100 RESILIENT CITIES: MEXICO CITY regional planning

ACTION 3.3.1. Promote institutional synergy and incorporate the principles of ACTION 3.2.1. Implement the Borde Activo initiative to control the expansion of resilience at various planning levels the urban areas into Conservation Areas. Responsible Parties: SEDUVI, OR Responsible Parties: SEDEMA CHAPTER VII. 03. PLAN FOR URBAN AND TERRITORIAL RESILIENCE / APPENDIX

Activity Participants/Partners Period Activity Participants/Partners Period 3.2.1.1 Promote and develop the Borde SEDUVI, SEDEREC, 3.3.1.1 Embed resilience into the General SEDATU, Activo Initiative Boroughs, PAOT, 2016-2040 OR / TNC Urban Development Program and CENAPRED, State 2016-2018 the POZMVM. of Mexico, state of Hidalgo State, SPC,

3.3.1.2 Incorporate information from SEDEMA, the CDMX Hazard and Risk Atlas Boroughs, SPC, 2016-2018 into regional and urban plans and CENAPRED / TNC 162 163 programs as well as into material for public use. ACTION 3.3.2. Invest in areas and urban renewal projects that reduce risk and promote PILLAR 04. sustainable management of economic, environmental, and social resources.

Responsible Parties: SEDUVI IMPROVE MOBILITY THROUGH

Activity Participants/Partners Period AN INTEGRATED, SAFE, AND

3.3.2.1 Recovery of the Xochimilco, Tlahuac, SEDEMA, AZP, OR, and Milpa Alta Heritage Area through SEDEREC, Consejo 2016-2025 SUSTAINABLE SYSTEM the creation of the Water Resilience de Pueblos Strategy in the Xochimilco-Tlahuac- Originarios Barrios de Milpa Alta and Resilience Integration la CDMX / in AGE Design Master Plan for the Rebuild by Design, area. Deltares, TNC

3.3.2.2 Promote urban development SEDEMA, AEP, AGU, GOAL 4.1. Promote an integrated mobility system projects to reduce the risk in SACS OR 2016-2018 and AGES (Identify pilot project). that connects and revitalizes CDMX and ZMVM.

3.3.2.3 Develop tools to support urban Fundación ICA , planning (e.g., CDMX Historical Veolia 2016-2018 Display and 3D Urban Simulator). Improve infrastructure to create an integrated, accessible public transportation system for CDMX and ZMVM that includes service for people with disabilities and vulnerable groups. 3.3.2.4 Contribute to resilience projects in AEP, SEDEMA, OR World Design Capital 2018. 2016-2018 Responsible Parties: SEMOVI

ACTION 3.3.3. Implement adaptation, mitigation, and resilience actions for Activity Participants/Partners Period communities and housing facilities in high-risk and marginalized areas. 4.1.1.1 Modernize components of the public SSP, SEDEMA, Responsible Parties: SEDUVI transportation system. STCM, Metrobús, 2016-2025 RTP, EcoBici, SEFIN, 100 RESILIENT CITIES: MEXICO CITY Activity Participants/Partners Period SOBSE / ITDP, CTSEmbarq 3.3.3.1 Develop projects that focus on SEDEMA, SEDECO, CHAPTER VII. 04 . IMPROVE MOBILITY / APPENDIX developing resilient urban areas. SPC, Delegación 2016-2025 4.1.1.2 Improve transfers between SSP, SEDEMA, Iztapalapa, OR / La mobility modes through better SEDUVI, SOBSE, 2016-2025 Cuadra AC, CEMEX infrastructure. SEFIN, EcoBici / ITDP, CTSEmbarq 3.3.3.2 Support service program financing SPC, SEDEMA, SG and implementation in risk areas: INVI, CONAVI, 2016-2025 Gullies Improvement Program, INFONAVIT, OR / Housing Improvement Program CEMEX, Tenoli 4.1.1.3 Create a CDMX card, integrate rates, SSP, SEFIN, STCM, for Risk Areas, and the Housing and develop an easier payment Metrobús, RTP, 2016-2025 Improvement Pilot Program in system. EcoBici / ITDP, CTS Iztapalapa. Embarq

