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City Resilience Strategy: The development process in detail July 21, 2014

City Resilience Strategy: The development process in detail July 21, 2014. Goals and Background of 100RC City Resilience Strategy Process. The resilience strategy process is one of 100RC’s primary engagements with member cities.

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City Resilience Strategy: The development process in detail July 21, 2014

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  1. City Resilience Strategy: The development process in detailJuly 21, 2014

  2. Goals and Background of 100RC City Resilience Strategy Process • The resilience strategy process is one of 100RC’s primary engagements with member cities. • It was designed in conjunction with global experts and draws from many of the best practices in our member cities. • It is designed to be led by the City’s CRO with diverse stakeholder participation to help orient and excite the entire city around resilience. • It uses the City Resilience Framework to diagnose and understand the City’s resilience and its primary areas of strength and weakness.

  3. Goals and Background of 100RC City Resilience Strategy Process • It is not a comprehensive plan; it is an assessment and prioritization exercise for the city to trigger action, investment and support within city government and across diverse stakeholders. • It identifies areas of strength and weakness, and articulates the city’s priorities for resilience building through specific initiatives. • The strategy is not a static road map; it will continue to be refined and updated as initiatives get implemented and the city’s resilience priorities evolve.

  4. What is the benefit to my city? • The Strategy development process is fundamentally based on raising awareness and getting support for a resilience agenda within the city through: • Stakeholder Engagement and Community Participation • Strategy Communication and Awareness Building • 100RC supports the Strategy process in cities by providing: • Technical Assistance and Capacity Building from global experts (PLATFORM) • Knowledge Sharing and Training through a network of peer cities (NETWORK)

  5. Strategy Development Overview • The resilience strategy process is expected to take 6 - 9 months in each city. • It will be developed in coordination with 100RC Strategy Partners and is comprised of 2 main phases: • The goal of Phase 1 is to identify and aggregate resilience information, resources and partners • Phase 2 involves a deeper dive on several focus areas, developing the diagnostics and assessments necessary to identify actionable initiatives and projects.

  6. Strategy Development Process Overview: Phases I, II and III • I.D Customize city approach and define Scope of Work • I.A Strategy • Launch Phase III: Ongoing Execution and Iteration • II.D Initiatives and Barriers to overcome Phase II: 14-18 weeks Strategy build-out Phase I: 10-12 weeks Establishing the foundation I.B Stakeholder Engagement Plan • II.B Risk and Opportunity Assessment • Implementation steps and public launch • II.C Resilience Priorities and Enablers • II.A Resilience • Diagnostic I.C City Context and Resilience Assessment

  7. Strategy development process in detail: Phases I & II

  8. 100RC’s Principles for high impact resilience strategies

  9. The Strategy building processand 100RC resources 100RC supports: • I.D Customize city approach and define Scope of Work • I.A Strategy • Launch • II.D Initiatives and Barriers to overcome Stakeholder Engagement and Community Participation Strategy Communication and Awareness Building • The time spent on each activity will be time-bound and vary given each city’s context Phase III: Ongoing Execution and Iteration Phase II: 14-18 weeks Strategy build-out Phase I: 10-12 weeks Establishing the foundation I.B Stakeholder Engagement Plan • II.B Risk and Opportunity Assessment • Implementation steps and public launch • II.C Resilience Priorities and Enablers • II.A Resilience • Diagnostic I.C City Context and Resilience Assessment 100RC provides: Technical Assistance and Capacity Building from Platform Knowledge Sharing and Training through Network

