City Net Zero Profile: Bucaramanga

With a metropolitan population of 1.1million, Bucaramanga is the 6th largest city in Colombia. It is the 57th

largest in Latin and Central America and the Caribbean, and the 436th largest city globally.1

Core City Population 528,000

Wider Metropolitan Area Population 1.1million

This snapshot examines Bucaramanga’s potential to accelerate towards ‘net zero’. It assesses: 1. How enabling is the city’s current endowment to decarbonise (inherited assets). 2. Ambition and strategy for a low carbon future. 3. Span of powers and influence to accelerate decarbonisation initiatives. 4. The platforms and projects underway that can support a lower carbon future. 5. The investment and business innovation environment to promote decarbonisation.

These 5 dimensions are explored in the summary statements below.

Summary and key findings By global and regional standards, Bucaramanga is:

Assets A Net Zero Reformist: Moderate systems and assets to build off, but new developments and agreements in the short- and mid-term that provide immediate opportunities to reform infrastructure and accelerate to net zero.

Ambition Net Zero Constrained: Absence of overarching ambition and fragmentation of existing strategies means a more limited ability to convene stakeholders.

Powers A Net Zero Changemaker: Network of ambitious and well-endowed public entities means greater ability to leverage public resources to support decarbonisation compared to others.

Projects On Net Zero Standby: Not currently initiating a critical mass of projects, but opportunities to accelerate to faster decarbonisation with the right contributions.

Innovation Net Zero Cushioned: Established relationships with multilateral development banks but limited alternative pathways to investment and innovation so far.

Figure 1: Bucaramanga’s position within an emerging net zero typology

*Based on initial data. Scores subject to change contingent on final checks and weightings. **Peer average refers to average among all measured

cities in Latin and Central America and the Caribbean, except for projects and platforms, where it refers to average among the 6 Chilean and Colombian cities. Full list of indicators for each theme provided in Appendix. Aggregate scores calculated using an ELO algorithm.

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Figure 2: The main challenges facing Bucaramanga in the journey to net zero

*Based on a combination of external comparative data and level of urgency as identified in current strategies and plans and/or by industry practitioners

during interviews carried out in early 2021.

Based on the comparative data and observed insights from strategies and practitioners, among the key

priority areas for Bucaramanga to accelerate towards net zero appear to be:

1. Accelerated delivery of more ambitious, integrated and data-driven strategies for transport that

provide a holistic view of how to incentivise uptake of public and active transport, and can be

adaptable to shifts in how and when people travel as the region recovers from Covid-19

2. Improvements to waste management systems in order to expand the uptake of recycling and

strengthen city-wide processing capacity

3. Improvements to energy efficiency and demand of commercial and residential buildings, including

through enhanced data reporting

Given these imperatives, the UK contribution has the potential to be most salient in the energy, transport

and waste sectors, especially in terms of:

1. Assistance to create a new centralised centre of data and technology, promote and advertise the

expanded bicycle lane network to incentivise uptake, and fast-track strategy implementation

2. Expertise on creating integrated waste management systems and on engaging citizens to become

more carbon literate consumers

3. Technical assistance to financial institutions to help them design financial products and incentives

that can support developers to prioritise energy efficient buildings, plus deployment of technologies

that can help developers to monitor emissions and make more data-driven decisions

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How well set up is Bucaramanga to go net zero?

Table 1: Bucaramanga’s aggregate scores in terms of current endowment to shift to net zero

Score relative to Latin America leader*

(max = 1)

Latin American leader

Latin American laggard

Rank among Latin American

cities

Track record of compact development 0.61 Guayaquil Tijuana 37th / 51

Transport systems efficiency 0.68 Santiago Grande Sao

Luis 25th / 52

Urban canopy coverage and protection 0.57 Toluca de

Lerdo Tijuana 15th / 26

*Among all measured cities in Latin and Central America and the Caribbean. All indicators featured in each of the 3 main sub themes detailed in Appendix. Aggregate scores and ranks calculated using an ELO algorithm.

Bucaramanga is distinctive among Latin American and Colombian cities for its relatively high level of economic diversification. Unlike some other cities, Bucaramanga is not highly reliant on a few industries responsible for the majority of emissions. Instead, its development has been supported by a broad network of small and medium businesses working across multiple sectors. Therefore, in the path towards net zero, the boldest solutions have tended to be in the hands of the public sector, which controls complex urban systems that in the next cycle can become the locus for ambitious projects at both the municipal and metropolitan scale. Bucaramanga is relatively far behind other Colombian cities in its progress towards decarbonisation. However, recent policies and projects on sustainable mobility, as well as pressing issues which are opening up new opportunities associated with waste management, sewage treatment and mass public transport, suggest an appetite to increase efforts. Bucaramanga inherits an urban form and culture that prioritises private cars. Although a bus rapid transit system BRT was introduced in 2010, the impact on modal split has not been as high as anticipated, as the increasing use of affordable motorcycles and financial constraints of the BRT have reduced its appeal and uptake.2 Similarly, the culture of recycling has not yet been established within the city, and despite the successful development of a master plan for water waste collection, there are now urgent investment needs in sewage treatment plants.3 There is a regulatory framework to encourage protected areas to reduce erosion and tackle deforestation, but more is required to enforce it. 21st century Bucaramanga has inherited a relatively large urban footprint but has been re-urbanising and densifying at a moderate pace in recent years. This suggests that a more liveable, greener and denser city can be accelerated and optimised in the next cycle. This trend is supported by recent policy decisions such as the creation and adoption, in alliance with UN-Habitat, of planning tools based on the UN’s City Prosperity Initiative and the New Urban Agenda, including an Integrated Development Plan for the Metropolitan Area 2016 – 2026 and a new Metropolitan Bicycle Strategy4. There are emerging signs that transport can become a big driver of progress. Although Bucaramanga’s higher-capacity public transport is currently restricted to bus rapid transit, the city retains a public and active transport modal split of around 52%, which provides a significant opportunity to strengthen uptake in the next cycle.5 The city’s bicycle strategy has been adopted by the Metropolitan Planning and Transport Authority (MPTA) as a mandatory regulation for all municipalities across the metropolitan area, and the city is prioritising micro-mobility by strengthening the pre-existing bike network and highlighting issues of road safety. Meanwhile Santander’s location in central Colombia, and its status as a central connecting hub for the country has helped to shape the ambition of Bucaramanga and nearby cities such as Barrancabermeja to reinvent themselves as logistic hubs.6 This provides an opportunity to pursue a more integrated region-wide sustainable transport strategy.

