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A
So,
thank
you
all
very
much
I'd
like
to
welcome
you
here
today
to
the
100
resilient
cities
kick
off
in
the
city
of
Pittsburgh.
My
name
is
grant
Ervin
I
serve
as
a
sustainability
manager
for
the
city
of
Pittsburgh
in
the
office
of
mayor,
william
Peduto.
So
it's
with
great
excitement
today
that
I
we
all
come
together,
but
is
really
a
fabulous
opportunity
to
kick-start
a
very
serious
and
intentional
community
conversation.
A
The
purpose
of
today
is
to
put
you
to
work
you're,
not
here
for
the
muffins
and
the
coffee
and
the
lunge
you're,
not
here
to
catch
up
with
friends.
All
those
are
great
benefits.
We're
here
for
your
ideas,
we're
here
for
your
energy
and
we're
here,
because
we
have
an
opportunity
to
make
a
pivotal
change
in
the
city
of
Pittsburgh
and
you're
a
part
of
that
process.
A
Today's
event
is
the
kickoff
of
the
Rockefeller
Foundation's
100
resilient
cities
program.
The
city
of
Pittsburgh
was
selected
a
few
months
ago
to
join
a
cohort
of
cities
around
the
world,
who
are
on
a
journey
to
define
to
determine
what
it
means
to
be
a
resilient
City.
It's
a
path.
It's
a
progress,
it's
a
little
ambiguous,
but
it's
an
opportunity
to
shape
the
future.
One
of
the
things
as
a
sustainability
manager
I've
come
to
recognize
is
that
the
21st
century
will
be
the
century
of
the
city.
A
A
A
Hall
kevin
has
a
great
opportunity
in
his
position
as
chief
of
staff,
to
see
it
all
literally,
the
buck
stops
at
Kevin's
desk
decisions
get
made
every
day,
rightly
or
wrongly,
mostly
rightly,
mostly
rightly,
in
terms
of
putting
Pittsburgh
on
a
path
and
Kevin's
going
to
share
with
you
some
stories
and
opportunities
that
he
sees
in
his
daily
life.
That
can
help
us
shape
our
conversation
here
today.
It's
with
great
honor
that
I
introduce
chief
of
staff
to
Mayor
William,
Peduto
Kevin
acklin
chief
aklan.
Thank
you.
B
Thank
You
grant
and
before
I
begin
I
just
want
to
take
the
opportunity
to
thank
all
of
you.
I
think
we're
all
here
for
the
same
reason,
whether
we
work
in
government
or
in
the
nonprofit
community
or
in
the
foundation
community,
we're
here
to
serve
the
city,
we're
here
to
serve
the
residents
of
the
city
and
when
I
look
around
the
room.
B
You
know
this
administration,
it's
been
an
honor
to
serve
in
this
role
and
work
directly
with
all
of
you
you're
an
amazing
group
of
people
and
just
want
to
give
a
tremendous
thanks
to
the
Rockefeller
Foundation
for
pulling
us
all
together.
Today.
If
you
look
at
this
administration
for
my
lens,
you
know
we
about
three
years
before
this
race.
You
know
bill
and
I
Dan
Gilman
a
couple.
B
Others
got
together
for
beer
right
and
we
start
talking
about
on
a
Sunday
night,
and
that
became
a
campaign
that
led
to
reaching
out
to
national
leaders
which
led
to
a
conversation,
I
remember
with
Debra
lamb
before
she
was
even
hired,
and
we
talked
about
the
rocker
found
a
rockefeller
foundation,
application
for
Brazilian
city
I.
Remember
I
was,
in
my
backyard
with
my
kids
running
around.
B
We
hadn't
even
started
this
administration
yet
and
to
look
here
today
those
conversations
which
were
nascent
at
the
time
to
bring
everybody
together
to
do
something
great
for
the
residents
of
the
city.
So
it's
a
little
bit
overwhelming
to
see
the
outcome
of
that,
but
I
think
there's
a
lesson
there
that
there's
not
anything
we
can't
accomplish
as
a
city.
