Mexico City Water Fund Annual Operating Plan 2018 Overview
The Mexico City Water Fund's Annual Operating Plan for 2018 outlines strategic goals, intervention priorities, roadmaps, and organizational details to achieve its long-term objectives. It reflects a comprehensive approach to water resource management and sustainability.
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Mexico City Water Fund Mexico City Water Fund Annual Operating Plan Annual Operating Plan - - 2018 2018 VERSION 1 5 January 2018
Contents 1. Purpose & Background 2. 2018 Plan Aims 3. Intervention, Stakeholder Engagement and Fundraising Priorities 4. 2018 Roadmaps: By Area of Action 5. Supplemental & Supporting Materials 1
1. Purpose & Background 1. Purpose & Background Mexico City Water Fund Annual Operating Plan
Purpose Relationship Between Annual & Strategic Plans This Plan: Is a standalone document that is part of the WF s broader Strategic Plan Establishes the near-term activities necessary to implement the Strategic Plan Provides milestones for measuring progress and guidance to help to align day-to-day decision making with the WF s strategic intent The purpose of this Annual Operating Plan is to establish: 1. 2018 Aims - Providing WF leadership with an overarching indication of planned achievements within the next 12 months, to periodically assess progress and make necessary mid-course corrections 2. Priorities That helps to guide tactical decisions throughout the year 3. Action Roadmaps Detailing planned actions, accountabilities, key performance indicators and associated budgets for these efforts 3
Background The 2018 Annual Operating Plan was developed using the WF s 5-Year Strategic Plan, taking into account activities that would build credibility, influence and ultimately position the Fund to have significant impact at scale. The associated activities and efforts detailed herein aim to make sufficient progress in 2018, helping to ensure achievement of the WF 5-year strategic objectives. While the scope of the Annual Plan addresses near-term activities and milestones, other relevant details related to routine/tactical WF operations have been addressed outside of this Plan, within the WF s Charter document. This document sets forth details related to the WF s operating principles, structure, roles and responsibilities, decision-making processes, etc., and has been designed to complement the WF s Annual Plan. 4
Annual Plan Organization The WF s work* has been organized into 4 broad areas of action: Aims For 2018 presented in context of the 4 broad areas of work that translate the Fund s strategy into action Integrate Execute Priorities - These sections provide focus and direction for 2018 interventions, stakeholder engagement/communications and fundraising efforts 2018 Roadmaps - for each action area, quarterly activities, KPI, targets, accountabilities and associated budgets are detail in this section Articulate Transcend Supporting and supplemental information *Work means primary activities of the Water Fund, namely stakeholder engagement, intervention implementation and efforts required to operate in a sustainable manner 5
2. 2018 Plan Aims 2. 2018 Plan Aims Mexico City Water Fund Annual Operating Plan
2018 Plan Aims: Actions For Success Integrate WF launched. A sufficient number of stakeholders have become involved and, combined with targeted communication efforts, the Fund is beginning to become recognized as a credibility entity which can help improve Mexico City s water security. Execute Started interventions in ways that allow stakeholders to recognize the potential and impact the WF can have in helping to improve water security in the region. Articulate Created partnerships, alliances and engaged with selected stakeholders in ways that help the WF become increasingly involved in relevant public policy discussions/decisions. Used communication efforts to build support for the WF s involvement and have even aimed to have water security added to the upcoming electoral debate. Transcend Established WF operations and have raising $62.2 million MXN, $9.6 million from investors and $58.6 million from donors, which covered 2018 costs including all the actions above (e.g., costs for interventions, WF overhead, fundraising expenses and allocations to capitalize an endowment fund). 7
