MONTEVIDEO SUSTAINABLE DEVELOPMENT GOALS
FIRST VOLUNTARY REVIEW 2020 Montevideo City Government Departmental Government
Mayor CONTENTS Christian Di Candia
Secretary General Fernando Nopitsch Foreword 7 Planning Department General Director Patricia Roland Montevideo, a human scale city 11
Foreign Affairs and Cooperation Director The 2030 agenda and the local world 17 Nelson Fernández About the 2030 Agenda ...... 19 Uruguay and the SDGs: National Voluntary Reviews ...... 19 Advisor to the General Secretariat A Commitment Beyond States ...... 20 Santiago Brum Montevideo’s journey towards the implementation Editing and Publishing Team of the SDGs 23 Planning Department Planning for Sustainable Development ...... 25 Cecilia Cancela Towards the Localization of Montevideo’s SDGs...... 26 Laura González Strategic Alliances for localizing SDGs in Montevideo...... 26 Soledad Mantero First Voluntary Review ...... 26 Guzmán Robaina Claudia Rodríguez The SDGs and institutional strategic planning 29 Macarena Rodríguez About Montevideo’s Strategic Planning...... 31 Ornella Sedano Level of the SDGs alignment with the institutional Diego Schroeder strategic planning...... 31
Foreign Affairs and Cooperation Division Montevideo’s contribution to the SDGs 41 Paola Andrea Arjona SDG 5. Gender equality...... 44 Ana Lía Bravo SDG 6. Clean water and sanitation...... 52 Claudia Casares SDG 10. Reduction of inequality ...... 58 Peter Coates SDG 11. Sustainable cities and communities ...... 64
Photography The way forward 73 Montevideo Photography Center (CdF) The Impact of Covid-19 in the 2030 Agenda...... 75 Information and Communication Division. A strategy for the drive and acceleration of the 2030 Agenda Montevideo City Council. in Montevideo...... 77
Design Bibliography 83 Taller de Comunicación Acronyms and abreviations 85
Montevideo, September 2020 Annex 87 Annex A. Institutional strategic planning...... 89 Annex B. Methodology for the first Montevideo 2020 voluntary review ...... 93 Annex C. System of indicators: availability of information ...... 97 Index of charts
Chart 1. Sustainable Development Goals...... 20 Chart 2. Montevideo’s Institutional Strategic Planning...... 31 Chart 3. Summary of Guidelines and strategic objectives 2018-2020...... 32 Chart 4. Methodology for linking the SDGs with strategic planning...34 Chart 5. SDGs’alignment with Institutional Strategic Planning...... 36 Chart 6. SDGs grouped by sustainability dimension and their connection to the strategic goals...... 38 Chart 7. Impact of Covid-19 in the SDGs...... 76 Chart 8. Information available for the prioritized Goal and Objective indicators in the First Montevideo Voluntary Review 2020...... 97 MONTEVIDEO SUSTAINABLE DEVELOPMENT GOALS | FIRST VOLUNTARY REVIEW 2020
FOREWORD
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FOREWORD
Montevideo is a democratic and participative city re- today enables 93% of the population to be connect- gionally known for its positive social indicators and ed to the sewage network (SDG 6). high standards of living. It is an open door destina- These examples show Montevideo’s commitment tion with a highly developed digital infrastructure to the ongoing creation of conditions towards the and strongly committed to internationalization and full development of its citizens, their same level collaboration with other cities. of opportunity regarding equality and inclusion, in Why is Montevideo presenting a Voluntary Local agreement with the SDGs ant the 2030 Agenda. Review in compliance with the Sustainable Devel- The City has been consistent regarding the SDG opment Goals? Because its public policies share identification and localization, in an increasingly ur- the conviction that cities’ global challenges require ban and more interconnected world, where inequal- a common, modern and challenging agenda, such ity seems to strengthen. as that proposed by the Sustainable Development Montevideo’s strategic planning processes have Goals. Therefore, Montevideo shares its many focused on six major guidelines and have developed strengths and the vocation to reconsider creative multiple links with the SDGs and the New Urban solutions to persistent problems. Agenda. Both are key to our policy guidelines, as our For the last thirty years, the Montevideo city gov- efforts to device this Voluntary Local Review clearly ernments have strengthened citizens’ rights, the suggests. same rights described in the 17 SDGs. Using them as Choosing four SDGs, in a city that for 30 years has a roadmap is in line with our medium and long term been seeking its citizens’ development and well-be- goals, including citizen participation and strategic ing, and in a country that for the last 15 years has led alliances to achieve results through an agenda that the regional and global indicators of well-being and offers the framework to envision the best possible equity, has been a difficult and challenging job. future for Montevideo. Today, we introduce this report with the conviction Since 1990, some actions regarding SDG 3 were im- that compliance with the Sustainable Development plemented, such as the creation of a primary health Goals must be necessarily linked to local develop- care clinic network for the whole department. Gender ment and with the renewed commitment to work policies were first drafted, and today Montevideo is towards the compliance of those goals that are still working on the Third Gender Equality Plan (SDG 5). underway. Similarly, and regarding sanitation, and given the limited support from the national government at the Christian Di Candia time, the City carried out a sanitation system that Mayor of Montevideo
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PRÒLOGOS
MONTEVIDEO, A HUMAN SCALE CITY
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MONTEVIDEO, A HUMAN SCALE CITY
Montevideo, capital of the Eastern Republic of Uru- (44%), and even though its rural area represents guay was founded in 1726, almost one hundred 62% of the Montevideo territory, it accounts for 6% years before the country’s independence. of the GDP in the primary sector.3 The unemploy- It has an area of 530 square kilometers and it is ment rate presently stands at 8.8% and the average the smallest Department in the country from a terri- monthly income per household amounts to USD torial perspective. However, being a capital and port 1,900, above the national average of US $ 1,580.4 city gives it a strategic geopolitical position and an economic, social and cultural dynamism of national and regional scope. Territory The Montevideo government is the country’s sec- ond level of government. It is integrated by an exec- Montevideo’s urban territory has grown consider- utive body represented by the Mayor’s and a legis- ably under conditions of low demographic pressure. lative body represented by the Departmental Board. The expansion of urban land has been steady since Both bodies are elected by direct universal suffrage. mid-last century, even when the population showed negative growth in the same period. Therefore, Montevideo’s population density is only of 25 in- Demographics habitants/ha, which amounts to 70 inhabitants/ha considering only the urban and suburban territory. Montevideo has 1,319,108 inhabitants (2011),1 over 40% of the total Uruguayan population. In the last 20 years, the population growth has been slightly neg- A city to live in ative, although levelling off at present. The structure by age and sex shows the lowest masculinity in- In recent decades, Montevideo has become a dex in the country (87 men per 100 women) and the city committed to the well-being of all its cit- highest ageing index (more than 80 adults over 65 izens; it has ranked first among Latin Amer- years of age per 100 people under 15 years of age);2 ican cities in the annual Mercer Consultan- which shows the demographic transition of the cy ranking with the highest standard of living capital city. for the second consecutive year (2018-2019).5 An intense agenda promoting human rights and the constant promotion of initiatives that place cit- Economy izens at the center of public action, a resilient and sustainable perspective, have demonstrated Mon- Montevideo accounts for over 50% of the Gross tevideo’s historical values of equity and respect for Domestic Product (GDP) and the highest GDP human rights. levels in the tertiary (61%) and secondary sectors 3 OPP (2016) 1 INE (2011) 4 INE (2020a) 2 Ibidem. 5 Mercer (2019)
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Montevideo’s key figures
Political and Territorial Demographic data Economic data Education
Population (2011)1 650 USD Per capita median income (2020) 1.319.108 Literacy rate is over 99 % (2019)5 inhabitants 8,8 % Unemployment rate (2020)
Area: 530 km2 5 out of every 10 adults older than 25 years of age have finished Economic activity (2011)3 high school or have a higher (2019)6
78 % 53 % women 47 % men tertiary sector
62 % rural 48 % urban 20 % manufacturing industry 70 % households have internet Ageing index connection (2019)7 2 % 104 adults older than 60 years of age per primary sector 70 inhabitants/ha every 100 children under than 15 years of age (2011)1
Main tourist destination Life expectancy (2019)2 in the country (2019)4
81,1 1.003.379 women tourists
74,3 men
Human Development Index The Montevideo territory is Diversity divided into 8 municipalities (HDI) under the 3rd level government.
9 % are people of african descent (2011)8 0.856 (2018)9
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THE 2030 AGENDA AND THE LOCAL WORLD
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THE 2030 AGENDA AND THE LOCAL WORLD
About the 2030 Agenda human right and the foundation for the cons- truction of peaceful and prosperous societies. In 2015, within the framework of the United Nations Likewise, people worldwide expect their govern- General Assembly, 193 member states adopted the ments to be honest, responsible and responsive 2030 Agenda: a global commitment to end extreme to their needs. poverty, to fight inequality and injustice, and con- 5. Forge a new global alliance of solidarity, coop- front climate change, reconciling economic, social eration and mutual responsibility involving gov- and environmental sustainable development. ernments and stakeholders. The 2030 Agenda has been included in 17 Sustainable Development Goals (SDGs)6 Grounded on these principles, the Agenda in- and in 169 associated goals, which has led trans- volves five main dimensions: the protection of peo- formational changes and coordinated action for 15 ple (poverty, hunger, health, education, gender and years (2015-2030) and aim at five transformational water), the planet (cities, consumption, climate changes: change, oceans, environment) and human pros- perity (energy, growth, infrastructure, inequality), 1. Leave no one behind. Make sure that no one based on the effort to strengthen peace among peo- -regardless of their ethnic group, gender, geo- ples and the freedom of individuals, based on the graphic location, disability, race or other condi- mobilization of global alliances (chart 1). tion- is denied universal human rights and basic The SDGs lie on the evidence and conviction that economic opportunities. sustainable development processes are intercon- 2. Put sustainable development at the center of nected and interdependent in their territories, as the agenda. Act now to stop the alarming rate of well as in their dynamics and trends. climate change acceleration and environmental degradation, which has posed unprecedented threats to the human kind. 3. Transform economies to create jobs and in- Uruguay and the SDGs: clusive growth. Move towards sustainable National Voluntary Reviews consumption and production, harnessing inno- vation, technology and the potential of private The government of Uruguay, working transversally companies to create more value to drive sustai- with ministries, autonomous entities and decen- nable and inclusive growth. tralized services, has taken on the responsibility of 4. Build peace and effective, open and accounta- leading public policies around the compliance with ble institutions for all. The right to live in pea- the SDGs, in order reach full compliance by 2030. ce, without conflict or violence is the most basic In that regard, the Planning and Budgetary Of- fice (OPP), through Management and Assessment 6 The SDGs substitute the MDGs (Millennium Development Board (AGEV), and jointly with the National Institute Goals) fostered of 2000-2015.
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Chart 1. Sustainable Development Goals. of the cities’ political agenda and relate, to a great- 2030 Agenda and the New Urban Agenda. Both in- er or lesser extent, to their competences and re- ternational agendas recognize the importance of sponsibilities. It is estimated that 65% of the SDGs9 local governments to ensure effective implementa- cannot be achieved effectively unless they are lo- tion of the SDGs from a new approach to institution- calized; that is, adapted, implemented and moni- al and inter-sectorial cooperation and coordination, PEOPLE tored locally. Therefore, the relevance and respon- in which dialogue, policy coherence and the com- End poverty and hunger sibility of local and regional governments (LRGs) plementarity of local, national and international lev- in all forms and ensure dignity and equality to materialize these objectives on the public, as els are essential, as well as collaboration with the efficiently as possible. public and private sectors, civil society, academia, PLANET Protect our planet’s The LRGs and the associations that represent media and research centers. natural resources them have actively participated in the design of the and climate for future PROSPERITY generations Ensure prosperous and Sustainable fulfilling lives in harmony with Development nature
PARTNERSHIP Implement the agenda through a solid global PEACEZ partnership Foster peaceful, just and inclusive societies
Source: UNDP
of Statistics (INE) and the Uruguayan Agency for In- velopment challenges are not expressed in the ma en cada lugar del mundo y deben ser aborda- ternational Cooperation (AUCI), have entrusted the same way in every part of the world and must be dos con un enfoque multiescalar. Por ello, se hace monitoring and articulation of the SDGs’ implemen- approached with a multiscale scope. Therefore, it is necesario traducir los compromisos globales a me- tation in Uruguay. necessary to translate global commitments into na- tas nacionales y locales, para adaptarlas a las real- In 2019, Uruguay completed the monitoring of tional and local goals, to adapt them to the realities idades de cada territorio. the country situation for each of the 17 SDGs and of each territory. Los ODS entran en vigor en un mundo cada vez completed three voluntary reports (2017, 2018 and The SDGs come into effect in an increasingly ur- más urbano. Hoy, más de la mitad de la población 2019), generating a diagnosis for the monitoring and ban world. Today, more than half of the world’s pop- mundial vive en zonas urbanas y, para el 2050, se evaluation of compliance with the 2030 Agenda. By ulation lives in urban areas, and by 2050, this figure prevé que esa cifra aumente hasta 6.500 millones 2021, Uruguay will present a new Voluntary National is projected to rise to 6.5 billion people. This popu- de personas. Esta concentración de población rep- Review. lation concentration involves a concentration in the resenta una concentración en el consumo de re- A milestone for the incorporation of the SDGs in consumption of resources: some UN data show that cursos: algunos datos de la ONU muestran que las the Uruguayan State has been their inclusion in cities account for 60% of the global GDP, concentrate ciudades contribuyen con el 60 % del PIB mundial, the budget cycle, in the mechanisms for planning, between 60% and 80% of world energy consump- concentran entre el 60 % y el 80 % de consumo de monitoring and assessing the results of the nation- tion and account for 75 % of carbon emissions.8 energía mundial y son responsables del 75 % de las al budget.7 These data focus on cities responsibility, and on 8 emisiones de carbono. Estos datos no solo centran their capacity for action, since cities are laborato- en las ciudades responsabilidad, sino capacidad de ries of innovation, generation of wealth and oppor- acción; pues las ciudades son laboratorios de inno- tunities. vación, de generación de riqueza y oportunidades. A Commitment Beyond States Although the commitment of the 2030 Agenda Aunque el compromiso de la Agenda 2030 se cen- focuses on national states, the achievement of the tra en los Estados nacionales, el logro de los ODS Although the 2030 Agenda is universal and its im- SDGs depends largely on the ability of cities to turn depende en gran parte de la capacidad de las ciu- plementation depends on the national states, de- them into a reality. The SDGs capture a large part
8 ONU (s/f). 7 Uruguay Suma Valor (na/s) 8 UN (na/s) 9 OECD (na/s)
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MONTEVIDEO’S JOURNEY TOWARDS THE IMPLEMENTATION OF THE SDGS
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MONTEVIDEO’S JOURNEY TOWARDS THE IMPLEMENTATION OF THE SDGS
Planning for Sustainable Plan, aimed at reducing coastal pollution and the Development environmental problems arising from the manage- ment of the urban water cycle; the Mobility Plan, The implementation of the Montevideo SDGs’ 2030 for improved, comfortable and safe use of public Agenda has not started from scratch. For over 30 space for public and active transport; and the Gen- years, the Municipality of Montevideo (IM) has been der Equality Plan, aiming at mainstreaming gender working on the design of public policies focused on equality perspectives in departmental policies. sustainability, with a systemic and comprehensive In 2011, Montevideo joined the Emerging and Sus- approach that places citizen participation as key to tainable Cities (CES) initiative of the Inter-American its design and implementation. Development Bank (IDB) and began a new partic- In 1994, the first Strategic Plan for the Develop- ipatory and multi-sectorial process of diagnosis, ment of Montevideo was drawn up, as a guideline planning and implementation of policies focused on for the design of policies aligned with strategic building a sustainable city. In this process, a short, planning, which started a process that, overall, has medium and long-term action plan was defined enabled the accumulation of experience and conti- for the most critical areas for the city’s sustainable nuity to promote the sustainable development. development: solid waste management, cost man- The territorial component was considered key agement and integrated strategic action for the less in strategic planning and in 1998, the Montevideo developed areas of the city. Territorial Development Plan (POT) was approved, In 2018, Montevideo joined the 100 Resilient Cit- it was a regional and national reference for territo- ies global network and developed its Resilience rial development that arose from the exchange of Strategy, which identifies both persistent and ideas and the convergence of public and private in- emerging challenges in relation to the sustainable terests.10 and resilient development of the city. This strategy, The strategic outlook and the policies arising from in turn, was integrated into the Montevideo of To- this long-term planning process gave way to subse- morrow, a prospective exercise aimed at formulat- quent sectorial plans that developed over a period ing the Montevideo 2050 vision as a sustainable, of more than thirty years (1990 - 2020) and that have supportive, inclusive and resilient city, in line with contributed to sustainable development. Some of the New Urban Agenda and the Sustainable Devel- the most paradigmatic plans include: the Montevi- opment Goals. deo Strategic Energy Plan, a commitment to the ra- These plans and policies have aimed at reversing tional use of energy and environmental awareness; the urban segregation processes, the lack of access the Cleaning Master Plan, designed to minimize the to housing and public services, and the social, en- environmental and health impacts caused by the vironmental and economic vulnerability of the most management of solid waste; the Urban Sanitation disadvantaged sectors of society. Although much has been done towards this commitment to egali- tarian, inclusive and democratic development, chal- 10 Municipality of Montevideo (2020)
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lenges and opportunities still remain in the process Strategic Alliances for localizing and practical experiences used as grounds for This group was in charge of defining the meth- of solving the problems of Montevideo citizens. SDGs in Montevideo the preparation of this report. odology and analysis to identify the extent to which 6. Participation in workshops on Voluntary Local the Montevideo political agenda of was aligned with One of Montevideo’s strategic goals has been to Reviews led by the United Nations Department the SDGs, recognizing how these are included in de- strengthen ties with the region and the world. For of Economic and Social Affairs (UNDESA). partmental priorities and actions, and showing the Towards the Localization the 2030 Agenda, Montevideo prioritized bilateral progress made towards the achievement of their of Montevideo’s SDGs work with cities and participation in local govern- goals. For this purpose, a systematic analysis of the ment networks, as tools to share experiences and alignment of institutional strategic planning with In 2018, with financial support from the United Na- knowledge about localization, joint programs and First Voluntary Review each of the SDGs and their goals was carried out. tions Development Program (through the Articula- projects, and visibility of the local governments’ The result of this process have become the foun- tion of Territorial Networks initiative, ART) and the contribution towards the 2030 Agenda to the UN. At the end of 2019, with the support of the Euro-Lat- dations of this report, it shows the current admin- Madrid City Council, Montevideo jointly with the cit- Some of the main actions include: in American Alliance for Cooperation among Cities istration’s commitment to complying with the 2030 ies of La Paz and Sucre (Bolivia) and Praia (Cabo (AL-LAs), the process of preparing the First Volun- Agenda and the contribution made by Montevideo Verde), participated in the SDG Localization project: 1. Contribution with inputs for the preparation tary Review of Montevideo began. To this end, an ad to the fulfillment of the SDGs. Promoting Inclusive and Peaceful Cities in Latin of the report on the role of local and regional hoc working group was created; it was integrated America. The project was based on four pillars: governments in localizing the SDGs12 that Unit- by leaders from the Planning Department (Institu- ed Cities and Local Governments (UCLG) have tional Strategic Planning Unit and Executive Resil- •• Strategic frameworks for the localization of the presented to the UN High-Level Political Forum ience Unit) and the Foreign Affairs and Cooperation 2030 Agenda. Montevideo focused on the imple- (FPAN) since 2017.13 Division. mentation of an Urban Innovation Laboratory; a 2. Participation in three editions of the Forum of space for interchange with citizens to prototype Local and Regional Authorities (2018 to 2020) de- ideas and solutions for the city, which served the veloped jointly with the FPAN, where cities sha- purpose of socializing the SDGs inside and out- red the experiences developed by Montevideo side the Institution. towards the implementation of the SDGs. •• Awareness and socialization actions. The pro- 3. Subscription to the Declaration of Cities for motion of the SDGs focused on Cohabitation Adequate Housing in 2018, through which cities Festivals (cultural events including different around the world launched a campaign that hi- musical genres: hip-hop, tango, tropical and ghlighted the common challenges faced by cities rock, where music was used as an element worldwide regarding the spread of unregulated of social cohesion) where young people were settlements, socio-spatial segregation, housing consulted about their vision for Montevideo to funding and real estate speculation.14 2030, on the citizens’ understanding and iden- 4. Subscription to the Voluntary Declaration of Lo- tification with the SDGs, and the path towards cal Reviews in 2019, where, at the initiative of the the achievement of their goals in the coming Mayor of New York and within the framework of years.11 the 74th General Assembly of the United Nations, •• Urban violence and peace initiatives. For local- twelve local governments, including Montevideo, izing the SDGs as a tool for peaceful societies, committed to: identifying strategies , programs Montevideo focused on the co-creation of a par- and data that demonstrate alignment with the ticipatory diagnosis on urban violence and peace SDGs; developing at least one forum where heritage. stakeholders could share experiences, lessons •• Citizen participation. In order to encourage learned and information gathered around the participation for localizing the SDGs, a specific SDGs and sending the United Nations a Volun- module was included in the Montevideo Decide tary Review to be published on the SDG’ locali- Platform so that citizens could contribute ideas zation platform. to design and implement the SDGs in their 5. Integration to the Community of Practice on Lo- territory, participate in debates and generate cal Voluntary UCLG Reports in 2019, which has opinions on current actions carried out by the enabled Montevideo to have access to first-hand government. information on methodologies, lessons learned
12 GOLD. Global Observatory on Local Democracy and Decen- tralization. UCLG. 13 The FPAN is the main UN platform on sustainable devel- opment and it has a key role in the follow-up and review of 11 Montevideo Rock and the Sustainable Development Goals. the 2030 Agenda implementation. Video. 14 Statement presented at the FPAN in New York.
