The document discusses new approaches to planning and design for resilience. It begins with short biographies of the speakers and discusses how architecture must accept itself as part of broader systems and multiplicities in the 21st century. It then outlines three needs: to link small-scale projects to big-picture visions; to rethink aesthetic control so others can engage; and to visually incorporate systems and processes into projects. Specific projects are presented that aim to operationalize these principles at various scales. The discussion emphasizes collaborative and adaptive approaches.

1. New$Planning$Forms:$the$
AestheMcs$of$Resilience$
MaShijs$Bouw,$One$Architecture$&$PennDesign$$
Amale$Andraos,$Dean,$Columbia$University$GSAPP$
Marilyn$Jordan$Taylor,$PennDesign$
Henk$Ovink,$InternaMonal$Water$Affairs,$Kingdom$of$the$
Netherlands!

2. MaShijs$Bouw,$One$
Architecture$&$
PennDesign$$

3. The Aesthetics of Resilience
Matthijs Bouw
founding principal One Architecture
Rockefeller Urban Resilience Fellow, PennDesign/University of Pennsylvania
bouw@onearchitecture.nl
@matthijsbouw

4. “Er valt niets te ontwerpen” Jan de Heer, 1978
(“there is nothing to design”)

5. Jean Renaudie, Ivry-sur-Seine Housing

6. Aldo van Eyck, Orphanage

7. N.J. Habraken

8. Aldo van Eyck

9. Aldo van Eyck, Nieuwmarkt Playground

13. Architecture might have been the dominant art form of the 20th
century, when the world was organized through space and
through territory.
In the 21st century our world is as much organized by the digital
domain, (social-) systems and by abstract codes.
The organizational depth of our society has drastically increased:
multi-technologies on top of multi-actors.
Architecture (and the architect) can still have an integrative,
politically effective role as long as it accepts itself as part of this
multiplicity.
Architects should develop the aesthetic tools to create room and
flexibility for others to engage.

14. 1: We need to link the small scale
of the implementable project or
the prototype to the big picture

16. Arcadis, proposal for NY Flood protection

18. THE BIG U

19. FEMA FLOOD ZONE

24. THE BIG U - RESILIENT NEIGHBORHOODS

25. THE BIG U - RESILIENT NEIGHBORHOODS

26. THE BIG U - RESILIENT NEIGHBORHOODS

27. THE BIG U - FROM BIG U TO SMALL Us
SMALLER Us
MEANS SMALLER AREAS
AND MANAGEABLE
SCALES!

28. THE BIG U - EAST SIDE COASTAL RESILIENCY (ESCR)
COMPARTMENTS CAN BE
DEVELOPED SEPARATELY
AS FUNDING BECOMES
AVAILABLE

29. THE BIG U - EAST SIDE COASTAL RESILIENCY (ESCR)
SMALLER Us ALLOW
BETTER COMMUNITY
ENGAGEMENT

30. THE BIG U - EAST SIDE COASTAL RESILIENCY (ESCR)
SMALLER Us GET
BETTER SUPPORT
FROM LOCAL PLAYERS

31. THE BIG U - EAST SIDE COASTAL RESILIENCY (ESCR)
SMALL Us BLEND IN
BETTER WITH
ONGOING EFFORTS

32. THE BIG U – BUILDING UP FROM SMALL Us
SMALLER Us GROW
INTO LARGER Us
AT A MANAGEABLE PACE !

33. THE BIG U - LOWER MANHATTAN COASTAL RESILIENCY (LMCR)

34. THE BIG U - LOWER MANHATTAN COASTAL RESILIENCY (LMCR)

35. THE BIG U - LOWER MANHATTAN COASTAL RESILIENCY (LMCR)

36. THE BIG U - ACHIEVING GRAND VISION

40. OMA, XDGA, One Architecture, Les Halles

41. OMA, XDGA, One Architecture, Les Halles

43. 2. We need to rethink our
aesthetic control so that others
can engage and a project can
adapt while maintaining the
solace of cohesion

