i
100 RESILIENT CITIES NETWORK EXCHANGE PROGRAM
BUILDING RESILIENCE AT THE METROPOLITAN SCALE CLAUDIO ORREGO L GOVERNOR METROPOLITAN REGION OF SANTIAGO, CHILE
CITIES HAVE EVOLVED
The City as an Egg
SANTIAGO DE CHILE
Fuente Cedric Price
THE WORLD HAS BECOME URBAN
SANTIAGO DE CHILE
“By the middle of 2009, the number of people living in urban areas (3.42 billion) had surpassed the number living in rural areas (3.41 billion) and since then the world has become more urban than rural”.
“La nueva Agenda urbana”
Fuente HIII Fuente. Vicent Laforet. Air
THE WORLD HAS BECOME URBAN
SANTIAGO DE CHILE
In an increasingly urbanized world, neighboring municipalities have become more interdependent than ever. Metropolitan areas face distinct resilience risks – from environmental degradation and mobility challenges to issues of economic competitiveness and security – that usually reach beyond the limits of individual municipalities. Fuente. Vicent Laforet.Air
THE WORLD HAS BECOME URBAN
SANTIAGO DE CHILE
Glocalization combining respect for the global system with an emphasis on local identity
Fuente. Vicent Laforet.Air
ONE DEFINITION OF METROPOLITAN AREA...
SANTIAGO DE CHILE
Functional urban area with a population between 500 000 and 1.5 million people. • Large metropolitan área • Functional urban area with a population of 1.5 million or higher. Brezzi, M., Piacentini, M., Rosina, K., & Sanchez-Serra, D. (2012). Redefining urban areas in OECD countries. Redefining" Urban", 19- 58.
OECD
METROPOLITAN AREAS - THE CASE OF LATIN AMERICA
SANTIAGO DE CHILE
47% pob.
Number of metropolitan cities with more than 100,000 people and the share of the national population. (United Nations )
Fuente UN, 2010 en Rojas, 2017
CHILE, AN URBAN COUNTRY
SANTIAGO DE CHILE
Chile,
an urban country
Gobernanza y Áreas Metropolitanas. El desafío de la nueva escala urbana
Fuente Luis Eduardo Bresciani
WHY IT IS IMPORTANT FOR US...
SANTIAGO DE CHILE
- Management challenges - Several presidential commissions - Resilience strategy … Translated into Legal reforms
CHILE, FACING A GOVERNANCE REFORM
m e tr o p o l i t a n
SANTIAGO DE CHILE
areas
The country is facing a governance reform. It is in the process to establish a formal metropolitan governance body with specific responsibilities in three policy areas: transport, environment, and planning. Even if the issues of urban security and risk management are not currently included in the legal competencies of this new governance body, it is crucial to include these issues in the discussion given their interconnected character.
CHILE, FACING A GOVERNANCE REFORM
SANTIAGO DE CHILE
LEGISLATIVE EFFORTS
INTERNATIONAL EXPERIENCE
Discussion of the "Strengthening of Regionalization Act" currently being discussed in Congress:
METROPOLITAN GOVERNMENT COMPETENCIES
• Popular election of the new Regional Governor • This Act is a sine qua non condition for the election of the governor because it will establish a process through which incompatibilities, incapacities, procedures, and deadlines could be regulated.