WFs Strategic Plan & 2018 Aims In Context Actions 2018 2019 2020 2021 2022 5 Year Goals Launch Water Fund Increase stakeholder critical mass to 75% Increase stakeholder critical mass to 100% Maintain stakeholders critical mass Maintain stakeholders critical mass To have a critical mass of influential and publicly trusted organizations, formally participating at various levels within the Fund, with an appropriate balance of private companies, academia, NGOs and public sector institutions represented Create stakeholder critical mass of 50% Execute 2 key events Complete stakeholder engagement plan Execute 2 key events Execute 2 key events Finalize stakeholder and communication plan & begin executing early actions Actively engaged with CDMX on key Green Infrastructure projects and policies Integrate Execute 2 key events Execute 2 key events Establish baselines for interventions (Recharge, Benchmarking, Flooding) Establish baselines for interventions (Efficiency, Non- Revenue & Tariffs, Treatment & Reuse) Establish baselines for interventions (Grey Infrastructure) Scale appropriate pilots Scale appropriate pilots and interventions Achieve project-specific targets/KPIs associated with relevant interventions including saving/restoring conservation land (e.g., Topilejo project, helping recovery in the Chapultepec Forest), demonstration natural infrastructure effectiveness in improving recharge/resiliency (i.e., water parks to control floods) and other visible projects that help improve water security Execute Interventions (Non- Revenue, Grey Infrastructure) Pilot projects established as best practice Launch Topilejo Second Component and 1 urban green infrastructure pilot project Execute Interventions (Efficiency, Treatment & Reuse) Launch City Benchmarking program Execute Operate 2 pilots and Launch 1 additional Pilot Develop scaling plan and initiate scaling for appropriate pilots Evaluate 1 additional urban green infrastructure pilot project Investigate additional potential Pilots Evaluate potential to scale pilots Engage on quick win Projects (Recharge, Benchmark, Flooding) Engage on mid-term interventions (Efficiency, Non- Revenue, Treatment & Reuse) Engage on longer-term interventions (Grey Infrastructure) Engage on new projects & initiatives Report progress against 5 year goals Achieve project-specific targets/KPIs associated with relevant interventions that positively impact governance/public policy (e.g., influencing government agencies and non-governmental stakeholders to increase investment by 10% for water supply and sanitation infrastructure improvements, etc.) WF actively participating in policy and governance discussions WF influencing policy and governance Engage on policies as appropriate (All interventions) Report progress Engage on policies as appropriate (All interventions) Update Stakeholder Engagement and Communication Plans Articulate Report progress Report progress Engage on policies as appropriate (All interventions) Secure donations & investments ($68 M MXN) Capitalize Endowment Fund Capitalize Endowment Fund Capitalize Endowment Fund Capitalize/Manage Endowment Fund ( $20 M MXN) Mobilize $280 Million MXN and establish and maintain the operational structure of the Fund Secure donation and investments ($57 M MXN) Maintain donations and investments ($52 M MXN) Maintain donations and investments ($47 M MXN) Transcend Establish Endowment Fund Maintain donations and investments ($56 M MXN) 8
2018 Plan: Risks & Mitigation Measures # Annual Plan Implementation Risks How WF Will Navigate/Mitigate Current lack of resources to efficiently achieve objectives, including: Small staff and long list of actions to establish credibility and influence (lack of execution capacity) Insufficient operating facilities and equipment 1 The WF Director is currently working with the Champion and Board to build a permanent team that will enable the Fund to execute the Annual and Strategic Plan. 2 Small initial partner core could lead to resource or other shortfalls. The WF team will finalize and maintain the WF Stakeholder Workbook, which will identify & prioritize and verify & classify stakeholders, and plan for their engagement. Based on the Stakeholder Workbook, the WF team will develop and execute detailed Stakeholder Engagement/Communication Plans and the Launch Plan, which will generate interest from stakeholders to become more involved in the WF. In addition, the Fundraising Workbook will identify fundraising targets and the benefits for potential Partners. 