Harrison Newton MPH, CPHDirector, 100RC LaunchOffice of the City Administratorharrison.newton@dc.gov

URBAN RESILIENCEIs the capacity of individuals, communities, institutions, businesses, and systems within a city to survive, adapt, and grow no matter what kinds of chronic stresses and acute shocks they experience.

Source: 100 Resilient Cities

Understanding the economic benefits of resilience

City

eco

nom

ic p

erfo

rman

ce

B

A

Lower losses▪ Reduced direct loss▪ Reduced indirect loss in lost

revenues and taxes

Higher productivity▪ Better economic performance▪ Capacity to invest long term even

during periods of stress

Acute event C

Faster recovery▪ Lower damage and better

preparation drives faster return to normal

Chronic stress

The 100 RC Approach

1. DC must establish a high-profile, high-ranking Chief Resilience Officer

with direct Mayoral access to lead the

creation and deployment of a Resilience Plan or

Strategy.

2. DC must convene a “best in class” group of

public-private stakeholders to set a

transformative resilience agenda. The outcomes of

this effort should be paradigm-shifting.

3. The Mayor must be conversant and aware of

the major shocks and stresses listed in the

application and how these issues inter-relate.

4. DC must be ready to be an active and engaged

participant in the global fraternity of cities.

Chief Resilience Officer

Resilience Task Force

Mayoral Involvement

Global leadership

3. Infrastructure Failure

4. Heatwave

2. Flooding1. Terrorism

Our Proposal: DC’s Selected Acute Shocks and Chronic Stresses

55

66

77

88

99

1010

1111

1212

1313

Our Proposal: Positioning our Chief Resilience Officer

Benefits

•Close Access to performance goals for all agencies.•Influence over daily agency activity.•Influence in budget process.•Daily access to City Administrator, frequent access to Mayor.•Convening power.

Emerging Vision for a DC Chief Resilience Officer

CRO in DC: Addressing Implementation Challenges

• Many city plans task a lead agency with implementation, but directives affect multiple agencies

Climate Ready DC Implementation responsibility

CRO in DC: Addressing Implementation Challenges

• Many District “after-action” reports provide complex directives that call for cultural or systemic change within other different agencies/orgs.

• A preliminary review of the NavyYard After Action report found 60% of recommendations focusedon functional improvements.

• Nearly 50 percent of the recommendations had inter-agency elements.

Emerging Ideas About Resilience Leadership

Emerging Ideas about Resilience Stakeholder Involvement

20

Integration of existing efforts, ensuring implementation

20

Resilience Amendment to the Comprehensive Plan

A focus on context: Emergency Planning and DC’s Chronic Stresses

Inequality as a “lens”: Washington, DC is segregated along both income and racial lines

SOURCE: Census data, Five Thirty-Eight, ESRI

11.0

3.6

-1.4

-2.9

-4.5

-8.7

-10.2

-11.1

-14.5

-18.6

New York

Chicago

Irvine, CA

Norfolk, VA

Los Angeles

Oakland, CA

Washington, DC

Atlanta

New Orleans

Boston

1 Degree to which cities are both racially diverse and racially integrated

Metro areas Rank Segregation index1

1

2

6

10

13

25

30

35

78

100

Households with <$15K USD annual incomePercent of total households

> 30%

20-30%

10-20%

5-10%

< 5%

Most segregated

Most integrated

Washington, DC is one of the most racially segregated large American cities

Washington, DC has high disparity in concentrations of low income residents

CHRONIC STRESSES

Affordable housing challenges

Housing costs have increased faster than incomes

Affordable housing: extremely low-income renters in Washington, DC face an insufficient and rapidly declining supply of available housing

SOURCE: Urban Institute Assisted Housing Initiative, DC Fiscal Policy Institute, US Census Board

1 For a unit to be considered adequate, affordable and available, it must: not be substandard; cost, along with utilities, no more than 30% of renters’ household income; and be available to rent

25,000

0

55,000

50,000

40,000

15,000

45,000

30,000

35,000

10,000

5,000

20,000

Unitsneeded

30,300

Unitsavailable

DC has a large low income housing gap

▪ Among Washington, DC’s lowest income residents, 64% devote half or more of their income to housing

▪ 63% of all Section 8 voucher households are located in Wards 7 and 8 and only 7% live in Wards 1, 2, or 3

Rent

Income

14%

0% 0%

35%

22%

48%

9%

44%

Low-income housing gap

CHRONIC STRESSES

Extremely low income housing unitsAdequate, affordable and available rental units1

20-40% 40-60% 60-80%Bottom Top

Changes in income and rent for District rentersPercent change, 2002-2013

9%

32%

Stressed transportation system: Washington, DC faces challenges in funding critical transportation infrastructure and faces high congestion

SOURCE: Metropolitan Washington Council of Governments, American Community Survey

Washington metro area infrastructure funding gap1

$ Billions

42

48

51

52

52

52

53

61

61

63

64

74

78

80

82

San Francisco

Los Angeles

Washington, DC

Dallas

Chicago

Houston

San Diego

Philadelphia

Phoenix

Miami

Detroit

Atlanta

Seattle

Boston

New York

Annual delay per auto commuter due to congestion2, Hours Metro area Rank

1

2

3

4

6

7

8

8

11

12

12

12

17

22

42

16.0

7.5

1.0

24.5

TotalBridgesRoadsPublic transportation

1 Amount of investment need to maintain and expand critical transportation infrastructure vs. funds that have been earmarked for these investments2 The average annual excess delay commuters experience when traveling during peak hours (“rush hour”)

CHRONIC STRESSES

Washington, DC will require significant investments to maintain its critical infrastructure Washington, DC metro area suffers from high peak hour congestion

Overreliance on one industry: Washington, DC is more dependent on its top two industries than other large US cities

SOURCE: Moody's Analytics/US Bureau of Labor Statistics (BLS)

Washington, DC has one of the greatest concentrations of top industries in the United States

CHRONIC STRESSES

Washington, DC has experienced recent government shutdowns due to various causes

Second largest industryLargest industry

Manufacturing: 13%

Real estate: 15%

Chicago Real estate: 15%

SF

Houston

Professional services: 18%

Technology 13%

NYC Real estate: 17% Finance: 16%

Manufacturing: 17%Oil and gas: 19%

Government: 25%DC

Date ▪ Oct. 2013▪ Nov. 1995 ▪ Jan. 1996 ▪ Feb. 2010

Length ▪ 16 days▪ 5 days ▪ 22 days ▪ 5 days

▪ Budget dispute between the President and Congress

▪ Budget dispute between the President and Congress

▪ “Snowmaggedon” blizzard of 18-32 inches of snowfallDescription

▪ Budget dispute between the President and Congress

Estimated cost of $140M from Oct. 2013 shutdown due to reduction in local

economic activity

Industry share by metro area

The 100RC Framework

• Asset Mapping

• Identifying “connective tissue” between shocks and stresses

Emerging Frame for Resilience

- Planers and program operators must adapt and learn together.

- Shock and stress personnel must be better integrated and expand their thinking.

- We must improve at integrating lessons learned.- We must provide the laboratory for the

innovations we need.- We must rethink how leadership approaches

resilience.

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Harrison Newton MPH, CPHDirector, 100 RC Launch

Office of the City Administratorharrison.newton@dc.gov

http://oca.dc.gov/page/resilient-dc