4 100 RESILIENT CITIES: MEXICO CITY Septiembre 2016 FIRST EDITION: [email protected] CONTACT: Brenda Ávila PROOFREADING: SEDEMA COVER: Joy Nuño Enrique Abe-SEDEMA PHOTOGRAPHY: Annika UsselGrimm Adriana ChávezSánchez Mónica Arzoz EDITORIAL DESIGN: aI911 AECOM 100 ResilientCities SEDEMA WITH THECOLLABORATIONOF: Flavia TudelaRivadeneyra Daniela TorresMendoza Adriana ChávezSánchez Arnoldo MatusKramer RESILIENCE OFFICE: CDMX ResilienceOffice PREPARED BY: CDMX ChiefResilienceOfficer Dr. ArnoldoMatusKramer Secretary oftheEnvironment M. enC.TanyaMüllerGarcía Mayor ofMexicoCity Dr. MiguelÁngelManceraEspinosa DIRECTORY: Canalizo Acknowledgments References Glossary VII. EXHIBIT VI .NEXTSTEPS V. RESILIENCESTRATEGY IV. AVISIONTOBUILDRESILIENCEINCDMX III. DEVELOPMENTOFRESILIENCESTRATEGY II. RESILIENCECHALLENGESINCDMX I. INTRODUCTION Acronyms Executive Summary CONTENTS PILLAR 05. Safe, and Sustainable System PILLAR 04. PILLAR 03. New ParadigmforWaterManagementintheMexicoBasin PILLAR 02. PILLAR 01. 3.3 InstitutionalizationofResilience 3.2 StrategyDevelopmentProcess 3.1 ConceptualFrameworkofCityResilience 2.4. ClimateChange 2.3. ShocksandStressesinCDMX 2.2. CityExpansion 2.1. TheGreatTransformationfromLaketoMegacity

Fosterregional coordination PlanforUrban and Regional Resilience PromoteWaterResilienceasa DevelopInnovationandAdaptiveCapacity ImproveMobilitythroughanIntegrated,

182 176 174 147 145 90 72 60 55 52 50 45 43 34 27 20 108 126 23 21 14 9 16 41

5 RESILIENCE STRATEGY 6 100 RESILIENT CITIES: MEXICO CITY Mayor ofMexicoCity DR. MIGUELA.MANCERAESPINOSA Building resilience must be tackled on multiple fronts. For example, the Water the example, For fronts. multiple on tackled be must resilience Building life. of quality inhabitants’ its improve to needed proposals innovative the for As one of the greatest megacities in the world, Mexico City is an excellent center various riskswithoutcommittingtodevelopment. public policies that contribute to strengthening Mexico City’s foster capacityto CDMX toby commitment address global a to response a is Strategy Resilience Resilient Citiesinitiative,ofwhichourcityhasbeenamembersince2013.This 100 the under prepared was City Mexico by submitted Strategy Resiliency A and vulnerability,produceasafer,fairer,more equitablesociety. inequality social reduce help can levels all at resilience Building emergencies. to responding in role active an play can that community a to, exposed are all involvement is critical to building a community capable of facing the risks that Public actions. proposed the of implementation the through all and outset the sectors—from private and public the both from and levels regional and local the at stakeholders various of coordination and participation the requires that Building resilience is in everyone’s interest. It is a short- and long-term endeavor Zero initiativeisreducingthenumberofroadaccidents. including electric cabs, which will help reduce pollutant emissions. technologies, And transportation the safe Visionand up-to-date in investment fostering and A bus replacement project is removing old, obsolete, unsafe buses from our roads Mobility Program is giving Comprehensive pedestrians the and example, bicycle For riders resilience. priority of overcreation private the to cars. contributing also are projects Other areas. conservation water of protection environmental Fund for Mexico City aims to strengthen the water supply system and increase Secretary oftheEnvironment TANYA M environment andwithavision forthefutureandourlong-term commitments. the with harmony in city, the of development social and economic the support to together join to opportunity an represents Strategy Resilience City’s Mexico in anemergencyordisastersituation. civil society and ensure that citizens at all levels of society have the ability to act for urban renewal and a revitalized infrastructure. Resilience building can strengthen sectors of society and requires the integration of specific actions that multiple are needed involves It issues. environmental all spans that concept a is Resilience and improvetheadaptivecapacityofMexicoCity. Resilience building is a specific strategic focus of the PACCM that aims to develop risks. economic and environmental, social, reduce to actions of coordination the 2014-2010 (PACCM). This policy brings various stakeholders together and fosters the effects of climate change, as stated in the Mexico City Climate Action Program We have therefore developed a comprehensive public policy designed to counter that result in multiple benefits and that supplement the CDMX sustainability agenda. city to find new approaches to these challenges and to develop innovative solutions city. Nonetheless, the complexity of the challenges Mexico City faces requires the resources, improve people’s quality of life, and guarantee natural the water supply in preserve the to order in activities development regulates which areas, of realignment ecological as such instruments planning has policy Environmental causing aloweraquiferrechargezoneinConservationAreas. already affected by the impacts of drought and the loss of green areas, which are of water, which has become one of the most serious issues faced by a population scarcity the is example An events. weather extreme in increase an and available change, such as a decrease in the quantity and quality of environmental services climate with connected are which of some challenges, great faces City Mexico Ü LLER GARCÍA

7 RESILIENCE STRATEGY 8 100 RESILIENT CITIES: MEXICO CITY Pioneered bytheRockefellerFoundation. PChairman, 100ResilientCities, MICHAEL BERKOWITZ Viva MexicoCity! Platform ofPartners,who have allralliedtogethertohelpcreatethisstrategy. 100RC the and organizations, local agencies, city from actors of set diverse and the implementation of this strategy’s initiatives with the support of an important work of the three other Mexican cities in our network. We look forward to seeing We are thrilled to be continuing our work in Mexico City and to be supporting the that mustnowbedeliveredon. opportunities of set a outlines and City, Mexico for road long a of beginning the Finally, we should remind ourselves that the release of this strategy only represents regional coordinationtorethinkingwatermanagement andfloodprotection. resilient. Featured in the strategy are initiatives that range from promoting better more and stronger city the make will that initiatives city-driven the guide to are that goals interrelated and pillars five identifies Strategy Resilience CDMX The level stakeholderstoengageinresiliencethinking. high- for opportunity the offered which Summit, Global Officer Resilience Chief 2015 the hosted and Strategy Resilience forward-thinking this for groundwork the laid who Tudela, Flavia and Chavez, Adriana Torres, Daniela includes which the work of the city’s Chief Resilience Officer, Arnoldo Matus Kramer, and his team, and support this would not have been possible. In addition, I would like to highlight Tanya Muller Garcia, the Secretary of the Environment, without whose leadership the Resilience Office and implement the outlined initiatives. I would like to thank this strategy, and we are thrilled that the team is now taking steps to institutionalize The support and leadership of Mayor Mancera was crucial to the development of and theneedforbetterintegratedregionalplanning. pressing shocks and stresses, such as flooding, limited mobility, and social inequity, work and the release of this resilience strategy, which responds to the city’s most 100 Resilient Cities is honored to partner with Mexico City to support this important CDMX ChiefResilienceOfficer ARNOLDO MATUSKRAMER actions resultingfromtheResilienceStrategy. opportunity to strengthen this integration process and to track the projects and an is CDMX for Office Resilience a of creation future the Therefore, resources. financial and technical, human, of support long-term sustained, the as well as Issues such as these require the collaborative efforts of a coalition of stakeholders key issues as achieving aquifer sustainability or transforming the mobility system. such regarding planning future regional and city on impact an have to order in practices best of integration entailing process, live a is Strategy Resilience The zones, includingataregionallevel. various in replicated and shared be must experiences high-impact successful, level, urban an At risks. to respond and face to ability public’s the increasing to and resilience building in involved public the getting to vital is development at different scales and from local to regional levels. At the local level, community Our city is a living laboratory for new initiatives and technologies to build resilience future threats. create an environment of continuous learning and innovation to face must present we and that risks changing dynamically such face City Mexico of citizens the faced many challenges and environmental impacts throughout its history. Today Given its geographic location and social and economic context, Mexico City has

9 RESILIENCE STRATEGY 10 100 RESILIENT CITIES: MEXICO CITY EXECUTIVE SUMMARY and infrastructuredevelopmentofCDMX. response, disaster capacity, adaptive the improve to actions of implementation the the challenges facing the city through five pillars, or focal points. These pillars will drive Resilience Strategy is being developed as part of this initiative, and will aim CDMX to The addresscapabilities. and efforts building resilience urban their together bring to cities for opportunity an is initiative This Foundation. Rockefeller The by pioneered initiative, Cities Resilient 100 the of part be to selected was City Mexico 2013, In waves, extremerainfallevents,andlongdroughts. the intensity of hydrometeorological events, causing historically unprecedented heat differential subsidence. Climate change may exacerbate risks and in potentially result increase can which exposure, seismic for factor determining a also is it population, region’s this for supply water future the affecting issues chronic and pressing most the of one just not is overexploitation Aquifer services. public and amenities urban the use of public space. For example, across the city, there is inequality of access to in as well as level economic and social a both at exists that inequality the as such city, the weaken that stresses other are there basis, day-to-day a On losses. human and economic greatest the caused have earthquake, 1985 the as such phenomena, geological origin, hydrometeorological of been have impacts frequent most the of some Although man-made. and natural both risks, multiple with faced is CDMX based onalong-termsustainabilityperspective. management water as such issues regional important track and monitor to difficult it making coordination, megalopolitan and metropolitan weak and planning term in the last few decades have added to the problems resulting from insufficient long- the most populous on Earth. Rapid urban expansion and soaring population growth and social context. Having once been a lake, the city has become a megacity, one of given its geographic situation, history of great social-environmental transformation, issues, economic and social, environmental, on challenges resilience faces city The economic, andenvironmentalchallengesofthe21stcentury. engage in a transformation that has the adaptive capacity togroups survive vulnerable the majorand social, sectors, stakeholders, various which in process embracing all- an on based society equitable an create to is (CDMX) City Mexico of vision The

11 RESILIENCE STRATEGY 12 100 RESILIENT CITIES: MEXICO CITY the watersupply andguaranteethewater supplyforthe entirepopulation. to access equal ensure must GIRHU The pressures. environmental and social and change climate to related impacts and risks to response the and resources water Resources (GIRHU), which is responsible for the integrated management of urban the Mexico Basin is handled under the Comprehensive Management of City Water such as the mobility network. The vision for this pillar, or focal point, is that water in the case of extreme rainfall events, ponding and In floods drought. may long affect a City for operations, potential a is there as change, climate by exacerbated be threatens the future supply of aquifer water for the metropolitan area, and it may overexploitation This aquifer. the of overexploitation great also is There system. there is a great loss of potable water due to leaks in the potable water distribution resources. The water management system has material inefficiencies; for example, water of management and supply future the to linked is issue resilience major A 01 PILLAR move towardaregionalcollaborationagenda. and efforts resilience on closely more work to opportunity an are development, under currently (NAICM) City Mexico of Airport International New the as such responsibility in building resilience. Infrastructure projects with a regional impact, institutional framework on key issues to drive a common agenda and ensure shared Metropolitan Area of the Valley of Mexico (ZMVM) work together under a regional the and Megalopolis pillar, this of vision the In management. mobility integrated at all levels are key to building resilience, especially on priorities such as water and political and administrative boundaries. Maintaining a regional view and coordination Given the urban growth experienced by CDMX, resilience building must transcend 02 PILLAR COORDINATION REGIONAL FOSTER PILLAR 01. RESILIENCE ASA NEW PARADIGM WATER SUPPLY WATER INTHE MEXICO BASIN TO MANAGE PARADIGM TOMANAGEWATERINTHEMEXICOBASIN PROMOTE WATERSUPPLYRESILIENCEASANEW FOSTER REGIONALCOORDINATION PROMOTE PILLAR 02. URBAN AND RESILIENCE REGIONAL PLAN FOR PILLAR 03. SUSTAINABLE THROUGH AN INTEGRATED, SAFE, AND MOBILITY IMPROVE SYSTEM PILLAR 04. AND ADAPTIVE INNOVATION CAPACITY DEVELOP PILLAR 05. to buildresilience inCDMX. innovation and learning continuous facilitates that system tracking a co-designing sector, and the scientific community. The Resilience Office must also take charge of private the society, civil in stakeholders as well as country), and region, (city, levels various at stakeholders government of efforts the coordinate to enough flexible Orleans, among others, have done. The Resilience Office must be all-embracing and for CDMX must be established, as cities such as Barcelona, New York City, and New Office Resilience a Strategy, Resilience of implementation successful a for Finally, reduce theriskstheyface,particularlywithrespect toclimate change. and vulnerabilities their understand and of aware be to sectors economic and processes and tools must be developed that enable innovative government and resilience, various build social To development. sustainable economic and competitiveness compromising without origin social or natural a of risks changing This pillar has the goal of increasing the capacity of CDMX to respond to dynamic, 04. PILLAR 03. PILLAR 05. PILLAR safe, andsustainablemobilitysystemwhilediscouraging theuseofcars. integrated, an via mobility improving of benefits the validate data of use smart bicyclists. In this vision, innovative transportation projects, technologies, and the and pedestrians for environment urban safe a provides and vehicles private over mobility system for CDMX integrated and an the is ZMVM 04 that Pillar gives of priority vision to The public city. transportation the of population entire the serves that system integrated an create to as well as system, mobility the of safety and quality the improve to order in required is transportation public in Investment commute times, loss of competitiveness, and long impacts involves system on mobility health the and Today, social City. cohesion. Mexico in life of quality improve to order in addressed be must that issues pressing most the of one is Mobility face ofnewchallengescreatedbydynamicprocesses,such asclimatechange. current challenges on issues such as inequality, and for increasing resilience in the Planning is a fundamental tool for maintaining a long-term vision and for addressing mitigation of risks occur through a sustainable management of natural resources. and environment the in improvements that and spaces, public and areas, green for this pillar is that CDMX citizens have equal access to urban amenities, housing, Urban and regional planning play a fundamental role in building resilience. The vision SAFE, ANDSUSTAINABLESYSTEM IMPROVE MOBILITYTHROUGHANINTEGRATED, PLAN FORURBANANDREGIONALRESILIENCE DEVELOP INNOVATIONANDADAPTIVECAPACITY 13 RESILIENCE STRATEGY 14 100 RESILIENT CITIES: MEXICO CITY

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

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

National Politechnical Institute Intergovernment PanelonClimateChange Federal DistrictHousingInstitute Institute oftheNationalHousing FundforWorkers National InstituteofStatistics andGeography National InstituteofEcology andClimateChange Mexican InstituteofWater Technology German InternationalCooperationAgency Comprehensive ManagementofCityWaterResources Mexico CityNaturalDisastersAssistanceFund Station Trust for Construction and Operation of Mexico City Central Supply School ofPublicAdministration Transportation OrientedUrbanDevelopment Chief ResilienceOfficer City ResilienceFramework Federal DistrictNaturalResourcesCommission Convention onClimateChange 21st ConferenceofPartiestoUnitedNationsFramework National CounciltoAssessSocialDevelopmentPolicy National HousingCommission National PopulationCouncil National WaterCommission Metropolitan TransportationandRoadsCommission Mexican InstituteforHigherEducationandSocialScience Mario MolinaCenter Federal DistrictInter-institutionalClimateChangeCommission Conservation International Cities ClimateLeadershipGroup Intermodal TransferCenters National CenterforDisasterPrevention National CenterforEpidemicandDisasterContingenciesSupport Mexico City Latin AmericaDevelopmentBank Mexico CityCenterforEmergencyandCitizenProtection World Bank Inter-American DevelopmentBank Authority ofPatrimonialZone Architecture 911 Public-Private Partnerships Mexico CityInternationalAirport Basic GeostatisticalArea Strategic ManagementAreas Public SpaceAuthority Architecture, Engineering, Consulting, Operations, and Mantainance 100 ResilientCities

ITDP ZMVM WHO UNISDR UNAM UAM TNC STCM SSP Sq ft SPC SOBSE SIT SINAPROC SG SEMOVI SEMARNAT SEFIN SEDUVI SEDESO SEDESA SEDEREC SEDEMA SEDECO SEDATU SECITI SACMEX SAC RMS RBD PUEC PROFACE PPGDU POZMVM PGDU PAOT PAE PACCM OR OCDE OCAVAM NAICM MRV MB UNAM LANCIS

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

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

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

I INTRODUCTION INTRODUCTION CHAPTER I.

Wave 1 Wave 2 Wave 3

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

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

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

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

(INEGI, 2015) (SEDEMA, 2013a) (COMUNICACIÓN SOCIAL CDMX, 2013) MEXICO CITY Social gaps INTRODUCTION Out of the total population (CONEVAL, 2012) 3.9% 7.6% 9.5% 15.5% 32.5% 54.4% 6.8% 10.1% 13.7% 23.2% 36.9% 54.0% CHAPTER I. 50% 100 RESILIENT CITIES:

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

Alváro Obregón, Demogrphics Coyoacán, Cuauhtémoc, (INEGI, 2010) Iztapalapa, Gustavo A. Madero, Tlalpan. CDMX 8080-24 - 84 Men Municipalities with 7070-74 - 74 greatest number of inhabitants ZMVM CDMX 6060-64 - 64 Women 5050-54 - 54 Chimalhuacán, Cuautitlán Izcalli, Ecatepec de 4040-44 - 44 Morelos, Naucalpán de 30 - 34 Juárez, Nezahualcoyotl, ZMVM 30-34 Men Tlalnepantla de Baz, 2020-24 - 24 Tultitlán. ZMVM 10 10-14- 14 20 21 Women 0 - 40-4 Source: INEGI, SCINCE 2010, variables created by a911.. -1,000,000 -800,000 -600,000 -400,000 -200,000 0 200,000 400,000 600,000 800,000 1,000,000 -1,000,000 -800,000 -600,000 -400,000 -200,000 0 200,000 400,000 600,000 800,000 1,000,000 RESILIENCE CHALLENGES IN CDMX

Over time Mexico City has experienced intense collaboration and integration at a great social and environmental urban, socioeconomic, and environmental transformation, becoming the center of levels in the region. economic, political, and social-cultural activities in Mexico. A strong trend of To build resiliency, the past must be population growth and expansion of considered so that risks related with the its territory have given rise to pressing city’s history are better understood. For issues, such as intense demand for example, while the fact that most of the natural resources, inequality and social City is located on top of what used to be a marginalization, informal settlements, lake must be considered, future scenarios waste generation, degradation of natural must take into account the fact that resources, and pollution. social and environmental transformation continues to take place. Knowledge These issues, however, have also of both the past and the present is the generated a strong link between the foundation for a better understanding of Metropolitan Area of the Valley of Mexico the potential risks and unforeseen events II (ZMVM)[3] and the Megalópolis[4], due to that the City and its inhabitants may face. MEXICO CITY RESILIENCE 2.1. THE GREAT TRANSFORMATION FROM LAKE TO MEGACITY RESILIENCE CHALLENGES CHALLENGES IN Mexico City is built on what used to be a These projects enabled a steady supply lake, inside a drainless basin[5]. From pre- of water to the city’s inhabitants. Altering Colombian times, hydraulic projects took lake systems defined a new relationship

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

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

2.2. CITY EXPANSION

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

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

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

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

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

26 27

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

MEXICO CITY levels depends heavily on assessing socioeconomic and social-ecological vulnerabilities and historical impacts, processes that increase the vulnerabilities understanding and interpreting future risk caused by the city’s chronic stresses.

scenarios (for example, climate change RESILIENCE CHALLENGES CHAPTER II. 100 RESILIENT CITIES: SHOCKS

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

17. Calidad del aire, consultado el 24 de junio de 2016. 18. El ozono troposférico se encuentra a nivel de superficie, en áreas urbanas se produce cuando los óxidos de nitrógeno (NOX) y los compuestos orgánicos volátiles (COV) reaccionan en la atmósfera en presencia de luz solar. En altas concentraciones puede poner en riesgo la salud humana y la vegetación (Calidad del aire, consultado el 24 de junio de 2016). 19. Las partículas suspendidas tienen una diversidad de fuentes y composición. Su tamaño va desde algunas fracciones de 28 milímetro hasta algunos nanómetros. Son emitidas de manera natural o por las actividades humanas, también se pueden formar 29 en la atmósfera de reacciones químicas (Calidad del aire, consultado el 24 de junio de 2016). Source: INEGI, SCINCE 2010. Data created by a911 from DENUE, INEGI, 2010. 20. Centro Mario Molina, 2016. Figure 7. Socioeconomic impacts of natural disasters in CDMX, with costs and affected population/ As previously stated, some of the identified Earthquakes were also considered a high areas from 1980-2013 [24] shocks are related directly or indirectly to medium-high risk in all three exercises. with hydrometeorologic phenomena. On Potential catastrophic events, such as the other hand, social conflict is perceived the 1985 earthquake that caused serious Type of Natural Population/ Economic as a high to medium-high risk given the damage to the city, were rated according Disaster Area affected impact * frequency with which it occurs in the city; to severity. for example, in 2014, 97 demonstrations Hydrometeorologic took place in the city, resulting in losses Figure 9 shows a seismic risk map with Rains, floods, winds, 49,970 $ 32.4 totaling1,945.5 million pesos [25]. Similarly, Expected Annual Loss (PAE)[26] per hailstorms, sewage overflows a severe social conflict may put the neighborhood of losses corresponding provision of vital city services and the to a typical portfolio of properties insured maintenance of strategic infrastructure, in CDMX. However, earthquakes are only Geologic 6,338 $ 4,100 such as the public transportation system one of those geologic risks to which the Landslides and earthquakes and the main network of roads, at great city is exposed. risk. Wildfires 17,549 He $ 2.7 8,657 fires affected

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

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

expected to occur more frequently and Deslaves Epidemia Socavones Inundación with greater intensity in the city and the Terremotos

region[21], as detailed below. Conflicto social Crisis económicas Erupción volcánica Incendios forestales Desabasto de agua potable Expertos de múltiples sectores 21. IPCC, 2014; SEDEMA, 2014. Sector Construcción Severidad 22. Perceptions related to shocks and stresses are the result of a workshop held on May 26, 2015, during Phase 1 of the Sector Construcción Frecuencia

Contingencia por mala calidad del aire Sector Seguros Severidad Resilience Strategy development. Workshop attendees were government officers and representatives from the private sector, Sector Seguros Frecuencia non-governmental organizations (NGOs), and the scientific community. 23. Results of the study “Capability Creation and Public Policy to Build Resiliency on Urban and Real Estate Infrastructure of Mexico City,” conducted by Kuradzo Ingenieria Con Valor Ambiental S.C., with funding from the British Embassy’s Prosperity Fund during 2015. 24. Affected population includes injured, evacuated, wounded, and victims (SEDEMA, 2015). Social-economic impact is the current 25. CANACO, 2014. dollars in the year corresponding to an event. Banco de Mexico provided the average annual dollar cost for the period from 1980 26. PAE is a mathematic average of annual loss for any probabilistic event, and it is calculated by adding the result between 30 to 2014. Social-economic impacts represent only direct costs (SEDEMA, 2015). Information is from the series Social-economic expected losses for a certain event and the probability of the occurrence of such event within 1 year. It is one of risks estimation 31 Impact of Disasters in Mexico, published by CENAPRED. Data on impacts of the 1985 earthquake may be underestimated on factors often used to define insurance premiums, for example, as it is easy to understand. Figure 8. See the box on the 1985 earthquake on page 29. Figure 9. Seismic risks.