▪
Transportation
▪
Environment
▪
Land Use Planning
▪
Public Safety
▪
Risk and Emergencies Management
▪
Economic and Productive Development
CHILE, FACING A GOVERNANCE REFORM
m e tr o p o l i t a n
SANTIAGO DE CHILE
areas
SANTIAGO´S OVERVIEW
7.300.000 inhabitants
984 km2 area
41% of Chile's total population lives in Santiago
97% of Santiago´s population lives in urban areas
34 urban communes 18 rural communes
SANTIAGO´S URBAN GROWTH
2.437.425 hab (INE, 1960)
5.257.937 hab (INE, 1994)
6.061.185 hab (INE, 2004)
1994
2016
60.000 ha urbanas 150 hab/ha
125.828 ha urbanas 67 hab/ha
Fuente.El globo y el acordeón: planificación urbana en Santiago, 1960-2004. Iván Poduje
SANTIAGO, UNEQUAL CITY
v/s
FRAGMENTED GOVERNANCE
DUPLICITY OVER COLLABORATION
FRAGMENTED GOVERNANCE
DUPLICITY COLLABORATION Fuente. Km Cero
OVER
LACK OF COMPREHENSIVE VISION
FRAGMENTED GOVERNANCE
MULTISECTORIA L AUTOCRACY
FRAGMENTED GOVERNANCE
Santiago has reached this point because until now we have worked in an autocratic way, due to multisectoralism. We have duplicated efforts in collaborative work because of a lack of a holistic vision
SUCCESS CRITERIA METROPOLITAN GOVERNANCE
CONSTRUCTION STAGE
Discoordination
Citizens consciousness
Voice
Political Clarity concerning actors, strategies and functions
Several stakeholders consensus
Functional legitimacy
Political legitimacy
Institutional spaces
Operational legitimacy
SANTIAGO TODAY
OBSTACLES TO COORDINATION DUE TO LACK OF…
Fuente. Elaboración propia sobre base en Gobernar las Metrópolis (2005, BID), en Francisca Rojas, 2017
CONSENSUS ON SANTIAGO´S PRIORITY AREAS
ACADEMIA ONGs SECTOR PÚBLICO SECTOR PRIVADO CONSEJO ASESOR
All these current actors have something to contribute to help solve these problems of public interest. In the process of institutionalization for metropolitan resilience, it has become necessary to link key actors from the public and private sector, academics, & civil society for the construction of a Humane and Resilient City of Santiago.
CONSENSUS ON SANTIAGO´S PRIORITY AREAS ACADEMY WORKSHOP
INTERNATIONAL BENCHMARK Benchmark Result
CITIZEN SURVEY
• • • • •
Mobility Environment Urban Planning Urban Security(*) Risk Managment (*)
CONSENSUS ON SANTIAGO´S PRIORITY AREAS
RESILIENCE STRATEGY STGO 2041
RESILIENCE FROM THE ACADEMY
LAUNCHED MARCH 2017
LAUNCHED AUGUST 2017
METROPOLITAN GOVERNANCE Green& Sustainable Stgo
Safety Stgo
Prepared Stgo
Global Stgo
EQUITY: HUMAN - PARTICIPATIVE - TERRITORIAL
Equitative Stgo
reform
Connected Stgo
6 PILLARS
25 OBJECTIVES 75 ACTIONS
COMPETENCES WITHIN OECD METROPOLITAN AREAS
LACK OF METROPOLITAN TRANSPORT AUTHORITY SEVERAL STAKEHOLDERS INVOLVED IN DECISION MAKING RELATED TO TRANSPORT EFE METRO MUNICPALITIES SEREMI TRANSPORT TRANSANTIAGO URBAN BUSES INTER URBAN BUSES SECTRA MINVU
Two incompatible public bicycle systems
MOVING FORWARD. SUSTAINABLE MOBILITY
WASTE MANAGEMENT
METROPOLITAN WASTE MANAGEMENT
METROPOLITAN WASTE MANAGEMENT 1-. Recycling programme
3-. Management of Not Valorized Waste
2-. Eradication and Reconversion of VIRS
4-. Information and Education about SW
METROPOLITAN WASTE MANAGEMENT
LACK OF URBAN PLANNING Bajos de Mena 125.000 habitantes 600 Ha aprox. 25.500 viviendas sociales aprox Ausencia Servicios Públicos Aislamiento y Falta de Conectividad Carencia de Áreas Verdes y Equipamiento Bajo Estándar de viviendas, hacinamiento, alta densidad
INTEGRATED URBAN DESIGN AND HOUSING
TO THINK BIG, TO START SMALL, TO SCALE IT UP
SANTIAGO DE CHILE
FOTOS PARQUE MET ANTES
TO THINK BIG
TO THINK BIG, TO START SMALL, TO SCALE IT UP
SANTIAGO DE CHILE
FOTOS PARQUE MET HOY
TO THINK BIG
TO THINK BIG, TO START SMALL, TO SCALE IT UP
SANTIAGO DE CHILE
TO THINK BIG
TO THINK BIG, TO START SMALL, TO SCALE IT UP
SANTIAGO DE CHILE
TO THINK BIG
i
Metropolitan Resilience in
BARCELONA
METROPOLITAN RESILIENCE IN MY CITY
City Context •
Metropolitan Name: Àrea Metropolitana de Barcelona
•
Metropolitan Area: 636 Km²
•
Metropolitan Population: 3,239,337
•
Floating Population: >11.5 milion journeys a day (average of 3.73 journeys per person/day) / 34% for occupational reasons
•
8 M Tourists/year (Barcelona)
•
Municipal Districts: 36 municipalities
•
Other:
• • •
Life expectancy Women 85,4 / Men 79,8 Aging population 12,8% under 15 / 14,4 over 65 Ethnic diversity (1 / 5 inh. foreign origins)
•
Other:
•
• • •
The AMB generates 48% of the GDP in Catalonia and 10% in Spain. In 25 years the GDP has almost doubled. The AMB (2% of territory) contains half the total of jobs in Catalonia.(1,452,233 jobs) In Barcelona 9% of homes under poverty / 20% in Catalonia 10,6% energy poverty in Barcelona.
