First, I would like to thank EMBARQ and the World Resources Institute for the invitation and opportunity to be with you today.
It is an honor to speak to you on behalf of the City of Belo Horizonte (also known as “Belo”) to discuss the role of cities as actors for improved mobility and access, enhanced urban design, strategic planning an equitable land management. The topic of this session is particularly relevant to us and we hope to contribute to this rich discussion.
Today, I would like to share with you a little about we have been doing to make Belo Horizonte a Smart and Sustainable City.
In Belo Horizonte, our governance focus is on planning for people and for the future. We have difficulties that are common to all other metropolises such as urban mobility, public health demands, impoverished neighborhoods, public security and housing needs.
However, there have also been great realizations in the recent past on all these challenges by significantly improving public education, child care, job generation, public transportation and services, and our business environment and culture in general.
The political process of Belo Horizonte over the last 20 years allowed the city to maintain a continuity of public policies focused on reducing inequality and improving public services. Despite some economic crisis that the city underwent, we have benefited from had a succession of high quality administrations, with no meaningful discontinuity nor major negative heritage from one administration to the other.
With that said, let me show you some slides that may help provide a better picture of the work we have been doing in Belo Horizonte.
The presentation is structured into four main topics and a final section on reflections and challenges:
So, let me first give you an overview of Belo’s history, facts and figures.
Today, Belo Horizonte is Brazil’s sixth largest city in Brazil with 2.4 million people and is the center of the third most populous metropolitan area in the country, with over 5.5 million people distributed amongst 34 municipalities.
Minas Gerais is Brazil’s 2nd most populous State with about 20 million people.
Belo is the third Brazilian capital in economic importance, with a GDP per Capita of about US$16 thousand in purchasing power parity. Our economy is heavily concentrated on trade and services, although industry also plays a very important important role in our metropolitan region.
Even though our economy is strongly anchored by trade and services, many important global companies are located in Belo and its neighboring cities.
You can have a better view of our metropolitan area above.
As you might imagine, it is crucial to integrate Belo and the rest of the metro are in terms of economic, urban life, mobility, and public services offer in education, social assistance and health; security, and natural resources.
There are more than 5 million people in these cities altogether, but nearly half of them live in Belo.
One of the greatest challenges concerning the metro area is its coordinated governance, especially due to heterogeneity, divergent interests and problems within the 34 cities. The state’s legislation asserts an institutional design for metropolitan planning that is already taking place to try to facilitate this process.
98% of electricity from renewable sources (mainly hydro power). Moreover, the city is very proud for being Brazil’s Solar Capital with over 422 squared meters of panels per each 1,000 inhabitants, compared to a national average of only 44 squared meters.
Minas Gerais is the Brazilian state with the highest area of solar collectors per capita.
Belo Horizonte is also the only capital in the country to have 100% LED bulbs in traffic lights. Converting to LED bulbs reduced energy consumption by 87% and maintenance costs by 84%. Now, the city intends to replace all street lamps for LED bulbs.
Our World Cup Stadium, “Mineirão”, is a great example of our commitment to sustainability. It is covered with Photovoltaic cells that generate enough power to run itself and even resell excess electricity.
6 World Cup games were hosted there (with over 57 thousand fans per game), including the fatidic semi-final between Brazil and Germany in which we lost 7 to 1.
Mineirão will also host 10 football matches as part of the 2016 Olympic Games
Next, I would like to speak a few words about Belo Horizonte’s current efforts on Strategic Planning.
As a Mayor, I started my first mandate in 2009 with a profound diagnosis of the city in all socioeconomic aspects of inclusive growth.
We asked our administration and people where we were and where we want to be in 20 years. The response was for a city of opportunities, sustainable and with quality of life.
In order to get there, we envisioned the strategic goals above for 2030.
With that in mind, we first developed a long-term Strategic Planning Program (BH 2030) based on 25 Measurable Goals.
We then designed our Goals and Results Program which outlines the specific government plan for the first and second mandates (2009–2012 and 2013–2016) into 12 areas, 40 major projects and over 500 sub-actions.
The Priority Projects mobilize resources and expertise to implement the desired and planned changes. These projects encompass 500 actions to be deployed during the 2013-2016 administration
Many of these actions are a continuation and deepening of previous policies. Our executed and planned investments cover over 35% of the population in our most vulnerable areas areas, which have been profoundly revitalized and re-planned to accommodate the urbanization trends.
Aiming at a Beautiful Horizon, all of our overarching challenges are outlined into 25 measurable goals above, each with specific targets that need to be achieved over the 20-year plan and monitored closely in the short and medium terms.
This is where we are, for example, in terms of reducing infant mortality rates.
Great progress has been made already, but we still aim to have less than 6 infant deaths for every 1 thousand live births by 2030.