  10. Explanation of the eight activities PHASE I I.A • Strategy Launch • Prepare working team, create preliminary workplan, review considerations and constraints surfaced through workshop, application and City Profile I.B • Map and initiate engagement of stakeholder groups and representatives and define preliminary plan for aligning throughout strategy development • Stakeholder Engagement Plan I.C • Overview of city operations, budget, governance, regional issues, etc; identify plans, initiatives, community practices, etc. to align and leverage; Conduct preliminary resilience assessment • City Strategy Context and Preliminary Resilience Assessment • Sign-off on scope of work with consultant; define work plan and methods for conducting activities and aligning with city processes, cycles, stakeholders, etc I.D • Customize Strategy Approach PHASE II II.A • Resilience Diagnostic • Create an index of shocks and stresses; identify gaps in knowledge and data; determine the city’s resilience needs II.B • Define the city’s statement of risk and identify existing and new opportunities to build resilience around the city’s critical assets • Risk and Opportunity Assessment II.C • Define specific resilience priorities with identification of enablers required for implementation • Resilience Priorities and Enablers II.D • Define initiatives for implementation correlating to resilience priorities; identify barriers to overcome and create detailed action plan if possible • Initiatives and Barriers to overcome

  11. Phase I: Scoping activities and deliverables to establish the foundation for the resilience strategy I.A I.B • Strategy Launch • Stakeholder Engagement Plan <Prepare to develop strategy and review city starting point post-workshop> • Review and determine the materials to carry forward • Launch meeting for 100RC RM, CRO and consultant to onboard consultant • Review Strategy Playbook • Detail expectations, deliverables and assignments • Define roles & responsibilities • Form Working Team comprised of staff of CRO office and other city employees, if necessary • Establish Work Plan, Schedule and Staff Plan for Phase I • Develop a Stakeholder Map identifying diverse and balanced (politically, culturally, etc) stakeholders and desired composition of Resilience Steering committee and working groups to engage throughout strategy development and implementation • Form Resilience Steering committee if possible • Data requests – identify status of necessary data for strategy development; make requests if appropriate • <Initiate engagement and alignment with stakeholders to leverage and build from on strategy development and implementation> • Form or adapt Resilience Steering committee – define role/purpose, structure, composition, assignments, decision-making functions, timeline, formats, etc. • Outline decision-making processes • Develop a Stakeholder Engagement Plan • Outline outreach methods • Define nature of engagement • Identify opportunities for alignment • Conduct initial outreach • Solicit support and involvement • Define areas/activities of mutual benefit to align on • Recruit individuals and groups • Kick-off with priority stakeholders • Introduce 100RC strategy process • Share schedule and engagement plan • Detail opportunities for collaboration • Answer questions • Recruit or form specializedWorking Groups if necessary – define composition, structure, role/purpose, assignments, timeline, frequency, formats • Actual composition of each element will vary by city based on data availability, assessments/studies already done, existing plans, stakeholder community, etc.

  12. Phase I: Scoping activities and deliverables to establish the foundation for the resilience strategy I.C I.D • City Strategy Context • Customize City Approach <Collect and aggregate information through outside in research, working meetings, interviews, etc.> • City Budget – city budget and capital plan • City Governance – organizational chart and outline of relevant city departments • City Economic Position – breakdown of sources of GDP and income streams from state and fed levels • Regional Context – overview of interconnectedness and relationships between city, region, state and nation • List of validatedexisting plans, initiatives, programs, assessments, community practices, etc. assessed for resilienceat neighborhood, city, state and national levels • List data management initiatives and data necessary for strategy development • Overview of available existing tools for adoption • Overview ofplanning processes, timelines and cycles relevant to strategy development and implementation • List of major Shocks and Stresses with current understanding of risks • Preliminary Asset Scan – identify and geocode a working list of primary assets (economic, built, natural, social, etc.) impacted by shocks and stresses • PreliminaryResilience Assessment– qualitative self-analysis of resilience strengths and weaknesses <Define the Scope of Work for Phase II> • Define Roles/Responsibilities of CRO and Consultant • Define Scope of Work with consultant – detail tradeoffs for timing and available resources • Define role and inputs from city gov’t • Draft Mission/Vision statement – definesuccess and purpose of strategy development • Develop Work Plan, Staff Plan and Schedule for Phases II including exchanges and knowledge sharing • Decide existing cycles, processes, timelines, plans and initiatives to align and leverage • Identify Platform Partners to engage and existing tools to utilize/integrate • Define methods and schedule for monitoring progress and impact of strategy development • Confirm structure and composition of any working groups or committees to participate in strategy development – define roles, responsibilities, assignments, deliverables, timeline, formats • Sign-off from decision-makers (Mayor, Vice-Mayor) on Scope of Work with Decision-making processes for Phase II finalized (Mayor/Vice Mayor sign-off, political buy-in, interagency agreements, cross-silo coordination) • Scope any necessary agreements, partnerships, MOUs • Actual composition of each element will vary by city based on data availability, assessments/studies already done, existing plans, stakeholder community, etc.

