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Preliminary Resilience Assessment FEBRUARY 2016 About 100 Resilient Cities OAKLAND preliminary resilience assessment FEBRUARY 2016 About 100 Resilient Cities Pioneered by the Rockefeller Foundation 100 Resilient Cities (100RC) is dedicated to helping cities around the world become more resilient to the physical, social and economic challenges that are a growing part of the 21st century. 100RC supports the adoption and incorpora- tion of a view of resilience that includes not just the shocks – earthquakes, fires, floods, etc. – but also the stresses that weaken the fabric of a city on a day to day or cyclical basis. By addressing both the shocks and the stresses, a city be- comes more able to respond to adverse events, and is overall better able to deliver basic functions in both good times and bad, to all populations. The Fox Theater originally opened its doors in 1928 as an elaborate movie palace, and serves as a symbol of resilience. It shuttered in 1966 and remained closed for 40 years, surviving a fire and an earthquake, and escaping the wrecking ball before being restored to its former splendor, reopening in 2009 as part of the renewal of the Uptown theater and arts district. Photo: Greg Linhares, City of Oakland PRELIMINARY RESILIENCE ASSESSMENT - 2 - OAKLAND Table of Contents 1 / Overview · 4 2 / History of Resilience · 8 3 / Community Resilience Profile · 12 - Assets · 14 - Shocks · 21 - Stresses · 25 4 / Focus for Resilience · 34 5 / Community Resilience Snap Shots · 46 6 / Annex 1: Phase 1 Results · 54 For Oakland, Purpose of this report: • Provide a summary of the state of resilience in resilience is Oakland today; about creating • Describe the work that has been done to date to understand Oakland’s key threats and opportunities a thriving and to build resilience; and • Identify emerging resilience themes and translate equitable city. them into focus areas to guide the development of a Resilience Strategy for Oakland. - 3 - 1 Overview CITY RESILIENCE is 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. By develop- ing and implementing a Resilience Strategy, Oakland becomes more able to respond to adverse events and better able to deliver basic functions, especially to the poor and vulnerable. “Shifting Topographies” public art installation at 19th Street BART Station Photo: Greg Linhares, City of Oakland PRELIMINARY RESILIENCE ASSESSMENT - 4 - OAKLAND INTRODUCTION critical and meaningful benefits across sectors, Resilient cities are those in which individuals, ultimately building the resilience of the City. Most of all, communities, institutions, businesses, and city systems resilience requires that City decision-making considers have the capacity to survive, adapt, and grow, no matter social, economic, environmental, and natural hazard what kinds of chronic stresses and acute shocks risks, and when hard choices are made, prioritizes are experienced. solutions that address multiple risks or provide multiple resilience benefits. Oakland was competitively selected to join 100 Resilient Cities, pioneered by the Rockefeller Foundation. 100 Development of a Resilience Strategy allows Oakland Resilient Cities is a global initiative in which 100 cities to (1) review and confirm the City’s existing level of around the world will become more resilient to the resilience and (2) identify high-priority areas and physical, social, and economic challenges that are a initiatives for improving resilience and (3) strategically growing part of the 21st century. Oakland (the City) and implement high impact projects in partnership with 100 its neighboring cities of San Francisco and Berkeley—as Resilient Cities and other organizations and people well as those farther away like New Orleans, Boston, committed to Oakland thriving. The Resilience Strategy Rome, Durban, and Rio de Janeiro—are developing is developed through a two-phase process. Phase comprehensive strategies that seek to build not only the 1 involves an initial assessment, culminating in the physical resilience of infrastructure and the environment, selection of high-priority focus areas where further work but also the social resilience that creates opportunities is needed, as documented in this report—the Preliminary for all residents to thrive. Resilience Assessment. Phase 2 involves strategic planning to identify solutions to Oakland’s most critical Resilience requires more than just disaster preparedness resilience challenges. Additional analysis and diagnostic or even long-term planning. Resilience requires work will be conducted around each focus area, and understanding the connections between stresses, resilience approaches and initiatives will be identified such as the links between poverty and poor health, and