3.3.3.3 Carry out assessments and technical SPC, SEDEM, City 4.1.1.4 Unify service and integrate it SEDEMA, EcoBici / 2016-2018 opinions focused on housing in high- Districts, INVI with non-motorized modes of ITDP, CTSEmbarq 2016-2025 risk and vulnerable areas. CONAVI, INFONAVIT transportation. OR / UNAM, Colmex 3.3.3.4 Create urban development guidelines SEDEMA / 4.1.1.5 Consolidate management of the STCM, Metrobús, for strategic and specific intervention Fundación Carlos 2016-2018 transportion system under a single RTP, EcoBici / ITDP, 2016-2025 164 165 areas. (pilot project in Pensil Slim authority. CTSEmbarq Neighborhood). ACTION 4.1.2. Establish policies and pilot projects to promote transportation- oriented urban development. GOAL 4.2. Discourage the use of private vehicles. Responsible Parties: SEMOVI, SEDUVI

Activity Participants/Partners Period

4.1.2.1 Renovate and redesign main SEDEMA, SOBSE, CETRAMS’ transportation nodes: SEFIN, COCETRAM, 2016-2025 ACTION 4.2.1. Promote pedestrian, cyclist, and public transportation mobility Transfer Areas Manual (operation EcoBici /RMS over private transportation mobility. design). Responsible Parties: SEMOVI 4.1.2.2 Integrate TOD principles in all urban AEP, SEDEMA, development projects in cooperation- SOBSE / ITDP, 2016-2025 Activity Participants/Partners Period based performance systems (SAC). CTS Embarq 4.2.1.1 Expand the EcoBici system. SEDEMA 2016-2040

4.1.2.3 Integrate mobility as a central AEP, SEDEMA, 4.2.1.2 Promote the Ecoparq program AEP, SEDUVI guiding principle for CDMX SEDECO, SEDATU, 2016-2025 2016-2025 urban development in PGDU and CONAPRA, SCT POZMVM. / OR, ITDP, CTS Embarq 4.2.1.3 Promote car-free zones and SEDEMA, AEP, integrate TOD principles through a SEDUVI, ACH, CAME 2016-2025 study of the City’s Historic Center / C40, Fundación ACTION 4.1.3. Expand and innovate the consolidated public transportation and fee structure. Carlos Slim , ITDP, network. CTS Embarq

Responsible Parties: SEMOVI 4.2.1.4 Promote the “Rebuild by Design” SEDEMA, SEDECO, Activity Participants/Partners Period initiative to generate proposals to CAME, SG / Rebuild 2016-2018 improve air quality and mobility in by Design , ITDP, CTS 100 RESILIENT CITIES: MEXICO CITY 4.1.3.1 Widen the coverage of the SEFIN, SOBSE, ZMVM. Embarq, Fundación consolidated public transportation Metrobús, Mexibús, 2016-2025

Carlos Slim CHAPTER VII. 04 . IMPROVE MOBILITY / APPENDIX network to areas in CDMX and ZMVM STCM / ITDP, with high demand and a lack of CTS Embarq access. 4.2.1.5 Install dedicated lanes for cars with SEDEMA, SOBSE / 4.1.3.2 Analyze and plan for future growth, OR, Metrobús / ITDP more than three passengers. CTS Embarq 2016-2018 and use a project prioritization 2016-2018 methodology to guide the extension of mass BRT public transportation and corridors to areas with high demand and access inequality. 4.2.1.6 Develop and implement SEDUVI / ITDP construction regulations that 2016-2018 4.1.3.3 Promote new proposals, such as SECITI, STE, RTP / discourage the use of private personalized elevated high-speed ITDP, UNAM, 2016-2025 vehicles (e.g., regulating the transportation (TUEP). CTS Embarq number of parking lots).

4.1.3.4 Promote electric public STE, RTP / ITDP, 2016-2025 166 transportation and other innovative CTS Embarq 167 modes. ACTION 4.3.2.Transform public space to promote active mobility.