  13. Phase II: Activities and deliverables to build the resilience strategy II.A II.B • Resilience Diagnostic • Risk and Opportunity Assessment <Define the city’s statement of risk and identify existing and new opportunities to build resilience around critical assets> • Status of Critical Assets – overview of geocoded assets (physical, social, economic, technological) critical to the city’s functioning and most vulnerable to shocks and stresses; include key datasets • Statement of Risk – identify highest risks for shocks and stresses and estimates of potential (negative) impacts on the city’s critical assets and ability to function • Field of opportunity and impacts – identify opportunities for building resilience in the highest risk areas, including the potential (positive) impacts on the city’s critical assets and ability to function, according to four categories: • scaling ongoing efforts to address highest risks • new opportunities to address highest risks • new opportunities to address risks that are currently unaddressed • preliminary opportunities for further exploration based on Gap Analysis <Determine city’s resilience needs based on an index of shocks and stresses; identify gaps in knowledge and data> • City baseline functionality – detailed assessment of city’s performance against resilience qualities and sub-indicators • Index shocks and stresses – risk assessment of the shocks and stresses the city is exposed to with data on probability and frequency • Scenario Analysis – synthesis of city’s baseline functionality with data gathered to date (i.e. City Profile, City Strategy Context, etc) and scenario analysis of shocks and stresses • Gap Analysis – identify areas withinsufficient or outdated data and knowledge about city’s resilience needs • Actual composition of each element will vary by city based on data availability, assessments/studies already done, existing plans, stakeholder community, etc.

  14. Phase II: Activities and deliverables to build the resilience strategy II.C II.D • Resilience Priorities and Enablers • Initiatives and Barriers to overcome <Define specific resilience priorities with identification of enablers required for implementation> • Customize prioritization criteria – identify the specific metrics for assessing resilience opportunities, i.e. feasibility, urgency, impact, shared resources, interagency coordination, etc. • Resilience Priorities – define the priority opportunity areas based on findings to date and evidence gathered through prioritization criteria. • Implementation enablers • List of resources, capacities, policies, and processes required for implementation • Anticipated impact on specific shocks and stresses • Alignment with ongoing efforts • Implications (benefits) for city assets • Landscape of longer-term resilience journey – potential resilience priorities beyond the immediate needs to inform the city’s medium and longer term resilience journey. <Specific initiatives tied to priorities with varying levels of detailed action plans and methods for monitoring progress and impact> • Identify initiatives correlating to resilience priorities – a list of initiatives to pursue which address resilience priorities. If possible, rank and rate initiatives according to their ease of implementation (i.e. quick-wins), alignment with stakeholders and existing plans, priorities, initiatives, etc • Barriers to overcome – Evaluation of potential barriers (zoning, availability of financing, existing restrictions, etc) to implementing initiatives • Action Plan for initiatives outlining: • Key activities • Timeline and schedule • Major milestones • Responsibilities and ownership • Economic and financial requirements • Legislative requirements • Define methods and schedule for monitoring progress and impact of initiatives • Define methods and schedule for updating resilience strategy • Actual composition of each element will vary by city based on data availability, assessments/studies already done, existing plans, stakeholder community, etc.