Figure 10. 1985 EARTHQUAKE

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

0.6 - 0.8

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

COSTS DUE TO DAMAGES AND LOSSES

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

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

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

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

SOCIAL IMPACT

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

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

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

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

MEXICO CITY a metropolitan view and the weakness

Poverty 28.4% of the population lives

in poverty (Coneval, 2014). RESILIENCE CHALLENGES

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

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

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

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

Climate change poses risks to both human increase of 1.25 to 1.50°C in the short term and natural systems in the 21st century. is foreseen and up to 2.25°C in the medium The 2014 report of Intergovernmental term[35]. Gustavo A. Madero Azcapotzalco Panel on Climate Change (IPCC) provides conclusive evidence regarding potential PACCM 2014-2020[36] states that about shocks and their consequences for 5.6 million people in the city are vulnerable Miguel Hidalgo Venustiano Carranza megacities, such as CDMX. An increase to climate change and describes their Benito Juárez Iztacalco in the intensity and frequency of extreme economic and educational status, gender Cuauhtémoc weather events is expected, and these distribution, degree of dependence, Iztapalapa Cuajimalpa events may include severe floods, geographic location, and other factors. droughts, heat waves, and landslides Figure 12 shows rainfall prediction for Álvaro Tláhuac (Figures 12 and 13)[34]. CDMX. Obregón

Magdalena Xochimilco For CDMX, climate change scenarios show Contreras an increase of average temperature within Tlalpan a range of 0.5 to 1.25 degrees Celsius (°C) for colder months (December to February) in the short term (2030) and Heath waves Milpa Alta up to 2°C in the medium term (2050). Floods For warmer months (April to June), an MEXICO CITY Landslides Figure 12. Rainfall predictions for CDMX[37]

PHENOMENON ACUTE SHOCKS OR CHRONIC STRESSES RESILIENCE CHALLENGES

DRIER MONTHS MONTHS WITH GREATER Temperature Spread of vector-transmitted diseases such as dengue, chikungunya, and zika (carried HUMIDITY increase by Aedes aegypti mosquito) and malaria (carried by Anophelessp. mosquito). Short Long Short Long VULNERABLE AREAS: ENTIRE CITY.

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

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

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

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

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

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

Water100 extraction is currently substantially

greater80 than aquifer recharge in the Valley

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

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

80 RESILIENCE CHALLENGES

60 Abnormally Mild Severe Extreme Exceptional

40 dry drought drought drought drought

20 CHAPTER II. 100 RESILIENT CITIES:

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

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

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

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

350

Jan. Feb. Mar. Apr. May. June July Aug. Sept. Oct. Nov. Dic.

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

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

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

ECONOMIC IMPACT

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

MEXICO CITY DEVELOPMENT OF RESILIENCE DEVELOPMENT OF RESILIENCE STRATEGY

100 RESILIENT CITIES: STRATEGY CHAPTER III.

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

In the last few years, the Mexico City basic goods (home, health, education) are The CRF is a tool that the Rockefeller strategy to inform the methodology Government has implemented strategies, affected by such events. The Resilience Foundation developed, in collaboration for design and collection of data and programs, and projects to address Strategy seeks to strengthen city with Arup[52] to identify the features of perceptions from stakeholders. With this resilience issues in various sectors (Figure programs and projects designed to build a resilient city. The goal of the CRF is strategy, the main results for the shocks, 17). These actions have provided a basis resilience. to identify the ways that cities around stresses, strengths, and weaknesses of a for the implementing comprehensive risk the world assess and analyze resilience city could be illustrated as they relate to management, development planning, in more uniformally. The CRF also helps resilience. and institutional responses to climate compare and contrast resilience among change as priorities to CDMX and have the various cities involved in the 100RC Another tool that has guided the design of contributed to building resilience. initiative. the Resilience Strategy are the resilience principles listed in the table on the The Mexico City Climate Action Program The CRF tool is made up of four following. This table also shows the seven 2014–2020 prioritizes building resilience dimensions, 12 drivers, and 50 sub- qualities of a resilient city. at both the city and the societal level and drivers that help to articulate the process focuses on reducing the vulnerability of that cities use to assess their capacities people in poverty, as they are often the connected with resilience building (Figure most vulnerable to these events, given the 18). The CRFTHE was CITY used RESILIENCE to develop FRAMEWORK a (CRF)

degree to which their quality of life and The City Resilience Framework is a unique framework developed by Arup with support from the Rockefeller Foundation, based on extensive research in Figure 18. Citycities. Resilience It provides Framework a lens to understand the complexity of cities and the drivers that contribute to their resilience. Looking at these drivers can help cities to MEXICO CITY assess the extent of their resilience, to identify critical areas of weakness, and to identify actions and programs to improve the city’s resilience. Figure 17. Timeline of Government Documents to Build a Strategic Approach to Resilience.

Climate DEVELOPMENT OF RESILIENCE STRATEGY Change Mitigation and Adaptation 100 RESILIENT CITIES: and Federal Mexico City Climate District Climate Action General Civil Climate Action Sustainable General Act CDMX Program Protection Action Local Program Development on Climate Resilience 2014-2020 Act Strategy 2008-2012 Act Change Strategy CHAPTER III.

2 3 5 7 8 9 12

1986 2000 2004 2006 2008 2011 2012 2013 2014 2016 2017

1 4 6 10 11 13

1986 2000 2004 2006 2008 2011 2012 2013 2014 2016 2017 Creation Creation Federal Comprehensive CDMX CDMX of Civil of Federal District Civil Mobility Climate Constitution District Civil Protection Program Action Plan Protection Protection 2000 System2004 Act 2008 2012 2014 2017 National Secretariat System

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

1986 2000 2004 2006 2008 2011 2012 2013 2014 2016 2017

2004 2006 2008 2011 2012 2013 2016 2017 3 4 6 7 9 10

1 2 5 8 11 12

3 4 6 7 9 10

1986 2000 2004 2006 2008 2011 2012 2013 2016 2017

1 2 5 8 11 12 3.2 STRATEGY DEVELOPMENT PROCESS RESILIENCE QUALITIES The preparation of a Resilience Strategy surveys, workshops, and meetings with in the 100RC Network follows a consistent subject-matter experts to identify and INCLUSIVE The Resilience Strategy process should attract a wide, diverse group methodology of three phases of work understand the main stresses, shocks, of stakeholders, including those that are most vulnerable to shocks that started in March 2015 (Figure 19). and assets of the cit[53]. The information and stresses, to ensure transparency and collective responsibility. The strategy development process was was presented in a Preliminary Resilience Methods to encourage commitment should reflect opportunities for a participation process that approached Evaluation, which identified six focal areas. collective cooperation to help ensure that the strategy results in an and consulted with stakeholders in the These six areas were studied in more approach that considers and sets priorities for the resilience needs of public sector, the private sector, non- depth in Phase II. various sectors and groups of stakeholders. The Resilience Strategy governmental organizations, and the should also be clearly organized and documented to guarantee that scientific community to ensure inclusion During Phase II, work groups consisting all stakeholders understand and have access to it. of various perspectives, priorities, and of subject-matter experts from various information sources. All stakeholders sectors were established to develop the INTEGRATED The Resilience Strategy process and results should be built on provided valuable information that issues and areas of opportunity specific continuous supplemental efforts. Instead of creating additional work contributed to an exchange of local to the six focal areas [54]. and conflict for stakeholders, the strategy should be developed to help knowledge and the creation of resilience cities to align with and make the best of existing and new initiatives priorities that must be addressed. and priorities. The strategy should also ensure management of the During Phase I, participants reviewed relationship between and interdependence of initiatives and the risks government documents and literature and to be addressed. conducted semi-structured interviews, MEXICO CITY Figure 19. Resilience Strategy Development Phases ROBUST The Resilience Strategy should be developed from a clear, rigorous process that brings together commonly accepted quantitative and qualitative approaches. 100RC should provide best practices to guide PHASE I PHASE 2 PHASE 3 the development of the strategy. Work onset Development of pillars Implementation March–July 2015 August 2015–August 2016 2016 - 2025

RESOURCEFUL The Resilience Strategy should take into account city resource DEVELOPMENT OF RESILIENCE STRATEGY restrictions and should seek innovative options to overcome them. Research work Steps for

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

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

PILLAR FOSTER REGIONAL COORDINATION 01.

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

PILLAR PLAN FOR URBAN AND REGIONAL RESILIENCE 03. MEXICO CITY

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

PILLAR DEVELOP INNOVATION AND ADAPTIVE CAPACITY 05.

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

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

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

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

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

3.3 INSTITUTIONALIZATION OF RESILIENCE

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

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

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

SACMEX SEDESO SEDECO SPC SEMOVI

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

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

IV

MEXICO CITY A VISION ADAPTIVE EQUALITY INCLUSION TO BUILD TRANSFORMATION A VISION TO BUILD RESILIENCE IN CDMX RESILIENCE IN Mexico City creates an equitable society 100 RESILIENT CITIES: CDMX using an all-embracing adaptive process

in which various stakeholders, sectors, and CHAPTER IV. vulnerable groups foster a transformation in the face of the main social, economic, and environmental challenges of the 21st century.

54 55

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

The CDMX Resilience Strategy is an The Resilience Strategy drives an adaptive opportunity to bring together a vision to transformation by fostering a change build resilience and to guide government, of paradigm so that the development the private sector, civil society, and the process transcends traditional frameworks scientific community to respond to the to face complex problems and to modify main shocks and stresses that the city design and implementation of public faces in a cross-cutting, integrated, and policies by cross-planning. To achieve multilevel approach (at the community, this end, ongoing learning and constant local, city, and regional levels). review of plans and actions is required. This reference to learning and review The pillars and actions of the Resilience acknowledges the social-environmental Strategy seek to contribute to the creation limits and the opportunities to facilitate

MEXICO CITY of a more equitable CDMX and to focus on transition toward sustainable social and V the population that is most affected by the economic activities that do not place the multiple present or potential perils in the city’s future at risk.

city. Inequality manifests in various ways RESILIENCE STRATEGY in the city (for example, in unequal access RESILIENCE to services, urban amenities, housing, and employment). Likewise, vulnerability and adaptive capacity to various risks are

STRATEGY CHAPTER V. not the same for different parts of the 100 RESILIENT CITIES: population. For this reason, the Resilience Strategy acknowledges such differences and seeks to benefit vulnerable groups through proposed goals and actions.

Resilience is built by an all-embracing process that considers stakeholders of various levels of government and members of the scientific community, civil society, corporations, representatives of the private sector, and multilateral and bilateral cooperative organizations. It is important to foster cooperation among such stakeholders through coalitions of organizations with shared goals and actions to build resilience.

56 57

Fuente: SEDEMA V. RESILIENCE STRATEGY ACTIONS

The Resilience Strategy for CDMX has the specific actions have been identified. In Three types of actions are included in this Resilience Strategy: objective of identifying opportunities and turn, these actions may require different defining priorities to build city resilience. activities. 1. Actions and activities that are conducted by organizations or institutions of The vision of the strategy must be wide government, the private sector, civil society, or the scientific community that and ambitious to respond to the existing To define the goals and actions that make are identified by their value to build resilience in the city. challenges. The Strategy considers five up this strategy, cross-cutting elements pillars to respond to the main challenges, have been established: 2. Actions and activities that are noted for their relevance because they bring as described in Section II. To develop each cross-resilience principles or have a significant positive impact on city and region pillar, various goals have been established development. for each pillar and to achieve these goals, 3. Actions and activities that have a resilience value. These actions are divided into two types:

Actions and activities in the planning process that require support to BUILDING RESILIENCE IN VULNERABLE implement. SPECIFIC AREAS AT THE GROUPS COMMUNITY LEVEL Actions and activities that have not yet been implemented, but are suggested for the future because they represent an opportunity to build The distribution of stresses and shocks Shocks and stresses must be considered MEXICO CITY in some communities is concentrated concurrently, as there is a close relationship The timing of actions is classified into three periods. spatially. In the short and medium term, between them. This close relationship is

actions, innovations, and resource evident in the varying effects that result RESILIENCE STRATEGY 1. Short term (2016 to 2018): Actions already ongoing or about to start, but will alignment are needed to increase from the different adaptive capacities of be concluded during the current administration. resilience at the community level if such different groups in the population. For 2. Medium term (2016-2025): Actions that will need to be continued into future actions are to be replicated in other example, poverty, marginalization, and to be effective despite political-administrative changes. areas the city and region. There is a great gender differences limit the adaptive 3. Long term (2016-2040): Actions representing longer planning and implementation

diversity of programs and actions that capacity of the population before the CHAPTER V. processes that are responding to a vision of resilience related to transformation 100 RESILIENT CITIES: may, with some modifications, increase occurrence of shocks, and this limited toward the sustainability of the city and the region. resilience at community level. adaptive capacity increases their vulnerability. Therefore, actions seek to identify vulnerable groups and build Three types of stakeholders are involved in actions and activities: resilience at the community level. Responsible parties: Government bodies in charge of developing an action that have the task of reporting progress within the Monitoring, Reporting and Verifications (MRV) mechanism. Participants: Other government bodies involved in developing action or a specific EDUCATION AND REGIONAL activity. COMMUNICATION PERSPECTIVE Partners: Members of private-sector, civil society, academic, or international organizations that contribute to develop actions or activities.

The preparation of educational messages Keeping a regional view on actions is The Resilience Strategy is an ever- this document. Therefore, regular revision and the design of communication sought to provide input to create a changing document that requires ongoing must be conducted to ensure goals campaigns around resilience are deemed resilience agenda at both the metropolitan assessment and that incorporates a and actions current. A MRV system will as elements to increase understanding by level and the megalopolitan level. learning process that allows for responses be implemented in support of regular key stakeholders and society and to foster to a dynamic context. Due to the scope evaluations and ongoing learning and citizen involvement in the construction of a Resilience Strategy, it must be reflection on building resilience, specifically 58 59 of resilience. recognized that topics that might be for communities and vulnerable groups. relevant have not all been included in STRATEGIC PLAN FOR URBAN AND REGIONAL PILLARS PILLAR 03. RESILIENCE

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

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

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

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

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

2.1. Reduce water 2.2. Promote 2.3. Foster a civic 2.4. Integrate green scarcity and access sustainable use of the culture on the and blue infrastructure, inequality aquifer and contribute sustainability of water and develop an to water security resources. urban design for the 5.1: Integrate the principles of 5.2: Promote community 5.3: Review and adjust the planning. water system with resilience in public facilities, resilience through citizen regulatory framework to features that enhance investments, and new strategic participation, strategic promote the implementation 60 resilience.. projects, and promote private- communication, and of adaptation measures. 61 sector participation in building education. resilience. 62 100 RESILIENT CITIES: MEXICO CITY Fuente: SEDEMA COORDINATION REGIONAL FOSTER PILLAR 01. 63 RESILIENCE STRATEGY 64 100 RESILIENT CITIES: MEXICO CITY resilience. common agenda and ensure shared responsibility in building a maintain to topics key on framework institutional regional VISION: COORDINATION FOSTER REGIONAL PILLAR O1.

The ZMVM and the wider megalopolis operate under a under operate megalopolis wider the and ZMVM The GOAL 1.2 regional strategiccommunication. institutional coordinationand Create resiliencethrough GOAL 1.1 resilience. projects thatcontributeto Guide andsupportregional

65 65 ESTRATEGIA DE RESILIENCIAPILLAR 01. METROPOLITAN COORDINATION PROBLEM DESCRIPTION Figure 21. Megalópolis 0 50 100km N

The megalopolitan area at center of the Strategic issues such as water resources Conservation areas country includes Mexico City, the State management, mobility, territorial planning, of Mexico, Tlaxcala, Hidalgo, Morelos, and conservation of natural resources, City area Puebla (Figure 21). Historically, this area and biodiversity share a regional Political boundary has been the dominant area in the country view. For example, the water used in in economic, social, and political terms. CDMX metropolitan areas, Toluca, and Primary roads This metropolitan area consists of the 16 Cuernavaca depends greatly on the Water boroughs that constitute Mexico City and Forest, an aquifer recharge area that is 224 municipalities in other states [58]. shared by three states. [61].

CDMX maintains a dynamic relationship Given that the rivers, aquifers, air, and between the city and its megalopolitan commuters in ZMVM extend beyond region in terms of the movement of the political borders, the management of population and movement within the resources has to be organized at the transportation system. For example, 40 metropolitan and megalopolitan levels,[62], percent of metropolitan area inhabitants as such management would be limited in have to cross at least one municipal border scope without a regional approach. 3 to get to their workplace. [59],The corridor Mexico–Puebla registers about 760,000 In addition, the large number of people traveling daily, and 24 percent administrative stakeholders makes the MEXICO CITY of goods exchanges in the city come design and implementation of public from other parts of the region[60]. This policies and regional planning difficult. intense relationship between CDMX and As a result, the governance structure in its surrounding metropolitan area means the region is fragmented. [63]. The CDMX 6 that many challenges must be addressed Resilience Strategy must be implemented 2 1 jointly to keep the city functioning. at multiple levels, from local to regional. . METROPOLITAN COORDINATIONL

5 100 RESILIENT CITIES:

4 PILLAR 01

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

In June 2015, 40 states and cities in the United States that had suffered from . METROPOLITAN COORDINATIONL a natural disaster between 2011 and 2013 were invited to compete for $1 billion USD to finance disaster recovery and foster long term community resilience. 100 RESILIENT CITIES: Among the winners were the states of California, Connecticut, New Jersey, and PILLAR 01 Virginia and the cities of New Orleans, Springfield, MA, and New York.

The process conducted for this competition was unique in that:

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

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

ACTION 1.2.1 Strengthen projects that foster conservation of ecosystems.

This action would protect natural areas and Conservation Areas by developing ACTIVITY 1.2.1.1. Implement Water restoration, recovery, and maintenance Forest Initiative. projects to preserve the stability of This initiative seeks to develop and ecosystems and provide ecosystem services in natural areas. implement a regional conservation strategy for a Water Forest that would

MEXICO CITY provide water and ecosystem services Responsible party: Federal District to Mexico City, the State of Mexico, Inter-Institutional Climate Change and Morelos. Specifically, this initiative ACTION 1.2.2. Commission, Conservation seeks to identify common objectives Reduce pollution in the region (air, water, solid waste, and International that encourage participation, chemical waste, among others). Partners: LANCIS-UNAM integration, and coordination and Period: 2016 - 2040 strengthen water resilience for . METROPOLITAN COORDINATIONL Measures to counter air pollution will Autoridades metropolitan and megalopolitan Responsible parties: be continued through initiatives such as ambientales estatales regions. 100 RESILIENT CITIES: Resilience Value: Program to Improve the Valley of Mexico Partners: LANCIS- UNAM PILLAR 01 Conservation of ecosystems reduces their Metropolitan Zone Air Quality (PROAIRE) Period: 2016 – 2040 Participants: SEDEMA, SEMARNAT vulnerability and physical exposure to 2011–2020. Other regional programs Partners: Fundación Gonzalo Río extreme weather events and contributes that will be championed will help reduce Arronte, LANCIS-UNAM Resilience Value: to their basic needs by protecting and pollutants in water and soil and conduct By reducing pollution at the regional level, Period: 2016 - 2040 restoring critical environmental assets. appropriate waste management activities. the quality of life, the health of inhabitants in the megalopolis, and ecosystems are improved; opportunities for clean development are also created.

