El documento describe la resiliencia urbana y el marco de resiliencia de 100 Resilient Cities. Define la resiliencia urbana como la capacidad de una ciudad para sobrevivir, adaptarse y crecer ante impactos agudos y tensiones crónicas. Explica que el marco de resiliencia de 100RC se enfoca en cuatro dimensiones (salud y bienestar, economía y sociedad, infraestructura y ambiente, y liderazgo y estrategia) para fortalecer la resiliencia de las ciudades.
2. 2
2007 – primera inversión a escala en el
estudio de resiliencia.
2013 – 100RC empieza su trabajo con
ciudades para ayudarlas a volverse más
RESILIENTES frente a los desafíos sociales,
económicos y físicos que enfrentan.
3. 3
La RESILIENCIA URBANA
es la capacidad de las personas,
comunidades, instituciones, empresas y
sistemas que se encuentran dentro una
ciudad para sobrevivir, adaptarse y
crecer, independientemente de los tipos
de tensiones crónicas e impactos
agudos que experimenten.
4. 4
Impactos o Tensiones
Los impactos y las tensiones también pueden traer oportunidades para que las
ciudades avancen, y en algunas circunstancias, se transformen.
Planeación de resiliencia
se trata de hacer que una
ciudad funcione mejor,
durante los buenos y
malos tiempos, para el
beneficio de todos sus
ciudadanos,
especialmente la
población más pobre y
vulnerable.
5. 5
Molino de acero abandonado en Pittsburg, EE.UU.
La capacidad de una ciudad para mantener sus
funciones esenciales se ve amenazada por los
IMPACTOS AGUDOS (shocks) &
TENSIONES CRÓNICAS (estreses) que enfrenta.
Inundaciones en Mandalay, Myanmar
6. 6
Terremotos
Incendios forestales
Inundaciones
Tormentas de arena
Frío extremo
Accidentes con materiales tóxicos
Tormentas fuertes y lluvias muy
intensas
Terrorismo
Brotes de enfermedad
Disturbios/inestabilidad civil
Fallas de infraestructura o edilicia
Olas de calor
¿Cuáles son los impactos agudos?
7. 7
Terremotos
Incendios forestales
Inundaciones
Tormentas de arena
Frío extremo
Accidentes con materiales peligrosos
Tormentas fuertes y lluvias muy intensa
Terrorismo
Brotes de enfermedad
Disturbios/inestabilidad civil
Fallas de infraestructura o edilicia
Olas de calor
¿Cuáles son los impactos agudos?
Escasez de agua
Falta de vivienda asequible
Aire de mala calidad
Alta tasa de desempleo
Personas sin hogar
Cambios demográficos
Falta de cohesión social
Pobreza/desigualdad
Infraestructura obsoleta
Tendencias macroeconómicas
cambiantes
Criminalidad y violencia
¿Cuáles son las tensiones crónicas?
9. 10Las Ciudades operan en un red compleja de personas, instituciones, infraestructura e
información
Su resiliencia depende del fortalecimiento de cada sistema para
fortalecer a la ciudad en su totalidad
10. 11
7 Cualidades de un Sistema Resiliente
Características que les permiten soportar, responder y adaptarse más fácilmente a los
impactos y tensiones.
REFLEXIVO
INGENIOSO
ROBUSTO
REDUNDANTE
FLEXIBLE
INCLUSIVO
INTEGRADO
Capaz de aprender
y evolucionar.
Aceptar
Incertidumbre.
Fácil/rápido
encuentra
recursos y los
reutiliza. Nuevas
formas.
Limita las
fallas. Bien
diseñado. No
dependencia
Tiene un
respaldo o “Plan
B”. Capacidad
extra
Tiene estrategias
alternativas.
Cambia y se
adapta.
Sistemas trabajan
juntos,
conectados, y
alineados.
Amplia
comunicación y
participación.
Visión conjunta.