GOAL 4.3. Create a safe and accessible city for Responsible Parties: SEDEMA pedestrians and cyclists Activity Participants/Partners Period

4.3.2.1 Expand the cycling infrastructure SEMOVI, SEDUVI, network. SOBSE, SSP / ITDP, 2018-2025 ACTION 4.3.1. Implement the Vision Zero initiative. CTS Embarq 4.3.2.2 Create pedestrian streets, such as AEP, SEDUVI, STE, Responsible Parties: SEMOVI Calle Chilanga (Chilanga Street), City Districts, ITDP, 2018-2025 and pedestrian corridors, such as CTS Embarq Zero Emissions Corridors (Trolebici) Activity Participants/Partners Period in Eje 8 Sur, Eje Central, and Eje 2. 4.3.2.3 Create a pilot “Walk Up” project to SEDUVI / GWU 4.3.1.1 Create a Road Safety Center. SSP, SEDEMA, analyze mobility patterns related to 2018-2025 Chief 2016-2018 urban land use. Administrative Office, OR / BID, 4.3.2.4 Promote “Muévete en bici” SEMOVI,SEDESA Visión Cero (Zero (move by bike) and “Cyclothons” Indeporte, City 2018-2025 Vision) coalition programs, and create “borough boroughs / ITDP, bicycle schools.” CTS Embarq 4.3.1.2 Develop an Integrated Road Safety SSP, SEDEMA, Program (PISV) and promote the SEDUVI, OR / BID 2016-2018 10 fast implementation actions 4.3.2.5 Conduct studies highlighting and SEMOVI, SEDESA, suggested in the PISV. proving that active mobility has EcoBici / ITDP, 2016-2018 health benefits. CTS Embarq

4.3.1.3 Promote initiatives aligned AEP / ITDP to the PISV, such as the Safe Estrategia camina 2016-2018 Steps (Pasos seguros) initiative, (Walk Strategy) GOAL 4.4. Prepare the mobility system for the through communications and

100 RESILIENT CITIES: MEXICO CITY potential risks and effects of climate change. implementation support CHAPTER VII. 04 . IMPROVE MOBILITY / APPENDIX

4.3.1.4 Develop a “safe arrival” pilot SEDU, SSP program (“Llega Seguro”) and a 2016-2018 ACTION 4.4.1. Adapt the public transportation system to the effects of climate “network for road safety” (“Red change. por la Seguridad”) program in 13 schools. Responsible Parties: SEMOVI, SEDEMA

4.3.1.5 Implement road safety education SEDU / Coalición Activity Participants/Partners Period programs. Visión Cero, 2016-2025 4.4.1.1 Assess the effects of heat waves SSP, SPC, Chief Fundación Carlos and floods on STCM and Metrobus Administrative 2016-2018 Slim transportation systems, and create Office, STCM, a portfolio of adjustment measures Metrobus, OR / RMS for public transportation. CTS Embarq, ITDP, 4.3.1.6 Promote, monitor, and generate LabCDMX, SSP, Veolia communication strategies for the Oficialía Mayor, 2016-2018 4.4.1.2 Integrate information on floods, STCM, Metrobús, new transportation regulations. AGU ponding, and quadrant mapping SSP SPC, Chief 2016-2018 from the CDMX Risk and Hazard Administrative Office, 168 169 Atlas. OR / ITDP, CTS Embarq ACTION 4.4.2. Improve mobility planning for emergency and disaster situations.

Responsible Parties: SEMOVI, SPC GOAL 4.5. Promote the use of data to improve mobility decision making

Activity Participants/Partners Period

4.4.2.1 Assess the impacts of flooding on SSP, OR / ITDP, CTS bicycle and road infrastructure to Embarq, Veolia 2016-2018 ACTION 4.5.1. Promote public-private partnerships to encourage the use of promote transporation designs that mobility data. allow continuous operation. Responsible Parties: SEMOVI

Activity Participants/Partners Period

4.4.2.2 Propose mitigation measures and SSP, SEDEMA, 4.5.1.1 Build a strategy to strengthen and Lab CDMX response protocols for disruptive STCM, Metrobús, 2016-2018 promote the “Mapatón” (map-a- 2016-2018 events that can impact mobility, STE, RTP, EcoBici, thon) Program. and integrate these measures and SEFIN, SOBSE /RMS protocols into plans for the different transportation systems.