70 71

Fuente: SEDEMA 72 100 RESILIENT CITIES: MEXICO CITY Figure 22. Period: Partners: Responsible party: City International Airport (see Figure 22). Mexico current the of use adaptive the and City Mexico of Airport International resilient infrastructure project is the New to implemented. An example of this type of regard be will with projects infrastructure regional resilience that increase measures action, this of part As development oftheregion. Foster resilientinfrastructureprojectsthatcontributetothe ACTION

1.2.3. 2016 -2018 LocationMapforAICMandNAICM. 100RC OR social andeconomicdevelopment. foster and region, the in transformation multiple design generate benefits, drive sustainable that projects infrastructure large of implementation the encourage would action this of development The Resilience Value: • Such aprojectwouldofferopportunitiestoachieveseveralresiliencebenefitsby: and thedevelopmentofeducationalfacilities. Period Participants: and theresilienceofentireregion. resilience its increase to project NAICM the for developed were proposals Specific projects. infrastructure large and planning city into principles resilience integrate to ways sought workshop this experts subject-matter of group interdisciplinary an together bringing By project. NAICM the on 100RC, from support with conducted, In April 2016, a Resilience Garage (a participatory planning and design workshop) was future forthecity. comprehensive, and transparent process that leads to and fosters a resilient, sustainable This moment in time is unique; it is an opportunity to innovate using a participatory, view. megalopolitan a with plan master a designing by ZMVM at initiatives specific of coordination improved encourage to serve may project NAICM the addition, In develop astrategicview,andfostermoreresilientdevelopment. infrastructure, urban its reconfigure to City Mexico for opportunity an represent situated is Airport International City Mexico current the which on hectares 761.1 The • • improvement mobility through city of end eastern the of potential the leverage to opportunities create and cohesion social greater foster would features resilient with project A the megalopolis. and ZMVM, CDMX, in transformation economic and urban catalyze to opportunity and social characteristic, NAICM and the future of the current AICM represent a great Airports play an important role in the development of cities. Due to their size, location, theaters; thevalueof thelandinallareasadjacenttoairport islessthantheaveragevaluesin city(SEDECO,ND). movie and museums, universities, hospitals, as such infrastructure on areas other behind lags CDMX of area eastern The 64. FEATURED ACTIVITY1.2.3.1. International Airport. of MexicoCityandthefatecurrent a resilienceagendafortheNewInternationalAirport

Innovating to develop urban amenities with environmental and mobility benefits. and equitablecity. benefits and environmental services, all of which would lead to a more sustainable Encouraging environmental renewal by building a large park to achieve multiple from climatechange,especiallywithregardtosecurityandwaterresilience. Building resilience and an adaptation process in the face of extreme events resulting 2016-2025. Grupo Aeroportuario de la Ciudad de México, SEDATU, SEDECO, SEDUVI. [64] , urban parks, housing developments, new amenities, public spaces, Contribute toresiliencebycreating 73 73 ESTRATEGIA DE RESILIENCIAPILLAR 01. METROPOLITAN COORDINATION PILLAR 02. PROMOTE WATER RESILIENCE AS MEXICO CITY A NEW INTRODUCTION

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

74 75

Fuente: SEDEMA 76 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO capacity building,among others(WorldBank,2012). synergies, and investments required in traditional infrastructure, green infrastructure, institutional development, financing, actions, long-term and short- the developing in stakeholders different of participation the involves It manner. inclusive and and its natural resources and ecosystem services—to maximize the economic, social, and environmental benefits in an equitable sanitation, stormwater management, and waste management) with the city’s urban development and watershed management— 66. GIRHU is a flexible, participatory and iterative process that integrates all elements of the urban water cycle (water disasters; andtopreserveecosystemsin anatmosphereofsocialpeaceandpoliticalstability(UN-Water,2013). water and pollution water against protection ensure to development; socioeconomic and lifestyle welfare, social enable to - 65. Water security refers to the ability of a society to safeguard access to water, in the quantity needed and the quality required Management ofCityWaterResources (GIRHU) the Mexico Basin based on the principles of the Comprehensive in resources water manages city the CDMX, in work and live ensure equity in water access and water security climate change and social and environmental pressures, and to VISION: THE MEXICOBASIN MANAGE WATERIN NEW PARADIGMTO RESILIENCE ASA PROMOTE WATER PILLAR O2.

To respond to the risks and shocks associated with with associated shocks and risks the to respond To [65] [66] , for all who process. supply, and GOAL 2.4 sustainability ofwaterresources. Foster aciviccultureonthe GOAL 2.3 security planning. aquifer andcontributetowater Promote sustainableuseofthe GOAL 2.2 system withfeaturesthatenhance an urbandesignforthewater infrastructure, anddevelop Integrate greenandblue inequality. Reduce waterscarcityandaccess GOAL 2.1 77 77 ESTRATEGIA DE RESILIENCIAEJE 02. IMPULSAR LA RESILIENCIA HÍDRICA 78 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO 75. CONAGUA,2012b. 74. SACMEX,2012b. 73. SACMEX,2012a. 72. SACMEX,2013. 2%, occasionally(SACMEX,2014). and week; a once 1%, to week; a twice 5%, to day; third every 10%, to population; the of 82% to daily delivered is Water 71. 70. SACMEX,2016. than 20litersperday(SEDEMA,2013a). less receive areas other and liters, 200 receives Contreras Magdalena liters, 500 receives Tlalpan receives: borough city each distribution the to according varies consumption but day, per liters 320 is CDMX in capita per consumption average 69.The between 1950and2005(WorldBank,2013). 5.6 by increased has population and 2000, and 1950 between times 5.4 CDMX of area the increased has sprawl Urban 68. 67. SACMEX,2014. departments and agencies at both the the both at agencies and departments Despite significant efforts by government PROBLEM STATEMENT stress that the city’s water system is is experiencing system water city’s the great that the stress of indicator an is capacity year in CDMX. The disparity in per capita ft3/person/ 5,367 only is it person/year, ft3/ 140,623 is country the in capita per capacity water average the While of thepopulation excessive consumption by some sectors of impacts the of awareness of lack the and the expansion of urban sprawl, and sprawl urban of expansion the and city the in distribution system water drinking the from leaks in water of percent 41.4 of loss following: the are to increasing water demand in the ZMVM Among the factors that have contributed crisis. a created have factors interdependent is at risk because, over time, complex and development of socioeconomic activities the for and inhabitants city’s the all for Basin. Currently, the drinking water supply including the groundwater, in the Mexico resources, water of degradation severe the to due risk at is ZMVM and CDMX of security water levels, federal and local [68] ; apopulation growth in the city [70] . Disparities by area exist [69] [67] . ; lpopulation growth The city has met the ever-growing need ever-growing the met has city The these problems, complex and costly costly and complex problems, these has upset the water balance, as the the as extraction balance, from the aquifer has exceeded water the upset has city’s shallow aquifer. The overexploitation for water through overexploitation of the hillsides andsurroundingmountains the on areas elevated and Iztapalapa) and (Tláhuac city the of portion eastern the in areas low-income in particularly quality, water poor and rotation service in reflected is scarcity water because Outlet Tunnelarerequired. East the as such projects infrastructure rainwater. evacuate to drainage infrastructure to lose the ability caused have management waste solid inadequate and subsidence Differential in highrepaircosts infrastructure and buildings and resulted [73] decades 6 past the over subsidence of meters 10 to up experienced has CDMX of center the that estimated is It areas. vary from 4 to 36 cm/year a in can subsidence Such ZMVM. and CDMX caused subsidence has differential this significant by and recharge to infiltration, ability aquifer’s the , subsidence which has damaged damaged has which subsidence , [74] . [75] [72] . To address address To . in different [71] . to 76. CONAGUA,2012b. institutional, financial, and technical technical CDMX challenge, the address To efforts. and financial, institutional, infrastructure projects and major political, drainage and treatment, has required large in CDMX, both in terms of supply as well as In general, the challenge of water security is beingbuilttoaddressthisproblem. zones discharge the at quality environmental Consequently, wastewater strongly affects which treatment. adequate of receive not does most large wastewater, a volume generates water, that reuse and recycle to inability the and water, of volumes large of use the Similarly, [76] ; The Atotonilco treatment plant obstacles. unknown and risks significant despite resilience necessary to achieve each goal, the build will that actions promote that goals of set a identify to aims Strategy Resilience the this, achieve To process. systematic and stable a through CDMX strategy that achieves water security for efforts must continue to develop a GIRHU situation, the of complexity the Given the FutureofCDMX(2014). Resources (2012) and the Water Plan for such as the Program of Integrated Water strategies for different integrated projects, and guidelines of set a developed has 79 EJE 02. IMPULSAR LA RESILIENCIA HÍDRICA 80 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO Source: SONCE2010, INEGI Figure 23.WateravailabilityintheZMVM (AGEB): Basic Geostatistical Area by water to access with Percentage of households 95 to100% Between 85to95% Less than85% 0 10 20Km N Period: Partners: Responsible Party: of service, which will be accessible to all. cost the reflect will Fees increases. use water excessive of awareness user are and infrastructure covered, the quality of service improves, of rehabilitation and maintenance, operation, of costs the that so water households, of in consumed amount the to fees Adjust to reducewaterscarcityandinequality. Promote public, economic, regulatory, and political instruments ACTION unequal the action, distribution of water resources is reduced. this Through Resilience Value: Period: Partners: Responsible Party: areas willbeincreased. urban communities and difficult-to-reach drinking water network, the supply to peri- primary the of expansion the Through continuous waterservicetothesupplysystem. and regular without population the of majority the Integrate ACTION

2016 –2025 2016 –2025 2.1.2. 2.1.1. BID BM, BID inequality. Reduce waterscarcityandaccess GOAL 2.1. SACMEX SACMEX the scarceresource. on pressure reduces and infrastructure water critical of maintenance ensures also It consumption. helps daily its and regulate awareness water of value raise true the of helps action This Resilience Value: 81 EJE 02. IMPULSAR LA RESILIENCIA HÍDRICA 82 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO limited access. with areas in service continuous ensure areas to helps and system flexible a underserved through in service water basic to access guarantees action This Resilience Value: Period: Partners: Responsible Party: to thewaternetwork. access have yet not do that households to water supplies temporarily systems catchment rainwater of installation The of water. systems and water “kiosks” in areas and houses with a scarcity Promote the establishment of temporary rainwater catchment ACTION

2016 -2018 2.1.3. Isla Urbana,CEMEX,CAF SEDESO Period: Partners: Participants: households. devices are expected to be installed in access to water. In the first phase, 300 of lack a with households vulnerable of needs water the addressing and aquifer the on pressure reducing by CDMX is helping build water resilience of government the water, to access community limited with households and kitchens to program Systems Catchment Rainwater the offering In water scarcity. with houses in systems catchment 2.1.3.1. ACTIVITY 2016 -2018 IslaUrbana IMTA

Install rainwater rainwater Install Responsible Party: for CDMX. organizations, other is structuring with a Water Fund partnership in and CDMX, of government the from support with Latin American the Water Funds Partnership, of behalf on (TNC), Conservancy The international organization The Nature Fund. Water CDMX the of consolidation and creation the Support ACTION Period: Río Arronte,BID. Gonzalo Fundación FEMSA, Fundación Partners: Participants: Latin American Water Funds Partnership

2016 -2025 2.2.1. Fundación Kaluz, Banamex, Banamex, Kaluz, Fundación SEDEMA, SACMEX security planning. aquifer andcontributetowater Promote sustainableuseofthe GOAL 2.2. TNC, on behalf of the for growthindemand. city the prepare and System, Cutzamala the of disruptions other and droughts during city the protect will that system redundant and robust more a system supply water drinking city’s the make their maximizes hydrological integrity functions. In addition, and it helps the ecosystems of promotes it change because climate to adapt to capacity city’s the to contributes initiative This Resilience Value: 83 EJE 02. IMPULSAR LA RESILIENCIA HÍDRICA ACTION 2.2.2. Innovate in the maintenance and renovation of the water network and drainage system as well as in water reuse and FEATURED ACTIVITY 2.2.1.1. Implementation of the Water Fund treatment.

The development of the Water Fund for CDMX began in early 2015 and is expected Aging water infrastructure of CDMX ACTIVITY 2.2.2.1. Upgrade the to be completed during 2017. The conservation plan, definition of the basis for the calls for a structural maintenance and drinking water distribution network monitoring protocol, creation of legal and financial entities, and kick-off of pilot modernization program for the drinking associated with the loan granted by projects in aquifer recharge areas will be outlined in 2016. These activities are vitally water distribution network to ensure the World Bank to CDMX. important for building resilience and water security in the Mexico Basin. efficient and quality service to the entire population. Currently, details of a credit transaction TNC, on behalf of the Latin American Water Funds Partnership and in partnership by the World Bank to SACMEX are with other organizations, is preparing a Water Fund for CDMX. Water funds are Responsible Party: SACMEX being finalized, which include the innovative conservation mechanisms to protect ecosystem features, with the aim of Partners: WB modernization of the management strengthening the water security of urban areas. Water funds attract funding in an Period: 2016 - 2025 of drinking water in CDMX, including organized and transparent manner from large water users and other donors, such water treatment in all boroughs, water as drinking water and sanitation operators, irrigation districts, hydroelectric plants, Resilience Value: leak prevention and oversight, and and foundations. Funds are used to support conservation actions in strategic land Modernizing the management of the water division of the network into sectors extensions for regulating the water cycle and enhancing regional ecosystem integrity. distribution network will make it more robust and redundant, and will help CDMX for better measurement and control of infrastructure issues. Funds achieve economic sustainability through investment in financial markets, while advance water security for its inhabitants.

CIUDAD DE MÉXICO returns on investment are invested and leveraged with other funding sources to Some of the actions covered are: protect extensions and land easements for conservation, develop technical support, furnish 1,174 SACMEX facilities with and promote sustainable forms of life and community development in the regions telemetry systems and remote control; of influence. optimize the service from 320 wells, 16 springs, 16 bulk water deliveries, 26 The Water Fund for CDMX aims to help reduce the imbalance of the aquifer and pumping plants, 26 tanks, 90 transfer

promote a positive long-term water balance. Conservation of aquifer recharge areas . IMPULSAR LA RESILIENCIA HÍDRICA stations, 52 pressure stations, 13 will contribute to making the city’s water supply system more robust and redundant. conducting lines, 78 rain gauges, and At the same time, these actions will have a number of benefits, including lower

17 dams; and build 22 water treatment EJE 02 subsidence, mitigation and adaptation to climate change (for example, in a scenario plants and rehabilitate 7 treatment of regional drought), and protection of biologically significant sites. 100 CIUDADES RESILIENTES: plants.

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

Participants: AGU Partners: WB Period: 2016 - 2025

84 85 86 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO Basin. increases the water security of the Mexico and benefits ecosystem enhances which of recovery the watersheds that supply water to the city, fosters action This Resilience Value: Period: Partners: International Responsible Parties: CDMX andZMVMwillbeimproved. to supplied water the of quantity and quality the areas, recharge in retention and as forest maintenance, reforestation, and efforts improvements in water management, conservation such Through recharge. Improve the quality and quantity of water in the area of aquifer ACTION institutional changes. necessary and investments optimal in preparing for a drought by identifying transformation adaptive of progress the this type of tool can more accurately track and improve project design. For example, investments, capital prioritize process, planning resource water the improve can agencies different tool, the Using constraints. uncertainty and risk under making decision support to tool Tree The World Bank implements the Decision public policyrecommendations. Identify optimal investments for water resilience and develop ACTION 2016 -2025 2.2.4. 2.2.3. TNC Conservation between differentactors. actions prioritizes and coordinates it as integrated, and before; contemplated as it offers options that may not have been different types of alternatives; innovative, scenarios; it is flexible because it generates qualitative and quantitative develop to process decision-making thoughtful a of institutionalization the to contributes It Resilience Value: Period: Partners: Responsible Parties: 2016 -2018 WB SACMEX Period: Partners: Responsible Parties: of theGIRHUstrategyforregion. development the in considered be must in the area. The impacts of megaprojects but also increasing wastewater generation not only increasing the demand for water is which areas, regional in urban development the including assessed, be will The impacts of megaprojects in the region projects onwatersecurity. Identify the opportunities and shocks of mega-infrastructure and redundant. robust more system the making to critical are elements Both program. investment maintenance preventive a includes also which plan, management risk a of element key a is earthquake an of event the in CDMX’s infrastructure hydraulic in vulnerabilities Identifying Resilience Value: Period: Responsible Parties: an earthquakeoccursmustbeavailable. and the resources to properly respond if be must maintained, and monitored continuously network water drinking the most vulnerable areas must be identified, damage that could occur is unknown, the has been identified. Because the scale of the event of a large-magnitude earthquake The vulnerability of water infrastructure in a majorearthquake. of event the in infrastructure water the to damages Prevent ACTION ACTION 2016 -2018 2016 -2025 2.2.5. 2.2.6. Veolia yRMS SACMEX SACMEX water resourcemanagementsystem. inclusive socially and redundant, robust, water resilience will help produce build a more to opportunities on capitalizing and megaprojects by affected areas in water demand and wastewater generation Understanding the increasing impacts of Resilience Value: Period: Participants: water network. drinking CDMX’s of infrastructure strategic the to earthquakes of risk the of assessment comprehensive a develop will (IMTA) Technology Water of Institute Mexican the and SACMEX with Commission along (CONAGUA), Water National Therefore, the maintained. on been not particularly have that components infrastructure water infrastructure, on effects severe earthquake have can major a earthquake, 1985 the by demonstrated was As earthquake. is vulnerable to the effects of a major infrastructure water where city the 2.2.5.1. ACTIVITY 2016 -2025 IMTA, CONAGUA Identify areas of of areas Identify 87 EJE 02. IMPULSAR LA RESILIENCIA HÍDRICA 88 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO their families. for example an set can and children as water consumption should be established, their reduce to how children teach that schools in programs Educational usage. are resources factors that contribute to excessive water water of vulnerability the of awareness user of lack the and city the of areas some in consumption water of subsidization considerable The Increase educationinschoolsonresponsiblewateruse. ACTION 2.3.1. sustainability ofwaterresources. Develop acivicculturearoundthe GOAL 2.3. consumption inthefuture. more appropriateandresponsiblewater and waste reduced in result can which more community aware of the value of water promotes become resources,citizens helps and participation action This Resilience Value: Period: Partners: Responsible Parties: 2016 -2040 IDB SEDEMA to enriching natural assets, and to to event ofadecreaseinthewatersupply. and assets, the in capacities adaptive strengthening natural enriching to meeting the basic to needs of the contribute population, that benefits social and economic, environmental, of number a and production the management of green infrastructure and have rivers and watersheds of clean-up Environmental Resilience Value: Period: Embassy, Deltares Partners: Responsible Parties: droughts causedbyclimatechange. to adaptation prevent encourage and flooding can watersheds and bodies Regenerating and restoring natural water Promote therestorationofbodieswaterandwatersheds. ACTION 2 2016 -2025 .4.1. TNC, Lancis-UNAM, Dutch Dutch Lancis-UNAM, TNC, resilience. through interventionsthatenhance urban designtothewatersituation, infrastructure, andasensitive Integrate greenandblue GOAL 2.4. SEDEMA Period: Partners: Participants: area. of public spaces within CDMX’s urban creation the encourage will program awareness and culture. In addition, the environmental increase help also will a participatory approach, this program Through infrastructure. green area’s the to contributing thereby forest, nearby the manage and conserve and runoffs, and flows their increase basins, river Eslava and Magdalena This program will clean up part of the the MagdalenaandEslavaRivers. of program rescue comprehensive 2.4.1.1. ACTIVITY 2016 -2025 LANCIS-UNAM SACMEX, SEDUVI Implement the the Implement 89 EJE 02. IMPULSAR LA RESILIENCIA HÍDRICA 90 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO that improvesocialcohesion. enjoyment, this action has social benefits public and recreation for spaces green more creating by rainy Additionally, seasons. in especially floods, of impacts negative the reduce helps action This Resilience Value: Period: Urbana Partners: Responsible Parties: about waterconservationincities. awareness and education promote time same the at and spaces public inclusive aquifers. Such projects also seek to build and retain it for later use, and infiltrate it into and rainwater capture methodologies can technologies infrastructure blue and green various using Projects and infiltration, andfloodpreventionalternatives. regulation retention, catchment, rainwater Develop ACTION 2016 -2025 2.4.2. Deltares, BID, Veolia, CAF, Isla CAF, Veolia, BID, Deltares, SEDEMA yAEP Period: Partners: Participants: in thearea. balance water the maintain help and soil, the into rainwater of absorption prevent will flooding in other which areas, encourage the storage, and The design allows rainwater catchment infrastructure to store and reuse water. as space public this which design to “Parque aims Park),” Viga (La Viga project la de infrastructure green-blue the developing is AEP parking lots. multifunctional and spaces, green including: water conservation areas, mitigation, flood and retention and infrastructure for rainwater catchment 2.4.2.1. ACTIVITY 2016 -2018 Deltares, BID,Veolia,CAF SPC, AGU Create strategic strategic Create 38 growth. economic support and processes natural with align to carefully groundwater and stormwater of New ASPIRATION Inc GNO, Authority; Redevelopment Orleans New New Greater New Partners: Lead: Water Plan projects Implement Urban ACTION FEATURED ACTIONS AND VISIONS improve quality of quality improve and neighborhoods enhance that amenities into attractive infrastructure unsightly transform and subsidence, soil temper property, and to people risk flood reduce costs, infrastructure New management, water urban comprehensive Through living with water,living

RESILIENCE VALUE RESILIENCE Orleans; Trust for Public Land; Deltares; Deltares; Land; Public Trust for Orleans; Orleans embodies the principle principle the embodies Orleans

City of New of City innovative urban water management Invest

Sewerage & Water Board of of Board &Water Sewerage

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Credit: Greater New OrleansUrbanWater Plan

91 EJE 02. IMPULSAR LA RESILIENCIA HÍDRICA PILLAR 03. PLAN FOR URBAN AND MEXICO CITY

REGIONAL INTRODUCTION RESILIENCE CHAPTER I. 100 RESILIENT CITIES:

92 93 94 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO is improved; and risks are mitigated through sustainable management ofnaturalresources. sustainable through mitigated are risks and improved; is environment the spaces; public and areas, green housing, VISION: RESILIENCE AND REGIONAL PLAN FORURBAN PILLAR O3.