45. Aravena, Elemental Housing

47. O. Kalandarashvili, Hotel Iveria, Tbilisi

48. MVRDV, Silodam

50. Lucien Kroll, St. Pierre en Voluwe

51. Alvar Aalto, Muuratsalo House

56. One Architecture, Jozef Community Health Care
Center

57. One Architecture, Jozef Community Health Care
Center

58. OMA, Fondazione Prada

59. 3. We need to visually incorporate
systems and processes into the
projects

61. One Architecture, Salzburg Stiegl ASK Masterplan

66. Studio Nine Dots, Delva, One Architecture a.o.,
Buiksloterham

68. Vergistingsinstallatie
Nutriënten verwijdering
Grijswater buffer
Bio-gas opslag
1
2
3
4
1
2
3
4
vaccuüm
tank
zwart water
Drijvend zwembad ?
Brouwerij
Mushroom beds
Black Solder Fly
Stadskas
Kas Restaurant
Aquaponics
Composter
NEREDA
Helofytenfilter ?
?
One Architecture, study for bio-refinery
Buiksloterham

71. Amale$Andraos,$Dean,$
Columbia$University$
GSAPP$

73. 49 Cities, Second Edition

76. Plug%Out(

77. Aqualoop(
Shenzhen%Honk(Kong(Biennale(2011(

80. The(Obsedian(House,(93(Reade(St(
Knightsbridge(ProperDes(

81. Infoodstructure, Brooklyn

84. PUBLIC FARM 1 @ PS1 / MoMA

102. EDIBLE SCHOOLYARD @ PS216, BROOKLYN

103. PARKING(
PS((
216(
PLAY(
GROUND(
AVE.(
X(
E.(1ST(STREET(
WEST(STREET(

123. EDIBLE SCHOOLYARD @ PS7 EAST, HARLEM

126. (((((((

131. NATURE-CITY, OREGON

132. EBENEEZER HOWARD: GARDEN CITY, 1902(

133. 5X TYPICAL SUBURBAN
DENSITY
+
3X TYPICAL OPEN SPACE
=
NATURE-CITY

135. ANIMAL HABITATS

137. SHARED LANDSCAPES

138. INFRASTRUCTURE

148. WEIFANG UNIVERSITY CAMPUS, CHINA
(SCAPE, SLAB, STUDIO ZHU PEI, WORKac)

154. Marilyn$Jordan$Taylor,$
PennDesign$

158. chr
Chek Lap Kok Airport

164. Ramon Eduardo, Owner Il Forno
Bakery
Wanda Salaman, Mothers on the
Move
Tanya Fields, The BLK
Projek
Ralph Acevedo, Community
Board 2
Charles “Sippi” White, Retired
Teamster
Edwin Morales, Foreman, Nathel and
Nathel
Stephen Smith + Darius Davis, local youth
project
Darius Davis, local youth
project
Interview and youth-led video
projects to capture views of
community members with different
interests and vantage points

165. The static master plan no longer serves us
Strategic vision is multi-dimensional and multi-authored
Projects are “real-time” experiments
The business plan is key to moving the project forward
Resilience with flourish in a culture of mutual investment

166. Henk$Ovink,$
InternaMonal$Water$
Affairs,$Kingdom$of$the$
Netherlands$

167. Design and politics

168. CRISES COMPLEXITY
yesterday today tomorrow day after

169. yesterday today tomorrow day after
CRISES COMPLEXITY

170. “NOSTALGIA TRAPS” Woody Allen at Cannes 2011

171. Houston We Have A
Problem !
When design professionals no
longer know why they are
designing, when policymakers
are driven forward by their
own momentum rather than
targets and objectives, when
process gains the upper hand
and the challenges (despite
their clarity) are not
embraced, then the content
loses out. Then passing fads,
procedures, and reactivity
become our guiding principles.
But the challenges we face are
too great, too manifest, and
too pressing for us to let that
happen.