4.4.2.3 Identify mobility corridors on SSP, SEDUVI / RMS 4.5.1.2 Develop a pilot project that uses SEDEMA, SSP, OR / the main avenues and arteries as 2016-2018 open data from various public and Tomtom, ITDP 2016-2018 alternatives for emergency use. private transportation sources to analyze mobility patterns before disruptive events.

4.4.2.4 Develop signage and communication SSP information on entry and evacuation 2016-2018 4.5.1.3 Implement projects that support OR / a911, Audi routes for support and emergency shared mobility in universities and Urban Future 2018-2025 100 RESILIENT CITIES: MEXICO CITY vehicles. companies. Example: the Audi Initiative (AUFI) Urban Future Initiative and other projects with similar technologies. CHAPTER VII. 04 . IMPROVE MOBILITY / APPENDIX 4.4.2.5 Develop cooperative agreements SSP, Urban for free transit on urban highways Highways 2016-2018 during an emergency, accident, or disaster in CDMX. 4.5.1.4 Support collaborations and SSP, Lab CDMX, OR agreements that promote intelligent / ITDP, 2018-2025 mobility through initiatives such as CTS Embarq Waze Pool and Waze Connected Citizens.

4.5.1.5 Develop methodologies to support SEDEMA/ C40 climate actions from quantifying the 2016-2018 mobility data for CDMX.

170 171 PILLAR 05 ACTION 5.1.2. Develop methodologies for the inclusion of the concept of resilience in large infrastructure projects, and propose adaptive measures for various risks DEVELOP INNOVATION AND related to strategic provisioning of public facilities. ADAPTIVE CAPACITY Responsible Parties: OR Activity Participants/Partners Period

5.1.2.1 Conduct workshops with AICM, SEDECO / stakeholders in major investment 100RC 2016-2025 projects. Example: Resilience GOAL 5.1. Integrate the principles of resilience Garage. in public facilities, investments, and new strategic projects, and promote private-sector participation 5.1.2.2 Perform high-impact simulations SEDEMA, SCP / in building resilience. to assess the resilience capacity of PwC 2016-2018 various sectors.

5.1.2.3 Perform risk and resilience analysis SEDECO, SPC, for strategic public facilities. SEMOVI, FICEDA, 2016-2025 ACTION 5.1.1. Foster innovation for integrated risk management. CETRAM / RMS

Responsible Parties: SEFIN, SEDECO 5.1.2.4 Integrate the risk, hazard, exposure, SPC, SSP, CAEPCCM and vulnerability analyses produced / RMS 2016-2018 by different institutions. Activity Participants/Partners Period

5.1.1.1 Promote disaster risk transfer Oficialía Mayor / alternatives for CDMX: “World Bank BM, RMS, SwissRe, 2016-2025 5.1.2.5 Propose adaptive measures for SEDEMA / CEMEX

initiative of risk transfer for resilient Veolia infrastructure as part of disaster 2016-2018 cities.” preparation. 100 RESILIENT CITIES: MEXICO CITY

ACTION 5.1.3. Promote private-sector participation in building urban resilience. 5.1.1.2 Assess risks and contingencies SwissRe, RMS to foster insurance for small and 2018-2025 Responsible Parties: SPC, OR medium enterprises (SMEs).

Activity Participants/Partners Period CHAPTER VII. 05 . DEVELOP INNOVATION AND ADAPTIVE CAPACITY / APPENDIX

5.1.1.3 Strengthen Fonaden CDMX and SwissRe, RMS 5.1.3.1 Promote the CDMX chapter for SPC /CENACED promote reinsurance. 2018-2025 CENACED. 2016-2025

5.1.3.2 Establish interim emergency care SPC / CENACED, centers in private parking lots. CEMEX 2016-2025 5.1.1.4 Promote an insurance culture. SwissRe, RMS, BM 2018-2025 5.1.3.3 Collaborate on a pilot project RMS, GIZ on drought stress as part of the 2016-2025 Natural Capital Declaration (NCD). 172 173 ACTION 5.2.4. Develop initiatives focused on vulnerable groups. GOAL 5.2. Promote community resilience Responsible Parties: OR through citizen participation, strategic communication, and education. Activity Participants/Partners Period

5.2.4.1 Promote the creation of an internal SEDU, SPC / 2016-2025 resilience program in schools, and Save the Children, ACTION 5.2.1. Create a risk and resilience communication platform for citizens. participate in the UNISDR initiative UNESCO, UNISDR “Escuelas con futuro sostenible” Responsible Parties: SPC, OR (Schools with a sustainable future).

