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

City Resilience Strategy:

The development process in detailJuly 21, 2014

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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.

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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.

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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)

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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.

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Strategy Development Process Overview: Phases I, II and III

II.D Initiatives and Barriers to overcome

I.A Strategy Launch

Phase I: 10-12 weeks Establishing the foundation

Phase II: 14-18 weeksStrategy build-out

Phase III: OngoingExecution and Iteration

II.A ResilienceDiagnostic

I.B Stakeholder Engagement Plan

I.C City Context andResilience Assessment

I.D Customize city approach and define Scope of Work

Implementation steps and public launch

II.B Risk and Opportunity Assessment

II.C Resilience Priorities and Enablers

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Strategy development process in detail: Phases I & II

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100RC’s Principles for high impact resilience strategies

Grounded in the 100RC understanding of resilience

Incorporates the Qualities of Resilience

Inclusive Integrated Robust

Resourceful Reflective

Redundant Flexible

Actionable

Founded on a rigorous fact-base

Forward looking

Embody accountability

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The Strategy building process and 100RC resources

I.A Strategy Launch

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 I: 10-12 weeks

Establishing the foundation

Phase II: 14-18 weeks

Strategy build-out

Phase III: Ongoing

Execution and Iteration

Technical Assistance and Capacity Building from Platform

Knowledge Sharing and Training through Network








100RC supports:

100RC provides:

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Explanation of the eight activities

Strategy Launch

Stakeholder Engagement Plan

▪ Overview of city operations, budget, governance, regional issues, etc; identify plans, initiatives, community practices, etc. to align and leverage; Conduct preliminary resilience assessment

Initiatives and Barriers to overcome

▪ Define specific resilience priorities with identification of enablers required for implementation

Risk and Opportunity Assessment

▪ Create an index of shocks and stresses; identify gaps in knowledge and data; determine the city’s resilience needs

Resilience Diagnostic

▪ Map and initiate engagement of stakeholder groups and representatives and define preliminary plan for aligning throughout strategy development

City Strategy Context and Preliminary Resilience Assessment

▪ Define initiatives for implementation correlating to resilience priorities; identify barriers to overcome and create detailed action plan if possible

Resilience Priorities and Enablers

▪ Define the city’s statement of risk and identify existing and new opportunities to build resilience around the city’s critical assets

I.B

I.C

II.A

II.B

II.C

II.D

▪ Prepare working team, create preliminary workplan, review considerations and constraints surfaced through workshop, application and City Profile

Customize Strategy Approach

▪ 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.A

I.D

PHASE I

PHASE II

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Phase I: Scoping activities and deliverables to establish the foundation for the resilience strategy

Strategy LaunchI.A

Stakeholder Engagement PlanI.B

<Initiate engagement and alignment with stakeholders to leverage and build from on strategy

development and implementation>

1) Form or adapt Resilience Steering committee – define role/purpose, structure, composition, assignments, decision-making functions, timeline, formats, etc.

2) Outline decision-making processes3) Develop a Stakeholder Engagement Plan– Outline outreach methods– Define nature of engagement– Identify opportunities for alignment

4) Conduct initial outreach– Solicit support and involvement– Define areas/activities of mutual benefit to align on– Recruit individuals and groups

5) Kick-off with priority stakeholders– Introduce 100RC strategy process – Share schedule and engagement plan– Detail opportunities for collaboration– Answer questions

6) Recruit or form specialized Working 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.

<Prepare to develop strategy and review city starting point post-workshop>

1) Review and determine the materials to carry forward

2) Launch meeting for 100RC RM, CRO and consultant to onboard consultant– Review Strategy Playbook– Detail expectations, deliverables and

assignments– Define roles & responsibilities

3) Form Working Team comprised of staff of CRO office and other city employees, if necessary

4) Establish Work Plan, Schedule and Staff Plan for Phase I

5) 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

6) Data requests – identify status of necessary data for strategy development; make requests if appropriate

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Phase I: Scoping activities and deliverables to establish the foundation for the resilience strategy

Customize City ApproachI.D

<Define the Scope of Work for Phase II>

1) Define Roles/Responsibilities of CRO and Consultant

2) Define Scope of Work with consultant – detail tradeoffs for timing and available resources