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THE SDGS AND INSTITUTIONAL STRATEGIC PLANNING
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THE SDGS AND INSTITUTIONAL STRATEGIC PLANNING
About Montevideo’s Strategic The 6 present guidelines and 36 strategic goals Planning were defined in 2017, after the present administra- tion had been in office for two years. These guide- Montevideo’s institutional strategic plans are mate- lines have led action until 2020 (Chart 3). rialized in a set of guidelines, objectives, goals and indicators that define the government’s priorities at different general and sectorial levels.15 The strategic guidelines are axes defined accord- Level of the SDGs alignment ing to a global and transversal perspective, which with the institutional strategic show mid-term institutional priorities and are clearly defined purposes of the strategic goals. The planning quantification and monitoring of the achievement of the strategic guidelines and goals is carried out The SDGs institutional planning alignment was car- through a set of goal and indicators. Aligned with ried out in three stages (Chart 4). the objectives and goals, there is a project portfolio The first stage involved a map to identify how the with allocated financial resources and a defined im- main institutional policies and programs contribute plementation timetable. to the achievement of the SDGs and which of these
Chart 2. Montevideo’s Institutional Strategic Planning.
•• Permeate throughout IM. Strategic •• They have a changing nature and require reviews as changes Guidelines take place around strategic priorities.
•• Permeate throughout the IM. Strategic •• Depend on the Strategic Guidelines. Goals
Indicators •• Are defined by area and contribute to and Strategic the strategic guidelines and strategic Goals Goals.
Source: Montevideo Council in-house files.
15 See Annex A for more information regarding Institutional Strategic Planning.
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Chart 3. Summary of Guidelines and strategic objectives 2018-2020. MONTEVIDEO’S STRATEGIC GUIDELINES 1. PROMOTE A SAFE, EFFICIENT AND SUSTAINABLE MOBILITY SYSTEM 1.1 Improve traffic flow 1.2 Develop a sustainable 1.3 Improve and maintain 1.4 Expand the city’s smart 1.5 Reduce the impact of 1.6 Foster active and road safety. and integrated metropolitan the road network. management systems. mobility and manage transportation means. transportation system. cargo efficiently.
2. PROMOTE ENVIRONMENTALLY SUSTAINABLE DEVELOPMENT 2.1 Manage solid waste 2.2 Make progress in waste 2.3 Improve sanitation 2.4 Foster the territory’s 2.5 Contribute to the 2.6 Promote cultural change appropriately. management formalization services and rain integrated enviromental mitigation of climate in citizens. processes. drainage systems. management processes. change.
3. STRENGTHEN SOCIAL INCLUSION AND COHABITATION 3.1 Consolidate public 3.2 Strengthen 3.3 Include a human 3.4 Devise job-creation 3.5 Deepen the 3.6 Articulate with the 3.7 Foster cultural policies of spaces. interinstitutional right and gender strategies with transformation process National Government integration and cohabitation. spaces for dialogue equality perspective. stakeholders. of health services’ decent housing solutions and action. assistance and for vulnerable families. management models.
4. PROMOTE A SUSTAINABLE AND INNOVATIVE DEVELOPMENT MODEL 4.1 Regularly define 4.2 Promote industrial 4.3 Promote a 4.4 Promote the use 4.5 Generate spaces that 4.6 Strengthen ties with the region and update the development, logistical sustainable touristic of IT and communica- contribute to an innovative and the world. Montevideo services and rural model. tion technologies. and creative city. Development Plan. development.
5. BUILD LINKS TO THE POPULATION AND PROMOTE CITIZEN PARTICIPATION 5.1 Promote decentralization of 5.2 Promote innovative spaces of 5.3 Promote higher information levels 5.4 Provide quality responses to citizens’ needs. activities in the territory. citizen participation. and new communication tools for citizens.
6. FOSTER CULTURAL TRANSFORMATION TOWARDS EFFICIENT, INNOVATIVE AND TRANSPARENT MANAGEMENT PRACTICES 6.1 Guarantee transparency 6.2 Strengthen institutional 6.3 Consolidate institutional 6.4 Update of institutional 6.5 Focus human resources’ 6.6 Optimize other in the Departamental and strategic planning processes. economic and financial technological analysis and management processes public-value services and Municipal management sustainability. process redefinition. towards cultural transformation benefits. practices. to serve the citizens and the City.
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are mostly reflected in institutional actions. To this decades the following SDGs were prioritized, under Chart 5 shows the SDGs’ degree of alignment with tion of Inequalities, although it is only directly linked end, the relation between each objective and goal of the understanding that, if successful, they can in- the strategic guidelines of the Montevideo govern- to three strategic guidelines, it is associated with the Sustainable Development Agenda was examined spire other cities: ment. The results of the analysis show that the Mu- a large number of prioritized initiatives within this with each of the institutional strategic guidelines and nicipality of Montevideo is highly aligned with the administration’s current strategic projects. objectives, as well as with the sectorial actions and •• ODS 5 Gender equality 2030 Agenda and that the SDGs permeate through The SDGs that least relate to the departmental programs implemented in the 2016-2020 govern- •• ODS 6 Clean water and sanitation a significant part of the city government’s political strategy are SDG 2 Zero Hunger, SDG 4 Education ment period (39 programs and 133 actions). In addi- •• ODS 10 Reduced inequalities agenda. Quality, SDG 12 Responsible Consumption and Pro- tion, the SDG indicators defined at the national level •• ODS 11 Sustainable cities and communities The 17 SDGs are linked to at least one strategic duction, SDG 13 Climate Action, SDG 14 Life Under- were analyzed in order to achieve a better harmoni- guideline through the initiatives promoted in this water and SDG 15 Life of Terrestrial Ecosystems. zation between the Montevideo Administration stra- The third stage involved analyzing which of the administration. SDG 5 Gender Equality and SDG This is because their competences fall mainly on tegic guidelines and the country’s SDG goals. goals of the prioritized SDGs had a greater presence 11 Sustainable Cities and Communities permeate the national government sphere. However, Monte- The second stage involved prioritizing the SDGs in the initiatives promoted by the Municipality and through all the guidelines: the former, because video articulates policies with this level of govern- to target the first voluntary local review. Based on which of these initiatives are more directly linked the Montevideo administration has incorporated it ment and complements actions for their local im- the results of the first stage and considering the to the achievements obtained or to the future chal- transversally through all the administration areas; plementation. experience of public policies implemented in recent lenges16. the latter, because it mostly relates to the city’s Chart 6 relates to the SDGs grouped by sustain- main competencies. SDG 6 Clean Water and San- able development dimensions and their connection itation is also linked to one of the main city com- with the City Administration’s strategic goals. Chart 4. Methodology for linking the SDGs petences: the municipal government is the only with strategic planning. supplier of sanitation and sewage. SDG 10 Reduc-
. From...
STAGE 1 SDG: 1) description, relevant data, UN Mapping and Linking matrix: goals and indicators, 2) SDG indicators alingment • SDG with the IM’s at National level. strategic guidelness IM documents: strategic guidelines • SDGs development SG and strategic objectives (SG y SO), dimensions of the IM SG cross-outing plans, actions and plans and SO of the present government period, goals and indicators 2020. Medium and long term local public policies
SDGs: National and Local Voluntary Review. IM documents: plans, programs and • Priorizated SDGs STAGE 2 projects linked to the priorizated SDG. • Identification of all the Priorization areas linked to the of SDGs priorizated SDGs
To.... STAGE 3 Analysis of 1st Local Voluntary prioritized SDG Review of Montevideo
16 See Annex B for more information on the methodological process of linking the SDGs with the institutional strategic Source: IM’s own institutional data. planning.
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Chart 5. SDGs’alignment with Institutional Strategic Planning.
Enviromentally Social inclusion Sustainable Safe, sustainable Enviromentally Sustainable sustainable and cohabitation and innovative and efficient sustainable and innovative development development mobility development development
Social inclusion Sustainable Enviromentally Social inclusion Sustainable and cohabita- and innovative sustainable and cohabitation and innovative tion development development development
Safe, sustainable Enviromentally Social inclusion Sustainable Social inclusion Safe, sustainable Enviromentally Social inclusion Sustainable Citizenship and Social inclusion and efficient sustainable and cohabitation and innovative and cohabitation and efficient sustainable and cohabitation and innovative participation and cohabitation mobility development development mobility development development
Social inclusion Citizenship and Enviromentally Sustainable and cohabita- participation sustainable and innovative tion development development
Safe, sustainable Enviromentally Social inclusion Sustainable Citizenship and Social inclusion Enviromentally Sustainable and efficient sustainable and cohabitation and innovative participation and cohabitation sustainable and innovative mobility development development development development
Enviromentally Enviromentally sustainable sustainable development development
Safe, sustainable Enviromentally Sustainable Enviromentally Sustainable and efficient sustainable and innovative sustainable and innovative mobility development development development development
Enviromentally Social inclusion Sustainable Social inclusion Social inclusion Sustainable Citizenship and Social inclusion sustainable and cohabitation and innovative and cohabitation and cohabitation and innovative participation and cohabitation development development development
Source: IM’s in-house data.
36 37 MONTEVIDEO SUSTAINABLE DEVELOPMENT GOALS | FIRST VOLUNTARY REVIEW 2020
Chart 6. SDGs grouped by sustainability dimension and their connection to the strategic goals.
SDG SDG Safe, sustainable Enviromentally Social inclusion Sustainable Citizenship and Social inclusion Safe, sustainable Enviromentally Social inclusion Sustainable Citizenship and Social inclusion and efficient sustainable and cohabitation and innovative participation and cohabitation and efficient sustainable and cohabitation and innovative participation and cohabitation mobility development development mobility development development
Society Ambiente 2.1 Solid waste Management 3.1 Public 1.1 Traffic and Spaces 6.1 2.3 Sanitation Road Safety 2.1 Solid waste Transparency Management 3.2 Dialog 5.1 2.4 1.2 and Inter- 4.1 Montevideo Decentralized 6.2 Institutional Environmental Metropolitan 2.2 Waste 3.3 Human institutional Development Activities Strategy Management 4.6 Resilient Transport Informal Circuit Rights and action Plan Montevideo System Gender 5.2 Citizen 6.3 Institutional 2.5 Climate 2.4 3.3 HR 4.2 Productive Participation Economic change 1.3 System Road Environmental and Gender Development Sustainability Mitigation Management 5.3 1.4 Smart 3.4 Job Creation 4.6 Resilient Communication 6.4 2.6 Management 2.5 Climate Montevideo with Citizens Technological Environmental Change 3.5 Health Update/ Culture 1.5 Cargo Mitigation 4.7 Foreing 5.4 Quality Processes Management 3.6 Housing Affairs Response to 2.6 and Decent Citizens 6.6 Other Alianzas 4.7 Regional 1.6 Active Environmental Habitat services and global links Transport Culture (Health) 3.6 Culture Source: IM’s in-house data.
Economy 3.1 Public Spaces 4.1 Montevideo 1.1 Traffic and 2.1 Solid waste Development Road Safety Management 3.2 Dialog Plan and Inter- 1.2 2.2 Waste Infor- institutional 4.2 Production Metropolitan mal Circuit action Development Transport System 2.4 Environmen- 3.3 Human 4.3 Tourism 6.5 Human tal Management Rights and Resources 1.3 System Road Gender 4.4 ITCs Management 2.5 Climate 1.5 Cargo Change Mitiga- 3.4 Job Creation 4.5 Innovative Management tion 3.5 Health and creative Montevideo 1.6 Active 2.6 Environmen- 3.6 Housing and Transport tal Culture Decent Habitat 4.6 Resilient Montevideo 3.7 Culture
38 39 MONTEVIDEO SUSTAINABLE DEVELOPMENT GOALS | FIRST VOLUNTARY REVIEW 2020
MONTEVIDEO’S CONTRIBUTION TO THE SDGS
40 41 MONTEVIDEO SUSTAINABLE DEVELOPMENT GOALS | FIRST VOLUNTARY REVIEW 2020
MONTEVIDEO’S CONTRIBUTION TO THE SDGS
The information below shows each one of the SDGs It is key to have an indicator system and an ad- selected for the Montevideo First Voluntary Review: equate baseline to effectively assess progress re- An introduction to city general policy in relation to garding the achievement of the SDGs. However, the SDG; a description of the departmental compe- either because there is presently no available infor- tences, and a reference to the articulation among mation at Montevideo scale or because, even if it levels of government to achieve the goal. did, it would be necessary to adapt and process it to Then, the prioritized SDG goals are selected de- build an adequate indicator, not all prioritized goals pending both on the departmental competencies have an indicator and baseline for 2020.17 and on the emphasis that the present administra- For the first Montevideo Voluntary Review, the fol- tion has placed on policy design. The theme is then lowing SDGs were chosen: described for each prioritized goal and some of the main initiatives implemented are mentioned. Be- low we describe the main SDGs summary achieve- ments and challenges linked to the available indica- tors at local level.