Symbology: Metropolitan Area municipalities City of Barcelona Rivers (Llobregat / Besòs) Collserola Natural Parc
METROPOLITAN RESILIENCE IN MY CITY
Risk Profile
There has been a constant growth in land use in the metropolitan area. Urban land in the Barcelona metropolitan region has multiplied by a factor of 2.2 since the 1980s, but it has increased most in the municipalities in the region outside the metropolitan area.
This land use has not led to a similar redistribution of businesses or of economic activity in the region. Changes of residence have not been accompanied by changes in the location of jobs, and the situation has therefore created increased demand for mobility.
The metropolitan mobility model continues to show signs of unsustainability in mechanised journeys, in which the private car is still the main mode of transport. Its participation in mechanised journeys obviously increases the further we move away from the central area, where the range of transport available is less competitive and the use of private vehicles is at its highest in journeys on the perimeter.
68% of the population wihin the area of Barclona are exposed to NO2 levels beyond limits of EU and reference vlaues of WHO 2-3 episodes / year
METROPOLITAN RESILIENCE IN MY CITY
Governance Scan
Metropolitan Structures / Arrangements:
[e.g. sectoral authorities, metropolitan governance bodies, voluntary intra-municipality alliances, compacts, etc.]
• Municipal Governments • Àrea Mertropolitana de Barcelona • Diputació de Barcelona Metropolitan Stakeholders:
[list key actors from the public sector, resilience steering committee, academia, business, etc.]
• • • • • •
Municipal Governments Àrea Mertropolitana de Barcelona Autoritat Transport Metropolità Transports Metropolitans de Barcelona Barcelona Regional CENIT
Financing Mechanisms:
[list key financing mechanisms for metropolitan scale projects, such as formal budgets or public-private-partnerships]
• Public Budgets (AMB, Municipal, Regional, State) • Private developers • European Funds
The new public metropolitan administration replaces the three entities existing until 2011: Mancomunitat de Municipis de l'Àrea Metropolitana de Barcelona (Union of Municipalities of the Metropolitan Area of Barcelona), Environmental Agency and Transport Metropolitan Agency. This new AMB rationalizes and simplifies the metropolitan governance by creating a single administration.
Jurisdiction AMB management areas are related to territory and urban planning, mobility, housing, environment economic development and social cohesion.
Organizational Chart
METROPOLITAN RESILIENCE IN MY CITY
Initiative / Challenge Deep Dive Objective: • Modal change in the metropolitan mobility in order to reduce the use of motorized private vehicle, especially in intermunicipal journeys Initiative: • Implementation of measures to enhance a healthier, more sustainable metropolitan transport system Key question (s): • What are the key aspects to address in mobility at a metropolitan scale (increasing intermodality, reinforcing public transport systems,…)? • What other social, economic or technological measures could help achieving this objective (DRT, telecommuting, workinghour flexibility,...) Resilience Values: • Healthier environment and communities • Connectivity • Social equity
Metropolitan Resilience in
BUENOS AIRES
METROPOLITAN RESILIENCE IN MY CITY
City Context •
Metropolitan Name: Buenos Aires Metropolitan Area
•
Metropolitan Area: 13.000 km2
•
Metropolitan Population: 14 million
•
Working Population: 3 million
•
Municipal Districts: 40 + 1
•
Other: 35% of the country’s population 45% of its GDP
•
Other: 50% of jobs in the city are PBA residents. ≈50% of the city’s healthcare users are from PBA. 3000 tn of waste sent daily from the city to PBA.
•
Other: 3 levels of government (federal, provincial, municipal) and 1 autonomous city in the area
City of Buenos Aires Municipalities of the Province
METROPOLITAN RESILIENCE IN MY CITY
Anual Precipitation Risk
Social Vulnerability Index For Disasters
Risk Profile
Stresses and shocks
Very Low Low Medium
Very Low Low Medium
High Very High
High Very High
Source: Natenzòn, 2015. TCN
Source: Preliminary Assesment workshop. CABA. Feb. 2017
In AMBA, population with highest social vulnerability are located to the south and west north-west of City of Bueno Aires District. These areas areas are also where the higher risks of precipitation are located.