All CDMX citizens have equal access to urban amenities, regional planning. Reduce riskthroughurbanand GOAL 3.3 Protect ConservationAreas. GOAL 3.2 projects. in CDMXthroughprogramsand Increase spatialsocialequality GOAL 3.1 95 95 ESTRATEGIA DE RESILIENCIA 96 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO in recent decades have created major major created have decades recent in The impacts associated with urban growth PROBLEM STATEMENT 82. AEP,2016. 81. SEDEMA,2015. 80. INEGI,2014. 79. CONEVAL,2010. 78. WorldBank,2013b. employment, culture,security,publicservices, andsocialcohesion. 77, The Organization for Economic Cooperation and Development (OECD) recommends a comprehensive approach that considers educati has pattern growth This ZMVM. the of to urban expansion into peripheral areas led has which sprawl, urban in resulted has balance of lack this balanced; not are employment and housing CDMX, In per inhabitant. ft sq 55.9 only has CDMX but inhabitant; per space public of ft sq 161.4 to 107.6 World The Health Organization (WHO) recommends insufficient. is amenities urban and space public to access areas inhabitant. inhabitant, in CDMX there are 58.1 sq ft per 172 square feet (sq ft) of green space per to 96.8 propose standards international Although inhabitants. its and city the for urban forests, parks), which are important CDMX has a shortage of green areas (e.g., of peopleinpoverty. services and jobs and a lower percentage of number higher a has city central the poverty. in people of number highest the have which ZMVM, evident in the areas north and east of the 24). services for part of the population (Figure basic to access hinders and inequality social generates areas city central the in The concentration of companies and work the sizeandcomplexityofterritory. despite life of quality better a promote that use a comprehensive approach l of programs, projects, and urban policies design the through city connected and safe, equitable, an promote to designed is resilience Urban ZMVM. and CDMX in challenges for land use and urban planning [78] Socioeconomic inequality is most [81] . Likewise, in marginalized marginalized in Likewise, . [82] [80] [79] In contrast, contrast, In [77] ,to protection policies for Conservation Conservation Areas into the new CDMX General Urban for policies protection integrate to SEDEMA with collaborating is SEDUVI context, this In provide. lands on the environmental services that these Conservation Areas, which puts pressure in occurs growth urban most CDMX, In opportunities andotherservices. employment access to distances long travel must population the of much as mobility, for challenges major created and communitiesinthecity. groups certain of marginalization social and underdevelopment of conditions the with associated vulnerabilities the account into take and change climate of impacts possible the consider should and regional planning, design, and policies management, especially for water. Urban resource proper achieving and equality, to reducing risks, increasing socio-spatial urban areas, contribute housing—can and amenities, green space, public of creation projects—together and expansion, recovery, with renewal Urban principles. planning ecological with them align to Development Program with the objective on, a connectiontodrain orseptictank;withoutatoilet;dirtfloor; overcrowded;withoutarefrigerator. old without completed basic education; not entitled to health services; infant mortality from women aged 15 to 49; Private hous the population in each AGEB (basic geostatistical area). The 10 variables are: Population: from 6 to 14 years old not attending school; greater than 15 years Note: 24. Figure The rate of urban marginalization (CONAPO, 2010) was calculated using 10 underdevelopment variables to determine the degree of deprivation of deprivation of degree the determine to variables underdevelopment 10 using calculated was 2010) (CONAPO, marginalization urban of rate The marginalization Degree ofurban Consolidated transportation Very high High Medium Low Very low Mexibús Network Metrobús Network Trains Light andSuburban Subway Network Social inequality and transportation transportation and inequality Social ing: without water; without 97 EJE 03. PLANEAR PARA LA RESILIENCIA URBANA Y TERRITORIAL 98 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO city inhabitants. of life of quality the improve would that cohesion and provide ecosystem services social and equality increase would goal in exists that certain parts areas of the city. Realization of green this of deficit the reduce to help would action This Resilience Value: Period: Partners: Responsible Party: the city. the importance of green infrastructure for Education) that can reinforce can reinforce as those of the Center for Environmental environmental education initiatives (such These efforts may be supplemented with Manejo de las de Áreas de Valor Ambiental). (Programa Program Management Areas Valuable Environmentally the and Program Barrancas), de Manejo de Management (Programa Gullies the (Programa Program de Mejora de Imagen Urbana), Improvement Image Urban the Verdes), (Azoteas Roofs Green as such programs in investment promote and city the within areas green recover and expand, preserve, to necessary is It Preserve, expand,andrecovergreenareas. ACTION 2016-2025 3.1.1

Cemex and projects. throughout CDMXthroughprograms Increase spatialsocialequality GOAL 3.1. SEDEMA Period: Partners: Participants: Rescue Program. Comprehensive Rivers Eslava and proposed, as outlined in the Magdalena is rivers potential of reactivation and rescue the Also, Iztapalapa. in Park Cuitlahuac and Iztapalapa, in Park Hydric Quebradora Park, Ecological Tláhuac de Laguna Xochimilco Park, Ecological are projects ongoing catchment, Some systems. reuse and water storage, incorporate would projects These management. multifunctional projects that focus on water implement resources to is innovation urban for opportunity An restoration. projects thatpromotehydrological build modelgreeninfrastructure ACTIVITY 3.1.1.2. 2016-2025 Cemex SEDUVI, AEP,OR

Design and Period: Partners: Responsible Party: groups. promotes access for the most vulnerable development, sustainability, and resilience smart practices and for precedents generate to opportunity an offers space public high-quality Building population. the of life of quality the improves and city a of transformation the drives that good public strategic a is space Public Enhance access to public space in working class and and class working in space marginalized areas. public to access Enhance ACTION support of the Development Bank Bank Development the of support the with workshop a conducted AEP public space in the zone by 26 percent. vicinity by up to 22 percent and increase project would increase green areas in the The ft. sq 177,496.88 approximately of the site. The project would affect an area the park, and the many others who visit approximately 5 minutes walking) from (i.e., mile 0.31 30,000 within live who the people benefit directly would project The overexploitation. aquifer and scarcity water as such problems city big mitigating in space public of role the of importance the shows Viga and space water management through design. La public between link the explore would project innovative This to create a new relationship with water. strategies with high-quality public space storage water combines that AEP project first the is Park Linear Viga La Case ofLaVigaLinearPark ACTIVITY 3.1.2.1. 2016-2025 3.1.2. BID,BM,CAF Buildanddesignpilotprojectsforemblematic publicspace. AEP . Resilience Value: Period: Partners: [Delegaciones Políticas] Participants: space. water management in the CDMX public for measures and incorporates recommendations report This Agua]. al Sensible CDMX una [Hacia Water to Sensitive CDMX a Towards report the of preparation to led which Deltares, Dutch organizations De Urbanisten and cohesion. other benefits such as security and social promote and pressures, and environmental development, economic access, address multiple issues, including unequal can design space public in Investments Embassy, with the participation of of Dutch participation the the with and Embassy, America Latin for 2016-2025 CAF Local City Government Government City Local 99 EJE 03. PLANEAR PARA LA RESILIENCIA URBANA Y TERRITORIAL 100 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO increase access to high-quality urban urban high-quality to access increase to needed is strategy consolidated A improvement strategies that integrate integrate that strategies improvement neighborhood of creation the for allow urban amenities in the city. Such guidelines better distribution of and access to quality an opportunity to establish guidelines for Urban Programs (Programas Delegacionales) are (Programa General General de Program Desarrollo Urbano) the and District Development addition, In as an action PPGDU project and a PGDU. Oriente) Centro Estratégica Gestión de (Área Area Management Strategic East Central- the established also has CDMX de Mejoramiento de Mercados Públicos). Markets Public Improvement Program the (Programa and Barrial) Mejoramiento de (Programa Program Improvement Neighborhood the including projects, of number a out carried has and CDMX access, distribution better for infrastructure urban strategy a implement To community well-being. and identity, common integration, social promote spaces those because culture, amenities for health, education, sports, and Expand urbanamenitiestointegrateresilienceelements. ACTION 3.1.3. and increase the quality of health, health, of quality education, sport,andculturalservices. the increase and cohesion; social promote services; basic to access increase can CDMX amenities, urban multifunctional and resilient of construction and design the Through Resilience Value: Period: Responsible Party: urban amenities. and areas, green elements, space public 2016-2025 SEDUVI accessible city, develop social and public more a create to be will programs these Emergente de Interés Social). The goals of Housing Program (Programa de Vivienda Affordable Emergent the and Vivienda), Program (Programa de Mejoramiento a la Improvement Housing the Conjunto), en Housing Program (Programa de Vivienda Multi-Family the are priorities as flagged Current housing programs that have been environments. city by reducing marginalization in urban financing new the transform to measures are of schemes provision the and Optimization of social and public housing employment transportation. public and opportunities, services, from distant increasingly are that facilities housing of Urban sprawl has led to the construction ACTION access topublictransportationandsourcesofemployment. Improve access to affordable and public housing in areas with 3.1.4. within thecity. and services infrastructure as well as general mobility urban to accessibility improves and development social and the to of employment contributes to economic connected is transportation network and the locations that Housing Resilience Value: Period: Partners: Responsible Parties: term agendatopromotesuchhousing. CETRAMs), and propose a common long- the around and corridors Metrobús and Metro STC (the network transportation housing that is connected to the existing 2016-2040 BID, BM INVI, SEDUVI 101 EJE 03. PLANEAR PARA LA RESILIENCIA URBANA Y TERRITORIAL 102 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO environment. the and socioeconomics between link productive a creating by ecosystems protect and growth urban limit will that interface rural-urban a is SEDEMA, by Conservation Areas, which was developed also called Critical Areas of Occupation of be will implemented. The Borde Activo initiative, containment area urban and restoration environmental for projects is part of the PPGDU as an area where pilot The Borde Activo (Active Edge) initiative of theurbanareasintoConservationAreas. Implement the Borde Activo initiative to control the expansion ACTION 3.2.1. Protect ConservationAreas GOAL 3.2. assets availabletothecity. landscape natural the and improve and fragmentation use land in changes progressive stem help will initiative The urban growth through land conservation. The Borde Activo initiative will help control Resilience Value: Period: Partners: Responsible Party: 2016-2040 TNC SEDEMA Agua) (seeAction 2.2.1). de (Fondo Found Water and Forestal), Sanitation Program (Programa Forest de Sanidad [PROFACE]), Ecosistemas los de Restauración y Conservación la para Program (Programa de Fondos de Apoyo Founding Restoration and Conservation de Incendios Forestales), the Ecosystem Combate y Prevención de (Programa Program Fighting and Prevention Fire Forest the Protegida), Naturales Áreas y Conservación de Suelo en y Monitoring Vigilancia Inspección de and (Programa Program Inspection Areas Conservation Areas and Natural Protected Initiative (Iniciativa Bosque por de Agua), the (Pago for Servicios Ambientales), the Water Forest Services Payment Environmental implemented: be will programs and projects following the surrounding Areas, Conservation its within jurisdictions and CDMX in Areas To strengthen protection of Conservation Strengthen protectionofConservationAreas. ACTION ACTIVITY3.2.1.1. will potentially be integrated as a guiding and a long-term strategy. This initiative participation will involve technical input This essential. is consolidation project and management land influence actors that multiple of participation the initiative, the For value. environmental high with areas recharge of recovery the aquifer and for potential the to refers initiative the of components renewal of ecosystems. One of the main and preservation the encouraging and growth urban limiting by development This project promotes sustainable urban areas. the urban of to expansion continued due Areas Conservation pressure on strong is there Currently, 3.2.2.

Promote anddeveloptheBordeActivoinitiative inhabitants. CDMX for life of quality the maintaining Conservation Areas that are essential for on generated services environmental the of preservation the to contribute The implementation of this action would Resilience Value: Period: Partners: Responsible Party: Period: Partners: City Government Local OR, PAOT, Originarios), Barrios y Pueblos de (Consejo Neighborhoods Council and Towns Native Participants: de Xochimilco,TláhuacyMilpaAlta). Patrimonial (Zona Area Heritage Alta Milpa and Tlahuac, Xochimilco, the of principle in the Master Plan for the AGE 2016 -2040 2016-2040 TNC,CI TNC SEDUVI, SEDEREC, SEDEREC, SEDUVI, SEDEMA 103 EJE 03. PLANEAR PARA LA RESILIENCIA URBANA Y TERRITORIAL 104 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO of resilienceatvariouslevelsplanning. principles the incorporate and synergy institutional Promote ACTION the citylevel. instruments to inform decision making at de Riesgos y (Atlas Peligros) with different Hazards planning and Risks of Atlas the linking of information from the CDMX and coordinated. One essential activity is approved be must region the and city the in to present stresses and risks various level institutional consolidate policies the that focus on reducing at Efforts be establishedwiththePOZMVM. Urbano) and, at federal level, links should Desarrollo de Parciales y Delegacionales (Programas Programs Development Urban District and Partial and PPGDU the from created be should planning of the levels different incorporate at resilience of principles that policies Urban 3.3.1. regional planning. Reduce risksthroughurbanand GOAL 3.3. term vulnerabilitymanagement. policies related to risk reduction and long- vision and strengthens urban projects and planning gives a comprehensive long-term in principles resilience of Consideration Resilience Value: Period: Responsible Party: 2016-2018 SEDUVI ACTION Urban renewal projects can reduce risk risk reduce can projects renewal Urban and housing. infrastructure, blue and green mobility, as public space, such urban amenities, sustainable topics promote and renewal environmental encourage to projects achieve conformity of policies and specific AGE). (i.e., Areas Management Strategic and de [SAC]) Cooperación por Actuación (Sistemas Systems Performance planning Cooperation-based two called instruments in classified are areas These principles. resilience integrate to some opportunity in an are that CDMX of areas renewal urban for develops projects SEDUVI level. urban the at promote resilience through interventions that strategies identify will action This and socialresources. promote sustainable management of economic, environmental, Invest in areas and urban renewal projects that reduce risk and 84. AmongAGEareas suchasXochimilco,TláhuacyMilpa Alta. Heritagehavebeenidentify. (250 ha),DistritoSan Pablo(100ha),Atlampa(288ha)and Granadas(367ha). 83. TheSACinclude: AlamedaReforma(317ha),LaMexicana (41ha),Tacubaya(140Doctores –BuenosAires that prioritizes the mobility of of mobility the integrate to cyclists and pedestrians prioritizes that promoted be will development urban transportation-oriented addition, In urban amenities,andhousing. areas, green space, public to access of means by inequality social reducing as such identified, be will issues strategic addition, In resources. of environmental of quality management sustainable better and life a generate that environments safe promote will pillar This resilience. of pillar” will “transversal a in SEDEMA, incorporate to and PGDU new the develop with SEDUVI collaboration through CDMX, and inthePOZMVM ACTIVITY 3.3.1.1 [84] . Both instruments will be used to 3.3.2.

Embed Resilience into the General Urban Development Program [83] [83] development and integration of the the of community inthatprocess. integration and development environmental and innovation socioeconomic for in potential have revitalized areas These resources. natural of management proper for strategies replicable generate and risk reduce to and mechanism a is view comprehensive a through renewal areas urban of of revitalization achievement The Resilience Value: Period: Fundación ICA,Veolia Partner: Duty Holder: of environmentalresources. and encourage responsible management Period: State, SEDATU,CENAPRED Coordinación secretariat Hidalgo de State, México Metropolitana), Sub (Subsecretaría Coordination Participants: Responsible Parties: the cityfaces. that stresses and risks the concerning planning urban strengthen to Peligros) y Riesgos de (Atlas Atlas Risk Hazards the from information of inclusion the is issue crucial A management. water management, such as responsible responsible resource as of such vision management, sustainable a 2016-2018 2016-2025 Rebuild by Design, Deltares, TNC, SEDUVI SPC, SG, Metropolitan Metropolitan SG, SPC, SEDUVI, OR 105 EJE 03. PLANEAR PARA LA RESILIENCIA URBANA Y TERRITORIAL 106 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO channels andchinampas, withuniqueagriculturalpractices in theworldandkeyenvironmentalservices forthecity. 85. . In 1987 UNESCO named it, “Natural and Cultural Heritage of Humanity,”,since it is part of the old lake system consisting planning throughanapproachthatfocusesonwatermanagement. use land and development urban between vision long-term comprehensive a build the Xochimilco, Tlahuac, and Milpa Alta AGE. This collaboration is an opportunity to for Plan Master a create to collaborating are AZP and SEDEMA, SEDUVI, Currently, tools tounifythevariouseffortsachievecomprehensivelanduseplanning. planning adequate generate to necessary still is it area, the rescue to strategy a on to structure and coordinate the recovery project for the area. Despite efforts to agree In 2012, the Xochimilco, Tlahuac, and Milpa Alta Heritage Area Authority was created the productiveagriculturalareas. and area natural protected the both affects degradation environmental result, a As environmental value is subject to strong urban pressures from informal settlements. project. recovery Area Heritage Alta Tlahuac-Xochimilco-Milpa is Strategy Resilience the for initiatives main the of One FEATURED ACTIVITY3.3.2.1. for thearea. Alta andResilienceIntegrationinAGEDesignMasterPlan Water ResilienceStrategyintheXochimilco-Tlahuac-Milpa and MilpaAltaHeritageAreathroughthecreationof

Recovery oftheXochimilco,Tlahuac, [85] This area of great cultural, historical, and and historical, cultural, great of area This of the consortium formed between UAM and Deltares group Deltares and UAM between formed consortium the Period: Partners: Council (CDMXConsejodePueblosyBarriosOriginarios) Participants: in theMasterPlanforXochimilco,TlahuacandMilpaAlta. principles resilience the integrate to collaborations technical in support provide will change and other socioeconomic and socioecological stresses. The Resilience Office protect and restore to the measures Xochimilco of waterportfolio a system, identify making will it possibleand Zone to addressHeritage the climate for Plan Resilience Design by Rebuild as such process a revitalized, making community co-design and citizen participation fundamental. be should Thus, tourism as such activities economic other and productivity Agricultural settlements in the area urban through innovative with landscape and water relationship resources management. new a build to is challenge The institutions. international and national, local, various from resources human and financial with knowledge technical of alignment the allowing while areas project different the in resilience of the project, it must be approached from multiple angles to incorporate the principles water is vital to the landscape and of productive quantity activities. the Because and of the quality complexity the of both because area, the of the backbone as development water with resilience integrates that vision a requires Area Heritage The being oneofthe100RC platformpartners. Deltares provides tools and technical support to help cities in developing strategies and accommodation measures, apart infrastructure. from and water, surface management, water in research applied for institute Dutch independent an is Deltares 87. and leadersunderarobust,interdisciplinary andcreativeprocesstoproduceurbanresiliencesolutions. strategies toward the creation of a resilient future. Using an innovative process, the initiative promotes working with communi 86. Rebuild by Design is an initiative supported by the Rockefeller Foundation to connect design, financing, and implementation 2016 -2025 Rebuild byDesign,Deltares,TNC SEDEMA, AZP, OR, SEDEREC, CDMX Native Towns and Neighborhoods [86] can be a valuable contribution. In addition, In contribution. valuable a be can [87] will develop a Water a develop will ties 107 107 ESTRATEGIAEJE DE03. RESILIENCIAPLANEAR PARA LA RESILIENCIA URBANA Y TERRITORIAL 108 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO in the Santa Fe Gullies (Recuperando (Recuperando Gullies Fe Santa the in Spaces Life Retrieving the and Seguro) (Barrio Neighborhood Safe as such level principles of resilience at the community the incorporate that projects pilot also en Zonas de Riesgo]). Likewise, there are [Programa de Mejoramiento de Vivienda Program Improvement Housing Areas Mejoramiento de Barrancas] and the Risk de [Programa Program Improvement Gullies the example, (for areas high-risk in communities assist to strengthened and expanded be also should programs and stresses should be prioritized. Existing impacts main the address to promoted be should actions which for relocation, those and possible for identified be should areas risk in facilities Housing areas. communities and housing facilities in high-risk and marginalized for actions resilience and mitigation, adaptation, Implement ACTION areas ACTIVITY 3.3.3.1. considered to be a site with potential potential with site is a be to considered Peñon del Cerro the Specifically, urban amenities, andtransportation. space, public to accessibility for need the through achieved be can action This inequality. social reduces that adaptation change climate been and has District identified as a pilot area for risk reduction Iztapalapa The participation mechanismsandtools. citizen and co-design integrate also and urban interventions. This activity would proposals design incorporates that project pilot a on based city the in community resilient first the create to proposes activity This well-being. local promote that projects through communities empower to potential the has building Resilience-focused 3.3.3.