SDG 5 SDG 10 Gender equality Reduced inequalities
SDG 6 SDG 11 Clean water and sanitation Sustainable cities and communities sostenibles
17 Annex C shows data for the elaboration of the indicators suggested for each goal and the steps to take to complete a future baseline that includes all the goals for the priori- tized SDGs.
42 43 MONTEVIDEO SUSTAINABLE DEVELOPMENT GOALS | FIRST VOLUNTARY REVIEW 2020
GENDER EQUALITY Priority Goals Third Gender Equality Plan for Montevideo 2014-2020. Achieve gender equality and empower all women and girls Goal 5.1 Discrimination against all women and This is the political and technical instru- girls ment to set the departmental government Goal 5.2. Violence against all women and girls commitment in terms of gender equality. It Goal 5.4. Recognize and value care and domestic has a transversal strategy based on seven work guidelines:
Safe, sustainable Enviromentally Social inclusion Sustainable Citizenship and Social inclusion Goal 5.5. Participation and equality of opportunities and efficient sustainable and cohabitation and innovative participation and cohabitation Goal 5.6. Universal Access to sexual and reproduc- •• L1. Increase equal participation in all areas mobility development development tive health of the social and political life. Goal 5.a. Equal rights to economic resources •• L2. Promote economic autonomy of women Goal 5.c. Empowering women through policies and the co-responsibility of all citizens. based on rights •• L3. Consolidate a non-discriminatory and equitable organizational culture with equal opportunities and rights. Goal 5.1. End all forms of discrimination •• L4. Improve conditions for the use, enjoy- The Municipality of Montevideo has worked with inequality and discrimination experienced by wom- against women and girls worldwide. ment and appropriation of all public spaces Gender Equality for over two decades. The Third en and transgender people, as well as actions with in Montevideo. Montevideo Gender Equality Plan (2014-2020) is the men to promote gender equality. The strategy adopted by Montevideo to achieve this •• L5. Improve living conditions free of gender backbone of the main actions developed in the last This body is complemented by the Gender Equal- goal fully corresponds to the transversal strategy violence in Montevideo. five years and its main strategy is the mainstream- ity Commission of Montevideo Council and Munici- of the Montevideo Third Plan for Gender Equality: •• L6. Guarantee the right to equal and ing of the gender equality perspective in all depart- palities (CIGIMM), a space for articulation of the de- to provide all departmental and municipal policies non-discriminatory health services. mental policies. It aims at transforming the way of partmental and municipal equality teams, with the with the necessary tools so that they effectively •• L7. Promote cultural change to remove ste- managing public policies, promoting messages of purpose of identifying, proposing and promoting the contribute to eradicating all forms of discrimination reotypes and gender prejudice. gender equality towards citizens, and strengthening policies’ strategic lines to implement the plans and against women. the full rights of Montevideo women. advice on gender equality to prevent, identify and The importance of gender policies stands out in The creation of the Gender Equality Advisory Divi- eliminate gender inequality. the fact that the Gender Equality Advisory Division sion in the government structure is a milestone and was located in the General Secretariat, directly ad- Goal 5.2. Eliminate all forms of violence a response to the strategy that prioritizes the main- vising the Mayor and with direct participation in the against women and girls in public and streaming of gender issues throughout the institu- cabinet. In addition, the institutional framework was private areas, including people trafficking tional structure. Despite the progress made, there is Articulation among levels expanded and strengthened by the creation of 16 and sexual and other types of exploitation. still a long journey to travel: Montevideo women are of government for the achievement equality teams, one in each of the department, and still at a disadvantage compared to their male coun- eight equality teams in each of the municipalities, In Montevideo, 47% of women aged 15 or older have terparts and this affects their life projects.18 of SDG 5 which work regularly generating meeting spaces, experienced situations of gender-based violence in articulation and training. the public sphere some time in their lives19, and 49% In Uruguay, Law 18,567 on Political Decentralization have ever experienced violence by their sexual part- and Citizen Participation created the third level of ners or former partners20. Montevideo Competences towards government (municipalities). The Montevideo gov- The Municipality of Montevideo provides psycho- the Achievement of SDG 5 ernment implemented it through Decree 33.209/10 social support and free legal advice through Comu- that created the 8 municipalities in Montevideo. This na Mujer to women who live or have experienced The Gender Equality Advisory Division was incorpo- decree introduced the Principle of equal opportuni- situations of gender-based violence (GBV). The rated into the Montevideo Administration structure ties and rights among men and women in the mu- present administration sought to improve the care in 2016. This Division is the ruling body and coor- nicipal administration. Municipal governments ac- model by expanding the number of care services dinator of gender policies and its main mission is tively adopted this principle in the design of their first and inter-institutional coordination to improve the to implement and assess the policies defined with five-year plans. Currently, the municipalities’ gender response at the territorial level. The country devised the purpose of affecting onto the transformation groups are part of the CIGIMM and actively participate training programs and massive21 awareness cam- of power relations that may arise discrimination in the departmental policy of gender equality. paigns on gender-based violence for the prevention and inequalities based on sex, gender identity and At national level, the main strategic partner is the and strengthening of support and response strate- sexual orientation. In addition, it designs and im- National Institute of Women of the Ministry of Social plements specific actions to reverse situations of Development (MIDES). 19 MIDES (2019). 20 Ibidem. 18 Montevideo City Council (2017). 21 Video “Montevideo, a city free of harassment”.
44 45 MONTEVIDEO SUSTAINABLE DEVELOPMENT GOALS | FIRST VOLUNTARY REVIEW 2020
gies to GBV situations addressed at civil servants Goal 5.5. Ensure full and effective Goal 5.6. Ensure universal Access to (permanent and temporary trade fairs); support and social players in the territory. participation of women in leadership sexual and reproductive health and rights for starting up companies; microcredit and mar- equal opportunities at all decision-making as agreed with the Action Program of the keting support for products made by rural women. levels in the political, economic and public International Conference on Population The Social and Solidarity Economic Unit includes spheres. and Development, the Beijing Platform clauses that promote gender equality in order to Decree 37358 on the Prevention of and the final review documents. guarantee women’s access to work and social pro- Sexual Harassment in Public Spaces In 2019, the women’s activity rate was 61.3% while tection. or Spaces of Public Access. that of men was 71.2%. Likewise, women’s unem- Health in general and sexual and reproductive ployment rate reached 9%, while men’s was 7%.24 health in particular are the responsibility of the na- It was approved by the Departmental Coun- This asymmetry is also evident in terms of par- tional government. In Uruguay, in the last 15 years, cil in 2019. It has the purpose of generating a ticipation and leadership in political life: since the considerable progress has been made in matters Housing Program with a Gender regulatory framework for departmental public country’s return to democracy in 1985, only once of sexual and reproductive health public policies; Perspective policy with an emphasis on cohabitation and has a woman been elected Mayor (2010). however, women still have difficulties regarding cultural transformation from a non-punitive To address this situation, Montevideo implement- their sexual and reproductive rights. In Montevi- The gender perspective has been incorporat- standpoint. It establishes obligations to the de- ed actions aimed at promoting women’s empower- deo, 81% of young women (15 to 35 years of age) ed into housing programs in order to guar- partmental government such as, raise aware- ment, such as: leadership courses for women deliv- attended at least one gynecological consultation antee women’s access to and permanence ness of citizens and civil servants; incorporate ered by the organized civil society; activities for the at least once,25 and the percentage of pregnant in houses. Some of these initiatives include: an action plan to prevent and address harass- incorporation of the gender perspective in spaces women attending a doctor’s appointment during housing solutions with a gender perspective ment, and incorporate systems to report it; for citizen participation; debates on gender equality the first quarter is 81%.26 with an emphasis on women victims of gen- develop actions with the subcontractors of the for the elderly; Implementation of the Parliament of Although health is a matter of national compe- der violence; awareness on gender violence Montevideo Municipality, transport staff and boys, girls and adolescents under the gender par- tence, Montevideo’s 21 departmental clinics pro- for recipients of the Neighborhood Improve- nightclubs. As part of its compliance, Montevi- ity criterion, among others. In addition, Montevideo vide specialized care in sexual and reproductive ment Program; grants for acquiring lots in deo devised the Montevideo Plan free of sexu- created the Specialized Instruction Unit to address health and rights: counseling on voluntary termina- settlements with a gender perspective. We al harassment in public spaces 2018-2020. gender inequality at the institutional workplace. tion of pregnancy is promoted with a rights-based must highlight the creation of the House for approach, advising the user on the regulations of Incubation, a housing complex to temporar- abortion and referring her in a timely manner to ily house women living on the streets or vic- the corresponding services. Montevideo also offers tims of GBV, with dependent children, which Goal 5.4. Recognize and value unpaid Gender Equality Quality Model genital and breast cancer prevention and care ser- is part of the Abandoned Farms Recovery domestic work through public vices. In addition to the services above, the Com- Program. Similarly, Montevideo created the services, social protection policies and This model, designed by the national govern- prehensive Care Program for Adolescents offers Temporary Housing Program for homeless infrastructure and promoting shared ment, was applied in Montevideo in agree- free access to male and female condoms and other women or for mothers victims of gender vi- responsibility in households, ment with the National Institute of Women of contraceptive methods, methods of prevention of olence, as part of the Recovery Program for as appropriate for each country. MIDES, at the initiative of the departmental sexually transmitted diseases, workshops on sexu- Abandoned Houses. government. The Quality Equality Commit- al and reproductive health, training on sexual rights In Montevideo, women spend about two-thirds of tee was created and it was integrated by the in adolescents and masculinity workshops. their time performing unpaid chores, whether in the highest departmental authorities in areas of household or in care. Men spend only a third of their Human Resources Management, Financial Goal 5.c. Adopt and strengthen sound time on them.22 Resources, Information and Communication, Goal 5.a. Undertake reforms that policies and enforceable legislation for To promote co-responsibility in care among citi- and Municipal Development, as well as rep- give women equal rights to economic the promotion of gender equality and the zens, Montevideo implemented an awareness policy resentatives of the Association of Munici- resources, as well as access to ownership empowerment of all women and girls at all through workshops and outreach campaigns to pro- pal Employees and Workers (ADEOM). This and control of land and other types of levels mote co-responsibility in care chores through social mechanism proposes a certifiable process assets, financial services, inheritance employment and economic policies aimed at women. that focuses on the gender agenda as a cen- and natural resources, in accordance with Through the seven guidelines of the Third Gender To promote co-responsibility in care chores at in- tral part of labor relations. national legislation. Equality Plan, the Montevideo Administration has stitutional level, Montevideo made modifications to implemented several initiatives to promote the em- the regulations on care and leave: part-time sched- Montevideo has carried out actions with the aim of powerment of women and girls. It passed various ule for parental care, special leave for pathologies promoting women’s economic autonomy to sup- regulations, educational-working programs of eco- associated with pregnancy, extension of the maxi- port enterprises and ventures led by women, such nomic empowerment and promotion of sexual and mum days of leave due to family illness, creation of as: promotion and creation of spaces for trade reproductive health. Special emphasis has been special leave in case of domestic violence or work- placed on caring for women victims of gender vio- place sexual harassment,23 among other. 25 National Institute for Youth (2020). Data from 2019. lence and on including gender parity programs. 26 Data provided by the Social Development Planning, Mon- Some actions have placed the entire city as a itoring and Assessment Unit of the Montevideo City Coun- space for recognition and symbolic restitution of 22 Batthyány (2016) and OPP (2017), p. 139. Data of 2013. 2017 and Resolution 4636/18, respectively. cil. women’s contributions to society, such as renaming 23 Resolution 4252/18, Resolution 4636/18, Decree 36.508 of 24 National Institute of Statistics (2020b).
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Montevideo streets, where only 150 streets out of a total of 5,700 have been named after women. The Achievements Challenges Street Women Program seeks to recognize the con- tributions made by women in history, through the nomenclature of the city, so that these contributions Prioritize the institutional gender Strive for gender parity in the are part of the city’s memory and identity. mechanism Cabinet composition and politically appointed positions.
Implement the 3rd Gender Increase budget allocation towards Equality Plan for Montevideo. an institutional gender mechanism.
Create the Departmental Create an information and moni- and Municipal Gender Equality toring system for gender equality Committee, as a space for policy policies. articulation
Mainstream the gender Universalize the gender quota in all perspective in departmental City Council programs and policies. policies and programs
Create a Network of 21 sexual Universalize co-responsibility for the and reproductive healthcare care, in all economic autonomy and and rights clinics. employment programs and policies.
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Indicators
Indicador 5.2.1 Violencia basada en género Indicator 5.5.1. Percentage of seats held by infligida por la pareja o expareja women in: a) the departmental executive body; b) the departmental legislative body; c) Montevideo council’s municipal governments. 26,4 % a) the departmental executive body 26.4% of women under 15 years of age have experienced gender-based violence from present or former sexual partners in the last 12 months (2013).10
Between 1985 - 2020, the highest Departmental Indicator 5.2.2. Sexual violence from Body’s executive position was held 6 times by non-sexual partners. Alternative Indicator men and only one time by women (in 2010).
24,4 % b) the departmental legislative body
24.4% of women of 15 years of age or older have experienced gender based violence in public spheres in the last 12 months (2013).101
39 % councilwomen 61 % councilmen
Indicator 5.4.1. Time dedicated to paid work, The percentage of elected councilwomen in housework and unpaid care, by sex. Montevideo’s legislative body for 2015-2020 was 39%.1211
38 % 42 % 15 % 5 % c) Montevideo council’s municipal governments
68 % 20% 8 % 4 %
paid work housework unpaid care other unpaid work
Women dedicate about twice as much time as Only in 1 of the 8 municipalities in Montevideo, men performing unpaid work (2013).1112 the highest executive office was held by a woman in 2015.
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CLEAN WATER AND SANITATION Prioritized Goals: Montevideo’s Urban Sanitation and Drainage Master Plan 2050 Guarantee sustainable water availability and sanitation for all. Goal 6.2. Access to adequate and equitable sani- This plan has been updated in the last five tation and hygiene systems. years, incorporating the design and construc- Goal 6.3. Water Quality. tion of a green city that can improve the stan- Goal 6.5. Comprehensive Management of Water dard of living of the population and enhance Resources. natural heritage and public spaces. It is a tool Goal 6.6. Enviromentally Protect and restore ecosystems. based on a comprehensive natural resourc- sustainable Goal 6.b. Support and strengthen the participation es management concept that guarantees development of local communities in improving water that the citizens’ present and future activities and sanitation management take place within the framework of sustain- able cohabitation.
Goal 6.2. By 2030, achieve access to adequate and equitable sanitation and hygiene for all and end open defecation, Goal 6.3. By 2030, improve water quality Access to drinking water and sanitation is a funda- effluents, the control of treatment plants and the paying special attention to the needs of by reducing pollution, eliminating dumping mental right stated in Article 47 of the Constitution management for an adequate final disposal of in- women and girls and those in vulnerable and minimizing release of hazardous of the Republic of Uruguay. Safe drinking water dustrial solid waste. situations chemicals and materials, halving the and adequate sanitation are essential for health, proportion of untreated wastewater and poverty reduction, social inclusion and people’s Since the 1980s, Montevideo has implemented sub- substantially increasing recycling and safe dignity. Uruguay has almost universal access to sequent plans to improve and expand the sanitation reuse globally drinking water, guaranteed exclusively by the na- Articulation among Levels network, investing a total of 968 million dollars27. tional government. of Government for the Presently, 93% of Montevideo’s urban population Montevideo has two large programs aimed at en- The sanitation service, on the contrary, is provid- has access to sanitation networks. suring the quality of water bodies: the Industry Con- ed exclusively by the city government. Montevideo Achievement of SDG 6 The Urban Sanitation Plan - Stage IV (2009-2020) trol and Monitoring Program and the Watercourse has adopted an approach where the sanitation sys- was recently completed; it extended the final dis- Monitoring Program. The first Program has the pur- tem is part of a comprehensive water management Since 1916, the Municipality is the only supplier of posal system for western Montevideo, ensuring pose of controlling and assessing compliance with system aimed at building a healthy habitat that the sanitation service and of devising policies in the that 100% of the population connected to the Mon- regulations regarding the discharge of industrial improves people’s quality of life. Therefore, sanita- Montevideo territory. tevideo sanitation network has a safe and adequate wastewater. The second has the following purpos- tion polices are supplemented by concrete actions Although the supply of drinking water is a compe- final disposal system. The Urban Sanitation Plan- es: to assess the quality of the main bodies of wa- aimed at building an efficient drainage system for tence of the national government, the city govern- Stage V is still being implemented, and it includes ter in Montevideo, identify the pressure elements in the prevention and mitigation of floods, and pro- ment coordinates the implementation of the works new sanitation and drainage that will include about each basin that may affect the quality of river eco- grams for the control and monitoring of urban water carried out in Montevideo, in order to guarantee ac- 20,000 people into the system. systems, and monitor the results. courses that may pose threats to the quality of the cess to safe water. Therefore, 99.8% of the popula- Regarding drainage, Montevideo has carried out In recent years, there have been no significant associated ecosystems. tion of Montevideo has access to safe water. significant works to mitigate floods, such as rein- changes in the water quality of urban streams28, Regarding the environmental control and sur- forcement pipes and reservoirs to mitigate floods: which have remained at 46-60 (out of an optimum veillance of water bodies, including the dumping Montevideo has 6 underground buffer tanks and 7 level of 100) of “raw water”. In the case of the Mi- of industrial effluents, the city responsibilities are open reservoirs in floodable public spaces. These guelete Brook, it can reach levels higher than 60, Montevideo Competences shared with the National Board for Environmen- works, in addition to preventing floods, have con- classified as “middle waters”, as a consequence of for the Achievement of SDG 6 tal Matters (DINAMA). Regarding ecosystem water tributed to improve the whole sanitation network’s the implementation of the Miguelete Brook Spe- conservation, Montevideo is in charge of managing operation, by preventing the discharge of water into cial Plan that has involved the relocation of houses The Environmental Development Department is the Santa Lucia Wetlands Protected Area, which the Río de la Plata. and subsequent landscaping of the free spaces, to in charge of designing and implementing policies is part of the National System of Protected Areas, achieve the physical, environmental and social re- about the comprehensive water management jointly with the national government and other bor- covery of the previously floodable plains. system, including the provision of sanitation and dering departmental governments. drainage (Sanitation Division) and the environ- mental management of water bodies and asso- ciated ecosystems (Environmental Management Department). It also has a Quality Assurance and Environmental Control Service in charge of mon- 27 Data provided by the Sanitation Division of the Montevideo 28 For water quality measurements, we use the Water Quality itoring the quality of water, air, soil and industrial Municipality. Simplified Index (WQSI).