Informal Settlements participation in overal district population
Unsatisfied Basic Needs (Poverty Index)
More stresses are identifyed as affecting BA’s resilience than shocks. Informal settlements and housing ; and Floodings are among the primary shocks and stresses.
Source: Natenzòn, 2015. TCN
Precipitations over 100 mm 8 6 4 2 0 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 CABA
PBA
Source: CIPPEC, 2016. Resiliencia Urbana. Dialogos Institucionales. CIPPEC, 2017. https://www.cippec.org /grafico/cantidad-deprecipitacionesmayores-a-100-mmpor-decada-en-laprovincia-de-buenosaires/
Source: INDEC. CENSO 2010.
Boths these (west north-west and south) is where most poor population in AMBA inhabits. Theses inner districts have a greater informal settlements participation in overall population, especially where most vulnerable population resides. There is a pattern relating social vulnerability, risks, poverty and informal settlements. There is a segregation between peripheries and consolidated central areas.
METROPOLITAN RESILIENCE IN MY CITY
Governance Scan
Metropolitan Structures / Arrangements: SECTORAL:
• CEAMSE (waste) • ACUMAR & CICAM (watersheds) • ATM (transport) INTERSECTORAL:
• COCAMBA • GABINETE METROPOLITANO Metropolitan Stakeholders:
• Nation, BA Province, BA City, Municipalities • Universities: UBA, UNQ, UNGS, CONICET • Civil sector & Ngos: CIPPEC, FM, CPAU Financing Mechanisms:
• National, PBA & City budget • International credit
METROPOLITAN RESILIENCE IN MY CITY
Initiative / Challenge Deep Dive Objective: Improve risk awareness and citizen and government emergency action in the Buenos Aires metropolitan area in face of floods.
Initiative: Buenos Aires SIHVIGILA – Metropolitan early warning and awareness system. Key question (s): • In absence of a metropolitan area authority, are there coordination mechanisms used by other metropolitan areas for effective prevention, early warning and emergency management regarding flooding in the AMBA region? • Which strategies have proven effective for achieving more citizen awareness towards risks and emergency actions? Resilience Values: • Integrated • Robust • Reflexive • Inclusive
SIHVIGILA CUENCAS
Metropolitan Resilience in
GREATER MANCHESTER
METROPOLITAN RESILIENCE IN MY CITY
City Context •
Metropolitan Name: Greater Manchester
•
Metropolitan Area: 1,280 km2
•
Metropolitan Population: 2,782,100 (2016)
•
Working Population: 7.2m workforce within 1 hours commute
•
Municipal Districts: 10 metropolitan boroughs
•
Other: There is considerable variation of life expectancy between small areas within greater Manchester, the highest being 18 years.
•
Other: We have an ageing population. Between 2016 and 2021 the number of people aged over 70 living in Greater Manchester is predicted to increase by 15.2%, while the overall population will increase by 3%
METROPOLITAN RESILIENCE IN MY CITY
Risk Profile
Strategic Locations for Growth
Highest and lowest MSOA life expectancy in each GM Borough
National risk register
Indices of Deprivation
METROPOLITAN RESILIENCE IN MY CITY
Governance Scan
Metropolitan Structures / Arrangements:
• • • • • •
Greater Manchester Combined Authority Police and Crime Panel GM Health Scrutiny Local Enterprise Partnership Business Leadership Council Greater Manchester Resilience Forum
Metropolitan Stakeholders:
• • • • • •
10 Local Authorities Greater Manchester Police Greater Manchester Fire Transport for Greater Manchester Manchester Growth Company NHS
Financing Mechanisms:
• GM Revolving Infrastructure Fund • Greater Manchester Investment Framework • Greater Manchester Housing Investment Board
METROPOLITAN RESILIENCE IN MY CITY
Initiative / Challenge Deep Dive Objective: • To embed a ‘whole-life’ approach to resilience for those who live, work and visit Greater Manchester Initiative: • Making resilience everyone's business Key question (s): • How can the resilience lens add value to critical points on someone’s life journey so they grow up, get on or grow old resiliently
Resilience Values: • Transformation • Adaptation
Metropolitan Resilience in
Greater Miami & the Beaches
METROPOLITAN RESILIENCE IN MY CITY
City Context •
Metropolitan Name: Greater Miami & the Beaches
•
Metropolitan Area: 2,000 sq miles
•
Metropolitan Population: 2.7 million
•
Working Population: 248, 782 commuters enter GM&B daily
•
Municipal Districts: 34 cities within the county
•
Equity: 66% of population is Hispanic, 52% of the population is foreign born, 20% of the population lives below the poverty level
•
Economy: The top three economic engines, Miami International Airport, PortMiami, and Tourism, generated approximately $85.5 billion in 2015.