documented in a Resilience Strategy, which will between educational disparities and high crime, and be released in 2016. As part of the 100 Resilient Cities between aging infrastructure and unemployment. Network, Oakland also has the opportunity to share Resilience requires understanding how shocks, such lessons and best practices with other cities around as earthquakes and floods, impact vulnerable residents the globe that are developing a Resilience Strategy of and City budgets. Resilience requires investigating their own. how improving any of these factors has the potential to improve others. Understanding these connections is important to ensure that future interventions will have - 5 - Phase I: Initial Assessment Preliminary Resilience Stakeholder Vulnerability Resilience Inventory Consultation Assessment Assessment Phase II: Strategic Planning Resilience Focus Resilience Initiative Area Analysis Strategy Implementation Identification To build resilience, Oakland will be exploring 3. Living in safe and secure neighborhoods. opportunities in five focus areas: Strengthening social stability, security, and justice are critical to reducing Oakland’s persistently high 1. Prosperous residents and families. Personal crime rates and the exposure of many residents to resilience is often affected by financial resources and violence. Consequently, Resilient Oakland will iden- access to quality jobs and stable employment. Con- tify innovative approaches for reducing violent crime sequently, Resilient Oakland will focus on promoting and building community trust and the legitimacy of the prosperity of residents and families through a law enforcement. more coordinated and comprehensive approach to increasing access to good jobs, building wealth, and 4. Benefiting from public infrastructure. The infra- fostering economic development. structure residents rely on daily to work, live, and play can also be a resource for increasing Oakland’s 2. Staying rooted in Oakland. Oakland’s ability to resilience. Resilient Oakland will identify public maintain and strengthen community resilience will infrastructure projects with significant impact on likely be affected by the extent to which current resilience and develop long-term strategies for how residents have what they need to continue to call such projects should be coordinated, sequenced, Oakland home, and new residents and businesses and financed. become part of the existing community fabric and culture. Consequently, Resilient Oakland will identify 5. Recovering from adversity. Having the ability to what long-term residents of Oakland (especially the quickly recover from major shocks and stresses is most vulnerable) need to be able to stay, and what essential to keep Oakland residents in Oakland and new residents need to integrate in a way that pre- to minimize displacement. Consequently, Resilient serves and reinforces community character. Oakland will identify what Oakland’s most vulnerable residents need to build their personal and commu- nity resilience. PRELIMINARY RESILIENCE ASSESSMENT - 6 - OAKLAND What builds resilience? Research has shown that resilient cities demonstrate seven qualities that allow them to withstand, respond to and adapt more readily to shocks and stresses. Resilient cities are: Reflective Using past experience to inform future decisions Resourceful Recognizing alternative ways to use resources Robust Well-conceived, constructed and managed systems B A a C & m u b c w e o i s c e d o R R l a m t d e & t u a r p K n i i w s i m s s c e n n L s n p i l k k a t a e n a d u g o t Redundant o t u t e n e i n a o n r w o r b c n n d a ss S s c r in n s o d i ta n l l g a t u e i n M r l p c d tio s s g a a d s g Spare capacity & ke o t e f a l u e e g e i v n A m g l n s C h t r e g t s nm i c e o i o - . o purposively created E l c n l l s m a d e t i s b e e & p n s o o o r r t t a r o to accommodate w a broad i t rs n e i e o w d D r po Fo g n s a m e me m te a E r t disruption c & s g lea a is n lo n k i t takeholders ng si de in o & of s & in - u g n p ge teg te o r i n ra r sh & h ra te m H c C rs d o ap ip e p o a d nt lan rd cit a e n r Flexible i y le m in te na e p & Strategy g a t & s g shi W io te a er Willingness and ability to Tr n o an ad an e sp m m L ne o e gy adopt alternative tw rt ro iv b M er or P t a En k c e Tr c e s a o i e strategies in ns c m t fra po e n s st rt e ru m c e in response to changing t d u u d o re P s Fo n Re r g o io i circumstances na c tra v n l a s i p d r o t ou r t i e ab lin o L y k c n li C r po om e m u & l l Resilience nca i t tio i v e n a c h H Inclusive no m e lo b & g l ills y e i Sk l o h e g a o in Prioritize broad b in tra E m l o e rge i t S n l cy I d i h n u in fo
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