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Goal 6.6. By 2030, protect and reestablish Achievements Challenges ISO Certification in Beach water ecosystems including forests, Management Practices mountains, wetlands, rivers, aquifers and lakes. Montevideo has 21 urban beaches. In 2005, Implementation of urban Reach universal safe sanitation. Montevideo obtained the ISO 14001 Certifica- 15% of Montevideo’s territory belongs to the Santa sanitation policies for over tion on the environmental management of Lucia Wetlands Protected Area and it was declared 30 years. four beaches, positioning itself as the first a Significant Ecological Area in 1998 by the Monte- capital city to have achieved this recognition. video government and entered the National System In 2013, this certification was extended to the of Protected Areas in 2015 as a protected area with entire coastline, and Montevideo incorporat- self-managed resources. It is an area of high con- ed all the beaches and rocky areas into the servation value at national scale, whose territory Vast coverage of the metropoli- Reduce the frequency of sanitation management system. This management and management is shared by three departmental tan sanitation system and safe dump relief in times of rain, which system, requires that water quality studies governments and by the national government. This final disposal. negatively affects watercourses. be carried out throughout the year on the Area’s management plan is currently under prepa- Montevideo beaches of the Río de la Plata, ration. according to set by the national environmen- tal authority. 90% of Montevideo beaches are suitable for bathing and are used by many Goal 6.b. Support and strengthen local Montevideo positioned as first Improve water risk management, to people during the summer season, which communities in the improvement of water global capital to obtain ISO 14001 protect the population from floods. shows an example of democratic access to and sanitation management. certification of the Río de la Plata quality public space available to all citizens. beaches and coastal spaces. The Basin Councils are instances of collective par- ticipation that involve stakeholders from different areas of the departmental and national government, Goal 6.5. By 2030, implement integrated where Neighborhood Councils’ Representatives First city to implement Achieve an updated and efficient water resource management processes elected by the neighbors- also participate. They co- sustainable drainage. sanitation and drainage sanitation at all levels, including cross-border ordinate the different institutions with competenc- system. cooperation when needed. es on the basin territory and define action strategies collectively. So far, the Casavalle and Chacarita Ba- In order to incorporate an ecosystem and a wa- sin Councils have been created. tershed management approach in the water man- In addition, the Sanitation Division carries out agement system, in 2018, Montevideo modified the workshops and meetings among authorities, ex- Implementation of flood Strengthen the full integration of Department of Environmental Development’s struc- perts, neighbors and neighborhood referents, mitigation works. Green infrastructure and other sus- ture and created the Environmental Management around specific projects or topics of interest to the tainable drainage practices within Division, which includes, among others, the Com- communities linked to the works being implement- the city’s sustainable water manage- prehensive Unit for the Management of Bodies of ed. The Social Unit of the Sanitation Works Board ment system. Water. was recently created with the purpose of support- As part of this approach, the city gradually incor- ing social programs, such as the program of in- porated the concepts of sustainable drainage at ba- tra-household connections, linked sanitation and New urban sanitation and Expand the systems of ecosystem sin scale, in order to promote the soil retention and drainage. drainage master plan with a water conservation to incorporate infiltration of rainwater for a systemic management 2050 outlook that incorporates the main Brooks of the city. of the urban water cycle. The new green infrastruc- the comprehensive management ture is being integrated into areas already served, of natural resources. through bio-retention works and rain gardens, thus promoting green public spaces as elements of a comprehensive urban water management system.
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Indicators
Indicator 6.1.1. Population with safely Indicator 6.3.2. Good Quality Water Mass managed drinking water supply
99.8% of the Montevideo population has access to safe water (2016).13
18 of the 20 beaches in Montevideo were authorized for bathing in the 2019 - 2020 Summer Indicator 6.2.1. Population with a safely Season. managed sanitation network
WQSI Water Quality 87% of the Montevideo population, 86 - 100 Mountain Water including the rural population, has 76 - 85 Clear Water safe sanitation connected to an ade- quate final disposal system (2020).14 61 - 75 Medium Water 46 - 60 Deteriorated Water 31 - 45 Deteriorated Water 16 - 30 Diluted Residual Water 0 - 15 Residual Water 92.6% of urban households have safe sanitation connected to the final The four main urban Brooks have a disposal system (2020).14 Water Quality Simplified Index (WQSI) of 46-60 over an optimum level of 100, fit for watering activities and water sports (2005 to 2018).16 Indicator 6.3.1. Effluents in the sanitation system treated safely
100% of the sanitation network’s efflu- Alternative Indicator 6.6.1.: ents are safely treated in the final dispos- Protected water ecosystem area. al system (2020).14 15% of the Montevideo territory belongs to the Santa Lucia Wetland Protected area. It was incorporated in the System of National Protected Areas in 2015.15
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REDUCTION OF INEQUALITY Prioritized Goals: Enlace: First cooperative and solidarity co-working public space
Reduce inequality within and among countries Goal 10.1. Income growth It is a space to encourage mainly technologi- Goal 10.2. Social, economic and political inclusion. cal innovation where 40 innovative organiza- Goal 10.3. Practices and policies against discrimi- tions, enterprises and cooperatives carry out nation their business activities. To date, 250 people Goal 10.4. Fiscal, compensation and social policies of different social and economic ventures for greater equality have used this collaborative workspace. This Enviromentally Social inclusion Sustainable Goal 10.7. Facilitate migration and migration poli- space is supported by two Local Economic sustainable and cohabitation and innovative cies Development Centers, whose main objec- development development tives are to support MSM enterprises and provide technical training, Goal 10.1. By 2030, maintain the progressive income growth of the poorest 40% of the population at rates higher than the national average. Goal 10.2. By 2030, promote and In Uruguay, direct policies to reduce inequalities are cies, plans and projects that have a direct impact on strengthen social, economic and political generally the responsibility of the national govern- the reduction of inequality. Montevideo has the highest average national in- inclusion of all people, regardless of their ment. In recent years, the country has made steady come per capita income. However, despite the fact age, gender, disability, race, ethnic group, progress in improving equality, narrowing inequali- that poverty has significantly dropped in the last 15 religion, economic condition or any other ty gaps, and reducing poverty and extreme poverty; years, 8 out of every 100 households and 12% of its condition. This transformation was supported, among other Articulation among Levels of population are still below the poverty line (2019). 29 factors, by the expansion of health coverage, the Government for the Achievement Montevideo’s actions to improve income levels of Montevideo is one of the three departments with increase in enrolment to University studies and the the poorest population is focused on social and la- the highest inequality rates countrywide. The Gini formalization of the country’s economy. of SDG10 bor programs, on company formalization, on train- index has fallen considerably in the last 15 years, The Montevideo government, within its compe- ing entrepreneurs and on building infrastructure ranging from 0.455 in 2006 to 0.392 in 2019; how- tences, has accompanied these national policies Although most of the objectives set for this SDG that improves working conditions with emphasis ever, it is still above the national value, standing at by supporting social and labor inclusion, promotion are competence of the national government, Mon- on the social and solidarity and cooperative econo- 0.38.30 of employment in vulnerable sectors, democrati- tevideo has developed a strong policy to help gen- my, and the promotion of small and medium-sized In addition to the initiatives to reduce economic zation of access to public spaces, improvement of erate inter-institutional spaces for dialogue and companies. gaps, described in the previous goal, numerous and habitat, access to culture, health and sports, pri- action among players at the three levels of govern- One of these social and labor inclusion programs varied initiatives have been included in the differ- ority focus on situations of gender discrimination, ment. These spaces have articulated job generation for the most disadvantaged population include in- ent sectorial policies developed by the Municipality sexual orientation or race. Likewise, Montevideo with an emphasis on the social, solidarity, and co- clusive city sweeping programs aimed at providing to promote people’s social and political inclusion. A has strengthened citizen empowerment in political operative economy and on the promotion of small a job to unemployed poorer women with depen- paradigmatic inclusion policy has been that of valu- participation and it has intervened providing legal, and medium-sized companies. The health service dents. This program also offers training in labor ing and adding quality to public space as a demo- economic, administrative or technological support management model has been transformed and has and health rights. The Espacio Ganado and Salí cratic area of access the right to use the city. This to provide feasibility to actions of direct incidence accompanied the national policies, and housing Jugando (Gained Space and Enjoy the Playground) policy had the purpose of: a) progressively moving on the reduction of inequalities. policies have been implemented to provide decent program promotes the creation of jobs for young towards universal physical accessibility, as it is the housing to citizens in coordination with the Minis- people strayed from the formal educational sys- case of the Friendship Park, the first national park try of Housing, Territorial Planning and Environment tem and young migrants; this program involves with universal accessibility, with inclusive games, (MVOTMA). performing maintenance work on public spaces access ramps and accessible circulation spaces, Montevideo Competences and sports infrastructures. In addition, various oth- and b) incorporating new more inclusive program- for the Achievement of SDG 10 er programs and plans have been implemented to matic agendas, such as, social, economic and cul- support the formalization and economic inclusion tural activities promoted in public spaces, like the The path taken by Montevideo to address the ob- of urban waste sorters, through the start-up of their celebration of the Trans Art Week in the Diversity jective of reducing inequalities has taken a multi- classification plants and the training and resources Square; the Musical Festivals for Cohabitation, dimensional and crosscutting approach and it has for commercial waste transportation. which promote inclusion and social cohesion, or the been implemented through different sectorial poli- Corners of Culture program, which promotes the cies, through the principles of inclusion and non-dis- right to culture from a collective perspective. crimination. The Departments of Social, Economic and Urban Development, and Culture have been the fundamental pillars for the implementation of poli- 29 OPP (s/f). INE Data (2019). 30 OPP (na/s). Data INE (2019).
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In each of these institutional areas, specific inclu- Achievements Challenges Multipurpose Centers SACUDE sion regulations, policies and programs have been and CRECE developed for the elimination of discriminatory practices for each population profile. Some of these Multi-purpose centers are part of depart- programs include the Resilient Mapping of African Labor and socio-educational pro- Reduction of socio-territorial mental policies to promote social inclusion Descent, a collective institution aiming at empow- grams aimed at the population segregation in the city through better and the development of citizenship. They are ering the community of African descent, at devel- with greater difficulties to find infrastructure and hábitat quality projects that aim at improving the quality of oping strategies for the territorial approach of the employment. mediante life of the most disadvantaged communities, Afro-ethnic-racial dimension for the period 2020- by promoting democratic access to health, 2025, and the Montevideo Accessibility Plan, which culture and sports, supported by a partici- includes legislation and environmental intervention pation community participation. Montevideo to develop strategies to adapt the urban environ- Formalization of enterprises and developed the first center in 2010, which has ment so that it can adapt to the population instead workers linked to waste collec- Reduction of the number of people been positively evaluated by the commu- of citizens adapting to it. tion in the city. living in unregulated settlements nity and the institutions participating in the and in highly precarious housing design and development of this program’s content. In 2020, Montevideo completed the Goal 10.7. Facilitate orderly, safe, regular second center; it is a new physical space to and responsible migration and mobility promote dialogue, socialization, decentral- of people, including the implementation Development of free cultural and ization of activities in the territory and to of planned and well-managed migration training spaces in distant areas Increase the impact of labor promote innovative spaces for active citizen policies. far from urban hubs programs participation. In recent years, Montevideo has once again become a host city for migrants, mainly from Latin America. In 2019, it was estimated that 2% of the population Goal 10.3. Guarantee equal opportunities living in Montevideo had lived in another country in Generation of quality public and reduce inequality through the the last 5 years.33 spaces as spaces for citizen Capitalization of the cultural diversity elimination of discriminatory policies The Secretariat for Ethnic Racial Equality and cohabitation. provided by migrants and groups, and practices and promoting equality Migrant Populations, created in 2016, expanded its towards equal-rights’ cohabitation. legislation and policies. scope to include the rights of the population of Afri- can descent, migrants and native populations, thus If we consider indicators such as unemployment accompanying the policies for reducing inequali- rate or population below the poverty line, discrim- ties. This Secretariat has multilingual staff (English, Access to health coverage with inatory situations due to gender, race or disability French, Portuguese) and is in charge of the resi- an equality and non-discrimina- in access to opportunities become evident. In 2011, dents’ induction process jointly with the Ministry of tion perspective. while the overall unemployment rate in Montevideo Foreign Affairs. It provides information workshops was 6.6%, it was 8.1%31 for women, 7.6% for people aiming at facilitating the migrants’ social insertion with some degree of disability32, and 8.5% of people and Spanish language training courses. of African descent (of which unemployment was The 2050 vision of the Montevideo del Mañana 11.1% for black women). prospective analysis describes a cosmopolitan cap- In order to reverse the situations of discrimination ital city, hosting different types of migrants. With against minorities, in the last 10 years Montevideo this outlook, the Municipality carried out the Week has focused on improving institutional capabilities, of Multiculturalism, providing visibility and raising transforming the existing institutional mechanisms, awareness through activities such as, workshops, providing them with an inclusive human rights per- exhibitions, and gastronomic festivals organized by spective in accordance with the new national regu- migrant groups. lations and international standards. Thus, in 2016, Montevideo created the Advisory Division for Gen- der Equality (see SDG 5), the Secretariat for Ethnic Racial Equality and Migrant Populations, and the Secretariat of Accessibility for Inclusion.
31 INE (2011). 32 Municipality of Montevideo (2017). 33 OPP (na/s).
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Indicators
Alternative Indicators 10.2.1.:
People living in poor households, by sex Households under the poverty line
22 Porcentage of 13 12 11 15 households under 8 2010 2015 2017 2019 the poverty line. 20 2010 2016
21 14 12 12
2010 2015 2017 2019 Households under the extreme poverty line
Percentage of people living in poverty by gender.8 1 out of 1000 households is under the extreme poverty line (2019).2017
Children living in poverty.
25% of the population of African descent lives under the poverty line (2017).1818
People of African descent living under the poverty line.