METROPOLITAN RESILIENCE IN MY CITY
Risk Profile Risk Profile
Top Shocks
STORMS Hurricane Andrew, 1992 Unnamed Storm, 1993
INFRASTRUCTURE Dolphin Expressway Overpass Collapse at NW 97 Ave Bridge Collapse, 2005
FLOODING King Tide Flooding, City of Miami Beach, 2011
GROWING TRAFFIC CONGESTION Water attracted many us here- as we adapt to more water, how can we thrive socially, environmentally, and economically? How can we leverage and protect the Everglades and Biscayne Bay? This discovery area will focus investing in natural and man-made infrastructure to rise above and learn to live with water to create a more resilient community in the face of storms and sea level rise.
SEA LEVEL RISE + COASTAL EROSION AGING INFRASTRUCTURE DECREASING HOUSING QUALITY & AFFORDABILITY
EROSION Beach Renourishment, 1970s
Top Stresses
STORMS Hurricane Wilma, 2005 Hurricane Katrina, 2005
GLOBAL FINANCIAL CRISIS 2008
FLOODING King Tide Flooding Miami-Dade County, 2016
Metropolitan Governance Scan Structure Miami-Dade County has a strong mayor form of government. The mayor serves as the chief executive and the Commission is the legislative body. The City of Miami has an executive mayor who appoints a city manager as the chief administrative officer. The Commission is the legislative body. The City of Miami Beach has a councilmanager system, where the mayor and six commissioners set city policy and the city manager is the chief executive.
Metropolitan Governance Scan FINANCING GM&B is strong financially. Balanced budgeting/sound fiscal policy is a priority of current executive leadership in each jurisdiction. For all three jurisdictions, property taxes are very large sources of revenue. This reliance on property taxes means that GM&B’s revenue was hit hard by the housing market crash in 2008, but has since steadily recovered.
Metropolitan Governance Scan STAKEHOLDERS
491
403 Responses In 2 months
Discovery Living withAreas Water Innovative Infrastructure
METROPOLITAN RESILIENCE IN MY CITY
Initiative / Challenge Deep Dive Objective: • Address sea level rise risks through better, smarter data management and coordination at the metropolitan level
Resilience Value:
Social Equity
Initiative: Living with Water, Innovative Infrastructure Investments (Focus Area 1, Preliminary Resilience Assessment) Key question (s): • How do we proactively plan, coordinate, and use consistent data and communications strategies across governments and the private sector to address sea level rise risks? • How do we expand and innovate sophisticated use of data in government operations such as open data, performance management, chief innovation officers, and smart cities to inform the decision-making process? How do we build smart decision-making for resilience?
Innovation + Technology
Intergovernmental Collaboration
Metropolitan Resilience in
JAKARTA
METROPOLITAN RESILIENCE IN MY CITY
City Context •
Metropolitan Name: Special Capital Region (DKI) of Jakarta
•
Metropolitan Area: 7.659,02 km2 in total which consists of Land Area is 661,52 km2 and Sea Area is 6.997,50 km2 (Thousand Islands in the north coast).
•
Metropolitan Population: Home to ± 10 million people in the night time and ± 12 million people in the day time. Greater Jakarta Metropolitan Area (Jakarta, Bogor, Depok, Tangerang and Bekasi), is the second largest city area in the world after Tokyo, with a population of 30,214,303 inhabitants as of 2010 census.
.
•
Working Population: ± 2 million people
•
Cities/Regencies:Jakarta is divided into 6 administrative areas, including Administrative Regency of Thousand Islands and 5 Administrative Cities in Land Area: North Jakarta, West Jakarta, Central Jakarta, East Jakarta, and South Jakarta.