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Electrification of transport is also a big opportunity area. Current concessions agreements for the Metropolitan Mass Transport System are due to come to an end in 2025, providing a significant opportunity for introducing new low or zero emissions buses. Meanwhile electric mobility has also been identified as a strategic priority of Santander region’s electric utility company ESSA, a key potential player in the city’s journey towards decarbonisation (see Section on potential investment and innovation partners).7 Reducing CO2 intensity of energy and increasing the energy efficiency of Bucaramanga´s building stock is an additional challenge the city must tackle to accelerate to net zero. To the date the adoption of sustainable building materials and transformative design standards to improve energy efficiency have not been as widespread, although the city is currently planning to implement a technology focus across all sectors and use smart data analysis tools to connect the city’s buildings and help make decisions. Nevertheless, Bucaramanga’s Chamber of Commerce has emerged as a key potential partner in the journey to more energy efficient buildings. The Chamber has been hosting a building industry cluster that represents some of the most important businesses in the region and, among other objectives, is encouraging the implementation of practices throughout the supply chain designed to reduce the consumption of energy in the construction process, increase the recycling of construction waste and underpin the development of sustainable buildings.8

Table 2: Bucaramanga’s performance versus Latin American cities across key net zero endowment metrics

Bucaramanga performance

Average among Latin

American cities*

Latin American leader

Latin American laggard

Rank

Track record of compact development

Core urban area density9 15,100 / sq.

km 6,100 / sq. km

18,300 / sq. km

(Bogotá)

1,000 / sq. km (San Juan)

3rd / 60

Built-up area expansion rate, 2000-201510

+5% +8% +1.2% (Kingston)

+83.8% (Toluca de Lerdo)

32nd / 66

Transport systems efficiency

% of people living within 100m of car-free zones11

32% 24% 60% (Bogotá)

4% (Valencia)

14th / 49

% of people living within walking distance of education/medical facilities12

39% 49% 86% (Grande Vitoria)

12% (La Laguna)

32nd / 49

Urban forestry coverage and protection

Urban canopy coverage as share of metropolitan area13

53% 26% 82% (Santa Marta)

0% (Ciudad Juárez)

5th / 23

Change in urban canopy coverage as share of metropolitan area, 1992-201814

+0.3% (52.7% to

53.0%) +0.4% +7.9%

(Concepción) -13.3% (Tijuana)

8th / 22

*Among all measured cities in Latin and Central America and the Caribbean.

Table 3: Bucaramanga’s performance versus Colombian cities across key net zero endowment metrics15

Rank among Colombian cities

Transport systems efficiency UN Habitat Urban Connectivity Index16 5th / 18

Per capita uptake of public transport 7th / 32

Waste, water and electricity systems coverage

Sewer coverage 13th / 32

Electricity coverage 7th / 32

All ranks apart from all-round mobility systems efficiency from University of Rosario Colombia City Competitiveness Index.

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Ambition and strategy to become ‘net zero’: where might innovation and co-ordination be required? Figure 3: Illustrative chart to show the landscape of Bucaramanga’s current ‘net zero’ strategies

*Based on review of strategy content, comparative objectives, presence of innovation initiatives, and scope for partner delivery.

Bucaramanga and its metropolitan area does not yet have a comprehensive strategy to

decarbonise. This challenge is only slightly covered by Santander’s Territorial Plan to Manage Climate

Change, the policy tool developed by the Ministry of Environment to guide climate action in the region.17

For Bucaramanga, this Territorial Plan prioritises actions on waste management, sewage treatment,

sustainable mobility and district heating, but falls short of determining concrete pathways to decarbonisation

in these areas.

Nevertheless, other complementary policies provide a clearer perspective of the next steps the city

can take. These include the Metropolitan Area Bicycle Strategy, the City’s Development Plan 2020 – 2023,

and the strategic development plans of public utilities, which together envisage18:

• Constructing a 200 km network of bike lanes by 2030

• A new streamlined waste management system based around recycling, and organic waste

treatment to replace a landfill that is receiving 1000 tonnes of waste a day

• Developing a sewage treatment plant to treat 89% of Bucaramanga’s waste water and 100% of Giron’s wastewater (around 1800 litres per second) in order to reduce energy consumption

associated with water use and treatment

• Implementing a new Smart City Centralised Command and Control Centre leveraging a new LED

streetlighting system (37,000 of the city’s 48,000 lampposts now equipped with LED technology)

In the construction sector, although the magnitude of investments is limited, some private sector

businesses, including key developers associated in the construction cluster of the city, are already

advancing their own initiatives. These actions indicate growing awareness among some of the crucial

actors shaping the future of the built environment in Bucaramanga. This includes:

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• Installation of sustainable bioclimatic architecture19

• The use of recycled materials in construction practices20

• The initial incorporation of solar panels and wind turbines to provide energy to common areas in

some new residential projects21

• Installation of solar panels in private universities and schools22

• Laboratory for Sustainable construction in a Technological and Research Centre23

• Adopting EDGE (Excellence in Design for Greater Efficiency) certification in residential and

commercial buildings - EDGE is an initiative created by IFC and supported by the UK Government

to mainstream green buildings around the world24

An important gap the city may benefit from addressing is the current lack of a robust monitoring

system to track its carbon footprint and initiatives. A city-wide portal may help to ensure the oversight,

transparency and standardisation necessary to convene and accelerate progress.

Bucaramanga benefits from several existing links with international networks, partnerships and

institutions that can be built on in the next cycle, including with the UK. The city has strengthened

efforts to establish national and international partnerships to unlock and accelerate projects. For example:

• UN-Habitat directed the creation of Bucaramanga’s Metropolitan Bicycle Strategy and provided

guidance for the Integrated Development Plan 2016 – 2026 for the Metropolitan Area.25

• Bucaramanga has been a recipient of funds from the C40 Cities Finance Facility, in order to

create a public bicycle sharing system.26

• The city is part of the Global Covenant of Mayors for Climate and Energy in Latin America and

the Caribbean.

• In 2014, the Inter-American Development Bank ESCI programme completed an action plan with

the city to prioritise investments in public transport, pedestrians and urban fabric.27

• The Inter-American Development Bank has provided local currency financing for a new road

connection between Bucaramanga, Antioquia and the rest of the Department of Santander.