Develop projectsthatfocusondevelopingresilienturban Period: Partners: SEDEMA, SPC,Iztapalapa District, OR Participants: other communitiesinthecity. and measures that may be replicated in opportunity to generate methodologies an be will project The others. among amenities, and social underdevelopment, lack of public transportation and urban scarcity, water to related stresses the landslides, subsidence, earthquakes, and floods, are area this in identified risks the of Some guidelines. design urban to incorporate sustainable and resilient promotion ofsocialcohesion. and environment their of enhancement through areas marginalized in of people conditions living the improve that measures encourage and areas high-risk in growth urban reduce will action This Resilience Value: Period: COLMEX, LaCuadraA.C. UNAM, Humanidad, la para Habitat IDB, Partners: Responsible Party: Santa Fe). espacios para la vida en las barrancas de 2016-2025 2016-2025 La CuadraAC,Cemex CEMEX, Fundación Carlos Slim, SEDUVI, SEDECO, SEDECO, SEDUVI, SPC shared responsibilitiesforthemaintenanceofspaces. and sources, funding stakeholders, key of participation the includes project The waves. heat of effects the of reduction and balance, water of restoration resilience measures in their design, such as the Water Plaza for water storage, The Climate Resilient District incorporates spaces that include adaptation and floods, torrentialrains,droughts,andheatwaves. as such change climate of impacts key potential the and conditions urban replicable incorporates it because site strategic a is area ZOHO The Strategy. Strategy for Adaptation to Climate Change and part of Rotterdam’s Resilience Rotterdam the of part is project The environment. the by affected structures measures through public space improvements and interventions with physical management water integrates which District), ZOHO (ClimateProof ZOHO” District, Resilient “Climate project the implementing is Rotterdam of city The INSPIRATION FROMROTTERDAM:CLIMATERESILIENTDISTRICT 2020 perspective ZOHO Climate Pompenburg park Dakakkers Rooftop park: Rain Garden Waterrobust streetdesign Watersquare Benthemplein Hofbogen /Luchtsingel Rooftop park: ZoHo Rainbarrel Polderroof Green Hofbogen Green aquapuncture Robust openwater Green aquapuncture Waterrobust streetdesign Permeable pavingstreet 3 1 6 4 2 5 109 EJE 03. PLANEAR PARA LA RESILIENCIA URBANA Y TERRITORIAL PILLAR 04. IMPROVE MOBILITY MEXICO CITY

THROUGH AN INTRODUCTION INTEGRATED, CHAPTER I.

100 RESILIENT CITIES: SAFE, AND SUSTAINABLE . PLANEAR PARA LA RESILIENCIA URBANA Y TERRITORIAL EJE 03 SYSTEM

110 111 112 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO pedestrians andcyclists. for environment urban safe a provides and vehicles private over transportation public prioritizes that system mobility VISION: SYSTEM AND SUSTAINABLE INTEGRATED, SAFE, THROUGH AN IMPROVE MOBILITY PILLAR 04.

CDMX and the metropolitan area have an integrated integrated an have area metropolitan the and CDMX mobility. improve decisionmakingon Promote theuseofdatato GOAL 4.5 climate change. the potentialrisksandeffectsof Prepare themobilitysystemfor GOAL 4.4 for pedestriansandcyclists. Create asafeandaccessiblecity GOAL 4.3 vehicles. Discourage theuseofprivate GOAL 4.2 revitalizes CDMXandZMVM. system thatconnectsand Promote anintegratedmobility GOAL 4.1

PILLAR 04. IMPROVING MOBILITY 113 113 ESTRATEGIA DE RESILIENCIA 114 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO pedestrians (GDF,2015). were casualties the of percent 60 accidents; traffic to due year per registered were deaths 1,091 2015, and 2012 Between 92. public bicycles,and 100,000 usersin43neighborhoods citydistricts(Ecobici,2016). 6,000 stations, bike 452 has currently which program, ECOBICI the is bicycle the of use the for drivers main the of One 91. responsibility. and participation and carbon, low sustainability, multimodality, resilience, quality, equality, efficiency, accessibility, 90. The new vision outlined in the Comprehensive Mobility Program 2013 - 2018 is based on the following 10 principles: safety, 89. IMCO,2012. 88. CTSEmbarq,2012. is exceeded by demand because, because, demand by exceeded is service transportation, public by made are trips daily of percent 70 Although large and investments arerequired. policies comprehensive which for system, transportation public regional the in transformation profound a for need the clear made have levels pollution high Recently, quality. air on impact strong a has traffic addition, In year per pesos billion 33 to up of losses generated traffic that estimated is it affected; are competitiveness and time productivity city´s commute the therefore to and, add jams Traffic quality oflifeandpublichealth jams globally, creating a strong impact on traffic of number highest the with cities the of one be to CDMX caused has This transportation. of means this by used is private car, 85 percent of the road space only 30 percent of commutes are made by the use of private transportation. Although encouraged that projects infrastructure public investments were allocated for large major decades, recent In environment. the and productivity, competitiveness, on has metropolitan it impact and the of because local level a at issues main the of one considered is Mobility PROBLEM STATEMENT [88] . 5 and30 of death for people between the ages of accidents have become the leading cause and cyclists has become pedestrians worrisome, as traffic for insecurity Road polluting emissions. cars by registered hour per miles 9.3 to compared hour per miles 10.19 of speed travel average an having transportation, of means efficient an as recognized increasingly are bicycles as and cyclists. Bicycle usage has increased most vulnerable users, such as pedestrians based on 10 principles is the CDMX New Mobility Model, which is madeefforts in that direction. has One exampleCDMX Currently, mobility. benefit that models sustainable on focus to city the requires transformation traffic Any high with standards of quality, efficiency, and commutes safety. offer to needs private cars, CDMX´s public transportation distributed equitable and homogeneously yet not is service transportation public years, recent in made efforts great the despite [92] [89] . . To discourage the use of of use the discourage To . [90] that prioritize the [91] , without without , social co- social form anotherkeyissueformobility. the location of jobs, services and housing to relationship their and settings Urban already inplace. is which [93] CDMX, for Strategy Zero Vision the with CDMX of integration the for priority a considered is safety Road not accessible for people with disabilities. city roads, and 89 percent of the roads are There are no sidewalks on 21.3 percent of 93. AGO,2015. decision making. tools that can facilitate the use of data for and platforms integrate to essential is It solutions for the city’s mobility challenges. innovative and integrated developing for barriers the of two are information to access and availability data Finally, the mobilitysystem. and development urban for responsible those between coordinated be to city need connected and compact more a Efforts at a metropolitan level to generate 115 EJE 04. MEJORAR LA MOVILIDAD 116 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO 94. TheITSisanarticulated setoftransportationnetworks that provideareliable,efficient,comfortable, andsafeservice.(PIM,2014) with disabilities and vulnerable groups, for CDMX and ZMVM. public transportation system that includes service for people accessible integrated, an create to infrastructure Improve ACTION of thetransportationsystemisneeded long-term vision for regulation and control to A coordination. authority institutional strengthen single a under systems transportation public consolidating as well as payment, and rates integrating infrastructure, unifying service standards, better building through transportation connections between different modes of (ITS) System Transport Integrated the promote will action This transportation units, improving the the improving units, transportation public upgrading includes action mobility. This transforming for tool key a 4.1.1. CDMX andZMVM. system thatconnectsandrevitalizes Promote anintegratedmobility GOAL 4.1. [94] , which is is which , the city´scompetitiveness. public transportation will positively to impact access of Increasing needs groups. different specific the to response in transportation public to to access increase and ZMVM, and CDMX transform in to mobility ability the has ITS The Resilience Value: Period: Partners: Responsible Party: 2016 –2025 ITDP, CTSEmbarq SEMOVI creates a compact, dynamic, and equitable everyone inCDMX. of life of quality the on impact positive a have will strategy This cars. private of use the and times commute reduce to and density, housing greater a and jobs more with city, compact more a create to CDMX allow will strategy TOD The Resilience Value: Period: Partners: Responsible Party: to publictransportation. services, urban amenities, and jobs related housing, of development the on focus a (PGDU) for specific areas of the city, with new Urban Development General Program and for is integrating DOT strategies into the redesign and (CETRAM), Centers Transfer Intermodal recovery as such projects, strategic developing is CDMX to a public mass transportation network. connected pedestrians—all and cyclists for environments accessible with city mass public transportation around uses concentrated of mix a with a strategy to create dense neighborhoods Transport-oriented development (TOD) is oriented urbandevelopment. Establish policies and pilot projects to promote transportation- ACTION 95. ITDP,2014. 2016 –2025 4.1.2 ITDP, CTSEmbarq,RMS SEMOVI-SEDUVI [95] . This strategy Period: Partners: SPC Participants: Granadas. Aires,Distrito SanPablo, Atlampa and Mexicana,Tacubaya, Doctors Buenos Iztapalapa,SACAlameda Reforma, La Xochimilco - Tlahuac and Milpa Alta resilienceand principles: Heritage zone AGE studieson the integration of TOD and strategic areas will be selected for pilot transportation network. One the ormore ofthe following to connected employment and services, housing, and integration of urban infrastructure, potentialforeconomic development andAGEtheascity´s strategic areas into the PGDU under the auspicesUrban of renewalSAC projects will be integrated systems (SAC). projects in cooperation-based action principles in all urban development ACTIVITY 4.1.2.2. 2016 –2025 ITDP, CTSEmbarq AEP, SEDEMA,SOBSE, I ntegrate TOD 117 EJE 04. MEJORAR LA MOVILIDAD 118 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO ZMVM withhighdemandandalackofaccess. public transportationnetworktoareasinCDMXandthe network. transportation public consolidated the innovate and Expand ACTION FEATURED ACTIVITY4.1.3.1. Period: Partners: Participantes: extension oftheSCMlineB(Buenavista-Airport)becomes possible. Airport, City Mexico new the of construction the with addition, In system. Mexico) of (State Mexibus the with connection its and [98] (SCM) Network System Subway Collective the and system Metrobus the of expansion the with scale metropolitan a on lag infrastructure the cover to necessary be will it years coming the In [97]. area Structured transportation [96] with exclusive lanes covers only 39 percent of the urban Investments in public transportation in CDMX and the ZMVM continue to be insufficient. commuting optionsshouldbeincreasedtodiscouragetheuseofprivatecars. multimodal city, the of areas these In breathe. they air the and life of quality their made in areas of CDMX with higher demand and marginalized populations to improve be prioritized in a coordinated manner at a metropolitan level. Investments should be should system transportation public structured the of expansion the in Investments Period: Partners: Responsible Parties: public aerial other cleantransportationtechnologies. as such transportation, electric transportation, and systems, transportation public to technologies innovative applying by achieved be can This connectivity. and access expand to level metropolitan the at accelerated public be must infrastructure the existing the to of transportation network and improvements development The are contemplated. (Mixcoac-Observatory) 12 line and (Pantitlán-Centre) 9 line Paz-Chalco) (La A line STCM of expansion the and Vaqueritos), de Gloriera Lazaro- (San 5 line of expansion the Avenue, Reforma on Metrobus of 7 line of construction the Currently, 98. 97. PIM,2014. 96. StructuredtransportationtoSTCM, Metrobus, andMexibusisconsidered. 2016 –2025 2016 –2025 4.1.3. ITDP,CTSEmbarq

ITDP, CTSEmbarq,UNAM SEFIN,SOBSE,Metrobus,Mexibus,STCM SEMOVI Widen thecoverageofstructured in a paradigm shift through public public through shift transportation systeminnovations. paradigm a in reduces access, results and pollution, air and jams traffic enhances more is reliable, that network transportation public a of vision metropolitan new a achieve to system mobility CDMX the of This action contributes to a transformation Resilience Value: Figure 25. Consolidated Transport Urban area Network Proposed Mexibus Mexibus Network Network Metrobus Proposed Metrobus Network Light and suburban rail Subway Network ProposedLinesfor2024(ITDP,2014). 0 10 Source: ITDP,2014. 20Km N 119 EJE 04. MEJORAR LA MOVILIDAD 120 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO maximum number(IMCO-ITDP, 2016). a with it replace and constructions new for spaces parking of number minimum a for requirement the eliminate to proposal a is There uses. land all for surface constructed the on depending buildings new all for spaces parking of number minimum a demand Regulations wasted. is space urban and cars, of use greater encourages CDMX in spaces parking of growth The 99. over privatetransportationmobility. Promote pedestrian, cyclist, and public transportation mobility ACTION Maximum vs. Minimum of law the enforcing and for cars with more than three passengers lanes exclusive Implementing explored. being is Center City Historical the like places in areas) (ecological Ecozonas creating of possibility the addition, In development. urban comprehensive transportation-oriented, public through building resilience promote contrast, in and, use car discourage to aim that place in are programs car), a without day (one circula no as Hoy and such Ecoparq projects CDMX in Currently, 4.2.1. [99] in parking lots are also being Discourage theuseofprivatecars. GOAL 4.2. quality of life of CDMX inhabitants inhabitants CDMX of becomes possible. life of quality and air the improving and reduced, are and lack of access to public transportation jams traffic as such problems priorities, mobility of hierarchy the modifying By Resilience Value: Period: ITDP, CTSEmbarq Partners: Responsible Parties: considered. 2016-2025 C40, Fundación Carlos Slim, Slim, Carlos Fundación C40, SEMOVI Resilience Value: Period: Partners: Responsible Parties: arrival) in13schools. and the pilot program Llega seguro (Safe Seguridad Vial (Network for Road Safety), la por Red Steps), (Safe Seguros Pasos Program), Safety Road (Integrated Vial Seguridad de Integral Programa as such initiatives, other of implementation the the Vision Zero initiative has accelerated Implementing system. data Zero Vision the system, information control traffic lives, 4) justice, and 5) creation of a single users five training, 3) infrastructure that saves includes elements: 1) road safety initiative strategy, 2) road This events. traffic by caused lives human of loss the deterring of aim the with CDMX Zero Embassy, and BID, is implementing Vision of the Vision Zero Coalition, the Swedish The government of CDMX, with the support www.coalicionvisioncero.org. México, México Previene, Peatonito, Reacciona por la Vida, Refleacciona, Rodadas Mx, RepuBikla, Tedea, and Transita Seguro. Desarrollo y Movilidad Movilidad, la de Comisión ITDP, Atropellado, Ciudadano AC, Cenfes Embarq, CTS Biciverde, Gourmet, Norte, al orienta que Brújula Bicitekas, as such organizations society civil of comprised is Coalition Zero Vision The 100. the developmentofaroad etiquette. in participation community support and caused by car accidents, and to encourage reduce the number of injuries and deaths safer city for pedestrians and cyclists, to a create to is initiative this of goal This Implementing theVisionZeroinitiative. ACTION 2016 –2025 4.3.1. BID, CoaliciónVisiónCero pedestrians andcyclists Create asafeandaccessiblecityfor GOAL 4.3. SEMOVI Period: Partners: SEDEMA, OR. Participants: and publicinvolvement. generating communication strategies and making, decision strengthening data, consolidating for point focal a as serve will Center Safety Road The system will be accessible to the the public. issues, and mobility on information communication enhance To initiative. Zero Vision the of results the evaluating and measuring as well as collecting information allows that system a create to The works SEMOVI inconsistent. is events traffic from injuries serious and deaths of recording the because system data Zero Vision CDMX the builds CDMX for RoadSafety. ACTIVITY 4.3.1.1. 2016 –2025. BID, CoaliciónVisiónCero SSP, Oficialía Mayor, Mayor, Oficialía SSP,

Create theCenter Bici 121 EJE 04. MEJORAR LA MOVILIDAD 122 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO Concourse, AtlanticAvenueand4thAvenue. Capital Boulevard, Queen´s are implemented were interventions successful and extensions for sidewalks and medians were installed. Other streets where car crashes have been reported. Safety interventions such as islands, crosswalks, Hunts Point Avenue and Bruckner Boulevard, an at intersectionproject a whereis example high An rates streets. ofcity’s the on safety promote to year each Under the Vision Zero Strategy, New York City plans to implement 50 projects of trafficaccidentshasbegun. rates highest the with corridors main four of redesign the Furthermore, sites. and intersections have been completed, and 60 of them are located in priority and about 20,000 traffic monitoring units were installed. Eighty safe corridors With respect to legislation, the speed limit was reduced to 24.8 miles per hour, city’s streets,increasingtheirsafetyandaccessibility. the transformed has program the implementation, its of year first the since the lowest number ever reported in New York City’s history. On the other hand, 252, to dropped accidents traffic to related fatalities 2015, and 2014 Between these elements. of each of creation the on collaborated Citizens legislation. and design, street enforcement, law education, and dialogue public through safer streets the must participate in cultural change. Specifically, the strategy focuses on making preventable; 3) safe behavior should be expected of all citizens, and everyone the streets is unacceptable; 2) deaths and injuries caused by traffic accidents are The Vision Zero Strategy focuses on three main points: 1) any death or injury on severely injured. and 190 cyclists lost their lives due to traffic accidents, and 15,000 others were pedestrians 1,500 nearly 2014, to prior years 10 the in because, Strategy Zero In 2014, the New York City Department of Transportation established the Vision INSPIRATION: VISIONZERONEWYORKCITY Resilience Value: Period: Partners: Responsible Parties: benefits ofactivemobility. and understand the health and economic be must of aware be to is public the if integrated strategies Communication mobility. active for infrastructure urban of inclusion the consider should Streets Complete of models of construction the through space public of Transformation cyclists. and pedestrians by commuting non-motorized to refers mobility Active 101. Recientemente, se construyeronciclovíasenavenidasprincipales comoAvenidaRevolución, PatriotismoyBuenavista. y congestiónvehicular. así contaminación la de reducción la como automóvil, del uso del reducción para la salud, beneficios mejora del espacio público, como: múltiples positivos tiene impactos activa movilidad La Transforming publicspacetopromoteactivemobility. ACTION 2016–2025 4.3.2. ITDP,CTSEmbarq

SEDEMA Period: Partners: SSP Participants: spaces. models for promoting streets as public Avenue 2. These projects will serve as Avenue 8 South, Central Avenue, and on (Trolebici) Corridors) Emissions and Corredores Cero Emisiones (Zero Street) (Chilanga Chilanga Calle as Currently, SEMOVI plans projects such safely. navigate can cyclists that so pavements, even and ramps with accessible, streets make to is goal expansion of the EcoBici system. The the and Streets, Complete bikes, for of new bike lanes, [101] parking spaces creation the are initiatives main The transportation. of modes other with encourage bicycle use in combination to network infrastructure cycling the The Government of CDMX is widening infrastructure network. ACTIVITY 4.3.2.1. 2016 –2018 ITDP, CTS Embarq, Bicitekas SEMOVI, SEDUVI, SOBSE,

Widen cycling 123 EJE 04. MEJORAR LA MOVILIDAD 124 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO users. network’s operation and reduces risks to the to impacts damaging avoid helps occur (e.g., intense flooding, heat waves) change climate with associated effects before network transportation public mass city’s the to adjustments Making Resilience Value: Period: Partners: Responsible Parties: of thepublictransportationsystem. effectiveness the enhance to and event an of case in costs recovery reduce to planning in mobility this area The must be strengthened future. the in frequently more occur could which floods, as such systems are constantly exposed to events, Transportation conditions. changing to withstand to disruptive ability or unexpected events the and adapt has system mobility the that ensure to essential is It change. Adapt the public transportation system to the effects of climate ACTION 2016 –2018 4.4.1. ITDP,CTSEmbarq,RMS change. potential risksandeffectsofclimate Prepare themobilitysystemfor META 4.4.

SEMOVI, SEDEMA Partners: STCM, Metrobús,OR Participants: efficient androbust. more system transportation mass the make will activity This systems. be replicated for other transportation could methodology This scenarios. waterlogging and flooding and data historic on information example, integrate, for will analysis The occur. change climate of effects the before of a portfolio of adjustment measures development the for basis a provide can generated proposals These be analyzed. and will Metrobus and STCM for proposals change, of climate effects the address to adjustment an strategy create to order In transportation. adjustment measuresforpublic systems, andcreateaportfolioof and Metrobustransportation of heatwavesandfloodsinSTCM ACTIVITY 4.4.1.1. CTSEmbarq,ITDP,RMS SSP, SPC, Oficialía Mayor,

Assess theeffect disaster situations Improve mobilityplanningforemergencyand ACTION of emergencyandsupportvehicles. entry and evacuation routes to the drivers disseminating and signaling proposing emergency, accident, or disaster, and for free transit on urban highways during an on for agreements cooperative working developing is (SPC) Protection Civil emergency of Ministry and the Currently, areas responders. safety with improve communications and connections to and emergencies during city the of needed to ensure the smooth functioning is strategy comprehensive a However, systems. of transportation each different for the protocols response and disaster events, there are mitigation measurements potential other and hazards Because the city is exposed to earthquake 4.4.2. city serviceisensured. be prevented, and the continuity of possibly a critical can users transportation public on effects negative reduced, be may costs recovery system situations, mitigation disaster and emergency and for measures protocols response By consolidating CDMX mobility network Resilience Value: Period: Partners: Responsible Parties: 2016 –2025 CTS Embarq, ITDP, RMS,Veolia SEMOVI,SPC 125 EJE 04. MEJORAR LA MOVILIDAD 126 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO Period: a911, CTSEmbarq,C40,ITDP,TomTom Partners: Responsible Parties: of openmobilitydatabases. the collaboration of users in the creation an is which unprecedented collective effort based program, on Mapatón the implemented organizations other and (LabCDMX) City the for Laboratory The of information. use and distribution, collection, access, private partnerships that can strengthen potential opportunity to establish public- multiple a is There has sectors. different for benefits information to Access making. decision and transportation planning mobility inform turn, in could, understanding of mobility patterns, which information that could be used to expand and data critical with companies private are There public. the to available is data that of all not however, daily; data of amount enormous an generates CDMX data use. mobility encourage to partnerships public-private Promote ACTION 2016–2025 4.5.1.