•
Other: Density : 15,366.87/km2; Gini Ratio: 0.39-0.41 (March 2017); Access to Clean Piped Water 57%; Population Growth 1.06 % ; Housing 49% or 1,300,000 House Hold do not have owned house); 40% land area is below sea level
Source: https://sujarman81.files.wordpress.com/2011/08/dki.jpg
METROPOLITAN RESILIENCE IN MY CITY
Fecal Waste Flow of Jakarta
Risk Profile
Water Resource Map of Jakarta
Reliance on outside water sources:
97% of clean water in Jakarta is
Overuse of clean water leads to land
supplied from sources outside of the city
degradation
subsidence and
Deficiency of clean water was worse by limited
Ciliwung River is
Jakarta’s waste production in 2017 as much as
polluted by 35
7.147,36 tons per day
potential water source
millions E-Coli
• 4% sewerage coverage • 90% solid waste handle
– rivers within Jakarta are very polluted
per 100cc water Source: BPLHD DKI Jakarta
51% or about 1.05 39% or about 800 thousands families millions families do do not have access to clean tap water
not have access to waste water treatment plant
METROPOLITAN RESILIENCE IN MY CITY
Governance Scan
Governor
Financing Mechanisms: • •
Local Parliaments
• •
Vice Governor
National State Fund (APBN) Provincial State Fund (APBD) International Donors Private Sectors /CSR
Metropolitan Stakeholders: •
Provincial Executive Secretary
Deputy Governors Inspectorate
Development Planning Agency (Bappeda)
Financial Management Agency (BPKD)
Secretary Assistants
Asset Management Agency (BPAD)
•
•
Head of Administrative
Technical Agencies
Bureaus
Regional Technical Institutions (LTD)
Civil Service Police Unit (Satpol PP)
LEGEND:
Partnership
Cities and Regencies
Command Coordination Source: Processed from the DKI Jakarta Regulations
Metropolitan Structures / Arrangements
• •
•
• •
International Donors (JICA, USAID IUWASH, ICLEI, GIZ, IFC) International Organisations (Plan Intl, Save the Children, Caritas/Karina. Amcros, C40, UCLG, World Vision) Local Organisation: Association Cleaned Water (AMPL) ,Green Building Council (GBC), Provincial Research Council, Indonesian Red Cross; State Owned Enterprises: MRT, TransJakarta, LRT, PAM, PAL Jaya; Academicians
Governor and Vice Governor are elected through one man one vote in 5 year basis, then 5 mayors and 1 Regent are appointed by the Governor 4 Deputies Governor to provide advices to Governor incl. Deputy Governor for Spatial Planning and Environment who serve as CRO, 42 SKPD or government agencies including Bappeda (Local Development Planning) Agency) Sekda (Provincial Executive Secretary) as the head of government administrative.
METROPOLITAN RESILIENCE IN MY CITY
Initiative / Challenge Deep Dive Objective: • To improve quality of life by increasing access to critical services: cleaned water & waste treatment and livelihood opportunities Initiative: • Integrated water resources management plan as 13 rivers flow through Jakarta from up stream. • Integrated transportation system within Jakarta Metropolitan Region including surrounding cities (Bogor, Depok, Bekasi, Tangerang)
Source: https://www.jakartamrt.co.id/2017/06/11/perekrutan-masinis-mrt-tengahberlangsung/
Key question (s): • What are the best practices from other coastal metropolitan cities related to Integrated Water Resources Management? • How other metropolitan cities manage the integrated transportation across administrative boundaries? • How other metropolitan city practices (success and failures) Urban Governance in Metropolitan Regions?
Resilience Values: • Networking • Exchange solution to address common problems
Source: http://megapolitan.kompas.com/read/2016/09/28/10123191/wali.kota.jaksel.kami.s enang.hadapi.warga.di.pengadilan
Metropolitan Resilience in
Paris
METROPOLITAN RESILIENCE IN MY CITY
City Context •
Metropolitan Name: METROPOLE DU GRAND PARIS (the Greater Paris Metropolitan Authority)
•
Metropolitan Area: 814 km²
•
Metropolitan Population: 7,5 million
•
Working Population: 930 000 non Parisian residents commute every day to/from Paris
•
Municipal Districts: the city of Paris is subdivided in 20 districts / the Metropolis has 131 municipalities, including Paris
•
Population density: 21,000 inhab./km² in Paris; 8,000 in the metropolitan area
•
A complex environment: the Metropolitan authority was created on 1/1/2016, adding another layer of local government in a regional context that is already crowded with them
Climate change
METROPOLITAN RESILIENCE IN MY CITY
Risk Profile
Terrorism
Inequalities
Air pollution Flooding and water scarcity
Complex and inefficient Governance
METROPOLITAN RESILIENCE IN MY CITY
Governance Scan
Metropolitan Structures / Arrangements: • Metropolitan council : 209 elected councilors • An agglomeration of agglomerations: 12 Territories (groups of municipalities) • 131 municipalities (Paris is both a territory and a municipality) • Consultative council of 104 members from the civil society (80 nominated, 24 chosen randomly) Metropolitan Stakeholders: • Public : State / Ile de France Region / 8 Departments (Paris is also one of them) / various agencies and public services providers • Private : regional/departmental (but not metropolitan) official representation of businesses and private sector / professional unions • Academic : very dense network of academic and research institutes Responsibilities : strategic planning (only, the operational responsibilities are under the territories’ purview) for housing, land planning, environmental and flood protection, economic development, climate and air.