Spearheaded by the National Infrastructure Agency, the project is the first time IDB Invest has used

local currency to finance an infrastructure project in Colombia.28

There is also a strong existing track record of UK engagement and partnership with Colombia. For example:

• The UK Partnering for Accelerated Climate Transitions Programme has so far funded 13

projects and 3 best practice ‘skill shares’ in Colombia in 4 main areas: green finance, sustainable

mobility, energy, and sustainable livelihoods.29

• Colombia and the UK are in a £5m partnership designed to share the City of London’s expertise in green finance and introduce low emissions vehicles into major cities.30

• UK businesses are providing technical assistance to over 100 industrial companies around

Colombia in order to help them lower their emissions.31

• The UK Prosperity Fund aims to support economic development in Colombia, including the

Santander region. It supports the development of transport and urban infrastructure in 8

departments in Colombia is helping to improve Colombia’s commercial environment so that UK companies can compete in new markets.32

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What is Bucaramanga’s span of powers and influence to accelerate to ‘net zero?

Table 4: Bucaramanga’s performance versus Latin American cities across key powers and influence metrics

Score relative to Latin America leader* (max

= 1)

Rank among Latin American cities

Metropolitan-level governance coordination 0.58 20th / 53

City-wide spending capability** 0.91 4th / 43

*Among all measured cities in Latin and Central America and the Caribbean. **Relative to city size. Full details of the individual metrics comprising each indicator provided in Appendix.

Table 5: Bucaramanga’s performance versus Colombian cities across key powers and influence metrics33 Rank among Colombian cities

Local fiscal autonomy 6th / 32

Local budget collection capacity 12th / 32

Municipal risk management index 14th / 32

Bucaramanga is starting a decade that offers opportunities for structural changes in sectors that are crucial to speed up decarbonisation, with impetus likely to be shared between city government and other entities. Much of the initial impetus on projects relating to active transport, smart streetlighting and waste management comes from within City Government and the MPTA. The regulatory power of the latter in particular can help to underpin a more decisive strategy to foster investments in decarbonisation projects across all four municipalities of the metropolitan area, while the relatively large capital budget of the core city government means there is a higher capacity to procure services and expertise from overseas partners. However, the governance fragmentation of Bucaramanga’s metropolitan area complicates the implementation of government-led transformative projects. Four other cities are situated within the metropolitan area, each with different Mayors, and although local governments are large, there is as of yet no formal convener and cheerleader for regional progress. The core city of Bucaramanga accounts for around half of the population of the metropolis, which makes alignment an essential priority going into the next cycle. Public companies and utilities controlled by the City Government34 seem to have the potential to mobilise some of the resources necessary to finance and implement transformative projects, but a siloed approach and recent legal conflicts have slowed progress in recent years. The two main environmental authorities in Bucaramanga, CDMB and the MPTA , are siloed and have been in legal conflict over the past few years. As a result, the MPTA is no longer active in the specific environmental sector. Other public entities that are not controlled by the City Government35 have the potential to be highly influential players, but may benefit from technical assistance in supporting transformational city-level projects. Although they have announced additional relevant projects to accelerate to net zero within the wider region, the CDMB usually operates in rural areas and has a more limited track record of delivering urban projects, which makes the delivery of a city-wide carbon neutral strategy more difficult. The following table summarises Bucaramanga’s span of powers and influences to accelerate to net zero’ in different sectors.

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CP: Current Performance (1 =poor, 2 = limited, 3 = modest, 4 = promising, 5 = good) AI: Ability to influence (1 = low, 2 = limited, 3 = moderate, 4 = higher, 5 = very high)*

CP AI Key notes

Key local stakeholders**

Current and potential UK contributions

Transport 2 4

Concessions agreements of the Mass Transport System will end in 2025: opportunity for zero emissions buses.

Lower bargaining power and high fragmentation of the owners of public buses that control the current concessions may constitute an entry barrier.

Bicycle Strategy adopted by the MPTA as a mandatory regulation for all metropolitan Municipalities.

Electric Mobility is a strategic priority of ESSA.

Colombia’s freight sector is already under transition.36

One of Colombia’s leading logistics companies, OPL, is located in Bucaramanga.

MMTC

MPTA

ESSA

Natural Gas Companies

Electric utilities

Logistics companies Service Stations Companies

Expertise on e-mobility subscription services

University-provided research on integrating EVs to grid networks

SME-developed EV hardware and software

SME provided on-board technology to increase distance using less battery power

Systems engineering expertise to remove siloes in the energy grid infrastructure.

Buildings 2 3

Chamber of Commerce supporting the implementation of sustainable practices in the development of private buildings.

Some developers adopting the EDGE certificate.

Business and universities implementing solar panels on their buildings.

Current lack of incentives to encourage the construction of green buildings in Bucaramanga’s Territorial Ordering Plan may represent an entry barrier.

Bucaramanga´s Chamber of Commerce – Construction Cluster

Colombian Chamber of Construction – Santander´s Office

Expertise on reaching

international sustainable

certifications

Energy 3 2

ESSA operates the electric distribution system in Bucaramanga’s Metropolitan Area and is currently planning investment in solar and smart grid technologies.37

Bucaramanga’s Development Plan envisions the creation of a strategy of renewable energy for City Hall.38

ESSA

SME and university-led research on efficiency of solar cells

Deployment of smart-grid technologies and systems engineering expertise to install flexible platforms

City government expertise on creating successful integrated renewable energy action plans

Waste 1 4

Regional landfill (1000 tons of waste/day) is to cease operations in 2021 following court ruling.39

Strengthening metropolitan level waste management is a priority of regional Climate Change Plan.40

Veolia planning development of new recycling and organic waste transformation park.41

EMAB

Other local public and private waste management companies

Regional government

Digital twin technology for the design of the new recycling plant.

Land use 1 2 CDMB and MPTA lead implementation of management plans for protected areas.

CDMB

MPTA

Software to monitor carbon foot prints

Sewage 1 3

89% of Bucaramanga’s wastewater is currently untreated.42

EMPAS and CDMB signed an agreement to execute the technical planning of sewage treatment project.43

EMPAS

CDMB

Regional government

Streetlighting and Smart City

3 4

Strategic priority of Bucaramanga’s Development Plan 2020-2023.

In 2020, the City signed an agreement with Findeter to develop a Smart City Strategic Plan, expected to be partially funded by UK Prosperity Fund for Colombia.44

Streetlighting Unit

Bucaramanga’s Chamber of Commerce

SME provided software and IoT

tech to control streetlight system.

Centralised data centre to help

manage city data

*Based on insights from desk research and interviews. **In addition to the Government of each City of the Metropolitan Area

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What are the platforms and projects to catalyse net zero? Who are the

potential investment and innovation partners?