3 The WF will use existing Priority Stakeholders, such as TNC, to support science and information needs. It will also establish new relationships with Priority Stakeholders to support this need. This has already been demonstrated with WRI, Deltares and others for quick win projects. As activity increases, there is a potential that the WF could have insufficient scientific/technical support and/or information. 4 The WF team and outside agency will execute the Stakeholder Engagement/Communication Plan and the Launch Plan. This will include a media plan, tracking, targets and KPIs. Current lack of recognition by key stakeholders and interest groups poses a risk to successful implementation of this plan. There is a risk 2018 actions may not fully establish the WF as a credible entity to help improve water security in the region, jeopardizing other parts of its 5-year plan. 5 The WF has established visible quick win projects that will build the credibility and demonstrate its ability to act as a skilled convener of stakeholders. The Annual Operating Plan, which is based on the Strategic Plan, establishes a strategy to build credibility and influence that will enable impact at scale. There could be detractors need to be prepared. 6 The WF s Stakeholder Workbook and Stakeholder Engagement/Communication Plan take into account potential tractors, who will be monitored and managed appropriately. 9
3. Intervention, Stakeholder Engagement and 3. Intervention, Stakeholder Engagement and Fundraising Priorities Fundraising Priorities Mexico City Water Fund Annual Operating Plan
Intervention, Stakeholder Engagement and Fundraising Priorities Primary Relevance Water Fund Priorities Stakeholder/ Communications Interventions Fundraising Finalize application of strategic approach for stakeholder engagement by: Refining work previously initiated in the WF Stakeholder Workbook; X X X Developing and deploying detailed stakeholder engagement and communication plans; and Executing a successful launch that generates stakeholder interest and establishes the identity of the WF Build support for pilot projects and other interventions/activities X X Build the image of the WF and how it can contribute to improved Water Security X Lead and participate in visible quick win pilot projects to establish the WF as a skilled convener (Topilejo, Tacubaya, Chapultepec, etc.) X Integrate Water Security into policy discussions for the new electoral process and engage with the new CDMX Officials to influence improved policies X X Finalize application of strategic approach to fundraising identifying and prioritizing investors and donors by: Refining work previously completed within the WF Fundraising Workbook ; and X X Deploying enhanced business cases (developed by NYU-Stern MBAs candidates) for interventions related to Over-Exploitation & Subsidence and Floods Engage potential investors and donors to raise funds targeted for 2018 and beyond 11
4. 2018 Roadmaps: By Area of Action 4. 2018 Roadmaps: By Area of Action Mexico City Water Fund Annual Operating Plan
Assembling and aligning stakeholders with political influence and societal trust that bring credibility to the Water Fund and helps the institution initiate interventions. This includes stakeholders from the private companies, academia, civil society and the public sector all engaging at different levels of participation with the Fund. Work in this area is most intensive during the Water Fund s initial set-up, but requires maintenance over the lifecycle of the WF. Additionally, efforts may also be necessary in the early phases of interventions to assemble/organize relevant stakeholder support for these initiatives. 2018 ROADMAP INTEGRATE Q1 2018 Q2 2018 Q3 2018 Q4 2018 KPI(s) 2018 Target Responsible Stakeholder Engagement Manager Eduardo Vazquez Board members % Stakeholder Critical Mass 50% Finalize and Launch Annual Plan Start Trust (Patronato) Body Showcase WF at World Water Week Execute stakeholder engagement plan to gain WF Participants w/stakeholder critical mass approaching 50% Define New Members Donation Scheme and Charter Execute stakeholder engagement plan to gain WF Participants Execute stakeholder engagement plan to gain WF Participants Launch WF to establish interest, identify, vision, support, etc. Finalize stakeholder engagement plans to gain WF Participants, including level needed to achieve critical mass KEY ACTIVITIES Showcase WF at World Water forum Finalize and execute Communications Strategy Comms Agency - ZMT % increase in reputation