25% 9%
african descent white descent
25% of the population of African descent lives under the poverty line (2017).19 19
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Works (MTOP), MVOTMA and Ministry of Economy now being prepared, and it aims at recognizing the SUSTAINABLE CITIES and Finance (MEF), which promotes a transition to- social role of land and facilitating equitable access wards efficient and sustainable mobility. Regarding to land to all social sectors. This is the first instru- AND COMMUNITIES risk management, Montevideo is part of the Na- ment of this type at national level. tional Emergency System (SINAE), through which it articulates action with different national govern- Make cities and settlements inclusive, safe, resilient and sustainable. ment agencies and with other departmental gov- ernments. Areas of Comprehensive Action
The comprehensive intervention for habitat improvement in unregulated settlements Safe, sustainable Enviromentally Social inclusion Sustainable Citizenship and Social inclusion Priority Goals: entails the provision and improvement of and efficient sustainable and cohabitation and innovative participation and cohabitation urban infrastructures and community facili- mobility development development ties, as well as of the social and environmen- Goal 11.1. Safe and affordable housing and utilities tal conditions of neighborhoods and homes. Goal 11.2. Safe, affordable, accessible and sustain- The Neighborhood Improvement Program is able transportation systems an initiative of the national government, im- Goal 11.3. Inclusive and sustainable urbanization plemented jointly by the three levels of gov- In the 90s, Montevideo began the journey towards in all areas of the government, closely linked with Goal 11.4. Protection and safeguard of the natural ernment, through regularization processes, strategic and territorial planning, with the objective the different dimensions and goals. and cultural heritage provision of basic infrastructure, and popu- of building a common city project, within the frame- This crosscutting approach regarding SDG 11 pos- Goal 11.6. Reduction of the negative environmental lation relocations. With the aim of increasing work of de-concentration and decentralization that es a management challenge, to guarantee syner- impact the comprehensiveness of the intervention, placed citizens’ participation at the core of this pro- getic transversal action with the sectorial leader- Goal 11.7. Secure, inclusive and accessible green the Municipality of Montevideo has restored cess. ship areas linked to each goal. The Departments areas and public spaces public spaces previously occupied by un- To ensure the citizens’ right to use the city, Mon- of Urban and Environmental Development, Mobility Goal 11.b. Integrated policies and plans to promote regulated settlements and has integrated tevideo implemented various supplementary sec- and Planning are the sectors leading action around inclusion, efficient use of resources, mit- them to other sectors of the city. In addition torial policies and plans. It has also developed this SDG, jointly with the departments of Social and igation of climate change and resilience to physical interventions, Montevideo has ar- innovative tools to guarantee equitable access to Economic Development, Culture, Sustainable and to natural disasters. ticulated action with sectorial public policies urban land; it has promoted an efficient, safe, and Smart Development, and the Advisory Boards of in the same territory (health, education, secu- sustainable mobility system that prioritizes public Municipal Development and Participation, and Gen- rity, social development), in order to make a transport, incorporates technology and promotes der Equality Goal 11.1. By 2030, ensure access for all to greater impact on reducing poverty and pro- the transition towards electrical mobility; it has adequate, safe and affordable housing and moting social integration. improved the physical infrastructure and technical basic services and upgrade slums capacities to achieve more efficient waste manage- ment systems; it has promoted the protection of the Articulating among Levels Socio-territorial segregation is a concern and a city’s natural and cultural heritage keeping neigh- of Government for the challenge for the Montevideo city government. In Goal 11.2. Provide access to safe, borhoods’ identities into account; and it has devel- the last five years, 1/3 of the existing settlements affordable, accessible and sustainable oped specific strategies to increase resilience and Achievement of SDG 11 have been intervened with multidimensional ac- transportation systems for all and favor comprehensive risk management. We must tions, enabling over 45,000 people to have access improve road safety, mainly by expanding highlight the creation and prioritization of strong Given the multiple development dimensions in- to a decent habitat. However, 9 out of 100 people public transport, putting special emphasis public space policies, recognizing public space as cluded in SDG 11, the relation with the national gov- still live in unregulated settlements, and in the on the needs of people in vulnerable a privileged area to facilitate social integration, citi- ernment is also multi-sectorial. Montevideo, as a same period, 12 new settlements were created, situations, women, children, people with zen security and cohabitation. capital city, must address territorial challenges that showing that the informal growth of the city has disabilities and the elderly. transcend its competence and responsibilities. To not yet stopped. do this, it seeks articulation with the national gov- To ensure that all citizens enjoy the right to use Montevideo’s public transportation system covers ernment for the implementation of territorial na- the city, Montevideo must guarantee equal access more than 98% of the department’s population, in- Competences for the achievement tional policies, keeping its identity and development to urban land. With this purpose, the Municipality cluding the rural population. However, the system of SDG 11 vision. promoted city policies to provide access. These in- still faces challenges regarding accessibility, fre- Montevideo acts in coordination with the MVOT- clude: the Land Portfolio for the acquisition, recov- quency and duration of trips. Making the city and its human settlements inclu- MA for the implementation of housing and environ- ery and allocation of urban land; the Special Fund Montevideo has proposed to improve the mobili- sive, safe, resilient and sustainable is a goal that mental sustainability policies. Regarding mobility, for Rural and Urban Management (FEGUR), for the ty system through IT as decision-making tools and permeates through the whole of Montevideo’s orga- Montevideo participates in an inter-institutional allocation of funding to large urban projects to re- public policies. Among other improvements, the use nizational structure. For this reason, the city com- group integrated by the Ministry of Industry, Energy duce territorial inequities, and the Sectorial Plan of of ICTs have contributed to improving equitable ac- petencies lined with this SDG have been allocated and Mining (MIEM), Ministry of Transport and Public Access to Urban Land for Housing (SUVI). This is cess to mobility, since it enabled the Municipality
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to better estimate the cost structure of the public tem is the fundamental tool adopted to achieve an been devised to protect these urban heritage areas Goal 11.7. By 2030, provide universal transportation service and reduce fares by 10% to inclusive and sustainable urbanization: Montevideo and Permanent Special Management Committee access to safe, inclusive and accessible 15%34. This benefit adds to the existing subsidies: a has the Land Management Plan (1998) that covers has been created for this purpose. Montevideo has green areas and public spaces, in free pass for all primary and basic high school stu- the entire departmental territory and a subsequent implemented management plans and specific ac- particular for women and children, the dents; a subsidized student ticket for higher sec- revision described in the Departmental Land Man- tions for the conservation of rural or natural heri- elderly and people with disabilities. ondary students (public and private) and for public agement Guidelines (2014). In addition, it has devel- tage, aimed at recovering and conserving ecolog- tertiary education students; free tickets for children oped various local plans in strategic areas. ically significant areas, relevant landscapes, and Montevideo has long developed a strong policy of cre- under 5 years of age and for citizens of over 60 These instruments have promoted citizen partic- native flora and fauna. The Municipality recently ation, prioritization and care of public spaces. Monte- years of age on holidays, among other subsidies. ipation in the legal public hearings and demonstra- created the Municipal Patrimonial Protection figure video has been identified as a privileged environment In addition, the new busses have ramps and an tions. Similarly, Montevideo holds specific participa- to value the tangible and intangible heritage of the for social integration, citizen security and cohabitation interior layout that promote accessibility and ease tion modalities through the Neighborhood Councils: city’s individual neighborhoods; The Heritage Fund due to its capacity to host citizens and facilitate quali- of use for the elderly or people with disabilities. these are private and autonomous social organiza- is implemented in the neighborhoods, and it aims at ty social relations. This is one of the strengths citizens Regarding environmental sustainability, Montevi- tions integrated by citizens who act as spokesper- supporting collective action for the promotion and have mostly recognized and valued. deo has developed policies to change the paradigm sons for the neighbors’ claims and proposals before dissemination of neighborhood cultural assets and New public spaces are key to build a quality habi- in terms of the transportation energy matrix, pro- the authorities. Still, there are important challenges expressions affecting the social perception of the tat in those city areas with the greatest urban, eco- moting active mobility and the progressive replace- that the city must address regarding local or neigh- city’s heritage by the public. nomic and social imbalances, where poverty and ment of the fuel-driven of taxis and buses by elec- borhood participatory management practices. urban informality are concentrated. In the last five trical vehicles. years, at least 30 public spaces have been inter- Goal 11.6. Reduce the negative per capita vened (squares, urban parks, sports parks), through environmental impact of cities by 2030, the restoring of the existing infrastructure, improve- Participatory Budget focusing on air quality and municipal and ments in accessibility and lighting and through new Mobility Management Center other waste management systems. attractions linked to sports, culture, physical activ- This departmental program is developed and ity and social interaction. These actions have been The city has promoted smart management of implemented at local level in the eight mu- Improving waste management is another of Monte- oriented towards the quality, sustainability and de- its resources to improve the efficiency, safety nicipalities of Montevideo. It is a tool for dem- video’s great challenges. Recently, Montevideo has mocratization of the city use. and sustainability of the mobility system. The ocratic participation in the decentralization reinforced investment in physical infrastructure and creation of the Mobility Management Center process with social participation started in technical capacities to improve waste management has reduced the environmental impact and 1990. It guarantees that Montevideo citizens and has explored different alternatives to move to- the number of deaths caused by traffic ac- will have the right to universal participation wards a more sustainable management model in- Idea Vilariño Eco Park cidents, due to efficient inspections, a smart to deliberate, propose and decide on the use volving and committing citizens to the preservation use of traffic lights and of the nodes of the of a part of the department’s budgetary re- of the environment. This new public park under construction road network. The use of new information sources, and to determine the implementa- Montevideo’s final disposal landfill is a strategic shows the policy of city use and access of and communication technologies, as well as tion of the projects of their interest. This pro- asset that complies with national and internation- public space. It is located on land previously the management of large volumes of data gram also promotes education in citizenship, al standards. However, its useful life will not ex- occupied by informal settlements, recovered (Big Data) has positioned MVD’s manage- fosters collaboration among citizens towards ceed 2030. For this reason, Montevideo developed after the completion of the relocation process ment practices as one of the smartest re- their collective well-being; it is an instance a Strategic Plan for the Recovery and Disposal of of the families that lived there. The project gionally and globally. where governmental leaders, experts and or- Solid Urban Waste, and it is analyzing solutions for covers almost seven hectares and includes ganized and unorganized citizens can work waste treatment and final disposal, with emphasis building roads, sidewalks, lighting, sanitation, jointly for a democratic, supportive and inte- on the sustainability and the generation of new ca- environmental remediation and landscaping. grated territory. pabilities. The plan also includes the construction The objective is to create a sustainable and Goal 11.3. Increase inclusive and of a sorting plant and three eco-centers at munic- resilient park that acts as a green lung for a sustainable urbanization and capacity ipal level. These closed infrastructures will serve highly populated area on a territory of recre - for a participatory, integrated and as waste reception centers for classification and ation and social interchange. sustainable planning and management of Goal 11.4. Increase efforts to protect and revaluation of new processes. Nowadays, the Mu- human settlements in all countries. safeguard the world’s cultural and natural nicipality is developing circular economy practices, heritage. which necessarily involves a learning process and a Montevideo territorial planning includes the prin- cultural transformation. ciples stated in Law 18,308 on Territorial Planning Territorial planning and management are key in- and Sustainable Development (2008), which aim at struments to protect Montevideo’s cultural and environmentally sustainable planning, with social natural heritage. The Territorial Development Plan equity and territorial cohesion, supported by citizen defined the protected areas subject to the heritage participation. Montevideo’s land use planning sys- regime, areas, which due to their characteristics, are representative of the cultural values of our soci- 34 Municipality of Montevideo (2020a). ety. A special management and protection plan has
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Goal 11.b. By 2030, significantly increase Achievements Challenges the number of cities and human First Comprehensive Risk Plan for settlements that adopt and implement Disaster Management integrated policies and plans to promote inclusion, efficient use of resources, One of the main initiatives of the Resilience Development of innovative tools Elimination of the socio-territorial climate change mitigation and adaptation, Strategy is the Resilience Laboratory. It in- to facilitate equitable access to segregation reflected in the asym- resilience to disasters , and develop volves the Planning for Comprehensive Risk urban land. metries of the urban habitat quality. and implement, in line with the Sendai Management, within the framework of the Framework for Disaster Risk Reduction First Departmental Plan for Comprehensive 2015-2030, comprehensive disaster risk Risk Management 2020 - 2024 (PGIR). After management at all levels. participation from over 400 collaborators, the plan was published at the end of 2019. It Availability of land use and Improvement of inter-institutional The Climate Change Group was created in 2010, was devised under the international frame- development plans with management practices for the transversally introducing the topic of adaptation work for comprehensive disaster risk man- a human rights perspective, implementation of comprehensive and mitigation to climate change in the Munici- agement (Sendai Framework), and it was at different territorial scales. urban intervention programs. pality. This group led the development of the first recognized as the theoretical conceptualiza- Subnational Climate Change Response Plan (Cli- tion agreed at a global scale. The first action mate Plan for the Metropolitan Region of Uruguay, implemented was the creation of the Depart- 2012). Gradually, the approach to climate and global mental Emergency Committee (CDE), inte- Diverse citizen participation change has adopted a more comprehensive per- grated by public entities from the three levels areas, such as Montevideo Implementation of the Strategic spective, with the incorporation of the resilience ap- of government that, although provided for Decide, Participatory Budget Plan for the recovery and disposal proach. In 2017, the Executive Resilience Unit was by law, it was not operational in Montevideo. or Montevideo Labs. of solid urban waste and develop- created, with the aim of incorporating the concept The PGIR was approved by the departmental ment of a long-term waste manage- of resilience and ensuring that the resilience ap- legislative body in September 2020 and its ment sustainable policy. proach is present in the city’s development model, implementation process has already begun. in the institutional strategic plan and in its manage- Metropolitan Transportation ment practices. In 2018, the Montevideo Resilience System supported by the Strategy was published, and it was subsequently Intelligent Mobility Management Generation of a metropolitan agen- approved by the departmental legislature. Center. da with bordering departmental governments to make progress, particularly, in terms of solid waste management and the Metropolitan Transportation System. Adequacy of the final solid waste disposal landfill in order to extend its useful life until Implementation of the Comprehen- 2030 sive Risk Management Plan.
The Resilience Strategy and Comprehensive Risk First Departmental Plan was prepared and approved.
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Indicators
Indicator 11.1.1. Urban population living Indicator 11.7.1. Outdoor area built in outskirts, unregulated settlements or for public use. inadequate housing.
9,2% 9.2% of the Montevideo 27.3% of Montevideo’s urban and subur- population lives in informal ban soil is used for streets and outdoor settlements (2018).2121 spaces.2424
Indicator 11.2.1. Population with Access to Alternative Indicator 11.7.2.: public transportation. Gender-based violence
2 out of 10 women of over 15 years of age lived gender based violence in the public sphere 25 (2013). 25
98.1% of the Montevideo population has Access to public transportation 500 meters away from their place of residence.2222 Alternative Indicator 11.b.2.: Availability of local strategies regarding disaster risk mitigation in accordance with the national strategies and the Sendai Framework. Indicator 11.6.2 Annual median levels of fine particle matter suspended in the air (PM2.5 and PM10). Montevideo has a Resilience Strategy (2018) and a Comprehensive Risk Management Plan (2020-2024), both 3 14 12 PM 2,5 in ug/m under implementation. . 2015 2018
23 18 PM 10 in ug/m3
2015 2018
Annual average of particle matters in the air.2323
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THE WAY FORWARD
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THE WAY FORWARD
This first Voluntary Local Review shows the prog- demic is having a strong economic and social im- ress made by Montevideo regarding the SDGs and pact. Covid-19 has led to the loss of millions of jobs reflects the present administration’s commitment (SDG 8), has highlighted the limited access to health towards sustainable development. It is a contribu- (SDG 3) and education (SDG 4) in some countries tion for the next administrations so they can have a and it has deepened inequalities (SDG 1 and 10). The foundation to assess policy focal points, invest ef- pandemic has also affected women differently from fort, develop capacities and mobilize financial and men (SDG 5). technological resources towards a more socially in- Although before the pandemic, the world had clusive, environmentally healthy and economically made progress in several areas, such as maternal prosperous city. and child health and access to electricity, the most In spite of the progress made, Montevideo still important challenges, such as increasing food inse- needs to further develop a long-term view, which curity, environmental deterioration and increasing still remains to be done. inequalities not only remain, but also have deep- ened. Before the pandemic, there was some aware- ness regarding social inclusion, but now we must become more vigilant of the mid-term effects of the The Impact of Covid-19 pandemic. in the 2030 Agenda The location of the SDGs becomes highly relevant in the present global situation where Covid-19 pan-
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Chart 7. Impact of Covid-19 in the SDGs. A strategy for the drive and In this sense, Montevideo must have a strate- acceleration of the 2030 Agenda gy to promote and accelerate the 2030 Agenda, to contribute to the incorporation of the SDGs as a in Montevideo local planning and management tool beyond a spe- cific administration and overarching the next two Aggravate blacklash against Loss of income, leading Food production and Devastating effect School for many closed; The next departmental administration will have a terms (2020-2025 and 2025-2030). globalization; but also gighlight vulnerable segments of society distribution could be on health outcomes remote learning less effective challenge and an opportunity: it must preserve the The methodological process carried out to pre- the importance of international and families to fall below disrupted and not accessible for some cooperation on public health poverty line achievements already made and, in turn, accelerate pare the first voluntary local review made it possi- efforts to achieve the pending goals, ratifying the ble to identify three lines of action and some key Women’s economic gains at risk and increased levels of violence SDGs as a reference for institutional planning with actions to achieve the goals set for 2030: against women. Women account focus to the additional effort required to accelerate for majority of health and social care workers who are more recovery from the impact of the pandemic. exposed to COVID-19
Conflicts prevent effective COVID-19 measures for fighting COVID-19; pandemic those in conflict areas are most Institutional and agenda Promotion of the application of at risk of suffering devastating 1 adaptation based on 2 the 2030 Agenda by all city loss from COVID-19 Supply disruptions and inade- Montevideo’s development players. quate access to clean water hin- priorities. der access to clean handwashing facilities one of the most import- Meeting the SDGs requires the ownership ant COVID-19 prevention measures Although up to now the Montevideo Admin- and commitment of the different stakehold- istration does not have a systematic work ers in Montevideo; it must be an exercise of regarding the SDGs, achieving the goals set territorial governance. Montevideo has a vast for 2030 will require the institutionalization of experience of participatory action and has the 2030 Agenda, which will involve: generated various strategic alliances, which must be made available to the strategy it Reduced commitment to climate Population living in slums Economic activities suspended; Supply and personnel shortages •• Promoting the appropriation of the SDGs develops. It is necessary to strengthen col- action; but less environmental face higher risk of exposure lower income, less work time, are leading to disrupted access among officials, and generating capacities laboration with the private sector and include footprints due to less production to COVID-19 due to high unemployment for certain to electricity, further and trasportation population density and poor occupations for their implementation and monitoring citizens’ and academic agendas in the SDGs. sanitation conditions •• Align the SDGs with the 5-year strategic •• Creation of an advisory council to pro- Source: United Nations Department of Economic and Social Affairs - UNDESA plan mote the 2030 Agenda with the presence of leading entities and companies, to de- •• Adapt the budget to the economic effort fine spaces for collaboration between pri- made by the administration to achieve the vate agents, academia and organized civil Montevideo’s actions to mitigate •• Social measures: supply of food baskets; SDGs in the city; and mobilize new collab- society the health emergency subsidies to prevent eviction; special atten- orations from the private sector, academia tion to homeless people; care for women in and international cooperation. •• Promotion of participatory processes for The Montevideo government has coordinat- situations of domestic violence accentuat- proposal presentation by citizens in or- ed and collaborated with the strategy de- ed by imposed social isolation. •• Expand efforts to generate data and estab- der to move towards the fulfillment of the fined by the national government regarding •• Hygiene and public health measures: dis- lish indicators to measure goal achieve- goals. the Covid-19 emergency. In addition, it has infection of public spaces; protocols for the ment progress and understand trends in implemented specific actions within the de- use of public transportation; cancellation the SDG indicators. •• Communication, awareness and education partmental specific areas35: of massive public events and cohabitation initiatives to communicate the 2030 Agen- protocols in public spaces; freeing up public •• Continue with the annual preparation of da among citizens. •• ●Financial measures: support to reduce the space for pedestrian use. Local Voluntary Reviews that account for tax burden on the population of Montevideo; the SDGs not reported so far. specific financial support for artists linked to cultural activity; creation of temporary jobs to carry out maintenance tasks in pub- lic spaces for unemployed people without national government health coverage.