172. Yenisey
Ganges-Brahmaputra-
Meghna
Aral Sea
Volga
Ob
Xi
Amur
Han
Salween
Mekong
La Plata
Amazon
Orinoco
Rio Grande
Mississippi
Saint Lawrence
Nelson-Saskatchewan
Yukon
Scheldt Rhine
Danube
Niger
Congo
Nile
Jordan Tigris-Euphrates
Indus
Circle size indicates the number of
hostile events in each basin.
The color of each international river basin
indicates the total number of interactions
there from 1990 to 2008.
EVENTS BY INTENSITY
Collaborative interactions outnumber hostile ones.
June 2014 issue of Popular Science courtesy of Katie Peek.
Data visualization by Pitch Interactive.
water Dispute Database by the Department
of Geosciences, Oregon State University.
1
2
3 4
HOTSPOTS
1
By the end of 2015, Turkey expects to complete
the Ilisu Dam on the Tigris River, part of a national
push to boost electrical power capacity. Besides
submerging the 12,000-year-old settlement of
Hasankeyf, the dam may damage the already fragile
Mesopotamian marshes downstream in Iraq,
Germany, Austria, and Switzerland withdrew funding
for the dam in 2009.
2
Tajikistan is planning the Rogun hydroelectric dam
on a tributary of the Amu Darya river. The dam
would be the tallest in the World and help alleviate
the country’s energy shortages. Uzbekistan, fearing
irrigation shortfalls, has imposed tariffs and travel
restrictions on its neighbor to the east.
3
In 2011, Ethiopia began building the Grand
Renaissance Dam on the Blue Nile, a tributary that
provides about 60 percent of the Nile’s water. Egypt
and Sudan are concerned about the dam’s effect on
water flow downriver. Ethiopia
project in 2017.
4
In a channel of the Mekong two miles north of the
Cambodian border, Laos intends to construct the
Don Sahong Dam. The power project could affect
Vietnam, and Thailand, so
those countries are demanding a say in the plan.
HEAT MAP
Where is the highest risk of water conflict?
WATER:
in transboundary basins that took place between 1990 and 2008. The
coloured circles include an additional 200 disputes over resources other than
shared water resources. Overall, there were approximately twice as many
total number of events with varying degree of hostility. However, when
external
becomes dangerous (Wolfetal.2003)
map,
anisms are
were mitigated by the presence of strong cooperation incentives, embedded
in the process of European integration (Pohletal.2014).
1–2
1–3 4–15 16–40 41–126 127+
3–6 7–15 46+16–45

174. Water threats’ business case…

175. Image Kadir van Lohuizen

176. Image Kadir van Lohuizen

177. Figure 2: The Global Risks Interconnections Map 2016
State collapse or crisis
Unemployment or
underemployment
Asset bubble
Deflation
Failure of financial mechanism
or institution
Failure of critical
infrastructure
Fiscal crises
Illicit trade
Energy price shock
Unmanageable inflation
Extreme weather events
Failure of climate-change
Biodiversity loss and
ecosystem collapse
Natural catastrophes
Man-made environmental
catastrophes
Failure of national governance
Interstate conflict
Terrorist attacks
Weapons of mass destruction
Failure of urban planning
Food crises
Large-scale
involuntary migration
Profound social instability
Spread of infectious diseases
Water crises
Adverse consequences of
technological advances
Critical information
infrastructure breakdown
Cyberattacks
mitigation and adaptation
Data fraud or theft
Source: Global Risks Perception Survey 2015.
Note: Survey respondents were asked to identify between three and six pairs of global risks they believe to be most interconnected. See Appendix B for more details. To
ensure legibility, the names of the global risks are abbreviated; see Appendix A for the full name and description.
3.5 4.0 4.5 5.0 5.5
4.0
4.5
5.0
4.87
average
4.76
average
Data fraud
or theft
Asset bubble
Deflation
Failure of financial
mechanism or institution
Failure of critical
infrastructure
Fiscal crises
Unemployment or
underemployment
Illicit trade
Energy price shock
Unmanageable inflation
Extreme weather events
Biodiversity loss and
ecosystem collapse
Natural catastrophes
Man-made environmental
catastrophes
Failure of
national governance
Interstate conflict
Terrorist attacks
State collapse or crisis
Weapons of mass destruction
Failure of urban planning
Food crises
Large-scale involuntary
migration
Profound social instability
Spread of infectious diseases
Water crises
Adverse consequences of
technological advances
Critical information
infrastructure breakdown
Cyberattacks
Failure of climate-change
mitigation and adaptation
failure of climate change
adaptation and mitigation
large scale involuntary
migration
water crises
climate change
biodiversity loss and
ecosystem collapse
extreme weather events
natural catastrophes
man made environmental
catastrophes
WEF Global Risks 2016, 11th Edition
URGENCY INTERDEPENDENCY
Risks, uncertainties and opportunities

178. SPECIFIC FOCUS: ALLIANCES

179. LONG TERM &
COMPREHENSIVE
INSTITUTIONAL
CAPACITY
• Politics
• Governance
• Finance
• Policy
• Regulations
• Network
• Enabling State
• BCA
• Monitoring
• Evaluation
• Transparency
• Accountability
• ¥€$
• PPP
FUNDING / ¥€$
PPP
COLLABORATION
INCLUSIVE
• Inclusive
• Collaborative
• Innovative
• Participatory
• Communicative
• Energetic Society
Projects / Innovative
Programmatic
TRANSFORMATIVE
APPROACH

