Putting Resilience into Practice: From Risk to Performance

FROM

RISK

P UTTING RESILIENCE INTO P RACTICE

TO

P ERFORMANCE

J e b Bru g m a n n

Dire ct o r So lu t io n s De ve lo p m en t & In n o va t io n

RESILIENCE STRATEGY

PLATFORM PARTNERS

GLOBAL NETWORK

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REALIZINGTHE POTENTIAL OF OUR CITIES, THEIRCOMMUNITIES & PLACES

GREEN BUILDING Agenda

© James EBrugmann / The Productive City 2015

Anatomy of a Shock Event In 2005 total housing production exceeded household formation by 60%.

UNDERLYINGSTRESSES Declining real wages Declining employee benefits More frequent change in employment Increased distance to employment, amenities  Larger household vehicle fleets  Higher energy, fuel, transportation costs Ballooning adjustable mortgage payments    

In the 2007-8 US subprime crisis, 44%of housing foreclosures were in only 9 fast growing metro areas.

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Expected Market Investment in Cities, by Sector 2015-2024

[Capital expenditures represent only part of the flows to be leveraged for resilience impact.

In most sectors, operating expenditures born directly by cities— e.g., wages, maintenance, fuel— represent the largest share of total sector expenditures.]

Urban WASTE CAPEX: $1.7 trillion 2015-2024 8

THE CITYRESILIENCE FRAMEWORK A Performance-focused Approach Urban resilience is the capacity of “Resilience focuses on enhancing individuals, communities, the performance of a system institutions, businesses, and in the face of multiple systems within a cityhazards, to survive, rather than preventing or what adapt, and grow no matter mitigating the loss of assets kinds of chronic stresses anddue to specific events.� acute shocks they experience.

Priorities Emerging from 100RCCities Action Areas of 1,062 Initiatives (25 cities) collaboration_coordination public_administration resilience_integration social_cohesion public_outreach_communication emergency_preparedness_response economic_planning_development socioeconomic_equity public_asset_management access_improvements_to_social_services resilience_education community_participation data_collection_integration participatory_governance urban_design_planning public_finance_budget_management personnel_capacity_building ICT_based_engagement_outreach youth housing community_leadership disaster_prevention_mitigation preservation_sustainable_use_resources

Percent of Initiatives 17.1% 15.7% 15.7% 11.3% 11.2% 10.3% 10.4% 10.3% 10.2% 8.9% 8.8% 8.9% 8.4% 8.3% 8.0% 7.9% 7.1% 6.9% 6.8% 6.8% 6.7% 6.4% 6.0%

Initiatives Tagged 182 167 167 120 119 109 110 109 108 95 93 94 89 88 85 84 75 73 72 72 71 68 64

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Boston July 2017 Strategy release Equity

Community Engagement Process       

11,700 people engaged 167 community meetings 18 workshops 12 research and evaluation collaborative sessions and presentations 35 other events

Engagement Capacity-building & Institutionalization  Municipal/civic equity partnerships  Community engagement training for all city departments  Online, open Resilience Strategy platform with initiatives updates, toolkits, educational videos  Racism, Equity &Leadership Program inter-departmental team

Initiatives  Increase mental health/trauma resources  Improve city employment equity  Funding for community-led resilience initiatives  J obs, entrepreneurship &financial empowerment tools  Economic mobility labs  Flood mitigation in vulnerable communities 11

Norfolk

Dallas

Porto Alegre

Glasgow

More than 20 cities have already given priority to developing resilience districts or neighborhoods

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More than a dozen cities have given priority to resilience finance innovation

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Paris

Rotterdam Mexico City

Thessaloniki

Cali

The development of social infrastructure and its resilience is emerging as a priority in many cities

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PROJECT PROGRAM LOCAL AREA

STRATEGY

Do stakeholders & the community have the capacity to recover and to improve in the face of changing conditions?

Can function be ensured in the face of operational & emergency risks? Will assets be managed for required performance?

Will you maintain the popular and political support to see the plan through?

PROJECT PROGRAM LOCAL AREA

RISK

Will policies and markets enable the required investments (and investment returns)?Are systemic risks managed?

Do stakeholder enterprises have the resources, capacities & capabilities to succeed?

- Succession planning risk - Documentation of institutional knowledge - Lack of secure mechanismto address, manage, and fund requirements falling between the individual heritage trusts/orgs - Earthquake risk

- Business disruption

- Ability to manage growth while maintaining

community ownership and authenticity - Gap between development of attractions (e.g., visitor numbers and schedules) and development of city’s hospitality services

- Change in Council priorities, affecting funding - Underdeveloped governance framework - Ineffective/declining public engagement - Donor expectations not met

Heritage Assets Tourism Development Initiative

- Standards, regulations & tax policies that impede use of heritage assets - Lack of standards and monitoring for cultural and hospitality industry - Broad tourism sector risks, including currency exchange risks - Decline of specific visitor groups\ loss of interest in specific activities - Competition from other localities

- Reliance on volunteers; Staff training - Lack of basic enterprise management systems - Skills needs in conservation/collection management - Inadequate working capital - Divergence of interests between trusts/orgs

109 Platform Partner relationships offering 140 services and 221 Subject Matter Advisors Built Environment, Infrastructure, Land Use

Climate and Weather, Natural Environment

Information and Technology, Cyber Security

Finance and Insurance

Public Health DRM and Emergency Response Water Management, Energy Education/ Skills and Training, Economic Development, Culture and Arts Housing

Citizen Engagement, Government & Policy, Social Equity

Transportation

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Building Vancouver’s Resilience Practices

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