Relative to other cities, Bucaramanga is not currently initiating a critical mass of large-scale,

transformational decarbonisation projects. There are a number of pilots and demonstration projects

currently underway, but on average, the size of observable projects is lower than in other Chilean and

Colombian cities.45 Most projects are in their early stages or at the pre-feasibility stage. projects are related

to mobility and active transport, public transport electrification and electric vehicles, waste management

and sewage treatment. Other relevant initiatives that are ongoing include those related to intelligent

streetlighting, energy management and solar energy.

Each project has a different level of participation among external institutions and providers, and different

levels of suitability for UK expertise and exporting capability. The conceptual diagram below and the table

on page 11 summarise these projects and indicate potential partners to unlock investment and collaboration

in the pathways toward decarbonisation. In general, there are fewer observable examples of projects that

are overseen or supported by entities other than local public sector organisations or businesses, and a less

established track record of a more diffuse model of project management, relative to other cities.46

Compared to other cities, Bucaramanga does however seem to stand out for its ambition to

enshrine principles of civic engagement and cutting-edge evidence-based decision making into

decarbonisation projects. Throughout the course of the Covid-19 pandemic, the city has been integrating

SITM-gathered data with big data to better understand residents’ mobility patterns and adapt routes to help reduce dependence on private vehicles. City leaders have also been creating an inventory of what residents

view to be the most important challenges with regards to economic recovery, in order to more strongly align

efforts to stimulate and decarbonise the economy.

Bucaramanga also benefits from having a Chamber of Commerce that is more strongly aligned with

the decarbonisation agenda. As well as helping to lead longer-term strategy for the region, the Chamber

of Commerce has developed a dedicated Smart City division as part of its new strategy as a means to

consolidate the focus on data-driven decision making, and leads a construction cluster that has helped to

establish a culture of sustainable building practices among businesses (see below).

Figure 4: Map of current and potential ‘net zero’ projects in Bucaramanga

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Bucaramanga is an example of a city where there are more examples of platforms outside of public entities,

utilities and development banks that can be leveraged in the journey to ‘net zero’. On average, these

platforms seem to be more visible, and more active in the decarbonisation space, than equivalent platforms

in other Chilean and Colombian cities.47 Some of the most high-profile platforms include:

• Pro-Santander: a non-profit private agency financed by the region’s most important businesses to promote development projects. On the decarbonisation front, this agency has prioritised the

implementation of a sewage treatment system in Bucaramanga and a waste management solution to

replace the city’s urban landfill.48

• Bucaramanga’s Chamber of Commerce: a non-profit entity that has historically represented the

private sector perspective in the promotion and planning of public policies to foster economic

development in the region. The Chamber may be an important ally to push forward the decarbonisation

agenda among businesses, and is currently working with the Santander Free Zone to design better

strategies to increase international competitiveness.49 It can be an especially important ally for

decarbonisation in the context of short political leadership cycles in Bucaramanga.

• ANDI: The National Association of Entrepreneurs of Colombia is a non-profit entity promoting a free

enterprise system and the long-term strategic economic development of the private sector. The

Santander branch convenes the private sector and works closely with the Chamber of Commerce in

Bucaramanga. It is working on a new sustainability strategy, including priorities on climate change and

carbon emissions.

• University-State-Business Committee CUEES: an initiative that articulates cross-sectorial

capabilities around public and private projects to unlock collaboration. The Committee may play a

relevant role in helping to raise awareness about decarbonisation across the board.

• Industrial University of Santander (Universidad Industrial de Santander UIS): historically, this

public university has been highly influential in the creation of public policies, including the Metropolitan

Mobility Master Plan and the Bus Rapid System50. It has the potential to play a leading role in the

planning, design and oversight of decarbonisation projects.

o The university also has a technology park with a leading research centre for sustainable

development in industry and energy. The centre has had a close working relationship with

Colombian companies and research institutions including Ecopetrol, CENICANA and

CENIPALMA, and has closely collaborated with Texas A&M University and the State University

of Campinas in Brazil on the production of biofuels. In the last five years the centre has

published over 50 articles in international journals and successfully applied for a patent.

• Private universities of the UNIRED network: local private universities (in particular the Pontifical

Bolivarian University UPB and Santo Tomas University USTA) that are part of UNIRED network have

a track record of guiding urban public policy in the region (e.g. via contributions to Bucaramanga’s Pubic Space Master Plan and the pilot project for new urban areas in Bucaramanga’s Metropolitan

Area - Guatiguara’s Valley).51

• S-Innova: a centre to support entrepreneurship and innovation, was launched in 2021 by the

Bucaramanga Chamber of Commerce, Ecopetrol and INNpulsa Colombia. This is part of a national

government initiative called the CEmprende network, which facilitates connections between the public

and private sector and academic institutions for the development of the private business sector.

Ecopetrol is also interested in introducing sustainability pilot projects.52

• Santander Regional Corporation (CAS): Executes policies and projects, on the environment and

renewable natural resources on behalf of the Ministry of the Environment.

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PROJECT TO CATALYSE NET ZERO SIZE TIME FRAME

POTENTIAL INVESTMENT AND INNOVATION PARTNERS

WASTE

Landfill closure, new landfill and transformation of organic resources: Current landfill will cease operations in 2021 and undergo a decommissioning process. Opportunity to impose new landfill and technological alternatives.

Medium Ongoing and short-term

City governments within the metropolitan area

EMAB and CDMB

Ministry of Housing, City and Territory

Veolia

Recycling value chains: Construction of a public Metropolitan Recycling Centre in an industrial park.53 Will replace current Municipal Recycling Centre and expand the recycling and processing capacity in the city.54

Medium Ongoing

City governments within the metropolitan area

EMAB and CDMB

Ministry of Housing, City and Territory

TRANSPORT ELECTRIFICATION

Investment of USD 57.2million to introduce electric buses to the Metropolitan Mass Transport System: Forecast is for 100% of buses of the Mass Transport System to be electrical by 2035.55

Large Medium

City governments within the metropolitan area

MMTC

Ministry of Transport

World Bank

Pilot of electric taxis: Part of a wider project designed to substitute 20% of taxi fleet with electric taxis by 2040 (resulting in potential savings of 1.1million tonnes of CO2).56

Small Short

City governments within the metropolitan area

MPTA

ESSA

EV charging infrastructure: 9 new electric charging stations will be installed by ESSA in the short-term according to the 2020 – 2023 strategic plan.57

Small Short

City governments within the metropolitan area

MMTC

ESSA

WATER AND SEWAGE

Sewage treatment plant: Planning and design phase between 2021 and 2023, execution before 2030.