Focused on our targets and proposed timeline, all of our priority projects and actions are guided by a structured management system that involves close monitoring, analysis and decision-making by everyone in the management structure, from the project manager to the Mayor (in this case myself).
An innovation in our administrations is the implementation of the most advanced PPP program in Brazilian municipalities. We will invested about $1.2 billion dollars on Public-Private Partnerships that have either been signed or are in the process of being implemented.
As a reference, our budget for 2015 is around US$4 billion dollars [at a R$2.35 exchange rate) in revenues coming from our own tax collections or state and federal government transfers. Another $900 million dollars are expected in capital revenues such as capital transfers, asset sales and credit operations.
The pictures above show a typical strategic projects monitoring meeting that we hold every week with my active participation.
We have several forms of popular participation in the public management process that help us design more efficient, democratic and transparent public policies, as seen above.
One of our famous examples of public participation that has began to be replicated around the world recently is the participatory budgeting process through which people get to vote on which projects should be prioritized in their neighborhoods.
Furthermore, Belo Horizonte houses 599 discussion and participation groups, including commissions, collegiums, municipal councils, regional forums, among others. These groups allow greater community engagement and open discussions about several topics.
Now, I would like to say a few words about Belo Horizonte’s current efforts on Urban Planning.
As seen in this slide, the city was originally planned for only 200 thousand people but has now reached over 2.4 million.
This has led to a radial expansion of urban growth.
Here we see some reflections of the outstanding growth we had in the last four decades, forcing urbanization to expand beyond its originally planned boundaries and sprawling towards our neighboring cities.
Despite the problems, at least 85% of the city’s area are in good conditions thanks to all other initiatives.
Our urban development is discussed and approved at the municipal level but it is based on the federal statute of cities.
The Status of Cities, applied to all national territory includes the following normatives: - criteria and regulation for elaborating city master plans - urban planning instruments as: joint urban operations, governance and transparency.
Several planning efforts have taken place since the development of the city’s first Master Plan in 1958.
The current Master Plan was drafted in 1995 and revised in 2010.
An entirely new Master Plan was completed this year and has just been submitted to City Councilors for approval.
The new Master Plan aims to achieve a compact city, as designed in the picture, turning the cities into more efficient and rational environments.
The overarching goal is to control urban sprawl by encouraging better planned higher-density developments.
The idea is to have citizens living in higher-density neighborhoods located along mass-transit corridors are less dependent on private vehicles.
This scenario can be achieved through offering new transportation modes, such as walking, cycling and public transit
For fostering enhanced neighborhoods, the new masterplan states that:
they must be designed to be pedestrian and cyclist friendly
must prioritize Mixed-use, that provides vitality to neighborhoods
it is essencial to promote densification along major mass transit corridors.
The new masterplan also aims at providing inclusive and affordable housing, allowing low-income families to access urban services and be connected to the city.
However, even the best and most innovative ideas need a funding and financing strategy. One of the ideas being carried out by our city administration is financing investment in public structure and services by selling bonds for additional floor-area-rights in the stock exchange. This is done via the OUCs, or Joint Urban Operations.
Master Plan should be linked to other sectorial plans, as mobility, sanitation, education and social housing.
After all, we intend to transform Belo Horizonte from a monocentric metropolis, as it is today, to a policentric and compact metropolis which reduces people’s transportation times and significantly increases quality of life by allowing for a more efficient use of public spaces.
Next, please allow me to speak a bit about our Public Transportation and Mobility efforts.
These are our overarching transportation and mobility policies:
Integration between Transportation Planning and Land Use Policies
To improve and to give priority to public transportation
Stimulation of non-motorized modes of transport
Incentive for rational and innovative car use
Our bus network has been significantly improved in the recent past, as reflected on the indicators above.
MOVE BRT has around 450 buses for the city system
We also have a publicly operated rail network that transports about 230 thousand passengers per day.
Another 2 lines with an estimated capacity of 800 thousand passangers per day are planned.
These improvements in quality public transportation options are particularly important given the context we are currently facing.
As the chart above shows, the number of registered vehicles in the city increased by 110% from 2001 to 2012 compared to an increase of only 8.5% in the number of passengers who use public buses. Population grew by only 6.1% within this period.
Yet, we have still managed to control the number of traffic accidents.
The charts above complement the previous one. As we can see, the proportion of people who use public transportation reduced from 57.6% to 34.6% from 2002 to 2012.
Meanwhile, private vehicle usage increased from 34% to 48.1% and is now the most common daily transportation means in the city.
Our efforts to revert the trends just discussed are centered around our Urban Mobility Plan (PlanMob BH), which has been continuosly developed since 2009.
The plan details a series of short, medium and long-term initiaves that are complemented by a Mobility Observatory forum composed by members from different institutions and civil society.
These trends are not unique to Belo Horizonte and are heavily associated with significant federal government tax reductions for new private vehicle purchases.