Activity Participants/Partners Period 5.2.4.2 Strengthen the support program for SEDESO / homeless people. Fundación Centro 2016-2018 5.2.1.1 Create a platform to facilitate the SEDUVI, AGU, Histórico communication of risk information LabCDMX / City 2016-2025 to the public and to enable citizens Heroes, RMS 5.2.4.3 Strengthen food security programs.. Make Sense, 2016-2025 to build citizen networks for SEDEREC improving adaptive capacities and building urban resilience.

5.2.1.2 Consolidate the digital communication Fundación Carlos GOAL 5.3. Review and adjust the regulatory tools for disasters. Slim 2016-2025 framework to promote the implementation of adaptive measures. ACTION 5.2.2. Strengthen the technical capacity of public officials to build resilience.

Responsible Parties: OR ACTION 5.3.1. Assess the contribution of relevant local programs and projects for resilience in the expenditures budget of the CDMX government (10% commitment). Activity Participants/Partners Period Responsible Parties: OR 5.2.2.1 Create a course on resilience in the EAP School of Public Administration. 2016-2018 100 RESILIENT CITIES: MEXICO CITY Activity Participants/Partners Period 5.3.1.1 Monitor and evaluate government SEFIN ACTION 5.2.3. Encourage citizen participation and communication of priority investments in resilience. 2016-2018 resilience issues. 5.3.1.2 Propose the integration of resilience SEFIN Responsible Parties: SEDEMA, OR in the corresponding government 2016-2018 budget.

Activity Participants/Partners Period CHAPTER VII. 05 . DEVELOP INNOVATION AND ADAPTIVE CAPACITY / APPENDIX 5.2.3.1 Create a citizen council that promotes Make Sense, participation in building resilience. ACTION 5.3.2. Propose a measuring, reporting, and verification system (MRV) CENACED, Banamex 2016-2018 that promotes continuous learning and adjustment of actions.

5.2.3.2 Implement communication SEDESO / 100RC, Responsible Parties: OR campaigns on issues that contribute Pacífico, Banamex, 2016-2018 to building city resilience. Examples: Fundación Carlos Activity Participants/Partners Period Vision Zero, water scarcity, value of Slim, Make Sense 5.3.2.1 Include a MRV system for the SEDEMA green areas. Resilience Strategy within the PACCM 2016-2018 tracking system framework. 5.2.3.3 Develop tools and mechanisms Make Sense 174 175 for public participation at the 2016-2025 community level. GLOSSARY