Large Ongoing and long-term

EMPAS

CDMB

Bucaramanga’s Metropolitan Water Company

Ministry of Housing, City and Territory

ACTIVE TRANSPORT AND MOBILITY Expansion of Metropolitan bike lanes’ network: from 20km to 200km in 9 years (2021 – 2030)

Medium Ongoing City governments within the metropolitan area

MMTC

MPTA

C40 CFF

Investment of USD 7.2million to expand current pilot of a Bicycle Sharing System

Small

Medium

BUILDINGS

Sustainable building construction: development and implementation of practices and technologies through the laboratory for sustainable construction.

Large Ongoing

Bucaramanga Chamber of Commerce

Colombian Chamber of Construction

Private developers

ENERGY Solar Streetlighting Medium Ongoing City government streetlighting unit

Solar energy projects (solar parks and solar panels in private and public buildings)

Medium Ongoing ESSA

Intelligent Streetlighting and Smart City: Leverages system of 36,000 recently installed LEDs. Planning and design process in 2021, implementation in 2022-2023.58

Medium Ongoing and short

City government and streetlighting unit

National Development Bank Findeter

UK Prosperity Fund for Colombia

Ministry of ICT

Smart Grid Large Long ESSA Project Size: Small: <USD 10million, Medium: USD 10 – 50million, Large: >USD 50million. Project time frame: Short: 1 – 2 years, Medium: 2 – 5 years, Long: > 5 years

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Appendix Net Zero Typology – Terms and Criteria Assets

Impaired Strongly negative score (<-20%) or limited evidence of efforts to diversify/improve systems

Challenger Negative score for assets, but evidence of efforts to diversify economy and invest in underlying systems

Reformist Marginal score for assets, no other defining features

Guardian Marginal score for assets, presence of natural assets is defining feature

Equipped Positive score, evidence of leadership on one of the agendas (e.g. public transport/density etc.)

Ambitions

Constrained Negative score for ambition and strategy, limited ambition of public sector ambition plus limited evidence of role of civic leaders, platforms and others in supporting ambitions

Championed Negative score for ambition and strategy, but strong evidence of role of civic leaders, platforms and others in supporting ambitions

Cautious Negative score for ambition and strategy, but some evidence of emerging public sector ambition.

Enthusiast -15% to +15% for ambition and strategy, plus evidence of willingness to accelerate in next cycle.

Trailblazer Highly positive score for ambition and strategy.

Powers

Reliant Marginal score overall, plus evidence of strength in integration measures but majority of projects/systems overseen by private sector actors

Opportunist Positive score for powers and influence, evidence of civic leadership and/or non-gov platforms to build on

Functional Negative score for powers and influence, no real signs of strength for governance integration or financial/fiscal powers

Change-maker Positive score for powers and influence, not as strong for governance integration (outside top 25%) but strong for financial/fiscal powers

Commander Positive score for powers and influence, top 25% for governance integration

Projects

Steady More projects in pipeline than underway, strongly negative score (e.g. -20% or lower) for projects and platforms.

Standby Moderately negative score for projects and platforms (-10 to -20%), platforms stronger than projects.

Accelerator More projects in pipeline than currently underway, signs of acceleration, marginal score (-5% to +5%) for projects and platforms.

Purposeful Positive score (+5% to +15%) for projects and platforms, without transformational scale or impact.

Pathfinder Very positive score (>25% or higher) for projects + platforms, demonstrative of pace of change and appetite to deliver.

Innovation

Unsigned Strongly negative score for innovation and investment, limited and sporadic observable relationships with MNDBs or other partners and platforms.

Cushioned Strongly negative score for innovation and investment, yet some evidence of observable relationships with capital suppliers and other civic or business enablers to fall back on.

Experimenter Marginal score for innovation and investment, with strong evidence of leverageable relationships with big capital and other actors and appetite to pilot & demonstrate.

Invested Positive score. Stronger evidence of multi-sector leadership, more established track record of scaling pilots.

Pioneer Strongly positive score. Established track record of scaling city-wide projects, supportive universities, dynamic green innovation ecosystem.

The list of indicators for summary Spidergram (indicators in red are national datasets) is provided below. NOTE: not all cities are included in all indicators. Final scores are calculated according to an aggregate of each city’s position across all measures, using an ELO algorithm. The Business of Cities’ ELO algorithm computes the overall performance of each city relative to all other cities on aggregate across multiple benchmarks and datasets. The Elo algorithm rates cities or regions by comparing their performance in every possible permutation against a list of other cities/regions. The system produces the most accurate comparative assessment of city/region performance, as it accounts for the fact that some cities/regions appear in more benchmarks and datasets than do others, and that each dataset measures a different number of cities.

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Systems and Assets Track record of compact development • Core urban area population density (Demographia) • Built-up area expansion rate, 2000-2015 (OECD) • Per capita built-up area expansion rate, 2000-2015 (OECD) • Weighted population density (ITDP)

Urban canopy coverage and protection • Urban green coverage as share of metropolitan area (OECD) • Change in urban green coverage as share of metropolitan area, 1992-2018 (OECD)

Transport and infrastructure systems efficiency • % of population living within 500m of frequent public transport service (ITDP) • % of population living within walking distance of healthcare and education services (ITDP) • % of population living within 500m of a car-free zone (ITDP) • Per capita length of high-capacity public transport: BRT, light rail/tram and metro/subway (multiple sources) • Aggregate score across all publicly available global benchmarks of public transport systems performance (multiple sources) • Size of electric vehicle fleet (C40) • Sustainable modal share (C40) • Per capita public transport uptake (University of Rosario) • Sewer coverage (University of Rosario) • Electric power coverage (University of Rosario) • UN Habitat Colombian Urban Connectivity Index

Span of Powers and Influence • No. of municipalities per 100,000 people in the metropolitan area (OECD) • Size of core city vs. metropolitan area (multiple sources) • Extent of metropolitan level government coordination (multiple sources) • City level spending capability: absolute capital budget of city government plus per capita capital budget (multiple sources) • No. of modes of transport the main transport authority has authority over (multiple sources) • % of modes of transport the main transport authority has authority over, relative to the number of modes of transport that exist within the city

(multiple sources) • Transport authority spending capability: absolute budget of main transport authority plus per capita budget (multiple sources) • Level of fiscal autonomy (University of Rosario) • Local budgetary collection capacity (University of Rosario) • Municipal risk management index (University of Rosario)