180. Design
AMBITION
OPPORTUNITYTECHNIQUE
win - win
publicsupport
faster&
better

181. LONG TERM &
COMPREHENSIVE
INSTITUTIONAL
CAPACITY
• Politics
• Governance
• Finance
• Policy
• Regulations
• Network
• Enabling State
• BCA
• Monitoring
• Evaluation
• Transparency
• Accountability
• ¥€$
• PPP
FUNDING / ¥€$
PPP
COLLABORATION
INCLUSIVE
• Inclusive
• Collaborative
• Innovative
• Participatory
• Communicative
• Energetic Society
Projects / Innovative
Programmatic
AMBITION
OPPORTUNITYTECHNIQUE
win - win
publicsupport
faster&
better
MERGE…

182. MAKING POLITICS
AMBITION
OPPORTUNITYTECHNIQUE
win - win
publicsupport
faster&
better
re-design of the institutional
execution, implementation
and development

183. NO SHOW

184. NARRATIVE
Mark Wallinger, National Galerie Berlin 2007

185. SAFE PLACE

186. COMPLEX
SITUATION
ASSESS
PROBLEM
FORM
GOVERNMENT
TASK FORCE
IDENTIFY
PHILANTHROPIC
FUNDING
SELECT
PARTNERS
CALL FOR
TALENT
BUILD RESEARCH
ADVISORY GROUP
FUNDINGANNOUNCED
FINALPUBLICEXHIBITION
SELECT
TALENT
WORK WITH
GOVERNMENT
PARTNERS
FORM WORKING
GROUPS & SHARE
KNOWLEDGE
INDIVIDUAL RESEARCH
& INVESTIGATIONS
LECTURES, SITE VISITS,
WORKSHOPS
CRITIQUE
DESIGNS
COMMUNITY
OUTREACH
COMPILE RESEARCH
REPORT
DESIGN
PROPOSAL
SELECTION
PUBLIC
EXHIBITION
OF
IDEAS
ROUNDTABLES
DESIGN
REFINEMENT
COMMUNITY
WORKSHOPS
PUBLIC
EVENTS
TEST AND DESIGN
APPROACHES
ANALYZE
STAKEHOLDERS BUILD
COALITIONS
FUNDING
ALLOCATED
ON GOING
ENGAGEMENT
DESIGN
REFINEMENT
BEGIN
CONSTRUCTION
The Task Force and their core group
of advisors and staff created a unique
structure for the competition. A series
of stages was established that would
orient the design process around
in-depth research, cross-sector and
cross-professional collaboration, and
iterative design development. The
design process incorporated a variety
of inputs to ensure that each stage’s
deliverables were based on the best
knowledge and talent, and that the
final proposals would be replicable,
regional, and implementable.
Objective Gather the talent of the
world to work with the talent of the
Sandy-affected region.
Process The Task Force issues a
Request for Qualifications calling for
teams to assemble themselves in
interdisciplinary partnerships to
tackle the region’s physical and social
vulnerabilities.
To incentivize participation, the
federal government pledges funding
to implement the winning designs
while private philanthropy pledges
prize money for competitors.
Result Ten finalist design teams
are selected comprising a diverse
and complementary skill sets
and approaches.
Objective Establish the broadest
possible understanding of the
region’s vulnerabilities to climate
events to enhance resilience.
Process Rebuild by Design’s local
partner organizations create an
intensive, three-month program of
field research to introduce teams to
a variety of local stakeholders,
providing a comprehensive view of
the storm’s effects—the damage it
created as well as the longstanding
problems it uncovered or exacer-
bated. A Research Advisory Board
leads the teams through the region
to learn from a variety of perspec-
tives, and teams conduct additional
research to supplement this
on-the-ground work. Research is
collaborative across teams
and focuses on typologies as well
as locations.
Result A research report and public
presentation from each team that
includes three to five “design
opportunities” describing concep-
tual approaches for interventions.
Objective Develop implementable
solutions that have support from local
communities and governments.
Process A jury selects approximately
one design opportunity for each team
to fully develop. Teams then gather
diverse local stakeholders into
community coalitions, with whom
they begin a four-month process of
co-designing the final intervention.
Using meetings, colloquia, charettes,
and non-traditional events to gain
the broadest perspectives, they
create solutions than address not only
disaster scenarios, but enrich the
daily life of community members.
Result Ten fully developed, imple-
mentable resilience proposals that
champion communities’ visions for
future development, and have
support from the community and the
backing of local governments.
Objective Governments and
community stakeholders work
together to build the projects.
Process HUD transfers disaster
recovery funds to City and State
Governments to implement the first
stages of the winning designs. Teams
work with them to further refine the
interventions and proceed with
permits and environmental impact
assessments leading to construction.
HUD sets strong guidelines for
community involvement to ensure
that the coalitions formed during the
competition continue to be involved
through implementation.
Result A more resilient region
achieved through collaboration
and design.
TALENT
DESIGN
IMPLEMENTATION
RESEARCH
1
3
4
2
1
Designing
a Process
PROCESS & PLACE - SABBATICAL DETOUR MODEL