3) Define role and inputs from city gov’t4) Draft Mission/Vision statement – define success

and purpose of strategy development5) Develop Work Plan, Staff Plan and Schedule for

Phases II including exchanges and knowledge sharing6) Decide existing cycles, processes, timelines,

plans and initiatives to align and leverage7) Identify Platform Partners to engage and existing

tools to utilize/integrate8) Define methods and schedule for monitoring

progress and impact of strategy development9) Confirm structure and composition of any working

groups or committees to participate in strategy development – define roles, responsibilities, assignments, deliverables, timeline, formats

10) 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)

11)Scope any necessary agreements, partnerships, MOUs

City Strategy ContextI.C

<Collect and aggregate information through outside in research, working meetings, interviews, etc.>

1) City Budget – city budget and capital plan2) City Governance – organizational chart and outline of

relevant city departments3) City Economic Position – breakdown of sources of GDP

and income streams from state and fed levels4) Regional Context – overview of interconnectedness and

relationships between city, region, state and nation5) List of validated existing plans, initiatives,

programs, assessments, community practices, etc. assessed for resilience at neighborhood, city, state and national levels

6) List data management initiatives and data necessary for strategy development

7) Overview of available existing tools for adoption8) Overview of planning processes, timelines and

cycles relevant to strategy development and implementation

9) List of major Shocks and Stresses with current understanding of risks

10) Preliminary Asset Scan – identify and geocode a working list of primary assets (economic, built, natural, social, etc.) impacted by shocks and stresses

11) Preliminary Resilience Assessment– qualitative self-analysis of resilience strengths and weaknesses


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Phase II: Activities and deliverables to build the resilience strategy

<Define the city’s statement of risk and identify existing and new opportunities to build resilience

around critical assets>

1) 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

2) 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

3) 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

Resilience Diagnostic

II.A

Risk and Opportunity AssessmentII.B

<Determine city’s resilience needs based on an index of shocks and stresses; identify

gaps in knowledge and data>

1) City baseline functionality – detailed assessment of city’s performance against resilience qualities and sub-indicators

2) Index shocks and stresses – risk assessment of the shocks and stresses the city is exposed to with data on probability and frequency

3) 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

4) Gap Analysis – identify areas with insufficient or outdated data and knowledge about city’s resilience needs


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Phase II: Activities and deliverables to build the resilience strategy

Resilience Priorities and Enablers

II.C

Initiatives and Barriers to overcome

II.D

<Define specific resilience priorities with identification of enablers required for

implementation>

1) Customize prioritization criteria – identify the specific metrics for assessing resilience opportunities, i.e. feasibility, urgency, impact, shared resources, interagency coordination, etc.

2) Resilience Priorities – define the priority opportunity areas based on findings to date and evidence gathered through prioritization criteria.

3) 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

4) 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>

1) 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

2) Barriers to overcome – Evaluation of potential barriers (zoning, availability of financing, existing restrictions, etc) to implementing initiatives

3) Action Plan for initiatives outlining:– Key activities– Timeline and schedule– Major milestones – Responsibilities and ownership– Economic and financial requirements– Legislative requirements

4) Define methods and schedule for monitoring progress and impact of initiatives

5) Define methods and schedule for updating resilience strategy


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Summary of Required Outputs and Milestones

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Activity I.A – Strategy Launch

Activity Method Duration / Sequencing

Who leads

100RC role Deliverable Strategy product

Strategy communication

1. Review and determine the post-workshop materials to carry forward

various Week 1 CRO Provide guidelines Post-workshop materials to carry forward

– –

2. Launch meeting with RM, CRO and Consultant

Provide guidelines

Week 1 CRO Provide guidelines (Deck and Strategy Playbook); Possible for RM to attend.