This
is
a
town
different
than
other
cities
that
you
can
pull
everybody
in
a
room
and
get
something
done.
You
know,
assess
priorities
and
move
things
forward.
B
So
I
just
wanted
to
make
a
personal
statement
about
that
and
again
I
appreciate
everybody's
efforts.
If
you
think
of
resilience
what
we're
here
to
talk
about
today,
I
think
about
the
history
of
our
city.
If
you
pick
any
period
in
time,
Pittsburgh's
face
its
challenges
and
we
battled
adversity
for
sure.
B
The
results
of
our
immigration
boom
here
at
the
turn
of
the
20th
century,
or
the
collapse
of
that
same
economic
might
in
rapid
population
loss
in
the
60s
and
70s
growing
up
here,
as
I
did
as
many
of
you
did.
You
know
what
it
means
to
adjust
to
reposition
ourselves
to
survive
and
personally
I
grew
up
in
Pittsburgh
I'm,
like
great
grandfather
moved
here
from
Ireland,
like
many
of
your
ancestors
to
work
in
the
mills,
I
lived
in
an
area
the
city
that
overlooked
the
AL
monocyte,
which
were
all
working
on
today.
I.
B
Remember
the
mill
workers
parked
outside
of
my
house
to
walk
across
the
bridge
that
used
to
be
on
the
parkway
west
I
remember
when
they
stopped
coming
when
we
lost
the
whole
generation
of
workers.
I
call
that
Steeler
Nation.
That's
why
our
teams
travel
so
well
right,
because
we
lost
folks
to
other
cities
and
we're
now
at
a
position
to
really
rebuild
that
and
the
city
leaders
everyone
in
this
room.
We
have
a
broad
platform
of
services
and
responsibilities,
as
the
chief
of
staff
to
the
mayor,
I
also
serve
as
our
chief
development
officer.
B
I'd
share
our
redevelopment
authority
as
well
I
see
firsthand
those
obstacles.
The
day-to-day
challenges
that
we
face
in
the
successes
that
we
collectively
take
every
day.
Cities
are
dynamic,
always
changing
they
literally
never
sleep
I,
don't
get
much
sleep
either,
but
with
the
job.
But
having
been
in
this
position
for
about
18
months
now
in
our
administration,
we've
made
several
strides.
We've
tackled
some
issues,
but
we
have
several
core
challenges
that
remain
something
I
tell
our
staff
every
day.
Is
you
have
a
limited
time
in
this
role
in
an
administration?
B
I
tell
them
to
make
a
list
of
what
you
want
to
accomplish
for
the
time
that
you're
here
and
we
have
to
take
that
responsible
about
responsibility
seriously,
and
we
do
our
best.
Efforts
can
only
position
the
city
for
a
stronger
future.
Every
action
we
take
has
a
reaction,
and
hopefully
a
positive
one
in
managing
and
mitigating
risk
of
those
decisions
is
my
job
is
what
I
do
on
behalf
of
the
mayor
every
day,
whether
it's
decisions
about
political
decisions
or
about
allocation
of
capital?
B
One
thing
I
like
to
say
is:
you
know
we
have
a
lot
of
energy
happening
in
this
town.
We
have
a
building
boom
under
way.
Downtown
I,
see
Jeremy
here
from
the
PDP
is
one
of
our
is
I,
believe
Jeremy,
correct,
reform
wrong
is
our
strongest
growing
residential
neighborhood
in
the
city,
but
we
have
whole
swathes
of
neighborhoods
in
the
city
that
haven't
shared
in
that
prosperity.
That's
the
second
Pittsburgh!
B
That's
what
I
came
here
to
focus
on
I
came
here
previously
as
a
transactional
lawyer,
it's
easy
to
work
on
deals
when
the
economies
are
there,
but
the
mission
are.
