building a resilient pittsburgh
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City of Pittsburgh A217
Building a Resilient PittsburghResilient_BP1
Grant Ervin April 2016
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In 2015, the City of Pittsburgh was selected by the Rockefeller Foundation’s 100 Resilient Cities initiative to join the second wave of cities participating in the global network. The aim of the initiative is to help people, communities, and institutions prepare for, withstand, and bounce back more rapidly from acute shocks and stresses. Grant Ervin, Chief Resilience Officer of the City of Pittsburgh, will provide a brief update on the Resilient Pittsburgh initiative; share insights into the practice of urban resilience, focusing on the challenges and opportunities that this new urban systems management process presents; and discuss the implications for southwestern Pennsylvania’s built and natural environments, as well as lessons being applied through the development of the City's first resilience strategy.
CourseDescription
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LearningObjectives
At the end of the this course, participants will be able to:
Learning Objectives:
1. Understand the 100 Resilient Cities initiative and the current status of Pittsburgh’s first resilience strategy.
2. Recognize the challenges and opportunities of urban resilience.
3. Discuss the implications of urban resilience for the built and natural environments.
4. Understand how the application of the “resilience lens” and “resilience
dividend” can integrate into transformations within the built and natural environments.
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Rebecca KiernanSenior Resilience Coordinator
City of [email protected]
AIA Pittsburgh
Grant ErvinChief Resilience Officer City of Pittsburgh [email protected]
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Agenda
• Introduction – Why Resilience?
• Preliminary Resilience Assessment and Regional Resilience Overview
• Air, Water and Soil Quality Issues and Opportunities
• Discovery Areas and Next Steps
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What is Resilience, and what are the benefits of being one of the
100 Resilient Cities?
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What is resilience?
100 Resilient Cities defines urban resilience asthe 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.
Why do we care?Urbanization, Globalization & Climate Change
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Value of being a 100 Resilient Cities Network Member
1. Chief Resilience Officer & staff
2. Planning support: The RAND Corporation
3. Implementation support: platform partners - $5m in services
4. Membership in network of 100 cities
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Identify priorities and measurable goals for governmental and non-governmental operations
Integrate and amplify existing plans and activities
Consolidate funding and leverage resources to achieve quantifiable success
Long-Term Benefits of Resilient Pittsburgh Strategy
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Overview of the 100RC Resilience Strategy Process 12
Phas
e 1Fall-Winter 2015
Objective:• Evaluate state of resilience
and city capacity, and generate broad support and engagement in discovery areas
Process:• Data collection• Stakeholder engagement
Outcome:• Preliminary Resilience
Assessment (PRA)
Phas
e 2Winter-Summer 2016
Objective:• Deep, rapid expert analysis,
and generation of solutions through a resilience lens. Practical action, and multiple benefit decisions made
Process:• Focused analysis• Generate solutions• Prioritization
Outcome:• City Resilience Strategy
Impl
emen
tatio
n
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• Agenda-setting workshop (5 June 2015)• Resilient Pittsburgh working team formed (August 2015)
• City of Pittsburgh• RAND• 100RC relationship manager
• Strategy kick-off (19-20 August 2015)• Stakeholder engagement activities (October – January)• Desktop research and secondary data collection (on-going)• Steering Committee oversight• Draft of Preliminary Resilience Assessment
Resilience strategy activities to date
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PHASE I OUTPUT: Preliminary Resilience
Assessment (PRA)March, 2016
Initial Workshop(June, 2015)
160+ participants identified shocks & stresses, strengths and weaknesses
Focus Groups(October, 2015)• Philanthropy• Business• Neighborhood• Civic• Academic • Regional
Deliberative Democracy(November, 2015)
Two sessions, 135+ city residents identified shock & stresses, strengths & weaknesses in neighborhoods and the city
Stakeholder Perceptions Workshop(October, 2015)
15-20 participants, mostly City department heads to integrate resilience into planning
Steering Committee (January, 2016; On-going)
43 organization leaders from various sectors, tasked with reviewing the PRA and leading/consulting with working groups in Phase II of the strategy process
Phase I Stakeholder Engagement
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Academia; 66
Citizen; 259
Consulting; 30Education; 9Faith-Based; 6For-Profit; 62
Local Govern-
ment; 139
Non-Profit; 154
Philanthropy; 46Utilities; 15
Participants in Phase I
Innovation
Public Health & Safety
Community, Culture & Cohesion
Education & Job Training
Transportation & Land Use
Economic Development
Energy
Water & Storm Water
Food & Agriculture
Housing
Physical Infrastructure
Waste
Natural Infrastructure
0 10 20 30 40 50 60 70 80 90 100
By sector By interest area
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16Themes and Discovery Areas for Phase II
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What are the acute shocks and chronic stresses that Pittsburgh and the region currently deal with or will
likely face in the future?
What are the strengths and weaknesses of the City government
and the city as a whole?
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Pittsburgh’s risk profile: Shocks and stresses
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19Ongoing issues may be exacerbated by future conditions
• Pittsburgh’s water and sewer management infrastructure needs costly upgrades
• Northeast US is projected to see an 2-5x increase in heavy precipitation events due to climate change, depending on future emissions reductions
• Aging bridges and roads and energy grid are susceptible to failure, especially under extreme weather conditions
• Frequency of heat waves and severe winter storms also expected to increase
• Train derailments may escalate as oil and gas industry grows, increasing the risk for hazardous materials accidents
• 49 in Allegheny County between 2005-2014 (most of any PA county)
Sources: ALCOSAN, Pittsburgh Geological Society; 3 rd National Climate Assessment; Univ of Pittsburgh Institute of Politics; ACCD; USGCRP; Federal Railroad Administration
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Stakeholder perceptions: strengths & weaknesses
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21Seeking the Resilience Dividend:Solving Problems with Co-Benefits in mind
• How do we find ways to work better together? • How do we invest together? • How do we ensure shared success? • How do we solve complex, inter-disciplinary challenges
together, and not in a vacuum? • How do we kill a whole flock of birds with one stone?
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Designing with Co Benefits in Mind 22
Ecosystem Restoration• Risk Mitigation • Improved water quality • Increased storm-water capture• Improved soil quality• Improved air quality• Hillside stabilization• Environmental justice for
vulnerable populations• Connecting people to nature• Food security
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Addressing Air, Water and Soil Quality with Co Benefits
Reimaging within a Circular Economy:Turning Waste to Resources• Urban design and the built environment • Revitalized infrastructure• Improved water quality• Energy efficiency / generation• Improved soil quality• Improved air quality• Reduced waste
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Ongoing actions related to resilience
• Inventoried 187 (+) actions ongoing related to resilience
• Actions ongoing at multiple levels (neighborhood to county-wide)
• Breakdown by topic area• Health & Wellbeing: 14%• Economy & Society: 12%• Infrastructure & Environment: 60%• Leadership & Strategy: 14%
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Next Steps
Publish PRA & Public Comment (newsletter)
Discovery Area Working Groups
Engage Platform Partners
Resilience Strategy Launch: Summer-Fall
Implementation Projects- ongoing
Resilience Corps Fellows- Impact Volunteering
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This concludes The American Institute of Architects Continuing Education Systems Course
Grant Ervin
City of Pittsburgh