187. RESILIENCE FRAME - NECESSITY by design
yesterday today tomorrow the day after

188. DESIGN AND INNOVATION IN PLANNING PROCES

189. CHANGING ROLES FOR ALL ACTORS

190. TALENT MEETS TALENT

191. COLLABORATION!
1122#$#the#first#collabora0on#started#in#the#
Utrecht#area,#where#20#communi0es#worked#
together#on#the#local#embankment

192. INCLUSIVE LEADERSHIP
65
Asbury Park Capacity-Building: The City of Asbury Park
HUD Rebuild by Design | HR&A Advisors with Cooper, Robertson & Partners

193. Launch
June 20 2013
Select 10 Teams
August 8 2013
Present Research and opportunities
October 28 2013
Present final designs
April 3 2014
Research DesignCompete Implement
Select 6 winners
June 2 2014

194. “This is not about making a plan, this
is about changing the culture.”

195. HABITAT I
Istanbul 1996
World leaders adopted the Habitat Agenda as a
global plan of action for adequate shelter for all,
with the notion of sustainable human settlements
driving development in an urbanizing world.
a. Cities are the engines of global growth;
b. Urbanization is an opportunity,
c. Call for a stronger role of local authorities and
d. Recognition of the power of participation.
Vancouver 1976
HABITAT II
Governments, private sector,
international organizations,
academia, professionals and CSO
reaffirm the commitment to
integrate urban equity into the
development agenda.
Outcome: the Medellín Declaration
Medellín, April 2014
WUF7
URBAN
FORUM
NATIONAL,
REGIONAL
AND WORLD
URBAN
FORUMS
Governments recognize the
need for sustainable human
settlements and sustainable
urbanization.
22,000Participants
URBAN EQUITY
New York, September 17 - 18, 2014
PREPCOM2
Nairobi, April 14 - 17, 2015
PREPCOM1
ENGAGEMENT
Ensuring inclusive participation, engaging
partnerships, advocacy to raise awareness and
build consensus towards the New Urban Agenda.
• General Assembly of Partners
• National and Local Urban Campaigns
• Preparatory process for the II World
Assembly of Local Authorities
• Urban Journalism Academies
• Together Towards HIII– Global Survey
Securing renewed political
commitment. Addressing
action for new challenges.
HIGH LEVEL REGIONAL
& THEMATIC MEETINGS
Mobilization of high-level
expertise to develop independent
policy recommendations on
sustainable urban development
POLICY
Capturing, creating,
organizing and disseminating
knowledge towards the
New Urban Agenda.
NATIONAL, REGIONAL
AND GLOBAL REPORTS
ISSUE PAPERS
The Issue Papers provide
in depth review and analysis of
specific issues relevant to the
discussions of the Conference.
Check out the Issue Papers
on habitat3.org
A series of e-discussions with the aim to
gather views from all interested players to
bring forward new and emerging thinking
on urban issues.
Thematic Consultations 6-31 July 2015
HABITAT III
URBAN DIALOGUES
KNOWLEDGE
POLICY UNITS
URBAN
OCTOBER
SDG - GOAL 11:
SUSTAINABLE CITIES
AND COMMUNITIES
UNITED NATIONS
CONFERENCE ON
CLIMATE CHANGE
(COP21/CMP11)
YOU ARE HERE
ZERO DRAFT
DOCUMENT
PREPCOM3
Surabaya, July 25 - 27, 2016
Urbanization is an endogenous source
of sustainable development as well as a
tool for social integration and equity.
NEW URBAN AGENDA
WELCOME TO QUITO
LEGACY
Local Governments
joint-message towards
the New Urban Agenda
April 2016

197. Then
City(state)Inclusive
Netwo
Now
NationExclusive
Hub
Paternalisticidealis

198. The Power of Yes, David Hare, London 2009

199. not about making a plan
but about changing the culture

200. Image UN