Our
challenge
is
to
focus
on
rebuilding
the
areas
of
the
city's,
invest,
invest
in
people
where
the
economics
don't
flow,
and
that's
what
we're
trying
to
accomplish
preparing
for.
B
What's
next
for
both
Pittsburgh's
in
placing
the
city
on
a
course
that
enables
us
to
be
recognized
as
a
global
leader,
a
world-class
City,
a
place
to
start
a
company
to
raise
a
family
is
what
we're
all
here
to
work
for
its
towards,
and
the
question
facing
me
in
all
of
us
today
and
I
want
you
to
keep
this
in
mind.
Is
what
keeps
you
up
at
night?
B
We
need
to
know
your
nightmares
and
together
we
can
construct
a
plan
for
facing
them
for
the
betterment
of
our
city,
and
so
today,
Pittsburgh
is
thrilled
to
join
this
network
of
cities
from
around
the
world.
To
learn
to
share
and
grow
is
our
exciting
proposition
and
the
challenges
being
faced
in
one
city
are
often
replicated
but
they're
certainly
not
isolated.
One
thing:
every
six
months,
the
Chiefs
of
Staff
for
different
mayor's
get
together.
We
go
up
to
Harvard
and
we
sit
around
a
table
and
talk
complain
about
our
bosses.
B
But
one
thing
after
we
get
done
with
complaining:
we
realize
we're
all
in
the
same
boat.
We
have
the
same
challenges:
some
are
different
scale,
there's
an
aunty
butcher
from
Boston,
there's
other
folks,
and
that's
something
in
this
position,
which
is
increasingly
to
rely
on
that
advice
from
others.
Other
cities
that
are
going
through
the
same
thing
and
that's
something
I
know
the
Rockefeller
being
one
of
these.
B
The
peer
groups
is
very
important
for
us
to
learn
from,
but
our
challenge
is
to
attract
the
capital
in
the
Talon
that
leverages
our
strengths
while
mitigating
our
deficiencies.
That
is
paramount
to
the
city
of
Pittsburgh
success,
which
is
why
being
named
one
of
Rockefeller
Foundation's
100
resilient
cities,
is
such
an
honor
and
an
opportunity.
B
We
look
forward
to
embarking
on
this
journey
as
a
community
with
a
hundred
resilient
cities
program
into
demonstrating
the
possibilities
that
are
Pittsburgh
and
so
I
just
want
to
thank
everybody
for
joining
us
today.
Keep
in
mind
in
your
daily
job.
What
keeps
you
up
at
night
tell
us
your
stories.
Collectively
we
can
come
together
and
in
build
a
more
stronger,
resilient
City.
So
I
again
want
to
thank
you
for
your
time,
your
energy,
your
input.
More
importantly,
your
passion
in
your
contributions
for
the
people,
the
residents
of
the
city
of
Pittsburgh.
B
And
next
I
want
to
reintroduce
Brian
Allah
/,
the
vice
president
for
relationships
at
100,
resilient
cities.
Brian
is
the
VP
of
relationships
for
100
resilient
cities
prior
to
joining
100
resilient
cities.
She
held
leadership
roles
in
government,
nonprofit
and
private
sectors,
organizations
dedicated
to
advancing
the
quality
of
urban
life.
Most
recently
she
was
the
director
of
philanthropic
research
and
initiatives
for
the
Office
of
International
and
philanthropic
innovation
at
the
US
Department
of
Housing
and
Urban
Development.
The
ladies
and
gentlemen
very
pleased
to
introduce
Brian
Allah
/.
Thank
you.
C
Thank
You
chief
hacklin,
that
was
a
really
inspiring
speech
in
a
really
inspiring
vision.
I
I
thought
it
might
be
great
just
to
reflect
on
that
comment
about
the
to
Pittsburgh's
for
just
a
moment,
because
I
think
that
that's
what
we're
real
realizing
in
cities
that
we
travel
to
internationally
in
this
program,
the
issue
of
social
cohesion,
the
issue
of
equity,
the
issue
of
Economic
Opportunity,
particularly
for
cities
that
are
becoming
reimagined,
is
such
a
significant
resilience
challenge
and
opportunity.