  15. Summary of Required Outputs and Milestones

  16. Activity I.A – Strategy Launch • *Required for sign-off by decision-makers and 100RC

  17. Activity I.B – Stakeholder Engagement Plan • *Required for sign-off by decision-makers and 100RC

  18. Activity I.C – City Strategy Context • *Required for sign-off by decision-makers and 100RC

  19. Activity I.C – City Strategy Context • *Required for sign-off by decision-makers and 100RC

  20. Activity I.D – Customize City Approach • *Required for sign-off by decision-makers and 100RC

  21. Activity I.D – Customize City Approach • *Required for sign-off by decision-makers and 100RC

  22. Activity II.A – Resilience Diagnostic • *Required for sign-off by decision-makers and 100RC

  23. Activity II.B – Risk and Opportunity Assessment • *Required for sign-off by decision-makers and 100RC

  24. Activity II.C – Resilience Priorities and Enablers • *Required for sign-off by decision-makers and 100RC

  25. Activity II.D – Initiatives and Barriers • *Required for sign-off by decision-makers and 100RC

  26. Appendix 1Work flow: Phase I activities and deliverables (1/3) Phase I: 10-12 weeks // Establishing the foundation I.A1 Materials to carry forward I.A Strategy Launch City Profile I.A3 Working Team Workshop Findings I.A5 Stakeholder Map I.A4 Work Plan and Schedule I.C1 City Budget I.C2 City Governance I.B1 Resilience Steering Committee I.C3 Economic Position I.B Stakeholder Engagement Plan I.C4 Regional Context I.B2 Decision-making processes I.C5 Existing plans, programs, practices, initiatives, etc. I.B3 Stakeholder Engagement Plan I.C6. Data Mgmt and Data I.B6 Working Groups I.C7 Existing tools I.C8 Existing planning processes, cycles, timelines, etc. I.C City Contextand Preliminary Resilience Assessment I.C9 Shocks and Stresses with Risks I.C10 Preliminary Asset Scan I.C11 Preliminary Resilience Assessment • I.D. Customize city approach and define Scope of Work • Items in bold are required activities/deliverables

  27. Appendix 1Work flow: Phase I and Phase II activities and deliverables (2/3) Phase II: 14-18 weeks // Strategy Build-out I.D2 Scope of Work I.D4 Mission/Vision Statement I.D6 Existing cycles, processes, timelines, plans, initiatives, practices, etc. to align and leverage • I.D. Customize city approach and define Scope of Work I.C9 Shocks and Stresses with Risks I.C11 Preliminary Resilience Assessment I.D7 Tools/Platform partners to utilize/integrate I.D5 Work Plan, Staff Plan and Schedule for Phase II I.D8 Methods for monitoring progress and impact of strategy development I.D1 CRO and strategy partner roles and responsibilities I.D3 Role and inputs from City ID.10 Sign-off from decision-makers IB.1 Resilience Steering Committee ID.9 Working Groups confirmed IB.3 Stakeholder Engagement Plan ID.11 Partnerships, MOUs, etc. Materials to carry forward I.C1 City Budget I.C2 City Governance II.A1 Baseline functionality II.A Resilience Diagnostic I.C3 Economic Position II.A2 Index shocks and stresses/Risk Assessment I.C4 Regional Context II.A3 Scenario Analysis I.C6. Data Mgmt and Data II.A4 Gap Analysis I.C10 Preliminary Asset Scan II.B Risk and Opportunity Assessment II.B1 Status of critical assets II.B2 Statement of Risk II.B3 Field of Opportunity and impacts • Items in bold are required activities/deliverables

  28. Appendix 1Work flow: Phase II activities and deliverables (3/3) Phase II: 14-18 weeks // Strategy Build-out I.D2 Scope of Work I.D6 Existing cycles, processes, timelines, plans, initiatives, practices, etc. to align with and leverage I.D7 Tools/Platform partners to utilize/integrate II.C1 Customized prioritization criteria II.C Resilience Priorities and Enablers II.C2 Resilience Priorities I.D8 Methods for monitoring progress and impact of strategy development II.C3 Implementation Enablers II.C4 Landscape of long-term resilience II.A3 Scenario Analysis II.A4 Gap Analysis II.B1 Status of critical assets II.B2 Statement of Risk II.B3 Field of Opportunity and impacts II.D1 Initiatives II.D Initiatives and Barriers to overcome II.D2 Barriers to overcome II.D3 Action Plan II.D4 Methods and schedule for monitoring progress and impact of initiatives II.D5 Methods and schedule for updating resilience strategy • Items in bold are required activities/deliverables