Assets: Tangible assets owned by the Strategic infrastructure: Essential Environmental services: Ecological Transformation: A change in the city, categorized as elements or systems infrastructure for the delivery of public processes of natural ecosystems that fundamental attributes of natural and that are an essential part of its operation goods and services whose destruction or provide a range of cost-free benefits human systems. A transformation may and are key to sustaining the quality of disabling would threaten public safety.[115] and services upon which humans rely: air occur in technological or biological life of the city’s inhabitants. Assets can and water quality maintenance, control of systems, in financial structures, or in be economic, environmental, social, or Impact: Sudden and abrupt events that the hydrological cycle, water generation regulatory, statutory, or administrative technological infrastructure in nature, threaten a city. Examples: large-magnitude and soil conservation, carbon storage, law based on paradigms; transformation or they can be urban amenities. Urban earthquakes, hurricanes, torrential rains, parasite and disease vector control, and often takes place by adjusting paradigms, resilience is highly dependent on the floods, heat or cold waves, fire, hazardous preservation of recreational areas.[120] goals, or values. [122] proper functioning of its assets.[111] materials accidents, tornadoes, terrorism, epidemic outbreaks, riot / civil unrest, and Conservation Area: An area that Adaptive transformation: Adjustment of Adaptation: Measures and adjustments infrastructure failure, among others. [116] maintains natural ecosystems, such as the fundamental attributes of a system performed on natural or human systems forests, grasslands, mountains, bodies in response to climate change and its in response to climatic stimuli or their Resilience: Capacity of individuals, of water, as well as agricultural areas. A effects.[123] effects, actual or expected, which can communities, businesses and systems Conservation Area produces a significant moderate damage or take advantage of within a city to survive, adapt, and grown number of environmental services that are Vulnerability: Describes the degree of their beneficial aspects.[112] no matter what kinds of chronic stresses essential to the city—economic, cultural, resistance or susceptibility of an asset and acute shocks they experience.[117] and public services that the Conservation with respect to the impacts of natural Strategic Management Areas (AGE): Area conserves and protects. [121] disasters and related technological and Are planning tools used in the public Risk: Probable damage or losses to a environmental disasters. The degree interest for regional planning to susceptible entity, resulting from the Stresses: Factors that weaken city of vulnerability is determined by a promote the renewal, requalification interaction between its vulnerability and infrastructure daily or cyclically. combination of factors, including: the and revitalization of specific areas in a the presence of a disruptive agent. [118] Examples include lack of access to existing awareness of these dangers, city. They meet the requirements for affordable housing, high and widespread conditions that affect housing and regulatory and management tools, and Cooperation-Based Performance System unemployment, poverty and inequality, infrastructure, public and administrative are used to develop specific areas that (SAC): A legal tool to deliver projects and deteriorating infrastructure, water and air policy, as well as the presence of need strategic action for regeneration, specific infrastructure, urban amenities, pollution, drought and water shortages, organizational skills in all fields related

restructuring, and requalification and public space, and other elements that public safety threats and violence, to disaster management. Poverty is also RESILIENCE STRATEGY / GLOSSARY 100 RESILIENT CITIES: MEXICO CITY urban and environmental revitalization. provide direct benefits to people and social instability, and deteriorating one of the main causes of vulnerability in Each AGE will be handled by a specific, the environment in specific urban areas. macroeconomic conditions. most parts of the world.[124] authorized agency.[113] This system is implemented through developing an urban strategy that is Adaptive capacity: The capacity of based on the contributions of various systems, institutions, human beings, and private, public, and other stakeholders government agencies to adapt to possible who influence the region. [119] damage, seize opportunities, and respond to emergencies and disasters. [114]

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182 183 SEDEMA, 2014. Programa de Acción Climática de la Ciudad de México 2014- 20120. Ciudad de México, Secretaría de Medio Ambiente, Centro Mario Molina. ACKNOWLEDGMENTS