Audi Urban Future Initiative, Initiative, Future Urban Audi mobility decisionmaking. Promote theuseofdatatoimprove GOAL 4.5. SEMOVI mobility system. successful development of a more reliable effective public policies that are crucial to decision making involved in the creation of the improve can tools digital of creation the and exchange management, data data platforms, through usage Data Resilience Value: mobility patternsandbehaviorswere the Santa Fe area were formalized, and in institutions and companies six with agreements collaboration 2015, During the differentparticipants. creation of a mobility agreement among managed to take a first step towards the proposal the these, through obtained with more than 43 participants and the data created partnerships Through the solution and not only as the problem. cars and its more efficient use as part of review and understand the role of private to alternative an suggested proposal Urban Future Award 2014 contest. The Audi International the won a911, by led At the end of 2014, a Mexico City team, in universitiesandcompanies. projects thatsupportsharedmobility ACTIVITY 4.5.1.3. public space,andurbanamenities. through urban design strategies that promote accessibility to transportation, of low-income users living in the most deprived and insecure areas of the city conditions living the improving on focuses it as element, social a has project consists of several interconnected lines that supplement the subway lines. This system The Medellin. in system transportation public aerial an is Metrocable INSPIRATION: URBANTRANSFORMATION-METROCABLEMEDELLIN

Implement Initiative Partners: Participants: be sought. will transformation mobility Fe Santa drive to Audi and sector public sector, private Association, Neighborhood sign a collaboration agreement between improves that employees´ quality of life. An attempt to environment work sustainable promote and their resources, optimize to corporations and institutions support to partnerships these widen and strengthen to is aim the Currently, recommendations. and solutions possible identify to studied a911, Audi Urban Future Future Urban Audi a911, SEMOVI, OR 127 EJE 04. MEJORAR LA MOVILIDAD PILLAR 05. DEVELOP INNOVATION AND ADAPTIVE CAPACITY 130 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO natural andsocialorigin. of risks dynamic to innovatively and proactively responds VISION: ADAPTIVE CAPACITY INNOVATION AND DEVELOP PILLAR O5.

CDMX adapts to the impacts of climate change and and change climate of impacts the to adapts CDMX GOAL 5.3 education. strategic communicationand through citizenparticipation, Promote communityresilience GOAL 5.2 measures. implementation ofadaptation framework topromotethe Review andadjusttheregulatory resilience. sector participationinbuilding projects, andpromoteprivate- investments, andnewstrategic resilience inpublicfacilities, Integrate theprinciplesof GOAL 5.1 131 131 ESTRATEGIA DE RESILIENCIAEJE 05. INNOVACIÓN Y CAPACIDAD ADAPTATIVA 132 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO 104. Calvente,2007; Olssonetal.,2014;Redman,2014. 103. BrooksandAdger, 2005;Hallegatte,2009;Birkmannet al.,2010;Moser,2010. 2012a), whichrefers toclimaticstimuli;however,ithasbeen modifiedtoincludeotherpossiblestimuli. 102. This definition of adaptation is presented in the General Law on Climate Change (Official Gazette of the Federation construction initial from 19) (Figure resilience of principles the incorporating these projects should be strengthened by city and the region. Investments linked to the Mexico of development the for opportunity New valuable a offer the (NAICM) Airport as City such projects strategic transfer. Additionally, large infrastructure for making decisions about risk reduction and for tool valuable a be can infrastructure assessment Risk of basicurbanservicesdepends provision the which upon a infrastructure build is to essential for adaptation of the strategic positioned innovation since future[104], sustainable ideally are innovation, of centers as Cities, systems. generate social-ecological with relationship interactions can and their in centers that as transformations innovation recognized of are Cities and change[103]. a constant process of learning, evaluation, through traditional responses, but require adaptive challenges cannot be addressed scientific community has recognized that The [102]. opportunities beneficial any exploit and damage moderate to order in effects, their or stimuli, expected or actual to response in systems human to or natural in adjustments and refers measures adaptation of concept The be strengthened. and strategic infrastructure must therefore adaptive capacity The of society, institutions, life. of quality reduce or services result in impacts on the provision of basic also may risks These losses. economic dynamic and human about of bring may that risks variety a faces city The PROBLEM STATEMENT some cases existing regulations may need in strategy, this of development the In whichtheyareexposed. of liferegardlesstherisk quality their in improvements generate will this as groups, vulnerable most on the concentrate should relief disaster for policies public the of sense, implementation this In self-protection. up scale and risks, domestic reduce community level, the at cohesion responsibility emergencies social and of strengthen will event and the in way organized an in respond to them enable adaptive capacities of citizens, which will Additionally, it is essential to promote the improved reconstruction. and support, public of independence operations, of continuity recovery, early allow that instruments transfer risk as such required, are solutions flexible and inclusive, Innovative, losses. reduce and city, which can improve overall response the with partnerships strategic through participating also is sector private The disasters such as earthquakes and floods. address to intended is which of percent 30 type, this of fund a have to country (US$162 million). The city is the first in the pesos 2015, billion 3 of in budget initial an with (FONADEN) City Mexico in Disasters Natural with Assistance for Fund the created CDMX of government the challenge, this address To support. exceeded, forcing them to turn to external be may risks these address to capacity Their sectors. private and public the for challenge and a is processes dynamic other change climate with associated risks disaster the of intensification The through allstagesofdesign. (DOF), alternatives found. existing barriers need to be identified and contribute to building resilience, potential society. For public resources to be able to of adaptive measures by government and to be reviewed to facilitate the promotion 133 EJE 05. INNOVACIÓN Y CAPACIDAD ADAPTATIVA 134 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO Period: Partners: Responsible Parties: various sectors,bothpublicandprivate. in encouraged is participation which in for transfer, risk and reduction, assessment, mechanisms innovative through CDMX the in management risk strengthen integrated to seeks action This Drive innovationforintegratedriskmanagement. ACTION 2016-2025 5.1.1. BM, SwissRe,RMS,Veolia building resilience. private-sector participationin new strategicprojects,andpromote in publicfacilities,investments,and Integrate theprinciplesofresilience GOAL 5.1. SEFIN, SEDECO well-being offamilies. of activities that do not affect the financial the city is exposed, and ensure continuity which to disasters of impact economic the reduce to possible is it insurance, of culture the strengthening and risks sharing for options the expanding By Resilience Value: Period: Partners: Participants: Responsible Parties: reconstruction. emergencies and disasters can be strengthened to better facilitate rehabilitation to and response the of management and, planning proactive the disasters, large-scale By improvingresources. understanding of of deployment the city’s efficient resources more for respondinga for to disasters, projects particularly among coordination achieve and sectors various by proposals the complement to FONADEN, created recently the as such CDMX, in made being efforts the to contribute to is aim The • • • • risk management,consistsofthefollowing: of greatmagnitude.Financialprotection,whichisacentralpillarcomprehensive via theWorldBankplatforminordertohaveimmediateliquidity afteradisaster to thecityregardingtransferofpartitscatastrophicriskresultingfromdisasters management ofcatastrophicrisks.Inaddition,itaimstoprovide technicaladvice cities thatarepartofanetworkisbuildingstrategyfor theintegrated This jointinitiativebetweentheWorldBankand100RCis aimed atworkingwith FEATURED ACTIVITY5.1.1.1. for resilientcities. alternatives forCDMX:WorldBankinitiativeofrisktransfer

Reduce the risk: scale down contingent liabilities due to disasters, reduce reduce disasters, to due liabilities contingent down scale risk: the Reduce sector resilience. private- for incentives creating by impacts economic reduce and investment, public in information risk of integration the through disasters of impact the for approval,transfer,andmonitoringoffundsafterdisasters. sustainability ofpublicfinances. budgetary response capability once disasters occur without compromising the of disasters, develop a cost-efficient strategy of financing risk, and improve the Develop a comprehensive strategy: take into account the frequency and severity Execute resources efficiently: establish effective administrative and legal systems the riskofdisasters Assess therisk:defineandmeasurecontingentliabilities;assessquantify 2016 –2025 World Bank,RMS,SwissReyVeolia Chief AdministrativeOffice,SPC,SACMEX SEFIN, SEDECO Promote disasterrisktransfer 135 135 ESTRATEGIA DE RESILIENCIAEJE 05. INNOVACIÓN Y CAPACIDAD ADAPTATIVA 136 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO inhabitants ofCDMX. the environment and quality of life of the continuity of basic services, and improve can ensure population, that the to risks reduce infrastructure information This action helps promote multi-functional Resilience Value: Period: Partners: Responsible : investments. prioritize better and efficiency interventions, of the improve exposed, are they which to risks the identify systems, of qualities resilient the highlight can they that so facilities urban public and infrastructure strategic of improvement construction projects in the operation and influencing at aimed therefore is action within the decision-making process. This even new, is resilience of concept The facilities. measures to various risks for strategic provisioning of public resilience in large infrastructure projects, and of propose concept the adaptive of inclusion the for methodologies Develop ACTION 2016-2025 5.1.2. 100RC, RMS,PwC,CEMEX OR Period: Partners: SEMOVI, FICEDA,CETRAM Participants: infrastructure. strategic other of evaluation the in replicated be will methodology this and pursued, be will risks severity of other possible low-frequency, high- analysis concluded, is stage first this Once 100RC. of partners of platform as part of the services provided by the RMS by out carried be will work This centers (CETRAMs), and major roads. transfer modal Abasto), de (Central Station Supply Central the markets, for the city. This will include: all CDMX services basic provide that facilities be will developed study of the seismic risk a of public stage, early an At public facilities. resilience analysisforstrategic ACTIVITY 5.1.2.3. 2016 -2025 RMS SEDECO,SPC,

Perform riskand losses will be even ten times higher. This the that likelihood substantial still a and earthquake, 1985 the for modeled were that those than greater times five losses suffer will markets that chance percent 1 is there Actually, city. the for scenario occurred in 1985, is not the worst-possible that a seismic event, such as the one that The exceedance probability curve shows that canbeobtainedfromthiseffort. earthquakes, is an example of the results 300 public markets in the event of major nearly of network the of resilience the analysis shown here, which characterizes preliminary The earthquake. major a of event the in facilities public strategic of involvement possible the evaluating on CDMX government are working with RMS the of sectors various purpose, this For resilience inthefuture. for goal realistic a set to and city the of be used to quantify the current resilience series of probabilities. These models can a by losses potential of severity the of estimate an allows which year, following of about 100,000 synthetic versions of the situations. They are based to on a simulationsuch to due response in loss arise catastrophe of models Probabilistic and intensity. duration in vary can and unexpectedly complicated because disasters is can occur measurement strategic That facilities. city’s public the of resilience the increase to necessary is risk extreme measuring to approach sophisticated A markets inCDMX Preliminary resultsofseismicriskanalysisforpublic RISK MANAGEMENTSOLUTIONSINC: that theyface. threats the and assets city the between quantify the complex interdependencies centers transfer (CETRAMs) and modal roads, and to of discover and the network as such city, critical the in of infrastructure sections other analyze used be to can approach this Similarly, and drought. diseases, infectious terrorism, as such dangers, other includes that capacity recovery the of vision holistic a facilitate can the and identified, be can markets of investments in resilience for individual cost-benefit the resilience, of modeling the From results. the accurate more the complete and accurate the exposure data, can be derived from models, but the more property in the city. Intelligent assumptions private and public on data high-quality having of importance the demonstrates exposure, on information limited with performed analysis, this Furthermore, shown inFigure24. as highlighted been have markets four resilience from multiple perspectives only, of profile the considering example, for productive; more be can resilience in an opportunity to identify provides where investments also approach analytical 137 EJE 05. INNOVACIÓN Y CAPACIDAD ADAPTATIVA 138 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO 5 4 3 2 1 Order Risk analysisinCDMXmarkets (RMS). Exceedance probabilitycurve Figure 26. 1/500 1/100 1/1 three different earthquakes and according with markets the by undergone damages in variations the shows table the Finally, chosen 1/500). and (1/100 shown the is probabilities for curve the in identified earthquakes stochastic of epicenter the box, lower the In 1985. in damages the than greater times five are markets the in earthquake an by caused damages the shows that there is a 1 percent chance that curve probability exceedance The PAE. to circle represents the risk of each according markets in CDMX, and the diameter of each public of location the indicates map The

PROBABILITY 7 Lagunilla Clothing and Fabrics Santa ÚrsulaCoapa Hidalgo Zone Jamaica NewMarket Merced Market Main Unit MX 1985 (1/17) Risks inCDMXmarkets(RMS). 1985 MX1985(M 8 .0) 5 x LOSS

(M6.7) 1985 1/100 Lagunilla Clothing and Fabrics La Villa Hidalgo Zone Jamaica NewMarket Merced Market Main Unit 1/500 Abelardo L.Rodriguez Lagunilla Clothing and Fabrics Hidalgo Zone Jamaica NewMarket Merced Market Main Unit 10 x19 (M7.2) 8 5 Location map SANTA URSULACOAPA M 8.0 ABELARDO L.RO JAMAIC LA VILLA PAE Jamaica Zone ClothingLagunilla and Fabrics Hidalgo Zone Jamaica NewMarket Merced Market Main Unit A

M 7.2 M 6.7 D RIGUEZ CDMX during emergencies, and reconstruction reconstruction and emergencies, during performance reduction, and prevention the around sector decision-making process on issues of risk private the with responsibility share to and disaster a by identify to is economic activities that may be affected action this of The purpose recovery. disaster enhances and sector expands government’s capabilities private the with Collaboration response. the in sector private the of participation the by strengthened is emergencies or disasters to response government The Promote private sector participation in building urban resilience. ACTION 5.1.3. recovery. government, reduces disaster impacts, and by accelerates responsiveness the improves reconstruction) and recovery, the preparedness, (prevention, disaster a of in event the in planning involvement of stages various sector Private Resilience Value: Period: Partners: Responsible Parties: 2016-2025 CENACED, CEMEX SPC, OR 139 EJE 05. INNOVACIÓN Y CAPACIDAD ADAPTATIVA 140 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO Period: Slim, RMS Partners: Responsible Parties: of urban resilience and adaptive capacities. risk community of networks for the construction information to the public communication and that allows that platform facilitates a create to is aim The citizens. for resilience and risk for platform communication a Create ACTION 2016-2025 5.2.1. City Heroes, Fundación Carlos Fundación Heroes, City education. strategic communicationand through citizenparticipation, Promote communityresilience GOAL 5.2. SPC, OR risk awareness. citizen participation and empowerment through cohesion, social increase and situations, emergency in actions their guide level, community the at capacity adaptive their increase risks, public address the help to and manner timely a adequate in information Provide Resilience Value: 110. NeighborhoodEmpowerment Networkat:http://empowersf.org Tokyo, Amsterdam, Copenhagen, SanFrancisco,andMelbourne (TheEconomist,2013). London, York, New are risks disaster on sharing data promote that competitive more as recognized cities 25 the Among 109. 108. TheRockefellerFoundation,2014. 107. UN2015b. 106. UN2015b. population (UN,2005). the for but makers, decision for only not disasters, on information reliable and adequate of availability the increase to was document this of objectives the of One 2005. in Reduction” Disaster on Conference “World the at approved disasters, of event the in communities and nations of resilience Increased Action: for Framework Hyogo the in culminating 1990s, the in Reduction” Disaster Natural for Decade “International the from internationally promoted was reduction risk disaster The 105. USA, has an Internet platform that shares For example, the City of San Francisco, emergencies. for prepare and live they allow their citizens to learn of risks wherethat platforms create to working are addition, several cities aroundIn the world countries. or regions different for platforms for the public on various risks communication open developed have organizations several context, this In communication [109]. cities that promote data sharing and risk competitive internationally, match those Some of these cities,[108]. recognized as recognized more been has cities of between competitiveness the and assessment risk on information correlation of transparency positive A and accessthereto,by2030”[107]. people, to communicated risk disaster on assessments and information and threats multiple on systems alert early “Considerably increase the availability of is reflected in one of seven global goals: this [106]; acknowledged is people, on risks, an approach that is more broad focused a for disaster towards approach preventive need the 2015–2030, for disasters [105]. In Sendai Framework experience in the field of risk reduction The international community has gained the constructionofadaptivecapacitiesandurbanresilience. for networks citizen build to citizens enable to and public the to information 5.2.1.1. ACTIVITY

Create a platform to facilitate the communication of risk risk of communication the facilitate to platform a Create Period: Partners: LabCDMX Participants: through theInternet. neighborhoods other with shared are that plans resilience, neighborhood improve that plans working prepare to included which information on neighborhood meetings created, was [110] a neighborhood empowerment network in the city was generated. Additionally, happening is what about information real-time share can community the in groups different where database on a routine basis; for example, a dynamic citizen participation in building resilience promote that applications various has also platform Francisco’s San location. their by to exposed are they risks the up look can individuals where system events, and a geographical information different for plans action assessment, risk on information shares platform Internet Francisco’s San of City The emergencies. for prepare to public general the and residents city helps and region, local information on risks within the city and 2016–2025 City Heroes,RMS SPC, SEDUVI, AGU, AGU, SEDUVI, SPC, general 141 EJE 05. INNOVACIÓN Y CAPACIDAD ADAPTATIVA 142 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO areas. poverty, and protection and care of green building resilience are: Vision Zero, water in importance their on based promoted be to issues the Initially, effort. building resilience the in participate actively to them inviting and join, can they which and out carried being are that actions the of aware become citizens that so contribute to building the city’s resilience, communication campaigns on implementing topics that of consists action This resilience issues. Encourage citizen participation and communication of priority ACTION their capacities. strengthen to necessary is it so emergencies, during others of needs the servants, civil who are for responsible for meeting important particularly is This in theplacewheretheylive. face of destructive events that can occur the in survive and transform respond, themselves, prepared, be to people of ability the on largely depends Resilience resilience. build to servants civil of capacity technical the Strengthen ACTION 5.2.3. 5.2.2. and promotes actionandleadership. decisions, encourages citizen participation, better make to information reliable with citizens provides issues resilience key on communication accurate and Clear increase thesecurityofcitizens. that policies public long-term create to servants civil helps also knowledge This population. the to assistance prioritize and situations emergency in decisions of critical make them helps capacities servants civil response the Building Resilience Value: Period: Responsible Parties: Resilience Value: Period: CENACED Fundación CarlosSlim,MakeSense, Partners: Responsible Parties: 2016-2018 2016-2018. 100RC, Pacífico,Banamex, SEDEMA, OR EAP yOR building. the need for changes in policies and regulatory structure to improve resilience connection to theimportant community an during the has implementation RBD process and exploressociety, in awareness risk increasing to addition In ecological factors. and social, physical, account into take that solutions problems, to solutions proposes that process a in officials government and members, community researchers, designers, among collaboration on relies RBD response. disaster and those responsible for urban planning consider emergency preparedness and This methodology has been considered a paradigm shift in the way governments in othercities. has been to establish it as a model for designing resilience solutions to problems Based on the success of this methodology in the city of New York, RBD’s goal process. replicable easily an in result that and design mobile a and strength, that are established to maintain cross collaboration among sectors, academic The RBD process is carried out in a series of successive and connected stages and creativedesignprocessthatgeneratesinnovativeresponses. planning solutions, but to place them in the middle of a solid, interdisciplinary, The purpose is not only to invite sectors that were usually excluded from urban that generatespracticalsolutionstocomplexproblems. Sandy in New York, and has evolved into the promoter of an innovative process the call for a design contest for the reconstruction of areas affected by hurricane that contributes to improving urban and regional resilience. RBD emerged from collaborative design process for planning and specific problema of solving—aintroduction the in CDMX processwith collaborate can (RBD) Design by Rebuild MORE RESILIENTREGION INSPIRATION: REBUILDBYDESIGN–WORKINGTOGETHERTOBUILDA 143 EJE 05. INNOVACIÓN Y CAPACIDAD ADAPTATIVA 144 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO these factorsshouldbedeveloped. from stemming vulnerability cohesion, the reduce social of exclusion), among others. Initiatives that (lack situation social and beds), stream dry (ravines, location homelessness), unemployment, (poverty, conditions economic gender, emergencies), in help special need who adults older children, (dependent age dynamic. These factors contribute to or vulnerability: permanent be may that conditions to due population average in the face of destructive events than the vulnerable more are groups social Some Develop initiativesfocusedonvulnerablegroups. ACTION and civicresponsibility. environmental foster also will it and mitigation, and prevention risk of culture a promote and awareness create will project This youth. their in behaviors resilient develop should and city, and neighborhood their in to exposed are they risks the of aware become should children that believes project The • • • Content isincludedonthefollowingthreetopics: students by2020. 100,000 benefit will project complementary this that estimated is It years. 12 and 10 aged children 5,000 around benefitting currently is that program the municipal schools. Resilience topics were recently included in an educational resilience topics to complement civil protection concepts in the curriculum of for resilience is highlighted. The project seeks to develop and implement urban In the Rio de Janeiro Strategy for Resilience, the action of educating youngsters EDUCATE YOUNGSTERSFORRESILIENCE. INSPIRATION: RIODEJANEIROSTRATEGY:FEATUREDACTION-

5.2.4. energy and water; introduction of recycling fundamentals and the the and processing ofmaterialsandproducts. fundamentals recycling of introduction water; and energy Sustainable consumption and resource efficiency, particularly regarding Basic civilprotectionconceptsanddisasterpreparedness. people. Impact of climate change on cities and how it affects the lives of young everyone’s qualityoflife. improves and inequality, social reduces community, of sense a create helps also but resilience, urban builds only not so generates multiple benefits because doing vulnerabilities specific these Addressing Resilience Value: Period: Make Sense,SEDEREC,FAO,OXFAM Histórico, Centro Fundación UNISDR, Partners: Responsible Parties: 2016-2025 Save the Children, UNESCO, UNESCO, Children, the Save OR and sustainablemustalsobepromoted. inclusive, safer, investments resilience make acknowledged, that projects and be programs and must city the of institutions that contribute to the resilience and efficient. The actions of all government in resilience that are transversal effective, on the commitment to seek investments building resilience. This action follows up to budget expenditures the of percent 10 allocate to committed this government of III Section document, in November 2015, the CDMX in mentioned As government (10percentcommitment). CDMX the of budget expenditures the within resilience for Assess the contribution of relevant local programs and projects ACTION 5.3.1. adaptation. implementation ofmeasuresfor framework topromotethe Review andadjusttheregulatory GOAL 5.3. prepared todealwithpotentialimpacts. projects and enable the city to be better and programs different the of proponents among tensions reduce help will which budget, the in actions CDMX of prioritization the for allows action This Resilience Value: Period: Responsible Party: 2016-2018 OR 145 EJE 05. INNOVACIÓN Y CAPACIDAD ADAPTATIVA ACTION 5.3.2. Propose a measuring, reporting, and verification (MRV) system that promotes continuous learning and adjustment of actions.