Financing Mechanisms • State/local taxes (i.e. Business value added tax, property tax, etc.) and fees • State transfers • European Union Funding • Very few PPP and private funding
The Greater Paris Metropolitan authority was created “to improve the living environment of its inhabitants, to reduce territorial inequality within its boundary, to develop a sustainable urban, social and economic model, and to enhance economic attractiveness and competitiveness of not just the metropolitan area but the country as a whole”
METROPOLITAN RESILIENCE IN MY CITY
Initiative / Challenge Deep Dive Objective:
• Reduce by 30% the number of commuter trips by 2030 as a way to improve air quality, spread economic activity within the Metropolis area, and strengthen parenthood
Initiative:
• Develop co-working spaces, promote remote working and launch a “job exchange platform” at the metropolitan scale
Key question (s):
• How to measure and demonstrate the potential multiple benefits and impacts of these actions to legitimize them and secure social/political acceptability ? • How to mobilize and involve the private sector ? • How to secure buy-in from trade unions ? • How to build and implement a first flagship action ?
Resilience values:
Health and wellbeing Economy and society Infrastructures and environment
Metropolitan Resilience in
Santiago de los Caballeros
METROPOLITAN RESILIENCE IN MY CITY
City Context • •
Metropolitan Name: Santiago Metropolitano. Metropolitan Area: The metropolitan area occupies 733 km2, which
represents 34% of the province and 2% of the country. • Metropolitan Population: 852,361 (2010) • Working Population: 46.2% of the population works. • Municipal Districts: 1 urban commune: Santiago de los Caballeros, and 5 rural commune: M.D. Pedro García, M.D. Baitoa, M.D. La Canela, M.D. San Fco. De Jacagua, M.D. Hato del Yaque. • Other: in Santiago de los Caballeros, 31.4% of the population is below the poverty line and there are more than 33,000 homes in informal settlements, primarily in vulnerable areas. • Other: In addition, the lack of inclusion of the Haitian immigrant population, which represents approximately 5% of the total population, should be considered. The urban footprint of Santiago de los Caballeros grew at an alarming rate of 7.6% from 1999 to 2004, from 2.17% from 2004 to 2010, and from 3.13% from 2010 to 2014. Following this trend, the expansion of the city in the future implies the use of land with agricultural properties for urban use and the substantial increase in costs associated with the provision of public services.
Municipal limits
METROPOLITAN RESILIENCE IN MY CITY
Risk Profile
The presence of a seismic fault in the Municipal District of Jacagua, towards where the city is growing rapidly, increases the vulnerability of the city. The analysis of the exposed figures and their foreseeable future evolution, allows to reflect on the root of the socioeconomic processes that have led to this situation of exposure and vulnerability: occupation of fluvial spaces, great anthropic pressure exerted on the channels with infrastructures and channeling almost always insufficient, collapse by dragging solids (sediment and waste), scarce application of legal frameworks. Historically, the population of Santiago de los Caballeros has been affected regularly by floods caused by rains that have brought as a consequence the overflow of the city's rivers, as well as by drainage defects in the urban area, as well as by the presence of of tropical storms and / or hurricanes during the period where you are created accompanied in addition to the wind factor.
METROPOLITAN RESILIENCE IN MY CITY
Governance Scan
Metropolitan Structures / Arrangements:
There is no formal structure.
• • • • • •
Province Government Senator Congressmen by circumscription City Hall of Santiago Council for the strategic development of Santiago, CDES Mini town councils of the municipal districts.
• • • • •
Aura Toribio, Province Governor Julio César Valentín, Senator Abel Martínez, Mayor Juan Carlos Ortíz, CDES President Eduardo Rodríguez, Provincial Director of the Ministry of Environment.
