Institutionalizing urban resilience
On April 29, 2013, The Rockefeller Foundation’s Board of Trustees approved “a global challenge to identify 100 cities…to build greater resilience, particularly at the city level, as natural and man-made shocks and stresses grow in frequency, impact, and scale.”1 In its first year, 100 Resilient Cities (100RC) identified the need to transform fundamental public institutions, functions, and operations in city government as its primary strategy to impact how cities mitigate shocks and reduce chronic stressors, particularly among poor and vulnerable citizens. The program promotes practices such as inclusive planning, comprehensive analyses of external shocks and internal stressors, consensus building, and cross-sector collaboration to effect systemic change in these cities’ governance. 100RC selected and has worked extensively with three city cohorts; cohorts of approximately 30–35 cities were announced in December 2013, December 2014, and May 2016. The cities have moved through 100RC’s milestones accordingly, but with some unique variations in pacing. The program recently reached a threshold in its history, with almost half of its cities completing the intensive review and discovery process leading to the publication of Resilience Strategies. Now in its fifth year, 100RC has become a dominant subject of curiosity among practitioners and scholars in the nascent field of resilience; 100RC is among the first global urban initiatives to employ a consistent set of tools, supports, and resources across so many diverse cities—and certainly the first of its size to have the explicit mission of building city-level resilience. Despite its influence, practitioner, scholar, and funder communities continue to have questions about 100RC’s intervention and its aspirational goals, including its network of chief resilience officers (CROs) selected to spur change in city government operations (“Lifecycle 1,” in 100RC terminology), its support of the development of Resilience Strategies in its participant cities to transform their planning institutions (“Lifecycle 2”), and its identification of technical and funding resources to implement the Strategies’ resulting projects or “initiatives” (“Lifecycle 3”). Ultimately, 100RC is an experiment in city transformation—one attempting to remain true to a theoretically supported model at an unprecedented scale of cities across the globe. This midterm report—the first to be externally released as part of the monitoring and evaluation effort conducted by the Urban Institute and its global data collection partners—sheds light on three of 100RC’s four core goals to date. Additionally, the report addresses features of the overall 100RC model and its organizational structure to update the Foundation on its investment, provide strategic insights to the program, and inform the broader resilience community about the current state of its outcomes.
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