Innovation and Investment Environment • No. and % of local tech-enabled firm HQs specialising in sectors directly allied to ‘net zero’ (Crunchbase) • No. and % of local tech-enabled firm HQs specialising in sectors indirectly allied to ‘net zero’ (Crunchbase) • Presence, extent and maturity of open data platform (multiple sources) • Presence of universities capable of leading the charge on the urban SDGs (Times Higher Education Impact Rankings 2021):

o Affordable and clean energy o Industry, innovation and infrastructure o Climate action o Sustainable production and consumption

Ambition and Strategy • Presence, scale and timespan of climate action plan (multiple sources) • Presence and scale of climate emergency declaration (multiple sources) • Scope of planned climate actions (multi sector vs. single sector) (multiple sources) • Presence and timespan of city-level target for ‘net zero’ (multiple sources) • Implied carbon reduction momentum (multiple sources) • Presence and maturity of standardised emissions reporting mechanism and carbon emissions disclosure practices (CDP) • Consistency of current targets with Paris Agreement goals (C40)

Projects and platforms • Aggregate project size and status (according to size of investment and current status: plan/ambition, pilot, project, or city-wide scaled project)

• Average number of sources of leadership in decarbonisation projects in the city (city/regional government, national government, business, multi-national organisations, universities and civic groups)

• Number of pilot and demonstration projects with high potential to scale

• Presence of independent civic organisation for city and track record of thought leadership or activity on issues relating to decarbonisation

• Number and visibility of non-governmental platforms: o Visibility on social media websites o Visibility in global media sources o Number of mentions in relation to decarbonisation

National level impetus and enablers • Presence and timespan of national ‘net zero’ ambition / target (World Economic Forum) • Climate Change Performance Index score (New Climate Foundation) • KPMG Climate Change Readiness Report 2019:

o Enterprise capability o Government capability o Societal capability

• Presence, scope and timespan of national emissions reduction target (multiple sources) • Implied carbon reduction momentum (multiple sources) • National renewable energy share for electricity output (World Bank) • National level CO2 emissions per capita (World Bank) • National level GDP per capita (World Bank)

Indicators used to calculate metropolitan-level governance coordination score (p. 6): no. of municipalities per 100,000 people in the Metropolitanarea; size of core city vs. metropolitan area; extent of metro-level government coordination Indicators used to calculate city-wide spending capability score (p. 6): absolute capital budget of city government plus per capita capital budget

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References and endnotes

1 Among the 520 cities included in the City Typology Index 2 Mayor of Bucaramanga (2020) ‘Bucaramanga: a City of Opportunities. Development Plan 2020 – 2023’.Mayor of Bucaramanga. Available at: https://www.bucaramanga.gov.co/la-ruta/wp-content/uploads/2020/12/Plan-de-Desarrollo-2020-2023_VF-1.pdf 3 Ingrid Paola Albis Pérez (2019) ‘Empas provides a solution to wastewater treatment, but falls short’. Vanguardia. Available at: https://www.vanguardia.com/area-metropolitana/bucaramanga/empas-da-solucion-al-tratamiento-de-aguas-residuales-pero-se-queda-corta-DE969858 ; Ingrid Paola Albis Pérez (2020) ‘The studies and designs for the Ptar of Bucaramanga would cost about $15 billion’. Vanguardia. Available at: https://www.vanguardia.com/area-metropolitana/bucaramanga/cerca-de-15-mil-millones-costarian-estudios-y-disenos-para-la-ptar-de-bucaramanga-AH2382031 4 The Metropolitan Area of Bucaramanga and UN-Habitat ‘Integrated Metropolitan Development Plan 2016 – 2026’. The Metropolitan Area of Bucaramanga. Available at: https://www.amb.gov.co/wp-content/uploads/plan_integral_de_desarrollo_metropolitano_2016_2026.pdf ; UN-Habitat, The Mayor of Bucaramanga and The Metropolitan Area of Bucaramanga (2018) ‘The Bicycle as a means of transport: 2019-2030 Strategy for Bucaramanga and its Metropolitan Area’. The Metropolitan Area of Bucaramanga. Available at: https://www.amb.gov.co/wp-content/uploads/Estrategia-de-la-Bicicleta-para-el-AMB-Publicada.pdf 5 Juan Camilo Martínez Aguas, William Gerardo Rodríguez Delgado and Luis David Arévalo Durán (2016) ‘The Study and Analysis of Informal Transportation in the City of Bucaramanga’. UIS. Available at: http://cnd.ssi.org.co/adjuntos/201608/5155-ESTUDIO%20Y%20ANA%CC%81LISIS%20DEL%20TRANSPORTE%20INFORMAL%20EN%20LA%20CIUDAD%20DE%20BUCARAMANGA%20.pdf 6 Alexander Becerra (2021) ‘Barrancabermeja, on the way to becoming the main logistics centre in the country’. Vanguardia. Available at: https://www.vanguardia.com/santander/barrancabermeja/barrancabermeja-rumbo-a-convertirse-en-el-principal-centro-logistico-del-pais-HL3481854 ; Alfonso Eljach (2021) ‘Barrancabermeja: from oil to logistics center’. Defencarga. Available at: https://www.defencarga.org.co/contenido-sis/barrancabermeja-del-petr%C3%B3leo-centro-log%C3%ADstico 7 ESSA (n.d.) ‘Electric Mobility’. ESSA. Available at: https://www.essa.com.co/site/clientes/hogar/tramites-y-servicios-hogar/movilidad-electrica ; Semana (2019) ‘ESSA bets on electric mobility in Santander’. Semana. Available at: https://www.semana.com/electrificadora-de-santander-apuesta-por-movilidad-electrica/617736/ 8 Chamber of Commerce of Bucaramanga (n.d.) ‘Programs for Developing Companies (Cluster): Construction Cluster’. Chamber of Commerce of Bucaramanga. Available at: https://www.camaradirecta.com/fortalecer-mi-empresa/cluster/cluster-construccion/#:~:text=La%20estrategia%20del%20Cluster%20de,de%20uso%2C%20implementando%20bioclim%C3%A1tica%2C%20materiales 9 Demographia (2020) ‘Demographia World Urban Areas: 16th Annual Edition’. Demographia. Available at: http://www.demographia.com/db-worldua.pdf 10 OECD (2020) ‘World Cities Tool’. OECD. Available at: http://www.worldcitiestool.org/ 11 Pedestrians First (n.d.) ‘View City Measurements, Indicator 5: Car Free Places’. Pedestrians First. Available at: https://pedestriansfirst.itdp.org/city-tool/step-5 12 Pedestrians First (n.d.) ‘View City Measurements, Indicator 1: People Near Services’. Pedestrians First. Available at: https://pedestriansfirst.itdp.org/city-tool/step-1 13 OECD (2020) ‘Land Cover in Functional Urban Areas, percent of total area’. OECD. Available at: https://stats.oecd.org/Index.aspx?DataSetCode=LAND_COVER_FUA 14 OECD (2020) ‘Land Cover in Functional Urban Areas, percent of total area’. OECD. Available at: https://stats.oecd.org/Index.aspx?DataSetCode=LAND_COVER_FUA 15 Private Competitiveness Council (n.d.) ‘Cities Competitiveness Index’. Private Competitiveness Council. Available at: https://compite.com.co/indice-de-competitividad-de-ciudades/ 16 Alfredo Bateman, Jorge Iván González, María José Nieto et al (2015). ‘1st Report on the State of the Cities of Colombia: Road to Urban Prosperity’. ONU HABITAT. Available at: https://oscpr.dnp.gov.co/administrator/components/com_publicaciones/uploads/1er_Reporte_del_Estado_de_las_Ciudades_de_Colombia_Camino_hacia_la_prosperidad_Urbana._.pdf 17 Ministry of Environment and Sustainable Development (2016) ‘Comprehensive Plan for the Management of Territorial Climate Change of the Department of Santander 2030’. Ministry of Environment and Sustainable Development. Available at: https://www.minambiente.gov.co/images/cambioclimatico/pdf/aproximacion__al_territorio/santander_pag.pdf