Since we cannot control federal tax reductions, we have sought to tackle such problems by implementing additional 25 kilometers of Bus Rapid Transit (BRT) system by 2018. With the BRT, which uses Euro 5 fuel, we expect to:
i) Increase mass public transportation;
ii) Significantly reduce the number of buses and kilometers ridden per day;
iii) Diminish fuel emissions; as well as
iv) Lower commute time and traffic jams.
One of PlanMob’s main initiatives is our Move BRT Corridors, which is a structural multimodal transit network that comprises medium and high capacity systems.
I am personally very proud for having implemented this project in Belo Horizonte because it has led to:
A reduction of 16% of kilometers ridden per day;
A reduction in 10% of the fleet;
A reduction in 10% vehicles in the hospital zone, and
A reduction in 50% on commuting time.
Above is a summary of how our MOVE BRT system works.
Since 23 km have been built, the average capital cost per passenger, per kilometer is about US$ 23.
30,500 passengers/day for each built kilometer.
These are some pictures of our MOVE BRT Corridors.
A few more pictures of our MOVE BRT Corridors.
A few more pictures of our MOVE BRT Corridors.
A few more pictures of our MOVE BRT Corridors.
A few more pictures of our MOVE BRT Corridors.
We also have an Intelligent Transport System (ITS), which is set to revolutionize the transportation operations within the city. Right now, the MOVE BRT users can be informed of the estimated time of arrival of buses in real time. Other implementations are also being planned to make the city smarter using technology.
Above are pictures of our Regularity Control and Trip Management Panels, which monitor traffic in real time.
Several supporting technology tools support our systems both in the Stations...
... and in the Move BRT Buses.
Our real time information are also made available to our people through smart phone applications.
Furthermore, we are also creating over 150km of new bicycle paths until 2020.
We have also implemented 40 bike sharing stations throughout the city.
We are also improving our pedestrians’ flow and access to the city.
Finally, let me close by stating some of the many obstacles that still need to be overcome in order to achieve an even more Beautiful Horizon. Among them are: Continuous efforts to modernize public management processes; Searching for new sources of financing, including new PPPs; Advancing metropolitan governance; Continuous community engagement; Improving urban mobility; and Continuing the long-term plan over the upcoming administrations.
A more efficient use of energy and its substitution for renewable sources depends deeply on an adequate urban planning that modifies land usage. Among these many existing challenges, the most serious might simply be resistance to change, mainly by those whose private interests would be affected.
Once again, I would like to thank EMBARQ and WRI for this kind invitation.
We are grateful for the opportunity to participate at this event, and hope to have contributed to the discussion. We would be happy to learn from your experiences.
CONNECTKaro 2015 - Smart Cities - The City of Belo Horizonte
• 6th most populous City, 3rd most populous Metro
area in Brazil
• Capital of Minas Gerais state, Brazil’s 2nd most
• Population (2014): 2.5m (5.2 M in Metropolitan
• Area: 331 km2
• Density (2014): 7,176 people per km2
• Municipal Human Development Index (HDI -
• GDP per Capita (2012): US$ 16.069 (PPP$)
• Economic activities (% of GDP - 2012):
• Trade and Services: 70.1%
• Public Sector: 16%
• Industry: 13.1% 4
Companies located in Belo Horizonte’s Metropolitan Area
• The metropolitan area is composed
of 34 municipalities and has a
population of about 5.7 million
98% of electricity from renewable sources
(mainly hydro power).
Minas Gerais is the Brazilian state with the highest
area of solar collectors per capita.
3,000 buildings are equipped with solar water
Over 422m² of solar collectors per 1,000
habitants (44m² is the national average).
• The World Cup Stadium, “Mineirão”, is
covered with Photovoltaic Cells
• The cells generate enough power for itself
and even resell excess electricity
Future Vision Attributes become Goals:
1. Prosperous, Innovative And Dynamic City;
2. Healthy, Well Designed and Sustainable
3. Educated, Safe, Fun and Inclusive City;
4. Excellence and Civil Participation in Public
A city of opportunities, sustainable, and with high quality of life
1. Multiply job opportunities and promote business
2. Quality of life for everyone, supported by the
efficiency of the organization of urban space…
3. Promote environmental sustainability....
4. Improve mobility, accessibility and connections
across city and metropolitan area…
5. Coordinate metropolitan governance and nourish
6. Provide happy, healthy coexistence among people.
• Long Term Plan: Strategic Plan for 20
years, with defining goals and indicators
for the city that we aim to have in 2030.