  29. Appendix 2: Engagement ModelTo be incorporated: Resilience Steering committee, Working Groups, check-ins with Mayor, stakeholder engagement and communications, etc. Phase I: 10-12 weeks Establishing the foundation Phase II: 14-18 weeks Strategy build-out I.B Stakeholder Engagement Plan • I.A Strategy • Launch • I.D Customize city approach and define Scope of Work • II.D Initiatives and Barriers to overcome • Implementation steps and public launch • II.B Risk and Opportunity Assessment • II.C Resilience Priorities and Enablers • Implementation and public launch • II.A Resilience • Diagnostic I.C City Context and Resilience Assessment Day-to-day working meetings (Consultant, CRO, working team, working group) City kick-off (RM, CRO, Consultant, City stakeholders) Launch mtg(CRO,consultant, RM) Scope of Work Mtg(100RC, RM CRO, consultant, working team, RS committee, City stakeholders) Final deliverable review (100RC, RM, Consultant, CRO, RS committee) 100RC-City weekly check in (RM, CRO, Consultant) Day-to-day working meetings (Consultant, CRO, working team, working groups) Prep calls (100RC, Consultant) Bi-monthly calls (100RC, Consultant) Bi-monthly calls (CRO, 100RC) Decision-making (CRO, RS committee) Prep calls (CRO,100RC) Interim monitoring and updates (Consultant, CRO, RM) 100RC leadership visit Bi-monthly calls (CROs-CROs) Bi-monthly calls (Consultants-Consultants) Weekly check-ins (RM, CRO, Consultant) Ad – hoc engagement opportunities (100RC visits to city) Weekly status update email (Consultant to 100RC – progress and content update)

  30. Appendix 3Key issues to anticipate in each city (1/2) • WHAT does success look like at the end of the strategy development process? HOW will the city define success? HOW will the CRO be able to determine the city achieved its goals? • WHAT are the methods and metrics for monitoring progress and impact throughout strategy development? HOW does a city know if it is on track or if course correction is required? • WHAT is the output expected from the strategy development? WHAT are the possible format(s) of the strategy work? WHAT are the options for where the final strategy will “sit”? • WHAT are the expected format(s) for interim deliverables? Where do they and other findings go (e.g. city website, platform, 100RC website, etc.)? HOW are they communicated to the public? • WHICH existing initiatives can be quickly and effectively executed to achieve the goals of this resilience strategy in the short term? • WHO approves interim deliverables? WHEN and HOW are approvals secured? • WHICH tasks can be realistically completed by – or in consultation with – Stakeholders? HOW are other stakeholders engaged in the completion of each task? WHAT information is publicly vetted? • WHAT are the responsibilities of the Steering/Resilience committee, working groups, etc.? • WHAT role will the Mayor play? HOW is the Mayor engaged throughout the strategy development process?

  31. Appendix 3Key issues to anticipate in each city (2/2) • HOW to identify necessary data and make data requests given time constraints? HOW to identify and outline the city’s critical assets? HOW to work around the “black hole” implications of these tasks?  • HOW will the CRO and Consultant conduct each task? WHAT are the expectations for subcontracting this work? HOW does CRO integrate consultants already working with city? • WHAT are the local presence requirements of the consultant? HOW often and WHEN does the consultant need to be onsite with the city? • WHAT are the Platform implications for conducting this work? WHAT is the process for adopting and integrating new tools? WHAT is the process for identifying existing tools to scale or retire? • WHAT are the priority sectors for initiatives, plans, studies, assessments, etc? Is a hierarchy placed on multi-sector initiatives and interagency coordination? What about on public private partnerships and/or community engagement? • HOW to assess the performance of initiatives, plans, studies, etc? HOW to incorporate neighborhood scale (geo-spatial) impacts of risks on assets and city’s ability to function? (sample index follows) • Performs very well (for the entire city) • Performs very well for a portion of the city (identify who/where/what is underserved) • Meets the need for the entire city • Meets the need but only for a part of the city (identify who/where/what is underserved) • Meets part of the need for part of the city (identify who/where/what is underserved) • Fails to meet need but aware of the importance of the issue • Fails to meet need and minimal understanding of the importance of the issue

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