City Resilience Perceptions Assessment
The City Resilience Perceptions Assessment is part of Phase I of the City Resilience Strategy, created by 100 Resilient Cities (100RC) as a customized roadmap, which cities use to building their resilience.
The Strategy development process is designed to take six to nine months when centrally coordinated by a Chief Resilience Officer (CRO) with expertise in resilience concepts and design thinking. The resulting strategy articulates a city’s priorities for building resilience through specific initiatives for immediate and longer-term implementation in a way that will trigger action, investment and support within city government and from outside groups.
The City Resilience Strategy development process was designed and refined by 100 Resilient Cities (100RC) in consultation with resilience practitioners, Chief Resilience Officers (CROs), 100RC partners and other experts in the field. The process is one of co-creation and co-learning across 100RC Network Cities, whose innovations and lessons learned are continually shared across the 100RC network and incorporated into the design and development of the strategy process.
The strategy process aims to:
- Establish resilience leaders in the city, and build capacity and resilience knowledge citywide
- Mobilize, connect and catalyze action across diverse stakeholders and sectors
- Advance and inform the city’s understanding of its resilience strengths and weaknesses
- Identify specific, implementable initiatives to help the city better prepare for, adapt to and rebound from shocks and stresses
- Deliver a public document that inspires city officials, constituents and partners to act
- Illustrate demand for resilience solutions to inform the market, and contribute to the growing global practice of urban resilience
Cities use the Strategy development process to innovate and create new opportunities depending on their local context, capacity and priorities. The process of building a city’s resilience is not linear; a city’s efforts will be re-informed as new shocks or stresses are experienced, initiatives are implemented, new data becomes available and opportunities for collaboration are revealed. The process was designed with this in mind, and provides the CRO and city with a framework and set of tools to update and iterate as the city’s resilience priorities and opportunities evolve.
The Strategy development process is comprised of two phases which continually build cross-sector and cross-discipline engagement and support, culminating in the public release of a Strategy, and immediately followed by the intensive work of institutionalization and implementation.
The first phase is one of outreach and analysis during which the City, led by their CRO, conducts a holistic review of the state of resilience and identifies priority “discovery areas” for further exploration in Phase II. During Phase I, the CRO’s office is actively engaging and empowering stakeholders, critical voices, and experts around resilience. These activities identify priorities and partners for conducting more detailed diagnostic work in Phase II of the strategy, and well into strategy implementation. In order to accomplish these goals, 100RC has developed some analytical and stakeholder engagement tools for use in Phase I including City Resilience Actions Inventory – which documents and analyzes existing plans, policies and projects in the city; the City Resilience Perceptions Assessment – which gathers stakeholder perceptions about the city’s resilience; and the City Resilience Assets & Risks Tool - which identifies the key shocks and stresses a city faces, and the impact of these on the city’s assets. While Phase I contains a significant amount of work, it should be limited to 2-3 months, as the insights collected are preliminary inputs to much deeper work.
Building on the mobilization and analysis of Phase I, in Phase II the City, led by their CRO, partners with diverse and interdisciplinary teams—locally and globally— to explore the challenges and innovate solutions following the city’s defined “discovery areas.” By aligning new partners and resources in Phase II, the city has an opportunity to expand the resilience team and supporters, and to ask hard questions and apply systems thinking to the city’s foremost resilience challenges. The work in this phase leverages existing actions identified in Phase I and should result in specific priorities and initiatives for implementation. The expected duration of Phase II is 4-6 months and culminates in the release of a strategy and focus on implementation.