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

CIUDAD DE MÉXICO VI NEXT INTRODUCTION

STEPS CHAPTER I. 100 CIUDADES RESILIENTES:

146 147 VI. NEXT STEPS

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

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

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

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

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

148 149 EJE 2. IMPULSAR LA EJE 4. MEJORAR LA EJE 5. EJE 1. RESILIENCIA HÍDRICA EJE 3. FOMENTAR LA PLANEAR PARA LA MOVILIDAD A TRAVÉS DESARROLLAR DE COMO EL NUEVO COORDINACIÓN RESILIENCIA URBANA DE UN SISTEMA LA INOVACIÓN Y PARADIGMA PARA LA REGIONAL Y TERRITORIAL INTEGRADO, SEGURO Y LA CAPACIDAD CUENCA DEL VALLE SUSTENTABLE ADAPTATIVA DE MÉXICO

META META META META META META META META META META META META META META META META META 1.1 1.2 2.1 2.2 2.3 2.4 3.1 3.2 3.3 4.1 4.2 4.3 4.4 4.5 5.1 5.2 5.3 hídrica. y la Reducir la pobreza seguridad hídrica a la planeación de la acuífero y contribuir sustentable del Promover el uso recurso hídrico. la sostenibilidad del cultura cívica Fomentar una intervenciones que por medio de la situación hídrica, urbano sensible a y azul infraestructura verde Integrar programas y a través de a nivel espacial equidad social Aumentar la de conservación Proteger el territorial planeación urbana y a través de la Reducir riesgos estratégica comunicación institucional Coordinación resiliencia. contribuyen a la regionales Proyectos de implementación para impulsar la marco normativo Revisar y ajustar el movilidad integrado de Impulsar un particular. uso del vehículo Desincentivar seguras y comunidades Generar ante transporte público Fortalecer datos Promover el participación del y promover la estratégicos, nuevos proyectos inversiones, y los equipamiento, las de resiliencia Integrar los estratégica y la comunicación ciudadana, la de la participación comunitaria Impulsar la medidas de desigualdad riesgos e , y un diseño / APPENDIX resiliencia principios regional. que suelo y la a través uso de en el sistema sobre MEXICO CITY el

ACCIÓN 2.2.4 ACCIÓN 2.2.5 ACCIÓN 2.2.6 ACCIÓN 2.4.2 ACCIÓN 4.2.1 ACCIÓN 4.3.1 ACCIÓN 4.3.2 ACCIÓN 4.4.1 ACCIÓN 4.4.2 ACCIÓN 4.5.1 ACCIÓN 2.2.1 ACCIÓN 2.2.2 ACCIÓN 2.2.3 ACCIÓN 2.3.1 ACCIÓN 2.4.1 ACCIÓN 1.1.1 ACCIÓN 1.1.2 ACCIÓN 1.2.1 ACCIÓN 1.2.2 ACCIÓN 1.2.3 ACCIÓN 2.1.1 ACCIÓN 2.1.2 ACCIÓN 2.1.3 ACCIÓN 3.1.1 ACCIÓN 3.1.2 ACCIÓN 3.1.3 ACCIÓN 3.1.4 ACCIÓN 3.2.1 ACCIÓN 3.2.2 ACCIÓN 3.3.1 ACCIÓN 3.3.2 ACCIÓN 3.3.3 ACCIÓN 4.1.1 ACCIÓN 4.1.2 ACCIÓN 4.1.3 ACCIÓN 5.1.1 ACCIÓN 5.1.2 ACCIÓN 5.1.3 ACCIÓN 5.1.4 ACCIÓN 5.2.1 ACCIÓN 5.2.2 ACCIÓN 5.3.1 ACCIÓN 5.3.2 ACCIÓN 5.3.3 RESILIENCE STRATEGY 100 RESILIENT CITIES: ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES ACTIVIDADES 1.1.1.1 1.1.2.1 1.2.1.1 1.2.2.1 1.2.3.1 2.1.1.1 2.1.2.1 2.1.3.1 2.2.1.1 2.2.2.1 2.2.3.1 2.2.4.1 2.2.5.1 2.2.6.1 2.3.1.1 4.1.1 3.1.1.1 3.1.2.1 3.1.3.1 3.1.4.1 3.2.1.1 3.2.2.1 3.3.1.1 33..2.1 3.3.3.1 4.1.1.1 4.1.2.1 4.1.3.1 4.2.1.1 4.3.1.1 4.3.2.1 4.4.1.1 4.4.2.1 4.5.1.1 5.1.1.1 5.1.2.1 5.1.3.1 5.1.4.1 5.2.1.1 5.2.2.1 5.3.1.1 5.3.2.1 5.3.3.1 4.2.1 1.2.1.2 1.2.2.2 1.2.3.2 3.1.1.2 3.1.2.2 3.1.3.2 3.1.4.2 3.2.2.2 1.1.1.2 2.3.1.2 4.1.2 5.1.1.2 3.3.1.2 3.3.2.2 4.1.1.2 4.1.2.2 3.3.3.2 4.1.3.2 5.1.2.2 4.5.1.2 2.2.4.2 2.2.5.2 5.2.1.2 5.2.2.2 5.1.3.2 5.1.4.2 5.3.2.2 4.2.1.2 4.4.1.2 4.3.2.2 4.4.2.2 5.3.1.2 5.3.3.2 4.3.1.2 4.2.2 3.1.1.3 3.1.2.3 1.1.1.3 2.3.1.3 5.1.1.3 5.1.2.3 4.1.1.3 4.1.2.3 4.1.3.3 3.3.3.3 3.3.2.3 5.3.2.3 5.3.3.3 4.2.1.3 4.3.2.3 4.3.1.3 4.5.1.3 4.2.3 3.1.2.4 1.1.1.4 5.1.2.4 4.1.1.4 4.1.3.4 4.2.1.4 5.3.2.4 4.3.1.4 3.3.2.4 3.3.3.4 4.3.2.4 5.3.3.4 4.5.1.4 4.2.4 3.1.2.5 5.1.2.5 4.1.1.5 4.2.1.5 4.3.1.5 4.3.2.5 4.5.1.5 4.2.5 4.2.1.6 4.3.1.6 4.3.2.6 150 4.2.1.6 151 152 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO 1.1.1.3 1.1.1.2 1.1.1.1 COORDINATION FOSTER REGIONAL PILLAR 01 Responsible Party: ACTION 1.1.1. Management ProgramforZMVM. resilience workstreaminthenext Contribute tointegrationofa management to coordinateandrespondrisk evaluation ofinstitutions’capacities (ARISE initiative),whichenables the developmentofScorecard Create aresiliencebaselinethrough COMETRAVI specific topics. For example, reactivate ZMVM and the greater megalopolis for coordination mechanismsinCDMX/ promote a resilience agenda through Strengthen existing institutions and Foster resilienceintegrationinregionalprograms communication. institutional coordinationandregionalstrategic GOAL 1.1. Activity OR . Createresiliencethrough Participants/Partners UNAM Local Congress Congress, National Federal Government, AECOM, ARISE 2018-2025 2018-2025 2016-2018 Period 1.1.2.1 1.2.1.2 1. 2.1.1 Responsible Party: Mexican citiesbelongingto100RCnetwork ACCTION 1.1.2. Responsible Party: ACCTION 1.2.1. ecosystem servicesforCDMX. ecosystems thatprovideessential Identify, preserve,andrestore Bosque deAguaInitiative. Promote theimplementationof urban resilience. of impactsandtensionstobuild and adaptation,management prevention, care,climatemitigation strengthen nationalcapacitiesfor practices withothercitiesto Share experiencesandbest that contributetoresilience. GOAL 1.2. Drive and support the creation of a national resilience agenda with Actividad Strengthen projectsthatfosterconservationofecosystems. Activity OR CI Guideandsupportregionalprojects Participants/Partners Participantes/Socios CONANP /UNAM CONAFOR SEMARNAT LANCIS-UNAM Río Arronte, Fundación Gonzalo SEMARNAT, SEDEMA / Dutch Embassy SEDATU /100RC, Temporalidad 2018-2025 2025-2040 2025-2040 Period 153 ESTRATEGIA DE RESILIENCIA / ANEXO ACTION 1.2.2. Reduce pollution in the region (air, water, solid waste, and chemical PILLAR 02. waste, among others).

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

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

ACCIÓN 1.2.3. Foster resilient infrastructure projects that contribute to the development of the region. ACTION 2.1.1. Integrate the majority of the population without regular and continuous water service to the water supply system. / ANEXO Responsible Party: OR Responsible Party: SACMEX CIUDAD DE MÉXICO

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

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

100 CIUDADES RESILIENTES: 1.2.3.2 Contribute to the resilience agenda SEDECO / 100RC Responsible Party: SACMEX for the future of AICM. 2016-2025 Activity Participants/Partners Period 2.1.2.1 Review fees to make adjustments Asamblea Legislativa, according to consumption and SEFIN, SEDEMA, OR 2016-2025 socioeconomic status. / BID

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

Responsible Party: SEDESO

Activity Participants/Partners Period

2.1.3.1 Install rainwater catchment systems IMTA / CAF, CEMEX 154 155 in housing with water scarcity. Isla Urbana 2016-2018 156 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO 2.2.3.1 2.2.2.1 2.2.1.1 Responsible Party: policy recommendations. ACTION 2.2.3. Responsible Party: and drainagesystemaswellinwaterreusetreatment. ACCIÓN 2.2.2. PartnershipAgua Party: Responsible ACTION 2.2.1. granted toCDMXbytheWorldBank. network associatedwiththeloan Implement repairsinthewatersupply Implement theWaterFund. Uncertainty. Decision Tree for Resilience under uncertainty scenarios: See investments under risk and Implement tools that prioritize and contributetowatersecurityplanning GOAL 2.2 Identify optimal investments for water resilience and develop public Support thecreationandconsolidationofCDMXWaterFund. Innovate in the maintenance and renovation of the water network Activity Activity Activity SACMEX SACMEX TNC, on behalf of the Latin American Water Funds Funds Water American Latin the of behalf on TNC, Promotesustainableuseoftheaquifer Participants/Partners Participants/Partners Participants/Partners OR /BM SEDEMA, OCAVAM, AGU /BM Gonzalo RíoArronte FEMSA, Fundación Banamex, Fundación / FundaciónKaluz, CONAGUA, OCAVAM SACMEX, SEDEMA 2016-2018 2016-2025 2016-2025 Period Period Period 2.2.6.1 2.2.5.2 2.2.5.1 2.2.4.2 2.2.4.1 Responsible Party: on watersecurity. ACTION 2.2.6. Responsible Party: major earthquake. 2.2.5. ACTION Responsible Party: ACTION 2.2.4. AICM. analysis forNAICMandthe futureof Conduct waterresilienceand security event ofamajorearthquake. network wouldbeatriskinthe Map areaswheretheprimarywater the effectsofamajorearthquake. water infrastructureisvulnerableto Identify areasofthecitywhere recharge. Construct filtrationwellsforaquifer domestic andagriculturaluse Reduce aquiferpollutiondueto Identify the opportunities and shocks of mega-infrastructure projects Improve quality and quantity of water in the area of aquifer recharge. Prevent damages to the water infrastructure in the event of a of event the in infrastructure water the to damages Prevent Activity Activity Activity SACMEX SACMEX CI Participants/Partners Participants/Partners Participants/Partners Veolia, RMS SEDECO, GACM/ CONAGUA, SEDATU SPC IMTA, CONAGUA / TNC SACMEX, CONAGUA SEDEREC SAGARPA, 2016-2018 2016-2025 2016-2025 2016-2025 2016-2025 Period Period Period 157 ESTRATEGIA DE RESILIENCIA / ANEXO 158 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO 2.4.1.2 2.4.1.1 2.3.1.3 2.3.1.2 2.3.1.1 Responsible Party: ACTION 2.4.1. Responsible Party: ACTION 2.3.1. CDMX. areas andwatersupplyforthe link betweenconservationofgreen Raise publicawarenessaboutthe water demandbythepopulation. innovative solutionsthathelpreduce Hold acompetitiontopropose Ecoguardas center Promote waterculturethroughthe and PlanforXochimilco. Create theWaterResilience Strategy and EslavaRivers. rescue programoftheMagdalena Implement thecomprehensive resilience. situation throughinterventionsthatenhance and asensitiveurbandesigntothewater GOAL 2.4. sustainability ofwaterresources. GOAL 2.3. Increase educationinschoolsonresponsiblewateruse. Promote therestorationofbodieswaterandwatersheds. Activity Activity SEDEMA SEDEMA Developacivicculturearoundthe Integrategreenandblueinfrastructure Participants/Partners Participants/Partners TNC, Deltares Dutch Embassy, LAN- CIS-UNAM, SACMEX, OR/ SEDUVI ,AZP, LANCIS-UNAM SACMEX, SEDUVI/ SEDU, SACMEX SACMEX /BID SEDU, SACMEX, OCAVAM, SEP SEMARNAT, 2016-2025 2016-2040 2016-2040 2016-2040 2016-2018 Period Period 2.4.2.5 2.4.2.4 2.4.2.3 2.4.2.2 2.4.2.1 Responsible Party: and floodpreventionalternatives. ACTION 2.4.2. reduce waterpoverty. the NAICMtopromotereuseand treatment intheareasurrounding Use technologiesforinsituwater systems intourbanamenities. Integrate rainwatercatchment such asLaVigaPark. with responsiblewatermanagement, Implement publicspaceprojects retention andfloodmitigationareas. Create greenareasinstrategicwater lots. areas, andmultifunctionalparking flood mitigation:waterplazas,green water catchmentandretention Create strategicinfrastructurefor Develop rainwater catchment, retention, regulation, and infiltration Activity SEDEMA,SACMEX,AEP Participants/Partners Veolia, NAICM Urbana IMTA /BID,Isla CAF SACMEX /Deltares, / BID SEDUVI, SACMEX Veolia, CAF Deltares ,BID SPC, AGU/ 2016-2025 2016-2025 2016-2018 2016-2025 2016-2018 Period 159 ESTRATEGIA DE RESILIENCIA / ANEXO 160 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO 3.1.1.1 REGIONAL RESILIENCE PLAN FORURBANAND PILLAR 03 3.1.1.2 3.1.1.3 Responsible Party: ACTION 3.1.1. as NewXochimilcoEcological hydrological restoration,such emblematic ofandpromote infrastructure projectsthatare Design andbuildgreen Management Program. Environmentally ValuableAreas Gullies ManagementProgram,and Image ImprovementProgram, green areas:GreenRoofs,Urban for creationandrecoveryofurban Promote investmentinprograms and LaMexicana. Bosque deTlalpan,Biometrópolis Cuitláhuac ParkinIztapalapa, Comprehensive RecoveryProgram, Magdalena andEslavaRivers reactivation ofpotentialrivers: in Iztapalapa,andrecovery Park, QuebradoraWaterPark Park, TlahuacLagoonEcological Mercado delTrueque(Barter Market). paths inConservationAreas orthe Environmental EducationCenter, Bike education andprojectssuch asthe areas throughenvironmental Recognized thevalueurban green throughout CDMXthroughprogramsand GOAL 3.1. Preserve, expand,andrecovergreenareas. Activity SEDEMA . Increase spatialsocialequality Participants/Partners SEDEREC, OR CEMEX SEDUVI, AEP,OR/ OR 2016-2025 2016-2025 2016-2018 Period 3.1.3.2 3.1.3.1 3.1.2.5 3.1.2.4 3.1.2.3 3.1.2.2 3.1.2.1 Responsible Party: ACTION 3.1.3. Responsible Party: areas. ACTION 3.1.2. PDDU, andPPDU actions determined inthePGDU, sports, culture andsheltersthrough underserved areas: Health, education, high-quality urbanamenities in Promote theconstruction of Improvement Program. Improvement and(2)Public Markets (1) ProgramforNeighborhood improvement programssuchas to optimizeurbanamenity Provide regulatoryguidance d) TowardaWaterSensitiveCity Training forPublicSpaceManual c) AccessibilityManual-Technical b) CDMXInterventionManual a) CDMXSidewalkManual spaces, including: project implementationinpublic 3.1.2.5 space management. regulatory instrumentsforpublic Generate innovativefinancialand projects intothePGDU. improvement, rescue,andcreation Integrate anagendaforpublicspace optimize access. Index tolocatepublicspaceand Space Program and the Public Space Create forCDMXtheGeneralPublic Viga LinearPark emblematic publicspace.Example:La Build anddesignpilotprojectsfor

Develop manualstoorient Enhance access to public space in working class and marginalized Expand urbanamenitiestointegrateresilienceelements. Activity Activity SEDUVI AEP Participants/Partners Participants/Partners OR SEDESO, SEDECO, BM, BID,CAF Delegaciones, DGPI SEDUVI, SEDEMA SEDUVI, OR CAF SG, SEDU,SEDESA SEDECO, SEDESO, 2016-2018 2016-2018 2016-2018 2016-2025 2016-2025 2016-2025 2016-2025 Period Period 161 ESTRATEGIA DE RESILIENCIA / ANEXO 162 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO 3.2.1.1 3.1.4.2 3.1.4.1 Responsible Party: urban areasintoConservationAreas. ACTION 3.2.1. Responsible Party: access topublictransportationandsourcesofemployment. 3.1.4. ACTION inspiration). b) Mixed-incomehousingmodel(NYC Modal) centers (CentrosdeTransferencia and nodeswithmultimodaltransfer a) MetroandMetrobusCorridors example: affordable housingmodels.For 3.1.4.2 Program c) EmergentAffordableHousing b) HousingImprovementProgram. a) Multi-familyHousingProgram the publictransportationnetwork: for CDMXandZMVMconnectedto social andpublichousingprograms 3.1.4.1 on ConservationAreaprojects. Activo/Critical AreasofOccupation Promote anddeveloptheBorde

Generate innovative Optimize andinnovatein GOAL 3.2. Implement the Borde Activo initiative to control the expansion of Improve access to affordable and public housing in areas with with areas in housing public and affordable to access Improve Activity Activity SEDEMA INVI Protect ConservationAreas Participants/Partners Participants/Partners OR /TNC Boroughs, PAOT, SEDUVI, SEDEREC, TRAM, SEMOVI,OR / BM,BID INFONAVIT CONAVI, SEMOVI, SEDECO, SEDUVI, SEDESO, 2016-2040 2016-2025 2016-2025 Period Period 3.2.2.2 3.2.2.1 3.3.1.2 3.3.1.1 Responsible Party: ACTION 3.2.2. Responsible Party: resilience atvariousplanninglevels 3.3.1. ACTION Water Fund. Conservation Areasthroughthe the preservationandrenewalof Identify projectsthatensure Sanitation Program. Program, PROFACE,andForest Forest FirePreventionandFighting Inspection andMonitoringProgram, Areas andNaturalProtected Water ForestInitiative,Conservation Payment forEnvironmentalServices, implement ConservationAreas: Promote programstofinanceand for publicuse. programs as well asintomaterial into regional and urbanplans the CDMXHazardandRisk Atlas Incorporate informationfrom the POZMVM. Urban DevelopmentProgramand Embed resilienceintotheGeneral regional planning GOAL 3.3. Strengthen protectionofConservationAreas. Promote institutional synergy and incorporate the principles of of principles the incorporate and synergy institutional Promote Activity Activity SEDEMA SEDUVI,OR Reduce risksthroughurbanand Participants/Partners Participants/Partners CENAPRED / TNC Boroughs, SPC, SEDEMA, Hidalgo State,SPC, of Mexico,state CENAPRED, State SEDATU, OR /TNC,Veolia OR /TNC,CI Boroughs, PAOT, SEDUVI, SEDEREC 2016-2025 2016-2040 2016-2018 2016-2018 Period Period 163 ESTRATEGIA DE RESILIENCIA / ANEXO ACTION 3.3.2. Invest in areas and urban renewal projects that reduce risk and promote PILLAR 04. sustainable management of economic, environmental, and social resources.