C
At
the
same
time
and
I
think
that
that
is
an
extraordinary
vision
for
this
great
city.
It
is
my
first
time
in
the
city
of
Pittsburgh.
I
am
now
ashamed
to
say
I,
as
was
mentioned,
I
work
for
the
US
Department
of
Housing
and
Urban
Development,
so
US
cities
actually
were
a
part
of
my
kind
of
Constitution
and
I
hadn't
traveled
here
before,
but
coming
in
last
night
I
arrived
just
as
the
Sun
was
setting
at
dusk.
It
was
an
Enlightenment
for
me.
C
F
G
K
L
E
M
C
N
M
Of
the
most
innovative
offerings
of
100
RC
is
this
platform
of
tools
and
resources.
These
are
funding
opportunities,
best
practices,
technology,
technical
assistance,
both
from
the
public
and
private
sector,
that
cities
will
be
able
to
tap
into
more
efficiently
and
that
will
serve
as
a
distribution
mechanism.
We're.
O
In
the
midst
of
developing
a
new
urban
resilience
initiative
and
the
definition
actually
parallels
very
closely
what
the
100
resilient
cities
initiative
is
trying
to
do.
It's
critical
for
us
that
these
issues
get
on
the
agenda.
That's
where
the
partnerships
come
in.
As
for
a
group
like
100
resilient
cities
comes
in,
they
are
there
on
the
ground,
generating
the
ideas
generating
the
information
and
ultimately
generating
the
investment
projects
that
can
change
the
dialogue.
It
can
change
the
number
of
cities
who
are
focused
on
these
issues.
Each.
P
Of
the
cities
has
a
unique
risk
profile.
What
we're
really
trying
to
convey
is
the
importance
of
building
economic
resilience
so
that
we
can
build
resilience
in
all
the
other
areas
that
we're
focused
on
figuring
out
a
coordinated
way
to
promote
that
message.
Make
sure
that
these
cities
are
embedding
that
into
their
culture
is
something
that
we're
trying
to
achieve
and
using
the
initiative
and
having
an
audience
of
a
hundred
cities
that
are
all
excited
to
really
build.
Resilience
provides
us
with
the
right
forum
to
do
that.
If.
Q
We're
going
to
improve
the
resilience
of
cities,
we
need
to
be
able
to
know
where
we're
going
and
we
need
to
be
able
to
measure
resilience
when
we
started
to
develop
the
city
residents
framework,
which
is
a
holistic
understanding
of
what
city
resilience
really
means,
we
hadn't
identified
an
end
user.
The
fact
of
the
Rockefeller
Foundation
announced
the
100
resilient
cities
program.
There
are
suddenly
potentially
a
hundred
cities
for
who
this
framework
is
directly
useful.
What.
S
I
M
Of
the
things
that's
exciting
about
doing
these
workshops
back-to-back
is
our
ability
to
recognize
patterns
both
in
the
challenges
that
these
cities
face,
but
also
in
the
solutions,
and
that's
really
going
to
be
the
promise
being
able
to
distribute
common
solutions
to
many
of
our
cities
and
doing
it
more
efficiently
and
at
scale.
They.
C
100
resilient
cities
was
formed
in
the
year
2013,
just
a
brief,
20
months
or
so
ago,
by
the
Rockefeller
Foundation,
with
now
what
tolls
an
investment
of
over
a
hundred
and
sixty
million
dollars
to
partner
with
100
cities
around
the
world
to
catalyze
the
practice
of
urban
resilience
in
partnership
with
municipal
governments.
One
of
the
things
that
we
have
recognized
that
is
so
critical
and
so
crucial
to
develop
resilience
within
cities
is
innovative
leadership
within
the
city
structure
itself
and
mayor
Peduto.