score from baseline 50% Announce the WF, generating interest, identification and a lasting image Execute reputation/perception study establish baseline Deploy institutional communication tools/track media mentions Create Annual Report Repeat reputation/perception study Deploy institutional communication tools and begin tracking media mentions Communicate vision, theoretical foundation and support of relevant institutions Deploy institutional communication tools/track media mentions Media mentions; % positive >25 mentions; 90% positive Develop/deploy institutional communication tools BUDGET INTEGRATE TOTAL 2018 BUDGET (MXN) $ 700,000 $ 800,000 $ 800,000 $ 800,000 $ 3,100,000 In 2018: WF launched. A sufficient number of stakeholders have become involved and, combined with targeted communication efforts, the Fund is beginning to become recognized as a credibility entity which can help improve Mexico City s water security. 13
2018 ROADMAP EXECUTE The development, scoping and execution of projects related to interventions, including natural infrastructure and other projects or parts of projects that help improve water security. Project execution elements, such as research and business case development are also included in Execution. Efforts here deliver tangible work products, such as reports, restored land, trees planted, etc. Q1 2018 Q2 2018 Q3 2018 Q4 2018 KPI(s) 2018 Target Responsible Operations Manager Stakeholder Engagement Manager Eduardo Vazquez Board members Topilejo Second Component Launch (Jan) Initiate Baseline for Benchmarking Evaluate Granada Green Infrastructure Pilot Finalize Baselines for Recharge, Benchmarking, Flooding Project stages completed on time and to budget 100% Evaluate Tacubaya Green Infrastructure Pilot Design Tacubaya Green Infrastructure Pilot Executive Project Design Chapultepec Green Infrastructure Pilot Executive Projects Launch Tacubaya Green Infrastructure Pilot Evaluate Chapultepec Green Infrastructure Pilots Design Technology Innovation Recognition Award program Benchmarking Baseline delivered Completed Complete Business Case project and determine use/expansion to support investor recruitment and other efforts With NYU Stern Launch Business Case Development Effort for impacts related to Over-Exploitation & Subsidence and Floods Design Benchmark Program KEY ACTIVITIES Award program designed Completed Business Cases Delivered Completed Comms Agency - ZMT Generate alliances and consensus with priority stakeholders as partners, connectors and allies of the WF and its initiatives Generate alliances and consensus with priority stakeholders as partners, connectors and allies of the WF and its initiatives Generate alliances and consensus with priority stakeholders as partners, connectors and allies of the WF and its initiatives Generate alliances and consensus with priority stakeholders as partners, connectors and allies of the WF and its initiatives Number of new alliances established to support WF >10 Ensure support and alignment of stakeholders BUDGET EXECUTE TOTAL 2018 BUDGET (MXN) $ 11,200,000 $ 11,500,000 $ 12,700,000 $ 7,500,000 $ 42,900,000 In 2018: Started interventions in ways that allow stakeholders to recognize the potential and impact the WF can have in helping to improve water security in the region. 14
2018 ROADMAP ARTICULATE The ongoing communication and engagement of stakeholders to create a shared vision of water security and associated priorities. The intent of these efforts is to generate/provide collective and coordinated support for interventions, especially initiatives or projects that help address water security concerns via positively influencing public policy and related decision making. Q1 2018 Q2 2018 Q3 2018 Q4 2018 KPI(s) 2018 Target Responsible Operations Manager Stakeholder Engagement Manager Eduardo Vazquez Board members Incorporation of Fund concepts in public policy discourse 1 or more occurrences Engage on Policies as appropriate (Due to CDMX Admin Change) on Green infrastructure plan, Water law for CDMX, Water strategy for new admin Develop green infrastructure and water strategy for CDMX (for September when new authorities transition working groups in place) Engage to support benchmark program Engage with new CDMX Officials on all Water Security matters (green infrastructure, policies, etc.) Engage to support the Innovation Award Conduct requisite follow-up from the water security summit Host water security summit with appropriate