– – –

3. Form working team

Provide guidelines

Weeks 1-2 CRO Provide guidelines List of working team and roles

– –

4. Establish work plan, schedule and staff plan

Provide guidelines

Week 2 Strategy partner

Provide guidelines and templates

Work plan, staff plan and schedule*

– –

5. Develop Stakeholder Map identifying target stakeholders

Provide guidelines

Weeks 1-2 CRO Provide guidelines and templates

Stakeholder map – –

6. Status of data and make data requests

Provide guidelines

Weeks 1-2 CRO Provide guidelines. Define platform implications

List of necessary data and methods for sourcing

– –

(I.B1.) Form Resilience Steering Committee (if possible)

Per 100RC guidelines

Weeks 1-2 CRO Provide guidelines Committee name composition, roles, responsibilities, purpose and functions*

Committee name, composition and roles*

Press Release TBD

*Required for sign-off by decision-makers and 100RC

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Activity I.B – Stakeholder Engagement Plan


Who leads



1. Form or adapt Resilience Steering committee


Week 2 CRO Provide guidelines Committee name, composition, roles, responsibilities, purpose and functions*

Committee name, composition and roles*

Press Release TBD

2. Outline internal decision-making processes

various Week 2 CRO Provide guidelines Working model for decision-making

– –

3. Develop stakeholder engagement plan


Week 2 CRO Provide guidelines Stakeholder engagement plan*

Stakeholder engagement plan**

–

4. Conduct outreach various Weeks 2-3 CRO Provide guidelines on methods

– – Announce 100RC strategy and (open call for) formation of working groups TBD

5. Kick-off with stakeholders to introduce 100RC strategy process, detail expectations, schedule and activities

various Weeks 3-4 CRO Attend (e.g. present strategy process or schedule, serve as respondent, observe)

Kick-off agenda and list of attendees

– Announce kick-off meeting TBD

6. Form or adapt working groups; provide support and monitoring

various Ongoing CRO Sign-off on composition, responsibilities and functions

Members, roles and names of working groups

– Announce members/working groups TBD


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Activity I.C – City Strategy Context

Activity Method Duration Sequencing

Who leads



1. Collect budget and capital plan

various – working group task TBD

Weeks 4-8 CRO Provide guidelines

Updated City Profile – –

2. Collect organizational chart, outline relevant departments




3. Define economic position




4. Outline regional context various – working group task TBD



5. List of assessed plans, studies, practices, programs, initiatives, etc.



List of assessed plans, initiatives, practices, programs, etc*

– TBD – public validation

6. List of data and data management initiatives



List of data and data management initiatives

– –

7. Overview of existing tools for adoption



List of possible tools for adoption or integration

– –

8. Overview of relevant planning processes, timelines and cycles


Weeks 4-8 CRO Provide guidelines. Define platform implications

List of relevant planning processes, timelines and cycles

– –


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Activity Method Duration Sequencing

Who leads



9. List major Shocks and Stresses and current understanding of risk


Weeks 4-8 Strategy partner

Provide guidelines. Define platform implications.

List of shocks and stresses and current risks*

– –

10. Preliminary Asset Scan various – working group task TBD



Preliminary asset scan


11. Preliminary Resilience Assessment

various – Resilience Steering committee task

Weeks 4-8 CRO Provide guidelines. Define platform implications.

Preliminary Resilience Assessment*


Activity I.C – City Strategy Context


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Activity I.D – Customize City Approach


Who leads


Strategy comm-unication

1. Define roles and responsibilities of CRO and consultant

Guided by 100RC Weeks 9 - 12 CRO Provide guidelines

Roles and responsibilities

– –

2. Draft Scope of Work Guided by 100RC Weeks 9 - 12 CRO Provide guidelines and sign-off

Scope of Work* – –

3. Define inputs and role of City various Weeks 9 - 12 CRO Provide guidelines

Inputs from city – –

4, Draft Mission/Vision Statement about success

various Weeks 9 - 12 CRO Provide guidelines

Mission/Vision statement

Intro to the Final Strat

–

5. Develop Work Plan, staff plan and schedule for Phase II

Guided by 100RC Weeks 9 - 12 Strategy partner

Provide guidelines and oversee

Work plan, staff plan and schedule*

– –

6. Decide on existing cycles, processes, practices, timelines, plans, initiatives, etc. to align and leverage


Existing cycles, programs, etc to align and leverage

– –

7. Confirm platform partners and/or existing tools to adopt/integrate

Identify crossover w/ existing tools

Weeks 9 - 12 CRO Provide platform orientation

List of tools to adopt/integrate

– Press release TBD

8. Define methods and schedule for monitoring progress and impact of strategy development


Methods and schedule

– –


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Activity I.D – Customize City Approach


