Cities that institutionalize resilience will:
 
  • Use their resources more efficiently, and for greater benefit
  • Be more organized and coordinated to implement actions
  • Be better prepared to deal with future challenges, both foreseen and unexpected
  • Be better able to engage with and serve their citizens in both good times and bad.
Recognizing this, 100RC member cities are mainstreaming resilience into how they plan, make decisions and budget for the future in several ways.
 
Some have formalized the CRO position or CRO office as a permanent fixture of city government— making the CRO role equally as essential as the head of civil defense or director of city planning. Out of our 100 member cities, nearly a dozen have already taken this step to make the Resilience Office a permanent part of their city’s government, and many more are on their way.
 
Excitingly, recognition of the promise of a CRO or CRO’s office is spreading beyond the 100 cities in our network. Cities (and states) around the world—from the state of Virginia in the U.S.A. to the city of Bangoloda in Sri Lanka—are appointing CROs of their own to help identify risk, engage stakeholders, and take action for the future.
 
Along with formalizing the resilience office, cities are integrating resilience thinking into specific city plans and policies, in ways as varied as inserting a resilience lens into the design review of capital projects, to dedicating significant portions of their budget to resilience projects. Indeed, almost 30 of our member cities have taken 100RC’s “10% Resilience Pledge”, which commits 10% of their annual budgets toward resilience-building goals and projects, without raising additional funds or taxes. To date, this pledge has focused more than US$5 billion toward resilience projects in our member cities.
 

 
To illustrate how our member cities are putting resilience planning into action, we profile three cities’ efforts to institutionalize resilience thinking. We intentionally profile three different approaches to institutionalizing and mainstreaming resilience thinking into local policy-making:
 
  • New Orleans, U.S.A. has embedded resilience thinking into the design, budgeting and planning of the city—adapting existing planning tools such as its zoning ordinance and its comprehensive plan to further the city’s resilience goals.
  • Melbourne, Australia has mainstreamed a resilience practice by building coalitions with regional governments and by educating and empowering key sectors to adopt and integrate resilience thinking into their work. 
  • Semarang, Indonesia has taken a vertical integration approach—institutionalizing resilience by engaging with its national government and ministries to embed resilience thinking into national plans and priorities.
In each of these cities, the CRO role has also been made permanent and has been given additional resources to coordinate and implement the city’s resilience strategy. At the end of each section, we elevate replicable lessons that we hope others can learn from, in order for them to develop an urban resilience practice in their cities.

 

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Explore another recent 100RC report: Catalyzing the Urban Resilience Market which details how the private sector and cities are innovating to create new solutions and services to address urban challenges.