Aceptar el cambio Organizar recursos Incluir otros sistemas
12. Resiliencia y Sostenibilidad
13
En general se refuerzan. Más resiliente menos riesgo de
“arriesgar” el futuro pero hay compensaciones/sacrificios.
Sostenibilidad
Resiliencia
Back-up de diésel
Desalinización
Redundancia
Red eléctrica inteligente
Uso de aguas recicladas
Etanol de maíz
Status quo
Energía nuclear
Captura de lluvia
Inventarios mínimos
13. 14
1. Salud y Bienestar: la gente
2. Economía y Sociedad: cómo se
organiza la gente
3. Infraestructura y Medio
Ambiente: el lugar
4. Liderazgo y Estrategia: el
conocimiento
La resiliencia de la ciudad
tiene 4 dimensiones clave:
14. Salud y Bienestar
De cada persona que vive y
trabaja en la ciudad.
Atiende
necesidades básicas
Apoya
el empleo y sustento
Asegura servicios
públicos de salud
15. Economía y Sociedad
Las organizaciones sociales y
financieras que permiten a las
poblaciones urbanas vivir
pacíficamente y actuar en
colectividad.
Promueve economías
comprometidas y cohesivas
Asegura estabilidad, seguridad
y justicia social
Fomenta prosperidad
económica
16. Infraestructura y
Ambiente
La forma en la que la
infraestructura natural y hecha
por el hombre provee servicios
críticos, protege y conecta a los
habitantes de las ciudades.
Procura y mejora los
bienes naturales y
hechos por el hombre
Asegura la continuidad
de servicios críticos
Procura movilidad y
conectividad confiable
17. Liderazgo y Estrategia
Planeación integral, liderazgo
efectivo y empoderamiento de
actores.
Proporciona liderzgo y
gestión estratégica
Empodera un amplio rango de
actores
Fomenta la planeación
integrada y a largo plazo
18. Inputs/Recursos
El capital humano y financiero y otros recursos
recursos dedicados a la iniciativa
Actividades
Trabajo realizado con base en las inputs/recursos
Outputs/Productos
Productos a corto plazo, bienes y servicios
resultantes de actividades
Impacto
Los efectos a largo plazo producidos por las
iniciativas; impacto necesario para abordar un
problema
Iniciativa de
resiliencia o
Proyecto
Outcomes/Resultados
Efectos a mediano plazo de los outputs de la
iniciativa
Problema
Problema que la intervención pretende abordar
Métricas y
metas
prioritarias
Alineación con la Jerarquía de la Estrategia
Visión
Meta
Reto
20. 21
90% de los datos del mundo fueron
creado en los últimos
dos años
80% de los
datos del
mundo de hoy
no son
estructurados
La revolución informática está en marcha
@100ResCities
In 2013, The Rockefeller Foundation made a bold, innovative commitment to catalyze a paradigm shift in the way cities respond to the threats they face by announcing the 100 Resilient Cities (100RC) effort. 100RC is a $100 million plus effort to build urban resilience in 100 cities around the world. Through these cities, we are seeking to build a global practice of resilience that didn’t exist before - changing the way cities think and the way they plan. We hope that in 10 years every city will have a Chief Resilience Officer, in the same way that every city has a Chief of Police.
Note: Photos at top are random selection of round 1 cities, photos at bottom are random selection of wave 2 cities
(Definition of city resilience) This is based on the Rockefeller’s definition on city resilience. This should be updated if the definition is modified
A resilient city survives and thrives no matter what challenges it faces.
Photo: Panama
Ciudades siempre han enfrentado retos. Históricamente, muchas de las ciudades del mundo han demostrado su resiliencia cuando se enfrentan a la escasez, los desastres naturales o conflictos.
En el siglo 21, la cantidad de gente viviendo en ciudades y las presiones globales que se están desenvolviendo a la escala de la ciudad- por ejemplo, cambio climático, pandemias de enfermedad, fluctuaciones económicas y terrorismo- presentan nuevos retos e incertidumbre.