Who leads


Strategy comm-unication

9. Confirm structure of new or existing committees/working groups

various ongoing CRO Provide guidelines

Confirmed formation of working groups

– Press release TBD

10. Sign-off from decision-makers on Scope of Work; decision-making processes for Phase II activities, deliverables finalized


Decision-making processes and sign-off on SOW

– –

11. Scope MOUs, partnerships, agreements, etc.

various ongoing CRO Provide guidelines

List of agreements, partnerships, etc to pursue

– –


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Activity II.A – Resilience Diagnostic


Who leads 100RC role Deliverable Strategy product


1. City baseline functionality

To be developed through first wave of cities

Weeks 13-16

CRO Provide guidelines and indicators. Define platform implications.

City baseline functionality*

City baseline functionality

TBD – public validation

2. Index and risk assessment of city shocks and stresses


Weeks 13-16

Strategy partner

Provide guidelines and indicators. Define platform implications.

Index and risk assessment of shocks and stresses


3. Scenario analysis


Weeks 16-18

Strategy partner

Provide guidelines.

Scenario analysis

Scenario analysis – in appendix

–

4. Gap analysis To be developed through first wave of cities

Weeks 16-18

CRO Provide guidelines. Define platform implications.

Gap analysis* Gap analysis**

–


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Activity II.B – Risk and Opportunity Assessment


Who leads



1. Status of critical assets


Weeks 14-16


Status of critical assets

Status of critical assets – in appendix

–

2. Statement of Risk with potential impacts on major assets and ability to function


Weeks 14-19

Strategy partner


Statement of Risk*

Statement of Risk**


3. Field of Opportunity with potential impacts on major assets and ability to function


Weeks 14-19


Field of Opportunity

Field of Opportunity – in appendix



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Activity II.C – Resilience Priorities and Enablers




1. Customized prioritization criteria for resilience priorities


Weeks 20-23

Strategy partner

Provide general criteria and guidelines. Define platform implications.

Prioritization criteria

– –

2. Resilience priorities


Weeks 20-23


Resilience priorities*

Resilience priorities**


3. Priority enablers To be developed through first wave of cities

Weeks 20-23

Strategy partner


Priority enablers*

Priority enablers**


4. Landscape of longer-term resilience


Weeks 20-23


Landscape of long-term resilience

Landscape of long-term resilience – in appendix

–


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Activity II.D – Initiatives and Barriers




1. Specific initiatives corresponding to priorities



Initiatives* Initiatives** TBD – public validation

2. Barriers to overcome




Initiative barriers*

Initiative barriers**


3. Action plan To be developed through first wave of cities


Action plan Action Plan – in appendix


4. Methods and schedule for monitoring progress and impact





Methods and schedule – in appendix

–

5. Methods and schedule for updating strategy




Methods and schedule – in appendix

–


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Appendix 1Work flow: Phase I activities and deliverables (1/3)

Phase I: 10-12 weeks // Establishing the foundation

I.B StakeholderEngagement Plan

I.C City Context and PreliminaryResilienceAssessment

City ProfileI.A Strategy LaunchWorkshop

FindingsI.A5 Stakeholder Map

I.A4 Work Plan and Schedule

I.B6 Working Groups

I.B3 Stakeholder Engagement Plan

I.C3 Economic Position

I.C1 City Budget

I.C2 City Governance

I.C4 Regional Context

I.C5 Existing plans, programs, practices, initiatives, etc.

I.C6. Data Mgmt and Data

I.C9 Shocks and Stresses with Risks

I.C7 Existing tools

I.C8 Existing planning processes, cycles, timelines, etc.