• Short and Medium Term Plans: Goals and
targets for the 2009-2012 and 2013-2016
Belo Horizonte: Capital of Public Participation
An ongoing process for over two decades, joining forces
with legislators and ensuring transparency and efficiency
of public policies
• Consultation / Deliberation councils for various
• Participatory Budgeting
• Conferences and Forums
• Public Audiences
• Regional Participative Planning
Radial expansion of
urban growth (1918-2007)
FEDERAL LEGISLATION MUNICIPAL LEGISLATION
Established in 2001.
and criteria for
• Belo Horizonte has a rich past of
comprehensive urban planning, having created
its first Master Plan in the 1950s.
• Current Master Plan was drafted in 1995 and
underwent revision in 2010.
• The next Master Plan was completed this year,
and is currently pending approval by the City
Reducing the dependence
of private transportation
Providing inclusive and
Controlling Urban Sprawl / Encouraging Higher-Density developments
and reducing the dependence of private transportation
• Low-density, sprawled urban tissue: inefficient
• Higher-density urban development provides a
more rational use of resources.
• Optimize installed infrastructure
and provide access to urbanized soil.
• Inclusive urbanization.
• Neighborhoods designed to be pedestrian
and cyclist friendly.
• Mixed-use provides vitality to
• Densification along major mass transit
Fostering Enhanced-Quality Neighborhoods
Providing inclusive and affordable housing
• Allowing low-income families to live in more
economically-valuable areas, granting them
access to better urban structure and services,
without displacing them.
• Improving social housing building design in order
to support a more diverse population.
• Providing more equitable distribution of
households of all income levels.
Joint Urban Operations (OUCs)
• OUCs are large-scale, transit-oriented
redevelopment urbanistic master plans for specific
parts of the city.
• Publicly-issued Bonds can be converted to
additional floor area, restricted to the project
• The proceeds of the additional floor area sale will
enable the necessary urban investments in the
Monocentric Metropolis Policentric Compact Metropolis
Densification alongside transit corridors and stations, through policies such as Joint
Urban Operations and strenghtening of urban centralities
Integration between Transportation Planning and Land Use Planning
1. Integration between Transportation
Planning and Land Use Policies
2. To improve and to give priority to public
3. Stimulation of non-motorized modes of
4. Incentive for rational and innovative car
• Privately operated, Publicly planned and regulated
• 300 lines operated by 40 companies in 4 consortiums
• Main Fleet: 3 037 vehicles
• Complementary fleet: 300 minibuses in areas not covered by
• Average age of vehicles: 3.5 years
• 100% Diesel S10 operations
• All new buses have EURO 5 – compliant engines
• 100% Air-Conditioned vehicles in the MOVE BRT
• 93% of fleet wheelchair-accessible
• 1,55 million daily passengers
Publicly operated rail network:
• 1 line (28km above ground)
• 230.000 passengers per day
• 2 planned lines (estimated capacity 800.000
passengers per day)
MOVE Bus Rapid Transit (BRT) corridors: a project from the Mobility Master Plan
• The structural multimodal transit network, proposed by the
PlanMob-BH, comprises medium and high capacity systems.
• Different transport technologies: (BRT, Rail transit, LRT, etc.)
with expected deployment by 2020.
How does the BRT MOVE work ?
Trunk-feeder transit network
2 exclusive bus corridors (in the center of avenues) + downtown = 23 Km total
40 transfer bus stations in the corridors
Integration station “Pampulha” (BRT Only)
Integration station “São Gabriel” (intermodal bus/rail)
Integration station “Venda Nova” (BRT Only)
Integration station “Vilarinho” (intermodal bus/rail)
500,000 passengers per day (BHTRANS system)
200,000 passengers per day (metropolitan system)
Total CAPEX (except buses) = US$ 479 Millions (rate = US$ I = R$ 2,30)
MOVE BRT system: Integration Stations
Pampulha Station São Gabriel Station
MOVE BRT System : Transfer Stations
Paraná Station Aparecida Station
MOVE BRT System : Transfer Stations
Carijós Station UFMG Federal University Station
Electronic Ticketing Operational Control User Information
Intelligent Transportation System
• Credit Generation
• Security Keys
•Planning and Operation
•Equipment control and Monitoring
• Onboard Information
• Stops, Stations and Terminals
• Other means of
SITBus: Intelligent Transportation System
Fleet information panelOperations Center
Intelligent Transportation System: Embedded technology in BRT stations
Intelligent Transport System: Embedded technology in Vehicles
• Currently building (2015): 20.49 km
• To be completed until 2016: 150.68 km
• TOTAL AVAILABLE CYCLING PATHS IN 2016: 241.59 km
• 2011: 8.10 km built
• 2012: 11.49 km built
• 2013: 15.83 km built
• 2014: 11.19 km built
TOTAL: 70.42 km DONE
TOTAL PLANNED NETWORK BY 2020:
Cycling Path Network
400 bicycles available
40 stations operational
Mobicenter project: Improving pedestrian flow and access
Well-designed footpaths for
accessibility, including wheelchairs
Reduced waiting time at pedestrian
More green-light time for pedestrians
to cross roads