Critical and Priority Stakeholders to establish common vision of water security for the City Engage stakeholders based on map results in Q1 for relevant interventions Participation of the Fund in relevant, formal public policy forums 1 or more occurrences Create map for institutions and governance mechanisms on water security related issues KEY ACTIVITIES Continue engaging to support green infrastructure projects (all Quarters) Engage to support all green infrastructure projects (Topilejo2, Tacubaya, and Chapultepec) Inclusion of the Fund's agenda in the electoral debate Included Comms Agency - ZMT Influence decision makers at the legislative and executive levels Influence decision makers at the legislative and executive levels Achieve the support and trust of citizen groups Achieve the support and trust of citizen groups BUDGET ARTICULATE TOTAL 2018 BUDGET (MXN) $ 2,300,000 $ 2,300,000 $ 2,800,000 $ 2,200,000 $ 9,600,000 In 2018: Created partnerships, alliances and engaged with selected stakeholders in ways that help the WF become increasingly involved in relevant public policy discussions/decisions. Used communication efforts to build support for the WF s involvement and have even aimed to have water security added to the upcoming electoral debate. 15
2018 ROADMAP TRANSCEND The development and implementation of the Fund s financial sustainability model that will finance the operation, selected interventions and other activities. Transcend also includes management processes that ensure the success of the Water Fund long-term, including: implementation of operating and administrative processes, risk management (reputation, political, etc.), audit and assurance, strategy reviews and continuous improvement. Q1 2018 Q2 2018 Q3 2018 Q4 2018 KPI(s) 2018 Target Responsible Operations Manager Eduardo Vazquez Board members Establish WF operational structure and processes Implement requisite WF operating processes Implement requisite WF operating processes Implement requisite WF operating processes Update Board on progress to plan Secure Grantee Authorization Update Board on progress to plan Update Board on progress to plan Update Board on progress to plan KEY ACTIVITIES Stakeholder Engagement Manager Eduardo Vazquez Board members Funds raised $9.6 million from investors Refine and finalize fundraising approach and engage donors and investors to raise funds to finance interventions and WF overhead costs Continue engaging donors and investors to finance WF actions Continue engaging donors and investors to finance WF actions Continue engaging donors and investors to finance WF actions $58.6 million millions (MXN) from donations BUDGET TRANSCEND TOTAL 2018 BUDGET (MXN) $ 3,100,000 $ 3,100,000 $ 3,100,000 $ 3,100,000 $ 12,400,000 In 2018: Established WF operations and have raising $62.2 million MXN, $9.6 million from investors and $58.6 million from donors, which covered 2018 costs including all the actions above (e.g., costs for interventions, WF overhead, fundraising expenses and allocations to capitalize an endowment fund). 16
5. Supplemental & Supporting Materials 5. Supplemental & Supporting Materials Mexico City Water Fund Annual Operating Plan
Areas of Action: Definitions Integrate Assembling and aligning stakeholders with political influence and societal trust that bring credibility to the Water Fund and helps the institution initiate interventions. This includes stakeholders from the private companies, academia, civil society and the public sector all engaging at different levels of participation with the Fund. Work in this area is most intensive during the Water Fund s initial set-up, but requires maintenance over the lifecycle of the WF. Additionally, efforts may also be necessary in the early phases of interventions to assemble/organize relevant stakeholder support for these initiatives. Execute The development, scoping and execution of projects related to interventions, including natural infrastructure and other projects or parts of projects that help improve water security. Project execution elements, such as research and business case development are also included in Execution. Efforts here deliver tangible work products, such as reports, restored land, trees planted, etc. Articulate The ongoing communication and engagement of stakeholders to create a shared vision of water security and associated priorities. The intent of these efforts is to generate/provide collective and coordinated support for interventions, especially initiatives or projects that help address water security concerns via positively influencing public policy and related decision making. Transcend The development and implementation of the Fund s financial sustainability model that will finance the operation, selected interventions and other activities. Transcend also includes management processes that ensure the success of the Water Fund long-term, including: implementation of operating and administrative processes, risk management (reputation, political, etc.), audit and assurance, strategy reviews and continuous improvement. 18