Responsible Party: SEDUVI IMPROVE MOBILITY THROUGH

Activity Participants/Partners Period AN INTEGRATED, SAFE, AND

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

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

3.3.2.3 Develop tools to support urban Fundación ICA , planning (e.g., CDMX Historical Veolia 2016-2018 Display and 3D Urban Simulator) ACTION 4.1.1. Mejorar la infraestructura para crear un sistema integrado de / ANEXO transporte público accesible, que incluya a personas con discapacidad y grupos vulnerables para la CDMX y la ZMVM. 3.3.2.4 Contribute to resilience projects in AEP, SEDEMA, OR 2016-2018 CIUDAD DE MÉXICO World Design Capital 2018. Responsible Party: SEMOVI

ACTION 3.3.3.Implement adaptation, mitigation, and resilience actions for Activity Participants/Partners Period communities and housing facilities in high-risk and marginalized areas. 4.1.1.1 Improve transfers between mobility SSP, SEDEMA, Responsible Party: SEDUVI modes through better infrastructure. STCM, Metrobús, 2016-2025 RTP, Ecobici,SEFIN,

Activity Participants/Partners Period SOBSE / ITDP, ESTRATEGIA DE RESILIENCIA CTSEmbarq 3.3.3.1 Develop the Resilient Communities SEDEMA, SEDECO,

100 CIUDADES RESILIENTES: Program: Cerro del Peñón Pilot Project SPC, Delegación 2016-2025 4.1.1.2 Create a CDMX card, integrate SSP, SEDEMA, in Iztapalapa. Iztapalapa, OR / La rates, and develop an easier SEDUVI, SOBSE, 2016-2025 Cuadra AC, CEMEX payment system. SEFIN, Ecobici / ITDP, CTSEmbarq 3.3.3.2 Support service program financing SPC, SEDEMA, SG and implementation in risk areas: INVI, CONAVI, 2016-2025 Gullies Improvement Program, INFONAVIT, OR / Housing Improvement Program CEMEX, Tenoli 4.1.1.3 Create a CDMX card, integrate rates, SSP, SEFIN, STCM, for Risk Areas, and the Housing and develop an easier payment Metrobús, RTP, 2016-2025 Improvement Pilot Program in system. Ecobici / ITDP, CTS Iztapalapa. Embarq

3.3.3.3 Carry out assessments and technical SPC, SEDEM, City 4.1.1.4 Consolidate management of the SEDEMA, Ecobici / 2016-2018 opinions focused on housing in high- Districts, INVI transportion system under a single ITDP, CTSEmbarq 2016-2025 risk and vulnerable areas. CONAVI, INFONAVIT authority. OR / UNAM, Colmex 3.3.3.4 Create urban development guidelines SEDEMA / 4.1.1.5 Consolidar una autoridad única del STCM, Metrobús, for strategic and specific intervention Fundación Carlos 2016-2018 sistema de transporte. RTP, Ecobici / ITDP, 2016-2025 164 165 areas. (pilot project in Pensil Slim CTSEmbarq Neighborhood). 166 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO 4.1.2.3 4.1.2.2 4.1.2.1 4.1.3.3 4.1.3.2 4.1.3.1 4.1.3.4 Responsible Party: network. ACTION 4.1.3. Responsible Party: oriented urbandevelopment. ACTION 4.1.2. modes. transportation andotherinnovative Promote electricpublic transportation (TUEP). personalized elevatedhigh-speed Promote newproposals,such as demand andaccessinequality. and corridorstoareaswithhigh of massBRTpublictransportation methodology to guide the extension and useaprojectprioritization Analyze andplanforfuturegrowth, POZMVM. urban developmentinPGDUand guiding principleforCDMX Integrate mobilityasacentral based performancesystems. development projectsincooperation- Integrate DOTprinciplesinallurban design). Transfer AreasManual(operation CETRAMS’ transportationnodes: Renovate andredesignmain with highdemandandalackof network toareasinCDMXandZMVM consolidated publictransportation Widen thecoverageof access. Expand andinnovatetheconsolidatedpublictransportation Establish policiesandpilotprojectstopromotetransportation- Activity Activity SEMOVI SEMOVI,SEDUVI Participants/Partners Participants/Partners CTS Embarq SOBSE /ITDP, AEP, SEDEMA, Ecobici /RMS SEFIN, COCETRAM, SEDEMA, SOBSE, CTS Embarq STE, RTP/ITDP, OR, Metrobús/ITDP CTS Embarq STCM /ITDP, Metrobús, Mexibús, SEFIN, SOBSE, Embarq / OR,ITDP,CTS CONAPRA, SCT SEDECO, SEDATU, AEP, SEDEMA, CTS Embarq ITDP, UNAM, SECITI, STE,RTP/ 2016-2025 2016-2025 2016-2025 2016-2025 2016-2025 2016-2018 2016-2025 Period Period 4.2.1.6 4.2.1.5 4.2.1.4 4.2.1.3 4.2.1.2 4.2.1.1 Responsible Party: over privatetransportationmobility. 4.2.1. ACTION number ofparkinglots). vehicles (e.g.,regulatingthe discourage theuseofprivate construction regulationsthat Develop andimplement more thanthreepassengers. Install dedicatedlanesforcarswith ZMVM. improve airqualityandmobilityin initiative togenerateproposals Promote the“RebuildbyDesign” and feestructure. study oftheCity’sHistoricCenter integrate TODprinciplesthrougha Promote car-freezonesand Promote theEcoparqprogram Expand theEcoBicisystem. GOAL 4.2. Promote pedestrian, cyclist, and public transportation mobility mobility transportation public and cyclist, pedestrian, Promote Activity SEMOVI Discourage theuseofprivatevehicles. Participants/Partners SEDUVI /ITDP CTS Embarq SEDEMA, SOBSE/ Carlos Slim Embarq, Fundación by Design,ITDP,CTS CAME, SG/Rebuild SEDEMA, SEDECO, CTS Embarq Carlos Slim,ITDP, / C40,Fundación SEDUVI, ACH, CAME SEDEMA, AEP, AEP, SEDUVI SEDEMA 2016-2025 2016-2018 2016-2018 2016-2018 2016-2025 2016-2040 Period 167 ESTRATEGIA DE RESILIENCIA / ANEXO 168 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO 4.3.1.6 4.3.1.5 4.3.1.4 4.3.1.3 4.3.1.2 4.3.1.1 Responsible Party: ACTION 4.3.1. Develop a“safearrival”pilot implementation support through communicationsand Steps (Pasosseguros)initiative, to thePISV,suchasSafe Promote initiativesaligned new transportationregulations. communication strategies for the Promote, monitor,andgenerate programs. Implement roadsafetyeducation schools. por laSeguridad”)programin13 “network forroadsafety”(“Red program (“LlegaSeguro”)anda suggested inthePISV. 10 fastimplementationactions Program (PISV)andpromotethe Develop anIntegratedRoadSafety Create aRoadSafetyCenter. ImplementtheVisionZeroinitiative. pedestrians andcyclists GOAL 4.3. Activity SEMOVI Create asafeandaccessiblecityfor Participants/Partners SEDUVI, OR/BID SSP, SEDEMA, Vision) coalition Visión Cero(Zero Office, OR/BID, Administrative Chief SSP, SEDEMA, AGU Oficialía Mayor, LabCDMX, SSP, Slim Fundación Carlos Visión Cero, SEDU /Coalición SEDU, SSP (Walk Strategy) Estrategia camina AEP /ITDP 2016-2018 2016-2018 2016-2018 2016-2025 2016-2018 2016-2018 Period 4.4.1.2 4.4.1.1 4.3.2.5 4.3.2.4 4.3.2.3 4.3.2.2 4.3.2.1 Responsible Party: ACTION 4.3.2. Responsible Party: ACTION 4.4.1. health benefits. proving thatactivemobilityhas Conduct studieshighlightingand Atlas. from theCDMXRiskandHazard ponding, andquadrantmapping Integrate informationonfloods, for publictransportation. a portfolioofadjustmentmeasures transportation systems,andcreate and floodsonSTCMMetrobus Assess theeffectsofheatwaves bicycle schools.” programs, andcreate“borough (move bybike)and“Cyclothons” Promote “Muéveteenbici” urban landuse. analyze mobilitypatternsrelatedto Create apilot“WalkUp”projectto Sur, EjeCentral,and2 Trolebici ZeroEmissions,inEje8 and pedestriancorridors,suchas Calle Chilanga(ChilangaStreet), Create pedestrianstreets,suchas network. Expand thecyclinginfrastructure Adaptpublictransportationsystemtoclimatechange effects.. Transform publicspacetopromoteactivemobility. potential risksandeffectsofclimatechange. GOAL 4.4. Activity Activity SEMOVI,SEDEMA SEDEMA Prepare themobilitysystemfor Participants/Partners Participants/Partners SEDUVI /GWU CTS Embarq OR /ITDP, Administrative Office, SSP SPC,Chief STCM, Metrobús, Embarq districts /ITDP,CTS Indeporte, City SEMOVI,SEDESA CTS Embarq Ecobici /ITDP, SEMOVI, SEDESA, CTS Embarq City Districts,ITDP, AEP, SEDUVI,STE, CTS Embarq SOBSE, SSP/ITDP, SEMOVI, SEDUVI, Veolia CTS Embarq,ITDP, Metrobus, OR/RMS Office, STCM, Administrative SSP, SPC,Chief 2016-2018 2018-2025 2018-2025 2018-2025 2018-2025 2016-2018 2016-2018 Period Period 169 ESTRATEGIA DE RESILIENCIA / ANEXO 170 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO 4.4.2.5 4.4.2.4 4.4.2.3 4.4.2.2 4.4.2.1 Responsible Party: ACTION 4.4.2. transportation systems. protocols intoplansforthedifferent and integratingthesemeasures events thatcanimpactmobility, response protocolsfordisruptive Propose mitigationmeasuresand disaster inCDMX. during anemergency,accident,or for freetransitonurbanhighways Develop cooperativeagreements vehicles. routes forsupportandemergency information onentryandevacuation Develop signageandcommunication alternatives foremergencyuse. the mainavenuesandarteriesas Identify mobilitycorridorson allow continuousoperation. promote transporationdesignsthat bicycle androadinfrastructureto Assess theimpactsoffloodingon Improve mobility planning for emergency and disaster situations. Activity SEMOVI,SPC Participants/Partners Embarq, Veolia SSP, OR/ITDP,CTS Highways SSP, Urban SSP SSP, SEDUVI/RMS SEFIN, SOBSE/RMS STE, RTP,Ecobici, STCM, Metrobús, SSP, SEDEMA, 2016-2018 2016-2018 2016-2018 2016-2018 2016-2018 Period 4.5.1.5 4.5.1.4 4.5.1.3 4.5.1.2 4.5.1.1 Responsible Party: mobility data. 4.5.1. ACTION projects withsimilartechnologies. Urban FutureInitiativeandother companies. Example:theAudi shared mobilityinuniversitiesand Implement projectsthatsupport disruptive events. analyze mobilitypatternsbefore private transportationsourcesto open datafromvariouspublicand Develop apilotprojectthatuses thon)” program. promote the“Mapatón(map-a- Build astrategytostrengthenand mobility dataforCDMX. climate actionsfromquantifying the Develop methodologiestosupport Citizens. Waze PoolandConnected mobility throughinitiativessuchas agreements thatpromoteintelligent Support collaborationsand mobility decisionmaking GOAL 4.5. Promote public-private partnerships to encourage the use of of use the encourage to partnerships public-private Promote Activity SEMOVI Promote theuseofdatatoimprove Participants/Partners Tomtom, ITDP SEDEMA, SSP,OR/ Lab CDMX SEDEMA/ C40 CTS Embarq / ITDP, SSP, LabCDMX,OR Initiative (AUFI) Urban Future OR / a911, Audi 2016-2018 2018-2025 2018-2025 2016-2018 2016-2018 Period 171 ESTRATEGIA DE RESILIENCIA / ANEXO 172 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO 5.1.1.3 5.1.1.2 5.1.1.1 5.1.1.4 ADAPTIVE CAPACITY DEVELOP INNOVATIONAND PILLAR 05 Responsible Parties: ACTION 5.1.1. cities.” initiative ofrisktransferforresilient alternatives forCDMX:“WorldBank Promote disasterrisktransfer Promote aninsuranceculture. promote reinsurance. Strengthen FonadenCDMXand medium enterprises(SMEs). to fosterinsuranceforsmalland Assess risksandcontingencies Foster innovationforintegratedriskmanagement. in buildingresilience. projects, andpromoteprivate-sectorparticipation in publicfacilities,investments,andnewstrategic GOAL 5.1. Activity SEFIN,SEDECO

Integrate theprinciplesofresilience Participants/Partners SwissRe, RMS,BM SwissRe, RMS SwissRe, RMS Veolia BM, RMS,SwissRe, Oficialía Mayor/ 2018-2025 2018-2025 2016-2025 2018-2025 Period 5.1.2.5 5.1.2.4 5.1.2.3 5.1.2.2 5.1.2.1 5.1.3.3 5.1.3.2 5.1.3.1 Responsible Parties: related tostrategicprovisioningofpublicfacilities. risks various for measures adaptive propose and projects, infrastructure large in ACTION 5.1.2. Responsible Parties: ACTION 5.1.3. centers inprivateparkinglots. Establish interimemergencycare CENACED. Promote theCDMXchapterfor Natural Capital Declaration(NCD). on droughtstressaspartof the Collaborate onapilotproject preparation. infrastructure aspartofdisaster Propose adaptationmeasuresfor by differentinstitutions. and vulnerabilityanalysesproduced Integrate therisk,hazard,exposure, for strategicpublicfacilities. Perform riskandresilienceanalysis various sectors. to assesstheresiliencecapacityof Perform high-impactsimulations Garage. projects. Example:Resilience stakeholders inmajorinvestment Conduct workshopswith Develop methodologies for the inclusion of the concept of resilience Promote private-sectorparticipationinbuildingurban resilience. Activity Activity OR SPC,OR Participants/Partners Participants/Partners SEDEMA /CEMEX / RMS SPC, SSP,CAEPCCM CETRAM /RMS SEMOVI, FICEDA, SEDECO, SPC, PwC SEDEMA, SCP/ 100RC AICM, SEDECO/ RMS, GIZ CEMEX SPC /CENACED, SPC /CENACED 2016-2018 2016-2018 2016-2025 2016-2018 2016-2025 2016-2025 2016-2025 2016-2025 Period Period 173 ESTRATEGIA DE RESILIENCIA / ANEXO 174 100 CIUDADES RESILIENTES: CIUDAD DE MÉXICO 5.2.3.3 5.2.3.2 5.2.3.1 5.2.2.1 5.2.1.1 5.2.1.2 Responsible Parties: ACTION 5.2.2. Responsible Parties: resilience issues. 5.2.3. ACTION Responsible Parties: ACTION 5.2.1. and urbanresilience construction ofadaptivecapacities to buildcitizennetworksforthe to thepublicandenablecitizens communication ofriskinformation Create aplatformtofacilitatethe School ofPublicAdministration. Create acourseonresilienceinthe tools fordisasters. Consolidate the digital communication level. public participation atcommunity Develop toolsandmechanisms for green areas. Vision Zero,waterscarcity, valueof to buildingcityresilience.Examples: campaigns onissuesthatcontribute Implement communication participation inbuildingresilience. Create acitizencouncilthatpromotes Strengthen the technical capacity of public officials to build resilience. communication, andeducation. through citizenparticipation,strategic GOAL 5.2. Create ariskandresiliencecommunicationplatformforcitizens. Encourage citizen participation and communication of priority priority of communication and participation citizen Encourage Activity Activity Activity OR SEDEMA,OR SPC,OR Promote communityresilience Participants/Partners Participants/Partners Participants/Partners CENACED, Banamex Make Sense, EAP Slim Fundación Carlos Make Sense Slim, MakeSense Fundación Carlos Pacífico, Banamex, SEDESO /100RC, LabCDMX /City SEDUVI, AGU, Heroes, RMS 2016-2025 2016-2018 2016-2018 2016-2018 2016-2025 2016-2025 Period Period Period 5.2.4.3 5.2.4.2 5.2.4.1 5.3.2.1 5.3.1.2 5.3.1.1 Responsible Parties: resilience in the expenditures budget of the CDMX government (10% commitment). ACTION 5.3.1. Responsible Parties: ACTION 5.2.4. Responsible Parties: promotes continuouslearningandadjustmentofactions. ACTION 5.3.2. Strengthen foodsecurityprograms.. homeless people. Strengthen thesupportprogramfor (Schools withasustainablefuture). “Escuelas con futuro sostenible” participate in the UNISDR initiative: resilience program in schools, and Promote the creation of an internal system framework Strategy withinthePACCM tracking Include MRVsystemforResilience budget. in thecorrespondinggovernment Propose theintegrationofresilience investments inresilience. Monitor andevaluategovernment Assess the contribution of relevant local programs and projects for adaptive measures. framework topromotetheimplementationof GOAL 5.3. Propose a measuring, reporting and verification system (MRV) that Develop initiativesfocusedonvulnerablegroups. Activity Activity Activity OR OR OR Reviewandadjusttheregulatory Participants/Partners Participants/Partners Participants/Partners SEDEREC Make Sense, Histórico Fundación Centro SEDESO / UNESCO, UNISDR Save theChildren SEDU, SPC/ SEFIN SEFIN SEDEMA , 2016-2018 2016-2018 2016-2025 2016-2018 2016-2025 2016-2018 Period Period Period 175 ESTRATEGIA DE RESILIENCIA / ANEXO GLOSSARY

Assets: Tangible assets owned by the Strategic infrastructure: Essential Environmental services: Ecological Transformation: A change in the city, categorized as elements or systems infrastructure for the delivery of public processes of natural ecosystems that fundamental attributes of natural and that are an essential part of its operation goods and services whose destruction or provide a range of cost-free benefits human systems. A transformation may and are key to sustaining the quality of disabling would threaten public safety[115]. and services upon which humans rely: air occur in technological or biological life of the city’s inhabitants. Assets can and water quality maintenance, control of systems, in financial structures, or in be economic, environmental, social, or Impact: Sudden and abrupt events that the hydrological cycle, water generation regulatory, statutory or administrative technological infrastructure in nature, threaten a city. Examples: large-magnitude and soil conservation, carbon storage, law based on paradigms; transformation or they can be urban amenities. Urban earthquakes, hurricanes, torrential rains, parasite and disease vector control, and often takes place by adjusting paradigms, resilience is highly dependent on the floods, heat or cold waves, fire, hazardous preservation of recreational areas. [120]. goals, or values [122]. proper functioning of its assets[111]. materials accidents, tornadoes, terrorism, epidemic outbreaks, riot / civil unrest, and Conservation Area: An area that Adaptive transformation: Adjustment of Adaptation: Measures and adjustments infrastructure failure, among others [116]. maintains natural ecosystems, such as the fundamental attributes of a system in performed on natural or human systems forests, grasslands, mountains, bodies response to climate change and its effects in response to climatic stimuli or their Resilience: Capacity of individuals, of water, as well as agricultural areas. A [123]. effects, actual or expected, which can communities, businesses and systems Conservation Area produces a significant moderate damage or take advantage of within a city to survive, adapt and grown number of environmental services that are Vulnerability: Describes the degree of their beneficial aspects[112]. no matter what kinds of chronic stresses essential to the city—economic, cultural, resistance or susceptibility of an asset and acute shocks they experience[117]. and public services that the Conservation with respect to the impacts of natural [121]

Strategic Management Areas (AGE): Area conserves and protects . disasters and related technological and / GLOSSARY Are planning tools used in the public Risk: Probable damage or losses to a environmental disasters. The degree MEXICO CITY interest for regional planning to susceptible entity, resulting from the Stresses: Factors that weaken city of vulnerability is determined by a promote the renewal, requalification interaction between its vulnerability and infrastructure daily or cyclically. combination of factors, including: the and revitalization of specific areas in a the presence of a disruptive agent [118]. Examples include lack of access to existing awareness of these dangers, city. They meet the requirements for affordable housing, high and widespread conditions that affect housing and regulatory and management tools, and Cooperation-Based Performance System unemployment, poverty and inequality, infrastructure, public and administrative are used to develop specific areas that (SAC): A legal tool to deliver projects and deteriorating infrastructure, water and air policy, as well as the presence of need strategic action for regeneration, specific infrastructure, urban amenities, pollution, drought and water shortages, organizational skills in all fields related

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

111. 100RC, 2015. 112. DOF, 2012a. 113. SEDUVI, 2015b 114. IPCC, 2014. 115. DOF, 2012b. 120. CONABIO, 2016 116. 100RC, 2015. 121. GDF, 2012 176 117. 100RC, 2015. 122. IPCC, 2014. 177 118. DOF, 2012b 123. IPCC, 2014. 119. SEDUVI, 2015b. 124. UNISDR, 2001. REFERENCES CENAPRED, 2001. Serie. Impactos socioeconómico de los desastres en México. Características del impacto socioeconómico de los principales desastres ocurridos en México en el periodo 1980-99. Centro Nacional de Prevención de Desastres. México.

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182 SEDUVI, 2015a. Datos Económicos 2010-2014 del Proyecto de Programa General de Desarrollo 183 Urbano del D.F. ACKNOWEDGMENTS

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

AEP: Gabriela Quiroga. AZP: Norma Sanchez. CAMe: Rocio Rodriguez, Octavio Molina. CEJUR: Manuel Granados, Aurélien Guilabert. CETRAM: Simon Neumann, Silvia Blancas. EAP: Leon Aceves, Luis Octavio Trinidad. Ficeda: John Lau, Miguel Angel Monterde, José Luis Figueroa, Alejandro Santiago, Miriam Apartado. CMAG: José Luis Romo, César Nájera. LabCDMX: Gabriela Gomez-Mont, Clorinda Romo, Joy Nuño, Isaac Perez-Serrano, Daniel Tello. SACMEX: Ramon Aguirre, Mauricio Hernandez, Alejandro Martinez. Banamex: Maria Lascurain. BID: David Wilk, Gmelina Ramirez, Maria Eugenia de la Peña. BM: Luis de la Plaza, Juan Diego Rodriguez, Miguel Navarro-Martin, Oscar Ishizawa, Niels B. Holm-Nielsen. C40: Rafael Ramos. CEMEX: Vicente Saiso, Mario Elias Gonzalez. CENACED: Roberto Delgado, Emma Gonzalez. 184 185 CI: Jürgen Hoth.