35 Montevideo Codo a codo (Montevideo Elbow-to-Elbow Program).
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Exchange know-how and 3 experiences regarding the 2030 Agenda with other cities in the world.
The SDGs are important not only because they contribute to global sustainable devel- opment, but also because they contribute to the communication of global stories. Mon- tevideo’s local government will promote city and organizational international cooperation networks within the framework of bilateral relations.
•• Systematization of the SDG experiences in the city, so that they can become a region- al and global landmark.
•• Share and exchange know-how and ex- periences with other cities regarding the SDGs implementation.
•• Participation in global settings where the local governments’ commitment to the 2030 Agenda is promoted.
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REFERENCES
Montevideo, a human scale city SDG 6. Clean water and sanitation
1 INE (2011). Resultados del censo de población 13 OPP (2018). Objetivos de Desarrollo Sostenible. 2011. Informe Nacional Voluntario 2018. 2 INE (2019). Encuesta Continua de Hogares. 14 Intendencia de Montevideo. Datos del Departa- Observatorio Territorio Uruguay. mento de Desarrollo Ambiental. 3 OPP (2016). Producto Interno Bruto regional 15 Cálculos propios en base a dato suministra- 2018 - 2011. do por Sistema Nacional de Áreas Protegidas 4 MINTUR (2019). Turismo receptivo 2019. (SNAP). 5 INE (2019). Encuesta Continua de Hogares. 16 Intendencia de Montevideo. Datos publicados Observatorio Territorio Uruguay. on-line. 6 INE (2019). Encuesta Continua de Hogares. 17 Intendencia de Montevideo (2018). Programa de Observatorio Territorio Uruguay. Monitoreo de cuerpos de agua. 7 INE (2019). Encuesta Continua de Hogares. Observatorio Territorio Uruguay. 8 INE (2011). Censo de población 2011. Observato- SDG 10. Reduction of inequality rio Territorio Uruguay. 9 INE (2018). Encuesta Continua de Hogares. 18 INE (2019). Encuesta Continua de Hogares. Observatorio Territorio Uruguay. Observatorio Territorio Uruguay. 19 INE (2016). Estimación de la pobreza por el mét- odo de ingreso. SDG 5. Gender equality 20 INE (2016). Encuesta Continua de Hogares. Se- ries Históricas. Medición de la pobreza. 10 MIDES (2013). Observatorio Social. 11 OPP (2017). Objetivos de Desarrollo Sostenible. Informe Nacional Voluntario 2017. 12 MIDES (2016). El lugar de las mujeres uruguayas en la toma de decisiones. Cuadernos del Siste- ma de Información de Género. N.o 5.
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SDG 11. Sustainable cities and communities
21 Intendencia de Montevideo (2019). Datos del De- partamento de Desarrollo Urbano. 22 Intendencia de Montevideo (2019). Datos del De- partamento de Movilidad. 23 Intendencia de Montevideo (2019). Datos del De- partamento de Desarrollo Ambiental. BIBLIOGRAPHY 24 Intendencia de Montevideo (2020). Datos del Departamento de Desarrollo Urbano. 26 MIDES (2013). Observatorio Social.
ACNUR Comité Español (2018). ¿Qué es desigualdad, Recuperado de: https://montevideo.gub.uy/ar- qué tipos existen y qué consecuencias tiene? eas-tematicas/ambiente/calidad-de-agua/cur- [en línea]. Recuperado de: https://eacnur.org/ sos-de-agua blog/que-es-desigualdad-que-tipos-existen-y- Intendencia de Montevideo (2020, enero). Cursos de que-consecuencias-tiene-tc_alt45664n_o_pst- agua [en línea]. Recuperado de: https://monte- n_o_pst/ video.gub.uy/areas-tematicas/ambiente/cali- Batthyány, K. (2016). ¿Quién cuida en la ciudad?: opor- dad-de-agua/cursos-de-agua tunidades y propuestas en Montevideo (Uru- Intendencia de Montevideo (2020, mayo). Desarrol- guay) [en línea]. CEPAL. Recuperado de: https:// lo Ambiental [en línea]. Recuperado de https:// www.cepal.org/es/publicaciones/40184-qui- montevideo.gub.uy/institucional/dependen- en-cuida-la-ciudad-oportunidades-propues- cias/desarrollo-ambiental tas-montevideo-uruguay Intendencia de Montevideo (2020). Proyectando el Intendencia de Montevideo (s.f.). Página oficial de la futuro. 30 años de planificación de Montevideo. Intendencia de Montevideo [en línea]. Obtenido Montevideo: Autor. de https://montevideo.gub.uy/ Intendencia de Montevideo (2020a). Informe sobre Intendencia de Montevideo (s.f.). Portal de noti- tarifas y subsidios a usuarios del sistema de cias coronavirus [en línea]. Recuperado de: transporte público de pasajeros de Montevideo. https://montevideo.gub.uy/noticias/coronavi- Los cambios implementados y sus consecuen- rus-covid-19 cias [en línea]. Recuperado de: https://monte- Intendencia de Montevideo y BID (2012). Montevideo video.gub.uy/sites/default/files/biblioteca/im- Sostenible: Plan de acción. Montevideo: Au- subsidiosaltransportedigital.pdf tores. Recuperado de: https://publications.iadb. Instituto Nacional de Estadística (2011). Resultados org/publications/spanish/document/Montevi- del Censo de Población 2011: población, crec- deo-sostenible-Plan-de-acci%C3%B3n.pdf imiento y estructura por sexo y edad [en línea]. Intendencia de Montevideo (2017). Primer Plan de Recuperado de: http://www.ine.gub.uy/docu- Accesibilidad de Montevideo. Promovemos una ments/10181/35289/analisispais.pdf/cc0282ef- ciudad sin barreras. Montevideo: Autor. Recu- 2011-4ed8-a3ff-32372d31e690 perado de: https://montevideo.gub.uy/sites/ Instituto Nacional de Estadística (2016). Encues- default/files/biblioteca/1erplandeaccesibilidad- ta Continua de Hogares. Series Históricas. demontevideo-web.pdf Medición de la pobreza [en línea]. Recuperado Intendencia de Montevideo (2017a). 3er Plan de de: http://www.ine.gub.uy/linea-de-pobreza Igualdad de Género. Montevideo: Autor. Recu- Instituto Nacional de Estadística (2020a). Boletín perado de: https://montevideo.gub.uy/sites/ Técnico: Actividad, empleo y desempleo. Ene- default/files/biblioteca/3erplandeigualdadde- ro 2020 [en línea]. Recuperado de: http://www. generocompromisos2016-2020.pdf ine.gub.uy/documents/10181/30865/ECH+Em- Intendencia de Montevideo (2019). Programa de pleo+Enero+2020/43ad8dd9-baff-4af8-8589- monitoreo de cuerpos de agua 2019 [en línea]. 881e998c1ff7
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Instituto Nacional de Estadística (2020b). Boletín ONU (s/f). Objetivos de Desarrollo Sostenible. ODS 11 Técnico: Actividad, empleo y desempleo. Junio Ciudades y comunidades sostenibles [en línea]. 2020 [en línea]. Recuperado de: http://www. Recuperado de: https://www.un.org/sustain- ine.gub.uy/web/guest/actividad-empleo-y-de- abledevelopment/es/cities/ sempleo OXFAM (2020). Tiempo para el cuidado. El traba- Instituto Nacional de la Juventud (2020). IV Encuesta jo de cuidados y la crisis global de desigual- Nacional de Adolescencia y Juventud 2018 [en dad [en línea]. Recuperado de: https://ox- línea]. Recuperado de: http://www.ine.gub.uy/c/ familibrary.openrepository.com/bitstream/ document_library/get_file?uuid=cd8dfe98- handle/10546/620928/bp-time-to-care-in- ACRONYMS AND ABREVIATIONS 5abf-4e9b-90e7-06214706e970&groupId=10181 equality-200120-es.pdf Mercer (2019). Ranking de Calidad de Vida [en línea]. Uruguay Suma Valor (s.f.). Conocer los avances de Recuperado de: https://www.latam.mercer. Uruguay por cada ODS [en línea]. Recuperado com/newsroom/estudio-calidad-de-vida.html de: http://www.ods.gub.uy/index.php/avance- Ministerio de Desarrollo Social (2013). Primera En- pais/avancepais cuesta Nacional de Prevalencia sobre Violencia Basada en Género y Generaciones [en línea]. Constitución de la República Oriental del Uruguay. Recuperado de: http://repositorio.mides.gub. Artículo 47 Montevideo, Uruguay, 2 de febrero uy:8080/xmlui/handle/123456789/362 de 1967. Disponible en: https://www.impo.com. ADEOM Association of Municipal Workers and MEF Ministry of Economy and Finance Ministerio de Desarrollo Social (s.f.). Página Oficial uy/bases/constitucion/1967-1967/47 Employees MIDES Ministry of Social Development del Observatorio Social [en línea]. Recuperado AGEV OPP’s Management and Assessment MIEM Ministry of Industry, Energy and Mining de: http://observatoriosocial.mides.gub.uy/ Board MTOP Ministry of Transport and Public Works portal/ AL-LAs Euro-Latin American Cooperation Alli- MVOTMA Ministry of Housing, Territorial Planning Ministerio de Desarrollo Social (2016). El lugar de ance among Cities and Environment las mujeres uruguayas en la toma de deci- ART Territorial Network Articulation OCDE Organization for Economic Cooperation siones. Cuadernos del Sistema de información AUCI Uruguayan Agency for International Co- and Development de género (5) [en línea]. Recuperado de: http:// operation ODS Sustainable Development Goals www.codajic.org/sites/www.codajic.org/files/ BID Inter-American Development Bank ONU United Nations cuadernillo%20No.%205%20MIDES.pdf CDE Departmental Emergency Committee OPP Planning and Budgetary Office Ministerio del Desarrollo Social (2019). Observatorio CES Emerging and Sustainable Cities PGIR Departmental Plan of Comprehensive de violencia basada en género [en línea]. https:// CGLU Union of Local Cities and Local Govern- Risk Management www.gub.uy/observatorio-violencia-genero ments PIB Gross Domestic Product Ministerio de Turismo (2019). Turismo receptivo 2019. CIGIMM Gender Equality and Gender Committee POT Territorial Development Plan Estadísticas [en línea]. Recuperado de: https:// of the Montevideo Municipality SINAE Emergency National System www.gub.uy/ministerio-turismo/datos-y-esta- DINAMA National Department for Environmental SNAP National System of Protected Areas disticas/estadisticas/turismo-receptivo-2019 Affairs SUVI Sectorial Plan of Access to Urban Soil OCDE (s/f). Alcanzar los ODS en las ciudades y las FEGUR Rural and Urban Management Fund TICs Information Technology and Communica- regiones [en línea]. Recuperado de: https:// FPAN UN High Level Political Forum tion www.oecd.org/acerca/impacto/alcanzar-los- GLRs Local and Regional Governments UNDESA UN Department of Economic and Social ods-en-las-ciudades-y-las-regiones.htm IM Municipality of Montevideo Affairs Oficina de Planeamiento y Presupuesto (2016). INE National Institute for Statistics VBG Gender-Based Violence Producto Interno Bruto Regional 2008-2011. ISCA Simplified Index for Water Quality Principales resultados [en línea]. Recuperado de: https://otu.opp.gub.uy/sites/default/files/ docsBiblioteca/Principales%20resultados%20 PIBR%202008%202011.pdf Oficina de Planeamiento y Presupuesto (2017). In- forme Nacional Voluntario – Uruguay 2017 [en línea]. Recuperado de: https://transparencia- presupuestaria.opp.gub.uy/sites/default/files/ bloque-documentos/OPP%20informe%20com- pleto%20VNR%202017.pdf Oficina de Planeamiento y Presupuesto (s/f). Obser- vatorio Territorio Uruguay [en línea]. Recupera- do de: https://otu.opp.gub.uy
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ANNEX
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ANNEX A. INSTITUTIONAL STRATEGIC PLANNING
Stategic guidelines and goals cessibility, connectivity, reliability and efficiency through quality service, infrastructure and effective Below we have described each of the strategic technology and energy use. The system must be guidelines and their corresponding goals for the in- devised at a metropolitan level and it should guar- stitutional plans defined in 2017 and effective until antee connectivity to the most vulnerable areas. 2020. 1.3. Improve and maintain the road network, ra- tionalize and optimize the use of available resourc- es, combine periodic preventive maintenance with rehabilitation actions and coordinate with the na- Strategic Guideline 1: tional government to mitigate the impact caused by the breakdown of the underground infrastructure of the public services. Promote an efficient, sustainable 1.4. Expand smart management practices; intro- and safe mobility system duce the technology for the monitoring, controlling, ordering, surveillance, prevention, deterrence and Prioritize collective and active transportation; devel- inspection, of individual and collective passenger op and maintain adequate infrastructure, guarantee transportation and cargo. passenger and cargo inspections using technology, 1.5. Reduce the impact of the mobility and car- and promote the system’s environmental, econom- go management, optimize the logistical use of the ic and social sustainability. The system must be Montevideo territory, prevent the deconsolidation of harmonized with city development planning, with a cargo inside the city, decongest heavy cargo traffic in metropolitan perspective, particularly ensuring the urban areas, create regulations and promote the de- mobility of the most vulnerable sectors of the soci- velopment of the necessary support infrastructure. ety with a gender perspective. 1.6. Promote active means of transportation, create a master plan to promote bicycle use and pedestrian mobility, encourage an interconnected Strategic Goals: network of safe infrastructure for cyclists and pe- destrians, particularly in the most socially vulner- 1.1. Improve traffic circulation and road safety, able areas, expand the public bicycle system and based on permanent planning that promotes the promote initiatives to foster cultural change. necessary readjustments for road infrastructure and adequate development of technology, using traffic modes and parking policies to optimize the use of public space and increased road safety. 1.2. Develop a sustainable and integrated met- ropolitan transportation system; promote ac-
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Strategic Guideline 2: Strategic Guideline 3: 3.7. Devise cultural policies towards integration Strategic Guideline 5: and cohabitation, strengthen decentralization, de- mocratize access and participation and promote the Promote environmentally sustainable Strengthen social inclusion and diversity of cultural manifestations in Montevideo. Foster communication with citizens and development cohabitation empower their participation
Ensure an improvement in the standard of living Create appropriate conditions to deepen social in- Develop participatory processes that strengthen the of the Montevideo population through continuous clusion and democratic interchange, through cul- Strategic Guideline 4: citizens’ creative skills and attitudes, so that they progress in environmental quality; guarantee the tural, housing, health, sports policies and the design can transform policies and have a decisive impact care of natural environments and protected eco- of public spaces; promote gender equality; fight dis- on the improvement of Montevideo, promote inter- systems, as per the general principles defined by crimination based on class, age, disability, ethnic- Foster a sustainable and innovative nal processes that facilitate the relation between the National Government and in collaboration with ity/race, sexual orientation; and build social inclu- development model the IM and the public, so that Montevideo can re- the corresponding national and departmental orga- sion, dignity and self-esteem. This must be done in spond to and incorporate the citizens’ proposals to nizations; properly manage the waste generated in accordance with the general guidelines defined by Foster the development of a carefully planned, cre- favor monitoring and information exchange. Montevideo. the National Government and in close collaboration ative, innovative, smart, resilient, productively di- with the competent agencies, and seeking to opti- versified and globally integrated Montevideo. mize the human and material resources that the IM Strategic Goals: Strategic Goals: allocates to these policies. Strategic Objectives: 5.1. Promote the decentralization of activities in 2.1. Properly manage solid waste, from collection the territory, strengthen the administration capac- to final disposal; for household waste: plan and Strategic Goals: 4.1. Define and periodically update the Montevi- ities of the Municipalities, complementing and ar- maintain a well-managed robust, effective and ef- deo Development Plan, include specific sectorial ticulating the activities of the second and third level ficient system, with the required infrastructure; 3.1. Consolidate public spaces with designs and plans (mobility, environmental, social, econom- of government. for commercial and bulky waste: tree pruning and proposals linked to culture, physical and social ic-productive, public spaces, cultural, among oth- 5.2. Promote innovative spaces for active cit- waste from civil works and construction: define and activity; prioritize active use and promotion of ers) into the Land Use Plan; seeking the most syn- izen participation, such as citizen innovation lab- update regulations and guarantee effective control. self-managed spaces whenever possible; focus ergies with the National Government and with the oratories, specific citizen debates, theme advisory 2.2. Enhance formalization of the informal gar- mainly on the recovery of impoverished areas of Metropolitan Departments’ policies. councils, and strengthen the participatory budget bage collection circuit, with an emphasis on the Montevideo; guarantee surveillance in the territory, 4.2. Promote harmonized industrial, logistical, mechanism. social integration of the sorters. and thus facilitate cohabitation. service and rural development, and enhance pro- 5.3. Generate higher levels of information and 2.3. Manage sanitation and storm water drain- 3.2. Strengthen inter-institutional spaces for ductive diversification and job generation. new communication tools with citizens, in partic- age, in particular the physical assets and sys- dialogue and action that facilitate the articulation 4.3. Promote a sustainable tourism model, with ular technological communication policies that pro- tem operation, expanding the system’s coverage of the different territorial policies and enhance co- emphasis on decentralization and spreading tour- mote an outlook of open source data and services. through the most appropriate technologies for each ordination among players that manage similar poli- ist activity throughout the year and throughout the 5.4. Provide quality responses to the requests environment and mitigating flood risks. cies and share strategic objectives. territory. and demands of citizens, centralizing, comple- 2.4. Promote managing the territory, preserving 3.3. Include systematic policy human rights and 4.4. Foster the use of information and commu- menting and integrating the various technologies the quality of the soil, the air and the bodies of wa- gender equality perspectives (at the design, im- nication technologies to promote digital citizen- and communication methods (in-person telephone, ter (brooks, ravines, wetlands, bays, Río de la Plata, plementation, monitoring and evaluation stages) in ship, efficient urban operations and services, and a networks, portals, apps) and, fundamentally, gen- aquifers, beaches), as well as the natural environ- the IM structure and procedures, promoting cultural competitive Montevideo economy. erate internal cultural change towards quality and ments and significant ecosystems, guaranteeing change in citizenship values. 4.5. Generate areas that contribute to the de- timely responses. environmental monitoring and control of emissions, 3.4. Articulate job creation strategies with ployment of an innovative and creative Montevi- including noise. stakeholders (National Government, private sector deo, which provides new opportunities for citizens. 2.5. Contribute to the mitigation of climate and civil society), promote mainly the social and co- 4.6. Promote Montevideo resilience (climate, en- change, promote policies to reduce greenhouse gas operative economy, small and medium-sized enter- vironment, society, economy, employment, health, Strategic Guideline 6: emissions in traffic, transportation, waste manage- prises, and devise development-oriented procure- among others), set risk management policies and ment, agricultural activities, and promoting energy ment policies. crisis response and recovery, promote cooperation efficiency, establishing the IM as a paradigmatic ex- 3.5. Deepen the transformation of health ser- with other organizations and raise public aware- Foster cultural transformation towards ample of cultural change, in all these aspects. vices and of the care model, in agreement and ness in this matter. efficient, innovative and transparent 2.6. Promote cultural change so that citizens along with national health policies, and including all 4.7. Strengthen regional and global links, management practices. can empower themselves through their rights and public policies that the IM deploys in the territory. through regional and global cooperation, agree- take charge of their environmental responsibilities, 3.6. Coordinate with the National Government ments and networks, to enable the interchange of Develop and maintain a management model based particularly regarding waste management and pro- access to decent habitat and housing policies for good practices and facilitate the implementation of on planning, modernization of technology and pro- mote classification at source, mainly of household vulnerable families, through land and neighborhood the various IM’s projects. cesses, professionalization and commitment of hu- solid waste. improvement programs, the PIAI, farm programs, man resources, guaranteeing financial stability and and other instruments. an open source data policies.