Project Management Project Information Project Scorecard Calendar/ Actions Project Name Project Stage Project Manager SAC Tacubaya Evaluation Omar Pineda Eduardo Vazquez, Pipola Gomez, Judith Blaaw, David, Moreno, Pamela Delgado, Vas Van de Pas, Florian Boer, Victor Rico, Green Infrastructure SAC Tacubaya, Miguel Hidalgo borough, Identified by the CDMX Government as a Critical Redevelopment Area 100 MDP 95 MDP 6/1/2018 1A, 4A, 5A Overall Budget Date 1/5/2018 Team members Project Type Location Total Budget Current Budget Remaining Completion Date Problem/Intervention Link Date 1/5/2018 ACTION LOG Relevant Chronological Accomplishments # Action/Task Who Start Date Due Date Status Comments The workshop with Deltares, Seduvi, and the Resilience Agency identified among potential sites the SAC Tacubaya project as an ideal site 1 Site Selection Team 11/13/2017 12/14/2017Complete Related to Problem 1, 3, 4 and 5 The meeting with Seduvi & SAC Tacubaya has confirmed the interest of the government in co- working together 2 Eduardo and Pipola Seduvi Meeting to Engage on Project Site & Confirm Interest 11/14/2017 11/24/2017Complete Interest confirmed, calendar TBD The possibility of influencing governance has been identified through the project of green infrastructure guides for re-development in CDMX 3 Eduardo and Pipola Omar, Judith, Bas Meeting on Scope and Calendar SAC / WRI (NDA) 11/24/2017 1/10/2018In Progress NDA to be signed at the meeting 4 Risks: Deltares Proposal Adjustment 11/24/2017 1/15/2017In Progress To be updated based on Project Participation Definition 5 Draft of the Quick Scan & Project Idea of the DT & IF 6 Secure Dutch Funding 7 Omar, Judith 12/4/2017 12/13/2017Delayed To be updated based on Collab Agreement & Project Participation Definition Potential Delays Due CDMX Interactions Omar, Judith 12/4/2017 2/2/2018In Progress Hidden Interests Next steps: WRI is supporting SAC Tacubaya, a meeting will be held to understand its scope and calendar 8 Deltares is supporting the request of mediated funds PFW and DT & IF to CDMX WF 9 Based on the Seduvi & SAC meeting, Deltares will adjust the proposal seeking to provide an executive project by the end of January to the Board 19
Stakeholder Engagement Priority Details 3. TARGETED STAKEHOLDER INVOLVEMENT Main Reason for Engagement Other Reasons for Engagement Intervention Support Influence Support List other stakeholders for which influence is needed Knowledge Support Planned activity Targeted Results Priority Stakeholders Contact person Timing Frequency Observations Select most appropriate category Select most appropriate category List interventions for which support is needed List knowledge or technical know- how needed Add notes if needed (e.g. milestones, KPI's, when updates were made, reasons for change in category, etc.) Select Priority stakeholders from tab 2 of the Mapping Tool The contact person(s) of this organization + title List targeted results Add time of involvement Frequency of engagement List of activities Engage on Urban Pilot Green Infrastructure Project Develop green infrastructure and water strategy for CDMX 1A - Green Infrastructure Pilot Minister of Urban Development and Housing (SEDUVI) Green Influence Policy Guidelines Monthly Engagement Sign a Collaboration Agreement on TaCubaya SAC Project Sec. Felipe de Jes s Guti rrez Influence support Financial support Major, Ministers long - year 2 to 5 Infrastructure Support to Greein Infrastructure Projects Regional Watershed Organization Valley of Mexico (OCAVAM) Dir. Fernando Gonz lez C ez 4A, 5A -Waste Water Innovation Recognition Bi-Monthly Engagement Agree to Participate During Launch Eevent as Roundtable Member Influence support Technical support Major, Ministers long - year 2 to 5 Demonstrate effective management, pricing systems and structure. Promote water- use