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18 Mayor of Bucaramanga (2020) ‘Bucaramanga: a City of Opportunities. Development Plan 2020 – 2023’.Mayor of Bucaramanga. Available at: https://www.bucaramanga.gov.co/la-ruta/wp-content/uploads/2020/12/Plan-de-Desarrollo-2020-2023_VF-1.pdf 19 Chamber of Commerce of Bucaramanga (n.d.) ‘Programs for Developing Companies (Cluster): Construction Cluster’. Chamber of Commerce of Bucaramanga. Available at: https://www.camaradirecta.com/fortalecer-mi-empresa/cluster/cluster-construccion/#:~:text=La%20estrategia%20del%20Cluster%20de,de%20uso%2C%20implementando%20bioclim%C3%A1tica%2C%20materiales 20 Chamber of Commerce of Bucaramanga (n.d.) ‘Programs for Developing Companies (Cluster): Construction Cluster’. Chamber of Commerce of Bucaramanga. Available at: https://www.camaradirecta.com/fortalecer-mi-empresa/cluster/cluster-construccion/#:~:text=La%20estrategia%20del%20Cluster%20de,de%20uso%2C%20implementando%20bioclim%C3%A1tica%2C%20materiales 21 MUISCA (n.d.). MUISCA. Available at: https://muiscaconstrucciones.com/ 22 UDES Communications (2017) ‘Alternative energy is taken by the University of Santander’. University of Santander. Available at: https://bucaramanga.udes.edu.co/comunicaciones/noticias/la-energia-alternativa-se-toma-la-universidad-de-santander ; Redcol (n.d.) ‘Sustainability’. Redcol. Available at: https://www.redcol.co/es/sostenibilidad 23 Chamber of Commerce of Bucaramanga (2021) ‘Santander has the First Sustainable Construction Laboratory in Colombia’. Chamber of Commerce of Bucaramanga. Available at: https://www.camaradirecta.com/noticias//santander-cuenta-con-el-primer-laboratorio-de-construccion-sostenible-de-colombia/ 24 Especiales Vanguardia (n.d.) ‘In Santander, construction is already underway with EDGE certification’. Especiales Vanguardia. Available at: https://www.vanguardia.com/especiales-vanguardia/contenido/construccion/certificacion-edge-ensantander.html 25 UN-Habitat, The Mayor of Bucaramanga and The Metropolitan Area of Bucaramanga (2018) ‘The Bicycle as a means of transport: 2019-2030 Strategy for Bucaramanga and its Metropolitan Area’. The Metropolitan Area of Bucaramanga. Available at: https://www.amb.gov.co/wp-content/uploads/Estrategia-de-la-Bicicleta-para-el-AMB-Publicada.pdf ; The Metropolitan Area of Bucaramanga and UN-Habitat ‘Integrated Metropolitan Development Plan 2016 – 2026’. The Metropolitan Area of Bucaramanga. Available at: https://www.amb.gov.co/wp-content/uploads/plan_integral_de_desarrollo_metropolitano_2016_2026.pdf 26 C40 Cities Finance Facility (n.d.) ‘Colombia- Prioritising public access to cycling’. C40 Cities Finance Facility. Available at: https://www.c40cff.org/projects/colombia-public-bike-sharing 27 Development Finance, Findeter (2013)‘Bucaramanga Action Plan’. Findeter. Available at: https://repositorio.findeter.gov.co/handle/123456789/193 28 IDB Invest (2018) ‘IDB Invest finances the 4G transportation program to support Colombia’s highway connectivity’. IDB Invest. Available at: https://www.idbinvest.org/en/news-media/idb-invest-finances-4g-transportation-program-support-colombias-highway-connectivity 29 UK PACT (n.d.) ‘Colombia-UK PACT’. UK PACT. Available at: https://www.ukpact.co.uk/country-programme/colombia 30 UK government Department for Business, Energy and Industrial Strategy, Foreign and Commonwealth Office, The Rt Hon Jeremy Hunt MP and The Rt Hon Chris Skidmore MP (2019) ‘UK and Colombia mark new climate partnership with £8.5 million investment’. Available at: https://www.gov.uk/government/news/uk-and-colombia-mark-new-climate-partnership-with-85-million-investment 31 Ibid. 32 British Embassy Colombia (n.d.) ‘UK Programme funds in Colombia’. British Embassy Colombia. Available at: https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/795733/UK_Programme_Funds_in_Colombia.pdf 33 Private Competitiveness Council (n.d.) ‘Cities Competitiveness Index’. Private Competitiveness Council. Available at: https://compite.com.co/indice-de-competitividad-de-ciudades/ 34 Such as the Metropolitan Mass Transit Company (MMTC), the Waste Management Company (EMAB), the Water Management Company (AMB) and the Streetlighting Unit. 35 Such as Santander’s Electric Utility Company (ESSA), the Regional Environmental Authority (CDMB) and Bucaramanga’s Metropolitan Sewage Company (EMPAS). 36 The sector introduced gas-powered trucks in 2017, heavy-duty trucks, and the adoption of small electric trucks is growing fast. Bucaramanga is impacted by the freight sector through intracity transport and also through intercity transport because the Metropolitan Area is part of Colombia’s national road network.