La foto a la izquierda es de Mandalay, una de nuestras ciudades miembro a la mitad de una inundación. Las inundaciones son ejemplos de impactos agudos, un evento aislados que impacta la ciudad. La foto de la acerara abandonada representa una tensión crónica en Pittsburg – la dependencia completa de la economía de una ciudad en una sola industria. El colapso de la industria acerera de los 80’s impactó la economía de Pittsburg drásticamente. En un transcurso de 8 años, de 1979 a 1987, la región perdió más de 100 mil empleos. Algunos se perdieron por completo porque nuevas tecnologías llevaron a mejoras en productividad y muchos trabajos se fueron al extranjero.
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Cities have always faced risks. Historically, many of the world’s greatest cities have demonstrated their resilience in the face of resource shortages, natural hazards or conflict.
In the 21st century, the number of people living in cities and global pressures that play out at a city scale − such as climate change, disease pandemics, economic fluctuations, and terrorism − pose new challenges and uncertainty.
The photo on the left is of our member city Mandalay in the midst of a flood. Flooding is an example of an acute shock, a one-off event that impacts a city. The photo of the abandoned steel mill represents a chronic stress – a monolithic economy/an overdependence on a single industry (steel), in Pittsburgh (another member city). The collapse of the American steel industry of the 1980s drastically impacted Pittsburgh’s economy. In an eight-year span, from 1979 to 1987, the Pittsburgh region lost 133,000 manufacturing jobs. Some of those jobs vanished into obsolescence because new technologies led to improved productivity, and many more drifted overseas.
http://www.flickr.com/photos/andurinha/3058561429
Acute shocks are one-time events such as earthquakes, sandstorms, and infrastructure failures.
On the other hand, chronic stresses weaken the fabric of a city over time—whether it’s on a day to day, or cyclical basis. Examples of chronic stresses are high unemployment, crime, and chronic food and water shortages.
Son eventos repentinos?
¿Debilitan al sistema-ciudad en el día a día?
¿Son eventos fuertes e intensos que amenazan a la ciudad?
¿Son eventos cíclicos y relativamente predecibles?
(City Resilience Framework)
If everyone who makes up a city – from governments and policy-makers, communities and individuals, organisations and the private sector – are to collectively support and foster a more resilient future, there needs to be a common understanding of what constitutes a resilient city and how it can be achieved.
(Urban systems). Human beings are complex systems- we rely on our health, finances, social networks to overcome adversity
When looking at individual systems, it is helpful to think about what qualities of those systems enhance their resilience. Through extensive research, we have identified a set of qualities that describes the behaviour or performance of resilient systems that enable them to withstand, respond, and adapt more readily to shocks and stresses.
These qualities are: reflectiveness, resourcefulness, robustness, redundancy, flexibility, inclusiveness and integration.
The qualities of resilient systems are important in preventing the breakdown or failure of a system or of enabling appropriate or timely action to be taken. These qualities, thus distinguish resilient systems from those that address other objectives like sustainability or liveability in a city.
Reflectiveness and resourcefulness are about the ability to learn from the past and act in times of crisis.
Individuals and institutions that are reflective use past experience to inform future decisions, and will modify standards and behaviours accordingly. For example, planning processes that are reflective are better able to respond to changing circumstances.
Resourceful people and institutions are able to recognise alternative ways to use resources at times of crisis in order to meet their needs or achieve their goals. For example, although households in cities in Chile’s Central Valley use water provided by municipal networks on a daily basis, the service is often interrupted after strong earthquakes. As a response, many households maintain wells to continue provision of water.
Robustness, redundancy and flexibility are qualities that help to conceive systems and assets that can withstand shocks and stresses as well as the willingness to use alternative strategies to facilitate rapid recovery.
Robust design is well-conceived, constructed and managed and includes making provision to ensure failure is predictable, safe, and not disproportionate to the cause. For example, protective infrastructure that is robust will not fail catastrophically when design thresholds are exceeded.