efficiency and water/wastewat er reuse in all sectors Participate with a Scale Up Project During water security summit 2A - Operational & Administrative Inefficiencies Sistema de Aguas de la Ciudad de M xico (SACMEX) Engage with Governing Body Bi-Monthly Engagement Agree to Participate During Launch Eevent as Roundtable Member Dir. Ram n Aguirre D az Influence support Technical support Major, Ministers Best Practices long - year 2 to 5 Discuss Results and Collaboration on Awareness Campaign based on Business Case for impacts related to Over- Exploitation & Subsidence and Floods 1A, 1B - Over- Exploitation & Subsidence Engage to Create Awareness Bi-Monthly Engagement Metro CDMX Dir. Jorge Gavi o Influence support Financial support Major, Minsters Water parks long - year 2 to 5 Engage to support benchmark program Geen Ministry of Construction and Services of Mexico City (SOBSE) Dir. C sar Alejandro Guerrero Puente 3A - Flooding Bi-Monthly Engagement Active Engagement on Benchmarking Program Influence support Technical support Major, Ministers Infrastructure Policies long - year 2 to 5 20
WF Image Formulation Plan Month 1 Month 3 Month 2 Institutional - Institutional Video - Media trainings (EV, JPdV, others) - One-on-one encounters with media. - One-on-one encounters with critical actors Digital - Social media - Select web site design (wordpress). - Mounting web site. - Editorial line for social media. Event - Save the date - Event Communication plan - Invitation and other graphics design - Guest confirmation Institutional - Strategy plans (Communications and engagement) - Institutional identity - Fact Sheet - Water found one pager Digital - Graphic identity - Buy URL - Buy Hosting - eMails creation - Reserve social media - Site map and content Event - Venue definition - Select speakers and subject experts - Select high profile moderators - Guest database Institutional - One-on-one encounters with media. - One-on-one encounters with critical and strategy actors Digital - Web site with media articles - First social media content Event - Invitation and confirm media assistance 21
Current Fundraising Candidates Cost/Complex. Challenge/Intervention Sustained or One-Time Donor Candidates Investor Candidates 1 2 3 4 5 A B A B A A A Lower Cost/Complexity & Sustained Contributors Water System of The City of Mexico (SACMEX) H S World Bank (WB) Development Bank of Latin- America (CAF) Multilateral Investment Fund (IDB affiliate) Metro CDMX H S Lower Cost/Complexity & One-Time Contributors Private Sector: Food & Bev Partners L S Environmental Ministry (SEMARNAT: Federal Level) Foundations Private Sector: Manufacturing Partners L S Higher Cost/Complexity & Sustained Contributors WF Partners H S Global Environmental Facility (GEF) Swedish International Development Cooperation Agency (Sida) National Chamber of Housing Developers and Promoters (Canadevi) Federal Electricity Commission (CFE) PHI UNESCO Adaptation Fund (UN) Fundaci n FEMSA Grupo Modelo HSBC Mexichem Coca-Cola FEMSA Citi-Banamex The Nature Conservancy Regional Watershed Organization for the Valley of Mexico (OCAVM; Federal Level) Dutch Partnership Green Climate Fund Netherlands Enterprise Agency: Sustainable Water Fund (FDW) Housing Institute of Mexico City (INVI) H S Ministry of Public Works and Services L S Airport CDMX H S Insurance Companies H S Higher Cost, Complexity/One-Time Contributors Secretary Of Public Health L S Aguas de Mexico Wal-Mart Scribe Further refinement and prioritization required (in comparison to 2018 planned actions) 23
Budget & Allocation Details Q1 Q2 Q3 Q4 Payroll Outsourcing Operating Expenses Project Expenses Total Integrate Action Execute (Projects Implementation) Articulate (Engagement efforts) Transcend Action Total 1,470,000.00 $ 300,000.00 $ 4,301,952.00 $ 11,248,883.00 $ $ 1,470,000.00 $ 300,000.00 $ 3,949,995.00 $ 11,519,960.00 $ 1,470,000.00 $ 300,000.00 $ 4,550,051.00 $ 12,709,718.00 $ 1,470,000.00 $ 300,000.00 $ 4,305,860.00 $ 7,486,744.00 $ 68,012,469 Existing Funds 0 Expenses Summary Income Streams Investors Funds 9,565,000.00 $ Donor Funds 58,615,000.00 $ Cash-Flow Per 714,056.00 11,248,883.00 $ 2,274,202.00 $ 3,105,000.00 $ $ $ $ 779,785.00 11,519,960.00 $ 2,319,245.00 $ 3,105,000.00 $ 842,716.00 12,709,718.00 $ 2,769,301.00 $ 3,105,000.00 $ $ 812,858.00 $ 7,486,744.00 $ 2,175,110.00 $ 3,105,000.00 $ 68,072,578 action Endowment 0 Total 68,180,000 $ 24
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