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37 ESSA (2019) ‘ESSA Business Plan 2020 – 2023’. ESSA. Available at: https://www.essa.com.co/site/Portals/0/documentos/como-lo-hacemos/plan-empresarial-essa-2020-2023.pdf 38 Mayor of Bucaramanga (2020) ‘Bucaramanga: a City of Opportunities. Development Plan 2020 – 2023’.Mayor of Bucaramanga. Available at: https://www.bucaramanga.gov.co/la-ruta/wp-content/uploads/2020/12/Plan-de-Desarrollo-2020-2023_VF-1.pdf 39 Jose Luis Pineda (2021) ‘El Carrasco has four months left on its license and there is still no alternative’. Vanguardia. Available at: https://www.vanguardia.com/area-metropolitana/bucaramanga/a-el-carrasco-le-quedan-cuatro-meses-de-licencia-y-aun-no-hay-alternativa-AC3307561 40 Ministry of Environment and Sustainable Development (2016) ‘Comprehensive Plan for the Management of Territorial Climate Change of the Department of Santander 2030’. Ministry of Environment and Sustainable Development. Available at: https://www.minambiente.gov.co/images/cambioclimatico/pdf/aproximacion__al_territorio/santander_pag.pdf 41 Veolia (n.d.) ‘Chocoa Technological Environmental Park Project’. Veolia. Available at: https://www.veolia.com.co/santander/soluciones/disposicion-final 42 Mayor of Bucaramanga (2020) ‘Bucaramanga: a City of Opportunities. Development Plan 2020 – 2023’.Mayor of Bucaramanga. Available at: https://www.bucaramanga.gov.co/la-ruta/wp-content/uploads/2020/12/Plan-de-Desarrollo-2020-2023_VF-1.pdf 43 Empas Communications (2020) ‘Pre-investment stage of Ptar Río de Oro begins’. Empas. Available at: https://www.empas.gov.co/?p=205668 44 Findeter (2020) ‘Findeter will prepare the strategic plan to make Bucaramanga a Smart City’. Findeter. Available at: https://www.findeter.gov.co/noticias/comunicados/499 45 Based on aggregate scores according to size of investment and current status (plan/ambition, pilot, project or scaled) 46 Based on aggregate number of different sources of leadership involved in identified decarbonisation projects in the city: city/regional government, national government, business, multi-national organisations, universities and civic groups. 47 Based on aggregate scores according to visibility on social media websites and in the global media, plus number of times the organisation is mentioned in relation to decarbonisation. 48 ProSantander (n.d.) ‘Projects and Programmes’. ProSantander. Available at: https://www.prosantander.org/lineas-estrategicas/proyectos 49 Nivea Santarelli Franco (2018) ‘Santander Free Zone enables new companies to flourish in Colombia’. World Finance. Available at: https://www.worldfinance.com/markets/santander-free-zone-enabling-new-companies-to-flourish-in-columbia 50 The Metropolitan Area of Bucaramanga ‘Mobility Master Plan: Bucaramanga Metropolitan Area 2011-2030’. The Metropolitan Area of Bucaramanga. Available at: https://www.amb.gov.co/plan-maestro-de-movilidad/; Geomática (n.d.) ‘Projects’. Geomática. Available at: http://geomatica.uis.edu.co/proyectos.html 51 The Mayor of Bucaramanga and the Pontifical Bolivarian University (2018) ‘The Bucaramanga Public Space Master Plan’. The Mayor of Bucaramanga. Available at: https://www.bucaramanga.gov.co/la-ruta/wp-content/uploads/2018/06/01-Cartilla-Sintesis.pdf ; Junta Bucaramanga, The Metropolitan Area of Bucaramanga and Santo Tomás University (2018). ‘Pilot project for a new urban centrality in the metropolitan area’. The Metropolitan Area of Bucaramanga. Available at: https://www.amb.gov.co/planificacion-de-nuevas-centralidades-en-el-territorio-metropolitano/ 52 Ecopetrol S.A. (2020) ‘Ecopetrol expects to invest between US$3.5 and US$4 billion in 2021’. PR Newswire. Available at: https://www.prnewswire.com/news-releases/ecopetrol-expects-to-invest-between-us3-5-and-us4-billion-in-2021--301191975.html 53 Jose Luis Pineda (2021) ‘Bucaramanga seeks to increase recycling to 50 tons a day’. Vanguardia. Available at: https://www.vanguardia.com/area-metropolitana/bucaramanga/proyecto-busca-aumentar-el-reciclaje-a-50-toneladas-diarias-DA3310746 54 The current recycling rate is under 2% and the National Policy goal for 2023 is for it to reach 30%. Around 500 tonnes of recyclable material are disposed each day in Bucaramanga’s landfill. Luis A. Cárdenas Mateus (2019) ‘Bucaramanga pasará a reciclar del 2 al 6% con nueva planta’. El Tiempo. Available at: https://www.eltiempo.com/colombia/otras-ciudades/bucaramanga-pasara-a-reciclar-del-2-al-6-con-nueva-planta-416620 55 Euclides Kilô Ardila (2020) ‘Mayor presents the package of projects of the ‘Bucaramanga Law 400 years’. Vanguardia. Available at: https://www.vanguardia.com/area-metropolitana/bucaramanga/alcalde-presenta-el-paquete-de-proyectos-de-la-ley-bucaramanga-400-anos-YM3079089 56 Ministry of Transport (2014) ‘Sectorial Mitigation Action Plan (SMAP): Transport Sector in Colombia’. UNFCC. Available at: https://webcache.googleusercontent.com/search?q=cache:pot-

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8YSQUOcJ:https://www4.unfccc.int/sites/PublicNAMA/_layouts/UN/FCCC/NAMA/Download.aspx%3FListName%3DNAMA%26Id%3D67%26FileName%3D20140108%2520Transport%2520SMAP.docx+&cd=1&hl=en&ct=clnk&gl=uk 57 ESSA (2019) ‘ESSA Business Plan 2020 – 2023’. ESSA. Available at: https://www.essa.com.co/site/Portals/0/documentos/como-lo-hacemos/plan-empresarial-essa-2020-2023.pdf 58 Mayor of Bucaramanga (2020) ‘Bucaramanga: a City of Opportunities. Development Plan 2020 – 2023’.Mayor of Bucaramanga. Available at: https://www.bucaramanga.gov.co/la-ruta/wp-content/uploads/2020/12/Plan-de-Desarrollo-2020-2023_VF-1.pdf