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Strategic Goals:
6.1. Guarantee the transparency of departmental and municipal management practices, as an ethi- cal commitment, seeking extended public account- ability before the Departmental Board and Open Municipality Councils and guarantee citizen access ANNEX B. METHODOLOGY FOR to information. 6.2. Strengthen institutional strategic plan- ning; consolidate specific goals and hierarchical THE FIRST MONTEVIDEO 2020 indicators with a crosscutting perspective, integrat- ed into management commitments, and guarantee VOLUNTARY REVIEW adequate management of projects and strategic activities. 6.3. Consolidate the institutional economic-fi- nancial sustainability, through appropriate finan- cial instruments, effective budget planning and ex- ecution to improve the quality of spending, and the Alignment of the SDGs with the The first stage involved mapping and alignment. effective management of departmental revenues institutional strategic plans At this stage, we analyzed the extent to which the within an equality framework. IM’s priorities were aligned with the Sustainable 6.4. Promote institutional technological up- Development Goals (SDG) and the 2030 Agenda. To dates and process analysis and redesign, en- The Montevideo First Voluntary Review preparation carry out this study, we started with the description courage the IM’s digital transformation, and process began at the end of 2019. The working group of the strategic guidelines (SG),1 and goals (SG), the information-based, permanently assessed and re- was integrated representatives of the Institutional main pillars of institutional planning. Then, we ex- engineered decision-making processes. Strategic Planning Unit, the Executive Resilience amined how these guidelines related to the SDGs’ 6.5. Foster cultural transformation in human Unit of the Planning Department, and the Foreign objectives and goals. Similarly, we analyzed the management practices at the service of the citi- Affairs and Cooperation Division, with the support SDG indicators addressed at national level in order zens and the institutional project, enhance the offi- of the Euro-Latin American Alliance for Cooperation to better harmonize the IM’s strategic guidelines cials’ motivation and involvement with institutional among Cities (AL-LAs). with the SDGs’ goals. We realized that some SGs objectives; target training; promote performance The process consisted of analyzing how the Mu- contributed directly to the achievement of the SDGs, appraisal policies, effective and transparent incen- nicipality’s institutional strategic planning process and others did so more indirectly. tives and sanctions methods; guarantee job secu- was aligned with the Sustainable Development Then, we analyzed other IM’s planning docu- rity; particularly increasing the commitment of top Goals (SDGs), understanding the relevance of the ments aligned to institutional priorities, such as, and middle management; define new managerial SDGs for institutional planning, and studying wheth- sector plans, crosscutting plans such as the Third selection criteria; promote a competency-based er the SDGs’ themes and Agenda 2030 had been in- Gender Equality Plan, the Resilience Strategy and matrix model; foster dialogue and collective bar- cluded in departmental priorities and actions. the main indicators and goals for 2020. gaining. Subsequently, we analyzed the actions and pro- 6.6. Optimize public services and benefits, for grams carried out by the IM in 2016-2020. 133 policy the public (cemeteries, lighting, tree pruning, pub- actions and 39 programs were studied and classi- lic health, food safety, permits, inspection capacity), From... fied according to their level of contribution to the STAGE 1 and for internal management (transportation, secu- SDG: 1) description, relevant data, UN Mapping and Linking matrix: SDGs and their development dimensions. goals and indicators, 2) SDG indicators alingment • SDG with the IM’s rity, surveillance of municipal assets). at National level. strategic guidelness In these mappings, it was possible to observe IM documents: strategic guidelines • SDGs development SG and strategic objectives (SG y SO), dimensions of the IM how the IM’s institutional strategic planning and cross-outing plans, actions and plans SG and SO of the present government period, goals and indicators 2020. its policies and programs had contributed to the Medium and long term achievement of the Sustainable Development Goals local public policies and how they reflected on them SDGs: National and Local Voluntary The second stage, called SDGs’ prioritization, in- Review. IM documents: plans, programs and • Priorizated SDGs STAGE 2 projects linked to the priorizated SDG. • Identification of all the volved selecting the goals for the study, based on Priorization areas linked to the of SDGs priorizated SDGs the linking matrices analyzed on the first stage and incorporating the public local policy experiences
To.... used in the last decades. STAGE 3 Analysis of 1st Local Voluntary prioritized SDG Review of Montevideo 1 See Annex A. Institutional Strategic Planning.
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The prioritized SDGs for the First Voluntary Local with the national government and other organiza- initiatives that aim at sustainable development, SDG 1 End of Poverty, SDG 7 Affordable and Clean Review were the following: tions to achieve the related objective. In addition, such as the use of public spaces, which have been Energy, SDG 9 Industry, innovation and Infrastruc- we worked on monitoring the indicators’ progress newly equipped to include universal accessibility ture and SDG 10 Reduction of Inequality, are linked •• SDG 5 Gender Equality of the prioritized goals and objectives, reviewing to enable all citizens to understand, use and enjoy to job creation and the transformation of care and •• SDG 6 Clean water and Sanitation the indicators set by the UN and those used in the the spaces in a standardized, comfortable, safe and health services, so that they can guarantee that •• SDG 10 Reduction of Inequality Uruguayan National Voluntary Reviews, analyzing efficient manner. Similarly, initiatives have been de- men and women have access to basic services and •• SDG 11 Cities and Communities in each case their applicability in the city and the veloped towards an efficient traffic and transporta- have the same economic rights. Similarly, other ac- possible information sources. tion mobility. In turn, the IM created a participato- tions have been carried out, such as a transition in These SDGs were selected by identifying medium The key departments identified regarding the ini- ry digital platform so that Montevideo citizens can the energy matrix, for example, through the use of and long-term public policy guidelines that, if ef- tiatives linked to the prioritized SDGs were: propose and endorse ideas that the departmental electric transport, and initiatives to encourage in- fective, can be inspiring for other cities and involve government can later adopt. Policies have been im- dustrial, logistical, service and rural development. permanent global challenges. •• SDG 5 Gender Equality: General Secretariat / plemented to promote the efficient use of resourc- The SDGs that are least connected to the Strate- Montevideo has a long tradition in sustainable Gender Equality Advisory Division. Department es, the mitigation of climate change and adaptation, gic Guidelines are SDG 2 Zero Hunger, SDG 4 Qual- territorial planning processes, policies towards so- of Social Development. resilience and risk management. ity Education, SDG 12 Responsible Consumption cio-territorial equality, and planning and implemen- •• SDG 6 Clean water and Sanitation: Department This has been achieved through the creation of the and Production, SDG 13 Climate Action, SDG 14 Life tation of the sanitation network. Similarly, the pres- of Environmental Development / Sanitation Di- Climate Change Group and the Executive Resilience Underwater and SDG 15 Life of Terrestrial Ecosys- ent city government prioritized long-term policies vision / Department of Environmental Manage- Unit. Other actions were also carried out to safeguard tems. This is mainly because these themes are and actions for the construction of gender equality. ment. Montevideo’s cultural heritage, promoting different addressed at national level. Anyway, the IM under- The themes were selected according to the com- •• SDG 10 Reduction of Inequality: Department of cultural programs. Other initiatives to reduce nega- takes policies and actions to tackle them, such as, mitments made to the citizens by the different ad- Mobility. Department of Social Development. De- tive environmental impact included waste recycling checking-up newborns, pregnant women, children ministrations and validated by the Departmental partment of Economic Development and Depart- and sorting programs, and various investments in and adolescents. In addition, the IM implements a Cabinet. ment of Urban Development. physical waste collection infrastructure. program to promote food education with the aim of Once the goals were selected, the third stage ad- •• SDG 11 Cities and Communities. Mobility De- SDG 3 Health and Well-Being can be observed in improving eating habits towards better health for dressed the analysis of the prioritized SDGs’. This partment. Department of Urban Development. strategic planning, since it is linked to five of the all age groups, especially women, pregnant women phase consisted of researching in-depth which of Planning Department and Department of Envi- six SG. Regarding mobility guidelines, the IM has and young children. At the same time, there are pol- the 2030 Agenda goals linked to these SDGs were ronmental Development / Department of Envi- promoted strong road safety policies to protect the icies boosting agricultural productivity, like financial present in the IM initiatives2, which of these initia- ronmental Management / Cleaning Division. lives of citizens on roads, which significantly de- aid for the purchase of machinery, or consultancy tives were the ones that are most strongly linked creased the number of injuries and deaths result- for new production practices. Besides, there are ed- to the Agenda goals, which were the achievements ing from traffic accidents. Regarding environmental ucational support programs. made regarding these goals and the challenges that management, there are specific areas in charge of Regarding SDG 12, there are initiatives oriented to lie ahead. The SDGs in Montevideo’s monitoring water, air and soil quality in order to re- efficiently manage solid waste, promote a cultural Firstly, in the third stage, all the IM’s 2020 indica- strategic planning: identification duce pollution. On the other hand, the IM has clinics change in citizens, encouraging recycling and clas- tors and strategic goals and current portfolio were in various parts of the city so that citizens can have sification of household solid waste, while others are analyzed with a view on the prioritized SDGs, and of the priority axis regarding the greater access to health services, and hosts pro- oriented towards sustainable tourism. they were used as input for the methodology’s fol- 17 SDGs and their 169 Goals grams that promote citizen vaccination, newborn Regarding the SDG addressing Climate Action, lowing steps. check-ups, and health care of pregnant women, Underwater Life and Terrestrial Ecosystem Life, ef- The second step involved an initial survey identify- The 17 SDGs are linked to at least one Strategic with special emphasis on those in their first quarter. forts have been made in the Santa Lucia Wetlands, ing the departments involved in the initiatives of the Guideline (SG) through the initiatives promoted by SDG 8 Decent Work and Economic Growth and which were declared a protected area and entered four selected SDGs. The Boards of the corresponding the institution, which means that the Municipality of SDG 16 Peace, Justice and Strong Institutions are into the SNAP. Divisions defined referents for each area of expertise, Montevideo is highly aligned with the achievement associated with four of the six strategic guidelines. Similarly, we can mention actions to promote who worked in depth on the preliminary connections of these goals. The Municipality carries out different initiatives to cultural change in citizens, such as, Montevideo’s made in the first stage of this process. SDG 5 Gender Equality and SDG 11 Sustainable achieve SDG 8, such as the articulation of job cre- resilience strategy, a program aimed at generating After that, the SDGs were prioritized in group Cities and Communities are the only ones that are ation strategies with the main stakeholders and the policies about risk management and recovery from meetings where the data and secondary informa- present in all SG. This is because, the IM permeates formalization of garbage classifiers, who receive crises. tion were analyzed and bilateral interviews with gender issues through the Gender Equality Adviso- training, tools and financial aid, and support to use SDG 6, Clean Water and Sanitation, is linked only expert opinions were held. For example, we ana- ry Division, which reports directly to the Mayor, and IT tools. For SDG 16, the IM aims at creating high- to one strategic guideline, not because the IM is not lyzed the initiatives mostly linked to the goals of the because there are technical teams working on this er levels of information and new communication committed to it, but because it is the only supplier selected objective and which goals had a greater theme in all MI departments. The last city adminis- tools with citizens; and at guaranteeing transparent of the sanitation services in Montevideo and is the presence in the IM initiatives. We studied the exist- trations have been largely involved with this theme; accountability regarding its administration practic- only departmental government that has that com- ing strategy and the institutional capacities for the therefore, their three plans have contained concrete es by publishing all the necessary information in a petence nationwide. For this reason, it was selected development of these initiatives, and the relation objectives, actions and goals to promote gender timely manner. An example of this can be found in as one of the prioritized SDGs for this report. equality in all the IM. the Financial Transparency, Government Commit- SDG 17 Alliances towards Goal Achievement is 2 The term ‘initiative’ refers indistinctively to plans, pro- Regarding SDG 11, the Municipality of Montevideo ments, Participatory Budget, Montevideo Decide linked to the strategic goal of promoting a sustain- grams, projects and actions carried out by the IM. has for years implemented different policies and and Montevideo Mejora Portals. able and innovative development model, particular-
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ly regarding the strategic guideline for strengthen- ing regional and global ties. Through these links, the IM has strengthened the interchange of know-how, lessons learned and good practices around the lo- calization of the SDGs. ANNEX C. SYSTEM OF INDICATORS: AVAILABILITY OF INFORMATION
In preparing Voluntary Local Reviews, it is essential to essary to adapt and process it to build an adequate have a system of indicators and a baseline to effec- indicator at local scale, not all the goals prioritized in tively assess progress in meeting the goals linked to this report have an appropriate baseline by 2020. each SDG. However, either because there is presently The following table shows the current data avail- no information available at the Montevideo scale or ability and the feasibility of building the baseline of because, even if that information existed, it is nec- the prioritized goal indicators for the future.
Chart 8. Information available for the prioritized Goal and Objective indicators in the First Montevideo Voluntary Review 2020.
SDG Goals and Indicators 5 5.1 5.2 5.2 5.4 5.5 5.5 5.6 5.6. 5.a 5.a 5.c 5.1.1 5.2.1 5.2.2 5.4.1 5.5.1 5.5.2 5.6.1 5.6.2 5.a.1 5.a.2 5.c.1 6 6.2 6.3 6.3 6.4 6.4 6.5 6.5 6.6 6.b 6.2.1 6.3.1 6.3.2 6.4.1 6.4.2 6.5.1 6.5.2 6.6.1 6.b.1 10 10.1 10.2 10.3 10.7 10.7 10.1.1 10.2.1 10.3.1 10.7.1 10.7.2 11 11.1 11.2 11.3 11.3 11.4 11.6 11.6 11.7 11.7 11.b 11.b 11.1.1 11.2.1 11.3.1 11.3.2 11.4.1 11.6.1 11.6.2 11.7.1 11.7.2 11.b.1 11.b.2 Source: IM’s in-house data. Green. Indicators available at departmental scale. Yellow. Indicators where available data must still be created or adapted at departmental scale. Red. Indicators for which there is no available infor- mation for Montevideo or Uruguay.