I.C10 Preliminary Asset Scan

I.C11 Preliminary Resilience Assessment

I.D. Customize city approach and define Scope of Work

I.B2 Decision-making processes

I.A3 Working Team

I.A1 Materials to carry forward

I.B1 Resilience Steering Committee

Items in bold are required activities/deliverables

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Appendix 1Work flow: Phase I and Phase II activities and deliverables (2/3)

Phase II: 14-18 weeks // Strategy Build-out

II.A Resilience Diagnostic

II.B Risk and OpportunityAssessment

II.A3 Scenario Analysis

II.A1 Baseline functionalityII.A2 Index shocks and

stresses/Risk Assessment

I.D2 Scope of Work

I.D6 Existing cycles, processes, timelines, plans, initiatives, practices, etc. to align and leverage

I.D7 Tools/Platform partners to utilize/integrate

I.D. Customize city approach and define Scope of Work

I.C10 Preliminary Asset Scan

I.C11 Preliminary Resilience Assessment

I.C3 Economic Position

I.C1 City Budget

I.C2 City Governance

I.C4 Regional Context

I.C6. Data Mgmt and Data

II.B3 Field of Opportunity and impacts

II.B1 Status of critical assetsII.B2 Statement of Risk

II.A4 Gap Analysis

I.D8 Methods for monitoring progress and impact of strategy development

ID.10 Sign-off from decision-makers

I.D1 CRO and strategy partner roles and responsibilities

I.D5 Work Plan, Staff Plan and Schedule for Phase II

I.C9 Shocks and Stresses with Risks

I.D3 Role and inputs from City

ID.9 Working Groups confirmed

IB.1 Resilience Steering Committee

I.D4 Mission/Vision Statement

IB.3 Stakeholder Engagement Plan

ID.11 Partnerships, MOUs, etc.


Materials to carry forward

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Appendix 1Work flow: Phase II activities and deliverables (3/3)

Phase II: 14-18 weeks // Strategy Build-out

II.C Resilience Priorities andEnablers

II.D Initiativesand Barriers toovercome

II.A3 Scenario Analysis

II.C3 Implementation Enablers

II.C1 Customized prioritization criteriaII.C2 Resilience Priorities

II.C4 Landscape of long-term resilience

II.B3 Field of Opportunity and impacts

II.B1 Status of critical assets

II.B2 Statement of Risk

II.A4 Gap Analysis

II.D5 Methods and schedule for updating resilience strategy

II.D3 Action Plan

II.D1 Initiatives

II.D2 Barriers to overcome

II.D4 Methods and schedule for monitoring progress and

impact of initiatives

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

I.D8 Methods for monitoring progress and impact of strategy development


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Appendix 2: Engagement ModelTo be incorporated: Resilience Steering committee, Working Groups, check-ins with Mayor, stakeholder engagement and communications, etc.

Implementation and public launch

Phase I: 10-12 weeks

Establishing the foundationPhase II: 14-18 weeks

Strategy build-out

City kick-off (RM, CRO, Consultant, City stakeholders)

Ad – hoc engagement opportunities (100RC visits to city)

Scope of Work Mtg (100RC, RM

CRO, consultant,

working team, RS

committee, City

stakeholders)

Prep calls (100RC,

Consultant)

100RC-City weekly check in (RM, CRO, Consultant)

Interim monitoring and updates

(Consultant, CRO, RM)

Final deliverable

review (100RC, RM, Consultant,

CRO, RS committee)

Day-to-day working meetings (Consultant, CRO, working team,

working group)

Weekly status update email (Consultant to 100RC – progress and content update)

Weekly check-ins (RM, CRO, Consultant)

Launch mtg (CRO, consultant

, RM)

Day-to-day working

meetings (Consultant, CRO,

working team, working groups)

100RC leadership visit

Prep calls (CRO,100R

C)

Bi-monthly calls (100RC, Consultant)

Bi-monthly calls (CRO, 100RC)

Bi-monthly calls (Consultants-Consultants)

Bi-monthly calls (CROs-CROs)

I.A Strategy Launch








Decision-making (CRO, RS committee)

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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?

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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)1. Performs very well (for the entire city)

2. Performs very well for a portion of the city (identify who/where/what is underserved)

3. Meets the need for the entire city

4. Meets the need but only for a part of the city (identify who/where/what is underserved)

5. Meets part of the need for part of the city (identify who/where/what is underserved)

6. Fails to meet need but aware of the importance of the issue

7. Fails to meet need and minimal understanding of the importance of the issue

Documents

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