The CDMX Resilience Strategy was made possible thanks to the support of the Federal District CMM: Francisco Barnes, Andres Flores, Alejandro Villegas, Tania Guerrero. Inter-Agency Committee on Climate Change (CICCDF) and the creation of the Resilience Steering COLMEX: Boris Graizbord. Committee, which consisted of the Mayor of Mexico City, SEDEMA, SEDECO, SEDESA, SEDESO, Independent consultants: Lara Becerra, Roman Gomez, Juan Carlos Hernandez, Cesar Herrera, SEDUVI, SEMOVI, SPC, SSP, AEP, CAEPCMM, and SACMEX, with the participation of members Salvador Herrera, Mario Quintanilla, Victor Rico, Moises Vargas, Guillermo Velasco. of the public, the scientific community and the private sector. The support of stakeholders from CTS Embarq Adriana Lobo, Julia Martinez, Fernando Paez, Gustavo A. Jimenez, Lorena Vaca. all these sectors is appreciated. Deltares: Hans Geherels, Bas van de Pas. From URBANISTEN: Florian Boer, Eduardo Marin Salinas. Development of the CDMX Resilience Strategy required the involvement of many agencies, and Embassy of the Kingdom of the Netherlands: Jaap Verman, Judith Blaauw, Silvana Ilgen. it was finally completed because of the efforts of all those individuals who contributed to its Fundación Carlos Slim Adrian Pandal, Virginie Martin-Onraët, Christiane Hajj. development. The contributions of the following are particularly appreciated: Idea Consultores: Ana Basurto, Cesar Canavati, Mercedes Lujan, Victor Hugo Gomez. Isla Urbana: Enrique Lomnitz. 100RC: Michael Berkowitz, Bryna Lipper, Olivia Armenta, Emilia Carrera, María Ortíz, Liz Yee, ITDP: Bernardo Baranda, Salvador Medina, Valentina Delgado, María Nelly Patlán. Armstong Amy, Lauren Sorkin, Alvaro Soldevila, Paul Nelson, Alyssa Rhodes, Leah Flax, Juliana Ithaca Consultants: Jose Castro, Jorge Hinojosa, Karen Navarrete. Villabona, Maxwell Young, Chris Choi. Keystone: Juan Pablo Rico, Arturo Farias. Kuradzo: Luis Sanchez-Catano, Lourdes Cazares. AECOM (Strategic Partner): Claire Bonham-Carter, T. Luke Young, Melissa Higbee, Humberto La Cuadra, AC: Francisco Ayala. Armenta, Virginia Kean, Jay Plano, Lina Maria Puerto. Make Sense Maria Fernanda Ramirez, David Araiza. New York University (NYU): Neil Kleiman, Katherine Downes-Angus, Jeremy Neiman, Simon C. a911: Jose Castillo, Monica Arzoz, Annika Ussel. Lim, Daniel Francis. PwC Carlos Mendoza, Deyanira Pedreros, Nicholas Shufro. SEDEMA: Yolanda Alonso, Oscar Vazquez, Itzel Alcérreca, Cesar Ocana, Claudia Ramos, Ana Rebuild by Design: Amy Chester, Lynn Englum, Tara Eisenberg. Penalosa, Patricia Narvaez, Ruben Lazos, Enrique Castelán, Fernanda Rivera, Ivan de la Lanza, RMS: Daniel Stander, Conor Meenan, Nimo Freitag, Navin Peiris, Mutahar Chalmers, Charlotte Fernando Paredes, Paredes Paris, Angelica M. Moon, Enrique Abe. Acton. SEDUVI: Pipola Gomez, Martha Perez, Jorge Perez, Luis Zamorano. SwissRe: Nikhil da Victoria Lobo, Alex Kaplan, Rubem Hofliger. SEDECO: Ricardo Becerra, Abraham Torres, N. Gyorgy Szanto. TNC: Hugo Contreras, Colin Herron, Hilda Hesselbach. SEFIN: Edgar Abraham Amador, Erick Hernán Cárdenas. UAM: Eugenio Gómez. SEMOVI: Laura Ballesteros, Natasha Uren, Luis Enrique Fuentes, Luis Armando Cuevas. UNAM Alicia Ziccardi, Luis Bojorquez, Amy Lerner, Loreta Castro, Elena Tudela. SPC: Andres Escobar, Roberto Appel. Veolia: Mauricio Romero, Sarita Mazuera, Federico Padilla, Rodrigo Vignau, Theophile Morice. 100 RESILIENT CITIES: MEXICO CITY RESILIENCE STRATEGY / ACKNOWLEDGMENTS AEP: Gabriela Quiroga. AZP: Norma Sanchez. CAMe: Rocio Rodriguez, Octavio Molina. CEJUR: Manuel Granados, Aurélien Guilabert. CETRAM: Simon Neumann, Silvia Blancas. EAP: Leon Aceves, Luis Octavio Trinidad. Ficeda: John Lau, Miguel Angel Monterde, José Luis Figueroa, Alejandro Santiago, Miriam Apartado. CMAG: José Luis Romo, César Nájera. LabCDMX: Gabriela Gomez-Mont, Clorinda Romo, Joy Nuño, Isaac Perez-Serrano, Daniel Tello. SACMEX: Ramon Aguirre, Mauricio Hernandez, Alejandro Martinez. Banamex: Maria Lascurain. BID: David Wilk, Gmelina Ramirez, Maria Eugenia de la Peña. BM: Luis de la Plaza, Juan Diego Rodriguez, Miguel Navarro-Martin, Oscar Ishizawa, Niels B. Holm-Nielsen. C40: Rafael Ramos. CEMEX: Vicente Saiso, Mario Elias Gonzalez. CENACED: Roberto Delgado, Emma Gonzalez. 184 185 CI: Jürgen Hoth. 2016.08.22_Estrategiaderesiliencia_SEDEMA_printversion_portadas.indd 1

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