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SDG 5. Achieve gender equality Indicator 5.2.2. Percentage of women and b) the departmental legislative body and empower all women and girls girls of 15 years of age or older who have suffered sexual violence from people other 38 % 42 % 15 % 5 % than their sexual partners in the last 12 Goal 5.1. End all forms of discrimination months, broken down by age and location. 38 % paid work against all women and girls worldwide. The First National Survey of Prevalence of Gender 42 % housework Violence and Generations surveyed situations of sex- 15 % unpaid care 39 % councilwomen 61 % councilmen Indicator 5.1.1. Determine whether there ual violence that took place in contexts of education, 5 % other unpaid work are legal frameworks to promote, enforce work or public spaces. At local level, the information The percentage of elected councilwomen in or supervise gender equality and non- is only available for public spaces, as follows: Montevideo’s legislative body for 2015-2020 discrimination. was 39%.26 The Municipality of Montevideo has a solid legal 68 % 20% 8 % 4 % framework regarding gender issues and has es- 24.4% of women of 15 years of age or tablished the organizational foundations to con- older have experienced gender-based vi- 68 % paid work tinue developing regulations or modifying existing olence in the public sphere in the last 12 20 % housework c) Montevideo council’s municipal governments ones. Among the most recent additions are: Decree months (2013). 8 % unpaid care 37358 on the Prevention and Addressing of Sexu- 4 % other unpaid work al Harassment in Public or Public Spaces and the amendments to the regulations regarding care Target 5.4. Recognize and value unpaid care Women spend approximately twice as many and time off that incorporate regulations based on and domestic work through public services, hours as men performing unpaid work. non-discrimination. infrastructure and social protection policies, and promote shared responsibility Goal 5.2. Eliminate all forms of violence in the home and family, as appropriate for Goal 5.5. Ensure the women’s full and against all women and girls in the public each country. effective participation and equal leadership Only in 1 of the 8 municipalities in Montevideo, and private sectors, including women’s opportunities at all decision-making levels the highest executive office was held by a trafficking, sexual exploitation and other Indicator 5.4.1. Percentage of time spent on in political, economic and public life. woman in 2015. types of exploitation. unpaid housework and care, broken down by sex, age and location. Indicator 5.5.1. Proportion of seats held by Indicator 5.2.1. Percentage of women This indicator is based on the information provided women in: a) national parliaments and b) Indicator 5.5.2. Proportion of women in and girls under 15 years of age that have by the Uruguayan National Voluntary Review 2017, local governments. management positions suffered physical, sexual or psychological based on the Survey on the Use of Time and Un- Each of the 19 departmental governments in Uru- The IM has data to support this indicator, even violence from present or former sexual paid Work (EUT) carried out by the INE in 2013, with guay is headed by a Mayor who holds the highest though it is necessary to systematize the records. partners in the last 12 months, broken down the purpose of quantifying the total work burden executive position and a Departmental Board with by type of violence and by age. (paid and unpaid) carried by the Uruguayan society; 31 councilors that is the Departmental Legislative Goal 5.6. Ensure universal access to sexual This indicator is based on the results of the First make the division of this workload statistically visi- Body. The Municipal Government is headed by a and reproductive health and rights as National Survey of Prevalence of Gender-Based Vi- ble between women and men; and understand how Mayor. Considering the local scope of this report, agreed with the Program of Action of the olence and Generations prepared by the Ministry of domestic work and care provided to children or de- we have included the percentage of seats held by International Conference on Population Social Development in 2013, in which gender vio- pendents is distributed among the members of the women for this indicator in: a) the departmental ex- and Development, the Beijing Platform for lence is understood as violence that arises through household. There is no information disaggregated ecutive body, b) the departmental legislative body, Action and the final documents arising from relations of power and domination based on gender by age for Montevideo, so, below, you will find the and c) the municipal governments. the review conferences. inequality. According to the disaggregated informa- following partial indicator: tion available for Montevideo, we have included the Indicator 5.6.1 Percentage of women following partial indicator, which does not include a) the departmental executive body aged 15-49 who make their own informed violence type or women’s age: decisions regarding sexual intercourse, contraceptive use, and reproductive health care. At local level, there is no data for this indicator. We propose the following indicator based on the infor- mation available in the National Survey of Adoles- 26.4% of women of 15 years of age who have suf- Between 1985 - 2020, the highest Departmental cents and Youth prepared by the INE: fered gender-based violence from their present or Body’s executive position was held 6 times by former sexual partner in the last 12 months (2013) men and only one time by women (in 2010).
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89,1% of young women had a gynecolog- Goal 5.c. Pass and strengthen sound treatment elsewhere, protecting people’s health, Indicator 6.3.2 Proportion of high quality ical consultation at some moment (2018). policies and applicable laws to promote their surroundings and the environment. It has a le- water bodies. gender equality and the empowerment of gal and institutional framework for its implementa- all women and girls at all levels. tion and adequate infrastructure, instruments and WQSI Water Quality resources for management and control. 86 - 100 Mountain Water Indicator 5.6.2. Number of countries with Indicator 5.c.1 Proportion of countries that At present 1,150,000 people have an adequate 76 - 85 Clear Water laws and regulations that guarantee 15 to have systems in place to monitor gender sanitation network in their homes. 170,000 people 49-year old women’s access to sexual and equality and women’s empowerment and remain to be served, 150,000 located in urban areas 61 - 75 Medium Water reproductive health services and to sexual allocate public funds for this purpose. and 20,000 in rural areas. Montevideo has 15,400 46 - 60 Deteriorated Water information and education. The IM performs budget tagging by gender. It is nec- hectares with sewage, 3,100 km of collector pipes, 31 - 45 Deteriorated Water National indicator. In the Uruguayan National Vol- essary to systematize the information available to 42 pumping stations, 2 underwater outfalls and untary Review of 2017, it is reported that Uruguay prepare the indicator. an adequate effluent final disposal. Since 2020, all 16 - 30 Diluted Residual Water has regulations and interventions that seek to guar- Montevideo networks are connected to adequate 0 - 15 Residual Water antee access and information on sexual and repro- final disposal systems. The final disposal system ductive health services. In this sense, Law 18,426 SDG 6. Guarantee available and in Montevideo has a metropolitan scope, so it also The four main urban Brooks have a (Sexual and Reproductive Health), passed in 2008 sustainable water and sanitation covers the areas of Paso and Barra de Carrasco, Water Quality Simplified Index (WQSI) and regulated by Decree 293/2010, recognizes sex- for all. and it is planned to incorporate the populations of of 46-60 over an optimum level of 100, ual and reproductive rights as human rights, on the La Paz, Las Piedras, Progreso, and other areas of fit for watering activities and water entire Uruguayan territory. Goal 6.2. By 2030, achieve access to the Canelones Department. sports (2005 to 2018). adequate and equitable sanitation and Goal 5.a. Undertake reforms that grant hygiene services for all and end outdoor Goal 6.3. By 2030, improve water quality women equal rights to economic resources, defecation, paying special attention to the by reducing pollution, eliminating dumping The quality of Montevideo’s water bodies is mon- as well as access to ownership and control needs of women and girls and people in and minimizing the emission of chemicals itored through the Water Courses Monitoring Pro- of land and other types of property, vulnerable situations. and hazardous materials, halving the gram. To measure water quality, the Environmental financial services, inheritance and natural percentage of untreated wastewater, and Quality and Control Assessment Service uses the resources, in accordance with the national Indicator 6.2.1. Proportion of population significantly increasing recycling and safe Simplified Water Quality Index (ISCA). It is present- legislation using safely managed sanitation services, reuse under global standards. ly applied in the Miguelete, Pantanoso, Las Piedras including handwashing facilities with soap and Carrasco brooks. Indicator 5.a.2. Proportion of countries and water. Indicator 6.3.1 Proportion of wastewater It is possible to create an alternative indicator whose legal systems (including common treated adequately. adapted to the data available in Montevideo. law) guarantee equal rights for women to own or control land. Goal 6.5. By 2030, implement integrated National indicator. The legal framework associated 100% of the effluents from the sanitation water resources management practices with this indicator is national in nature and there- 92.6% of urban households have network are safely treated in the final dis- at all levels, including water management fore applies to Montevideo. safe sanitation connected to the final posal system. through cross-border cooperation, as In the Uruguayan National Voluntary Review of disposal system (2020). necessary. 2017, it is reported that the country has a legal sys- The indicator refers only to the effluents of the sani- tem (including common law) that guarantees equal tation network. Indicator 6.5.1. Degree of implementation rights for women to own and/or control land. The of the integrated management of water regulations regarding the ownership models of pro- resources (0-100). ductive assets, fiscal and tax approaches, scopes 87% of the total population of Monte- Indicator not currently available. It is possible to cre- of social protection, social security and health, for video, including the rural population, ate an indicator adapted to departmental compe- cases of shared ownership, are under review. has a safely managed sanitation tences, jointly with the Departments of Canelones network connected to an adequate and San José (metropolitan area). final disposal system. Indicator 6.5.2. Proportion of the surface of transboundary basins area with operational The proposed indicator is calculated based on the arrangements for water cooperation. definition of adequate sanitation used by Montevi- Indicator not currently available. It is possible to deo: it is an affordable and safely managed sanita- create indicators for the Santa Lucia river basin and tion system for all people, so that effluents do not for the Carrasco stream basin. come into contact with people throughout the en- tire chain, either through safe landfills and dispos- al sites near homes or through transportation and
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Goal 6.6 By 2020, protect and restore Goal 10.2. By 2030, empower and promote SDG 11. Make cities and human Goal 11.3. Increase inclusive and sustainable water-related ecosystems, including the social, economic and political inclusion settlements inclusive, safe, urbanization and capacity for participatory, forests, mountains, wetlands, rivers, of all people, regardless of their age, sex, resilient and sustainable. integrated and sustainable planning and aquifers, and lakes. disability, race, ethnicity, origin, religion, management of human settlements in all economic condition or any other condition. Goal 11.1. By 2030, ensure access for all to countries. Indicator 6.6.1. Change in the extension of adequate, safe and affordable housing and water-related ecosystems over time. Indicator 10.2.1. Percentage of people living basic services and improve the condition of Indicator 11.3.1. Rate of land use and Indicator not currently available. Evaluate the avail- below 50% of the median income, broken slums. population growth. ability of data to build the indicator for the whole down by sex, age and disability. Indicator not currently available. There is data avail- department or for one or more of the urban basins Indicator not currently available. It exists at country Indicator 11.1.1. Percentage of urban able to create the departmental indicator. of the Montevideo streams, regarding wetlands, for- level and it be created for Montevideo. population living in slums, unregulated ests and grasslands. settlements, or inadequate housing. Indicator 11.3.2. Proportion of cities that We propose an alternative indicator: Percentage Goal 10.3. Guarantee equal opportunities have a structure for direct, regular and of protected territory associated with water-related and reduce inequality, including eliminating democratic participation by civil society in ecosystems. discriminatory laws, policies and practices 9,2 9.2% of the population of urban planning and management. and promoting adequate legislation, Montevideo lives in informal The Montevideo territorial plan incorporates the policies and measures in this regard. settlements (2018). guiding principles stated in National Law 18,308 on 15% of the Montevideo territory Territorial Planning and Sustainable Development belongs to the Protected Area of the Indicator 10.3.1. Percentage of the population (2008), which aims at environmentally sustainable Managed Resources Wetlands of the that states that they have felt personally The indicator was created with data from the Obser- planning, with social equity and territorial cohesion, Santa Lucia River, and it has been part discriminated against or harassed in vatory of Informal Settlements of the Department of and citizen participation. The elaboration of these of the National System of Protected the last 12 months on the grounds of the Urban Development. instruments involves citizen participation in the le- Areas since 2015. discrimination patterns set by international gally established instances of public hearings and human rights legislation. Goal 11.2. Provide access to safe, affordable, demonstrations. Indicator not available. There are no data for creat- accessible and sustainable transportation In addition, Montevideo has developed modali- Goal 6.b. Support and strengthen the ing this indicator. We propose the indicator of sexual systems for all and improve road ties of participation for through social organizations participation of local communities harassment in public spaces as a partial alternative safety, in particular by extending public operating on the territory (Neighborhood Councils) in improving water and sanitation indicator: women 15 years of age or older who have transportation, with special emphasis on and consultation mechanisms, such as Montevideo management practices. experienced gender-based violence in the public the needs of vulnerable people, women, Decide and the Participatory Budget, among others. sphere in the last 12 months (see Indicator 5.2.2.). children, people with disabilities and the Indicator 6.b.1. Percentage of local elderly. Goal 11.4 Duplicate efforts to protect and administrative units that have established Goal 10.7. Facilitate the orderly, safe, regular safeguard the world’s cultural and natural policies and operational procedures for the and responsible migration and mobility of Indicator 11.2.1. Percentage of the population heritage. participation of local communities in water people, even though the implementation with access to public transportation, broken and sanitation management practices. of planned and well-managed migration down by sex, age and condition of disability. Indicator 11.4.1 Total expenditure (public Indicator not currently available. It is possible to policies. and private) per capita for the preservation, create it with data obtained from the Municipality. protection and conservation of all cultural Indicator 10.7.1. Recruitment cost borne by and natural heritage, broken down by type employee as a proportion of yearly income of heritage (cultural, natural, mixed and SDG 10. Reduce inequality in earned in the destination country. recognized by the World Heritage Center), countries and among them Indicator not available. Currently there are no data level of government (national, regional available to create it. and local or municipal), type of expenses Goal 10.1. By 2030, progressively achieve (operating expenses or investments) and and sustain income growth for the poorest Indicator 10.7.2. Number of countries that type of private funding (donations in kind, 40% of the population at a rate higher than have implemented well-managed migration funding from the private non-profit sector the national average. policies. 98.1% of the population of Montevideo has and sponsorships). Indicator not available. Evaluate the possibility of access to public transportation located 500 Indicator not available. Currently there are no data Indicator 10.1.1. Per capita growth rates of creating an alternative indicator adapted to the meters away from their place of residence. available to create this indicator. household income or expenditure of the competence of Montevideo. poorest 40% of the population and the total There are no data disaggregated by age and sex. population. It could be calculated and disaggregated by sex, Indicator not currently available. It exists at country based on the data of the population located in the level and can be created for Montevideo. areas covered by the service.
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Goal 11.6. By 2030, reduce the per capita Target 11.7 By 2030, provide universal Goal 11.b. By 2020, increase significantly the negative environmental impact in cities, access to safe, inclusive and accessible number of cities and human settlements putting special emphasis on air quality and green areas and public spaces, particularly that adopt and implement integrated municipal and other waste management for women and children, the elderly and policies and plans to promote inclusion, systems. people with disabilities. efficient use of resources, climate change mitigation and adaptation, disaster Indicator 11.6.1. Proportion of urban solid Indicator 11.7.1. Average percentage of resilience, and develop and implement, waste collected periodically with adequate city area built to host public open spaces, in line with the Sendai Framework for final disposal compared to the total urban broken down by sex, age and people with Disaster Risk Reduction 2015-2030, solid waste generated, broken down by city. disabilities. comprehensive disaster risk management Indicator not available. Currently there are no data at all levels. available to create this indicator. Evaluate the possi- bility of constructing an alternative indicator based 27.3% of the urban and suburban land in Indicator 11.b.2. Proportion of local on data available from the Montevideo Municipality Montevideo is dedicated to streets and governments that adopt and implement and other external sources. open spaces. local disaster risk reduction strategies in line with national disaster risk reduction Indicator 11.6.2. Annual mean levels of fine strategies. particulate matter (e.g. PM2.5 and PM10) in The data currently available does not enable an as- Montevideo is a pioneer in the development of strate- cities (population-weighted). sessment of the use of the space broken down by gies, policies, and response plans for climate change, sex, age or people with disabilities. Nor these data urban resilience, and comprehensive disaster risk specify the proportion of open spaces that have management at a subnational scale, being in many 14 12 universal accessibility. Data availability can be as- cases a benchmark for other departmental govern- 2015 2018 PM 2,5 ug/m3 sessed to create an accompanying indicator. The ments and for the national government. It is current- data was provided by the Department of Urban De- ly implementing the following strategies for disaster velopment. risk reduction in line with national strategies:
23 18 PM 10 ug/m3 Indicator 11.7.2. Proportion of people who •• Resilience Strategy (2018) have been victims of physical or sexual •• Comprehensive Risk Management Plan (2020- 2015 2018 harassment in the last 12 months, broken 2024) down by sex, age, degree of disability and Annual mean levels of fine particulate matter location. It is also starting the review process of the Cli- in the air: Indicator not available. We propose the indicator of mate Plan for the Metropolitan Region (2012). sexual harassment in public spaces as a partial al- ternative indicator: women aged 15 years or older This indicator was calculated based on the Monte- who have experienced gender-based violence in the video’s 2018 Annual Air Quality Report. The annual public sphere in the last 12 months (see Indicator air quality reports present all the results obtained 5.2.2.). from January to December, including a comparative historical analysis of previous years. These reports have been made since 2005. Montevideo also pub- lishes weekly air quality reports.
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