Metropolitan Stakeholders:
Financing Mechanisms:
[list key financing mechanisms for metropolitan scale projects, such as formal budgets or public-private-partnerships]
• IDB • Presidency founds • Local Founds (limited)
Santiago de los Caballeros has formed an urbanized continuum with the municipalities of Licey al Medio, Tamboril, Puñal, and Villa González constituting the Metropolitan Area of Santiago de los Caballeros. Despite the existence of this metropolitan phenomenon, there has been an important administrative fragmentation with the creation of Municipalities and Municipal Districts in recent years. The fragmentation of the territory makes management and regulation efforts difficult and sometimes sterile. Facing the phenomenon 15. According to the urban footprint study of IDOM, the growth of the urban footprint was 7.6% from 1999 to 2004, 2.17% from 2004 to 2010, and 3.13% from 2010 to 2014. See Chapter 4 and 6 of this Plan. INTER-AMERICAN DEVELOPMENT BANK ICES In the metropolitan area, it is essential to create and maintain a long-term integrated vision and carry out concerted management among municipalities to plan the city with a supramunicipal approach.
METROPOLITAN RESILIENCE IN MY CITY
Initiative / Challenge Live the Yaque Objective: Vive el Yaque has as main objective to improve the life quality of the people of Santiago through the mitigation of flood risks, the valorization of environmental assets and the revitalization of the urban habitat. The project seeks to consolidate the west stretch of a double green ring, through: (i) storm drainage and flood prevention works; (ii) reforestation and landscaping of green areas and recovery of public spaces; (iii) road and building infrastructure and urban equipment for the revitalization of the historic center and peripheral areas.
Initiative: Vive el Yaque
Key question (s): How can a resilience strategy be implemented in a city with limited own resources or limited financing? • How to get support from the central government to apply for the loan? • How to get the support of the communities that would be intervened as part of the project to achieve sustainability?
Resilience Values:
• Pluvial drainage, Sanitation and Flood Prevention. • Reforestation, Green Areas and Public Spaces. • Urban Revitalization and Social Inclusion.
Metropolitan Resilience in
Sydney
Metropolitan Sydney •
Australia’s largest city. 4.6 million residents, 18% of Australia’s total population;
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A sunny, temperate climate and a geography defined by water – creeks, rivers, dams and a beautiful coastline;
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Urban development is bounded by national parks to the north, south and west of the city;
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3 layers of government with overlapping jurisdiction;
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A key driver of the national economy, contributing 23.3% of GDP;
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The CBD is in the east where there is a concentration education, high value jobs and investment;
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The west and southwest are the fastest growing regions in Australia but residents have poor access to opportunity to grow and thrive;
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Ranked the 2nd least affordable city in the world and the most unequal major city in Australia; and
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One of the most hyper-diverse cities in the world – 39% born overseas.
Key Shocks and Stresses Shocks and stresses both lead to losses in a city – loss of life or health, community or economic stability, or environmental value. Sydney’s Acute Shocks – short-term disruptions:
Sydney’s Chronic Stresses – long-term systemic disruptions:
1. 2. 3. 4. 5. 6. 7. 8.
1. 2. 3. 4. 5. 6. 7. 8.
Extreme weather – heatwaves, storms and bushfires Failure of large financial institutions – during GFC Infrastructure failures such as power outages Disease pandemic Water crisis – too much or too little Digital network failures Cyber attack Terror attack.
Key: Size of circles shows hierarchy of issues
Increasing health services demand Diminishing social cohesion Loss of housing affordability Increasing chronic illnesses Lack of transport diversity Insufficient employment diversity Increasing geographic inequity Rise in drug and alcohol abuse.
Challenge Deep Dive Objective: • Understand, quantify and create a business case to manage risks from extreme weather in the Botany Bay area of metropolitan Sydney Initiative: • Pilot project to understand critical network interdependencies to prepare for emergencies in the Botany Bay area. Key questions: • How can we collaborate to share data and quantify risks from extreme weather to critical assets and networks in the Botany Bay area? • What tools and approaches could we try? • What collaborative mechanisms have worked in other cities? Resilience Values: • Improve awareness and understanding of risk across government, business and the community; • Improve Sydney’s capacity to respond to extreme weather by including adaptation, diversity and redundancy in planning for critical infrastructure and networks; • Create a business case for investment; and • Grow the ‘habit of collaboration’ in metropolitan Sydney.
Thank You