Office of the City Administrator [email protected]/11/10 · Emerging Ideas About...
Transcript of Office of the City Administrator [email protected]/11/10 · Emerging Ideas About...
Harrison Newton MPH, CPHDirector, 100RC LaunchOffice of the City [email protected]
URBAN RESILIENCEIs the capacity of individuals, communities, institutions, businesses, and systems within a city to survive, adapt, and grow no matter what kinds of chronic stresses and acute shocks they experience.
Source: 100 Resilient Cities
Understanding the economic benefits of resilience
City
eco
nom
ic p
erfo
rman
ce
B
A
Lower losses▪ Reduced direct loss▪ Reduced indirect loss in lost
revenues and taxes
Higher productivity▪ Better economic performance▪ Capacity to invest long term even
during periods of stress
Acute event C
Faster recovery▪ Lower damage and better
preparation drives faster return to normal
Chronic stress
The 100 RC Approach
1. DC must establish a high-profile, high-ranking Chief Resilience Officer
with direct Mayoral access to lead the
creation and deployment of a Resilience Plan or
Strategy.
2. DC must convene a “best in class” group of
public-private stakeholders to set a
transformative resilience agenda. The outcomes of
this effort should be paradigm-shifting.
3. The Mayor must be conversant and aware of
the major shocks and stresses listed in the
application and how these issues inter-relate.
4. DC must be ready to be an active and engaged
participant in the global fraternity of cities.
Chief Resilience Officer
Resilience Task Force
Mayoral Involvement
Global leadership
3. Infrastructure Failure
4. Heatwave
2. Flooding1. Terrorism
Our Proposal: DC’s Selected Acute Shocks and Chronic Stresses
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Our Proposal: Positioning our Chief Resilience Officer
Benefits
•Close Access to performance goals for all agencies.•Influence over daily agency activity.•Influence in budget process.•Daily access to City Administrator, frequent access to Mayor.•Convening power.
Emerging Vision for a DC Chief Resilience Officer
CRO in DC: Addressing Implementation Challenges
• Many city plans task a lead agency with implementation, but directives affect multiple agencies
Climate Ready DC Implementation responsibility
CRO in DC: Addressing Implementation Challenges
• Many District “after-action” reports provide complex directives that call for cultural or systemic change within other different agencies/orgs.
• A preliminary review of the NavyYard After Action report found 60% of recommendations focusedon functional improvements.
• Nearly 50 percent of the recommendations had inter-agency elements.
Emerging Ideas About Resilience Leadership
Emerging Ideas about Resilience Stakeholder Involvement
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Integration of existing efforts, ensuring implementation
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Resilience Amendment to the Comprehensive Plan
A focus on context: Emergency Planning and DC’s Chronic Stresses
Inequality as a “lens”: Washington, DC is segregated along both income and racial lines
SOURCE: Census data, Five Thirty-Eight, ESRI
11.0
3.6
-1.4
-2.9
-4.5
-8.7
-10.2
-11.1
-14.5
-18.6
New York
Chicago
Irvine, CA
Norfolk, VA
Los Angeles
Oakland, CA
Washington, DC
Atlanta
New Orleans
Boston
1 Degree to which cities are both racially diverse and racially integrated
Metro areas Rank Segregation index1
1
2
6
10
13
25
30
35
78
100
Households with <$15K USD annual incomePercent of total households
> 30%
20-30%
10-20%
5-10%
< 5%
Most segregated
Most integrated
Washington, DC is one of the most racially segregated large American cities
Washington, DC has high disparity in concentrations of low income residents
CHRONIC STRESSES
Affordable housing challenges
Housing costs have increased faster than incomes
Affordable housing: extremely low-income renters in Washington, DC face an insufficient and rapidly declining supply of available housing
SOURCE: Urban Institute Assisted Housing Initiative, DC Fiscal Policy Institute, US Census Board
1 For a unit to be considered adequate, affordable and available, it must: not be substandard; cost, along with utilities, no more than 30% of renters’ household income; and be available to rent
25,000
0
55,000
50,000
40,000
15,000
45,000
30,000
35,000
10,000
5,000
20,000
Unitsneeded
30,300
Unitsavailable
DC has a large low income housing gap
▪ Among Washington, DC’s lowest income residents, 64% devote half or more of their income to housing
▪ 63% of all Section 8 voucher households are located in Wards 7 and 8 and only 7% live in Wards 1, 2, or 3
Rent
Income
14%
0% 0%
35%
22%
48%
9%
44%
Low-income housing gap
CHRONIC STRESSES
Extremely low income housing unitsAdequate, affordable and available rental units1
20-40% 40-60% 60-80%Bottom Top
Changes in income and rent for District rentersPercent change, 2002-2013
9%
32%
Stressed transportation system: Washington, DC faces challenges in funding critical transportation infrastructure and faces high congestion
SOURCE: Metropolitan Washington Council of Governments, American Community Survey
Washington metro area infrastructure funding gap1
$ Billions
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48
51
52
52
52
53
61
61
63
64
74
78
80
82
San Francisco
Los Angeles
Washington, DC
Dallas
Chicago
Houston
San Diego
Philadelphia
Phoenix
Miami
Detroit
Atlanta
Seattle
Boston
New York
Annual delay per auto commuter due to congestion2, Hours Metro area Rank
1
2
3
4
6
7
8
8
11
12
12
12
17
22
42
16.0
7.5
1.0
24.5
TotalBridgesRoadsPublic transportation
1 Amount of investment need to maintain and expand critical transportation infrastructure vs. funds that have been earmarked for these investments2 The average annual excess delay commuters experience when traveling during peak hours (“rush hour”)
CHRONIC STRESSES
Washington, DC will require significant investments to maintain its critical infrastructure Washington, DC metro area suffers from high peak hour congestion
Overreliance on one industry: Washington, DC is more dependent on its top two industries than other large US cities
SOURCE: Moody's Analytics/US Bureau of Labor Statistics (BLS)
Washington, DC has one of the greatest concentrations of top industries in the United States
CHRONIC STRESSES
Washington, DC has experienced recent government shutdowns due to various causes
Second largest industryLargest industry
Manufacturing: 13%
Real estate: 15%
Chicago Real estate: 15%
SF
Houston
Professional services: 18%
Technology 13%
NYC Real estate: 17% Finance: 16%
Manufacturing: 17%Oil and gas: 19%
Government: 25%DC
Date ▪ Oct. 2013▪ Nov. 1995 ▪ Jan. 1996 ▪ Feb. 2010
Length ▪ 16 days▪ 5 days ▪ 22 days ▪ 5 days
▪ Budget dispute between the President and Congress
▪ Budget dispute between the President and Congress
▪ “Snowmaggedon” blizzard of 18-32 inches of snowfallDescription
▪ Budget dispute between the President and Congress
Estimated cost of $140M from Oct. 2013 shutdown due to reduction in local
economic activity
Industry share by metro area
The 100RC Framework
• Asset Mapping
• Identifying “connective tissue” between shocks and stresses
Emerging Frame for Resilience
- Planers and program operators must adapt and learn together.
- Shock and stress personnel must be better integrated and expand their thinking.
- We must improve at integrating lessons learned.- We must provide the laboratory for the
innovations we need.- We must rethink how leadership approaches
resilience.
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Harrison Newton MPH, CPHDirector, 100 RC Launch
Office of the City [email protected]
http://oca.dc.gov/page/resilient-dc