Redundancy refers to spare capacity purposively created to accommodate disruption due to extreme pressures, surges in demand or an external event. It includes diversity where there are multiple ways to achieve a given need. For example, energy systems that incorporate redundancy provide multiple delivery pathways that can accommodate surges in demand or disruption to supply networks.
Flexibility refers to the willingness and ability to adopt alternative strategies in response to changing circumstances or sudden crises. Systems can be made more flexible through introducing new technologies or knowledge, including recognising traditional practices. For example, in times of crisis, cities may redeploy public buses for emergency evacuations.
Inclusive and integrated relate to the processes of good governance and effective leadership that ensure investments and actions are appropriate, address the needs of the most vulnerable and collectively create a resilient city – for everyone.
Inclusive processes emphasise the need for broad consultation and ‘many seats at the table’ to create a sense of shared ownership or a joint vision to build city resilience. For example, early warning reach everyone at risk will enable people to protect themselves and minimise loss of life and property.
Integrated processes bring together systems and institutions and can also catalyse additional benefits as resources are shared and actors are enabled to work together to achieve greater ends. For example, integrated city plans enable a city to deal with multidisciplinary issues like climate change, disaster risk reduction or emergency response through coordination.
This framework, called the City Resilience Framework (CRF), developed by Arup and supported by the Rockefeller Foundation, responds to this challenge. It provides a lens through which the complexity of cities and the drivers that contribute to a city’s resilience can be understood.
It is based on a rigorous bottom-up research process to understand city resilience. It embodies the knowledge from over 150 sources of literature, 14 city case studies and the perspectives of government, businesses and civil society groups in six cities.
Each city is unique. Yet, through this research common themes have emerged, which are captured in the CRF.
The CRF identifies 12 drivers of resilient cities. Collectively, they represent the “immune systemˮ of a city. All must be present, although a weakness in one area may be compensated for by strength in another. They can be used to assess to what extent a city is resilient, to identify critical areas of weakness and to understand how a particular project contributes to the city’s resilience.
SPEAKER: Health and wellbeing is about ensuring everyone can meet their basic needs (food, water, shelter and so on) even in times of crisis, through livelihood opportunities or aid, and have access to healthcare that prevents the spread of disease.
SPEAKER: Economy and society is about creating cohesive communities characterized by active citizens, cultural identity and strong social networks; as well as formal systems to promote law and order and sound fiscal management. This includes shared sociocultural assets like languages, places of meaning, social networks and community icons. Organization helps communities understand and respect each other, to build a sense of belonging and a shared future that enables urban populations to act collectively. It also includes an integrated, just and effective approach to ensuring that people are able to live together without violence, conflict and aggression.
SPEAKER: Infrastructure and environment is about the way in which cities provide, protect, maintain and enhance natural ecosystems and man-made infrastructure assets; ensure the continuity of critical services including water supply, power distribution and solid waste management; connect people through transportation systems that enable the flow of goods, services and people; and the communication systems that ensure people have access to information.
SPEAKER: Finally, leadership and strategy is about access to education, effective use of data, continuous learning and sharing information. Information is shared through inclusive dialogues, effective leadership and integrated and iterative planning processes that empower stakeholders to take appropriate action.
Esto es una estructura de jerarquía de resultados: no es un ajuste perfecto, especialmente la estrategia de cada ciudad varía. Sabemos que múltiples iniciativas contribuyen a un objetivo. Múltiples metas alimentan una visión.
Hoy nos enfocamos en proyectos / iniciativas, de modo que el enfoque de M & E se centra en los productos y resultados. Las prioridades para las métricas y los objetivos están aquí.
Graph source: IBM (http://public.dhe.ibm.com/common/ssi/ecm/en/xsj03322usen/XSJ03322USEN.PDF)
Info source: Source: http://www.flickr.com/photos/emcuki/8008798697/