C
We
found
as
one
of
those
extraordinary
cases
of
a
real
innovator
somebody
who
is
practicing
experimenting
practicing
with
City
structures,
trying
out
new
municipal
government
styles,
trying
to
partner
in
different
ways
with
philanthropy
trying
to
partner
in
different
ways
with
academic
institutions
and
trying
to
find
new
kinds
of
partnerships
and
investments
for
this
great
city,
and
that
is
a
key
ingredient
in
all
of
our
67
cities.
So
far,
that
kind
of
catalytic
leadership
to
experiment-
and
we
know
that
that
is
also
a
key
ingredient
for
building
resilience
within
cities.
C
100
resilient
cities
tries
to
aim
to
solve
two
problems.
First
of
all,
we
recognize
that
the
cities
are
incredibly
complex
ecosystems.
The
management
of
cities
moving
forward
into
the
21st
century's
cannot
any
longer
operate
in
system
silos.
Thinking
about
housing,
separate
from
transportation,
separate
from
energy
systems
and
separate
from
the
public
sector
and
the
private
sector,
differentiation
can
no
longer
work.
C
C
Cities
tend
to
recreate
things
again
and
again
and
again,
independently
of
one
another.
One
of
the
things
that
we
were
so
inspired
to
hear
about
mayor
Peduto
in
particular,
was
his
outreach
to
other
cities
around
the
world
to
learn
about
what
works,
what
works
best,
and
how
can
we
bring
some
of
those
ideas
back
to
the
city
of
Pittsburgh
and
experiment?
C
One
of
the
things
that
we're
also
realizing
is
the
private
sector,
whether
that
be
commercial
businesses,
academic
institutions,
philanthropy
have
ideas,
have
solutions
and
tools
that
already
exist
to
provide
resources
to
cities
so
together.
If
we
can
connect
the
dots
between
number
one
and
two
break
down
the
city
silos
and
help
connect
with
existing
resources
of
what
works
to
build
resilience
in
cities,
we've
already
come
a
long
way
to
providing
resilience,
building
solutions
to
cities.
C
The
second
thing
that
we
provide
is
resources
to
that
chief
resilience
officer
to
build
a
resilient
strategy,
a
six
to
nine-month
effort
within
the
city
to
identify
actions,
activities
that
are
already
great
activities
that
are
underway
in
the
city,
to
build
resilience
and
to
connect
all
of
those
dots
across
the
silos
and
to
find
and
discover
new
opportunities
to
build
resilience
within
the
city.
In
order
to
help
you
with
that.
In
order
to
help
the
cities
with
implementing
those
resilient
strategies.
C
Our
network
of
chief
resilience
officers
will
work
together
on
a
collective
resilience
vision
for
the
for
the
entire
world.
So
who
is
this
chief
resilience
officer
in
our
organization?
We
like
to
call
this
individual,
the
unicorn?
It's
this
magical
creature
with
extraordinary
abilities
to
convene
the
cities
and
work
across
all
of
those
silos.
C
He
or
she
will
serve
as
a
senior
official
advising
the
mayor
or
municipal
leaders
and
helped
broker
opportunities
for
resilience,
thinking
and
act
as
both
that
local
thought
leader
to
achieve
your
unique
vision,
but
also
act
as
a
global
leader
to
convene
resources
for
this
city.
This
individual
will
also
coordinate
resilience
efforts
with
multi
sector
stakeholders.
One
of
the
things
that
we've
found-
that's
absolutely
crucial
and
I
would
imagine,
is
for
this
city
in
particular,
is
harnessing
the
wisdom,
the
experience
and
the
incredible
resources
of
all
of
your
anchor
institutions.
For
example.
C
How
do
we
mobilize
your
community
groups
for
that
one
Pittsburgh
vision?
How
do
we
work
with
the
private
sector
to
advocate
for
responsible
growth
and
opportunity
in
the
future?
And
then?
Finally,
this
chief
resilience
officer
our
unicorn,
will
liaise
with
other
CRO
s
from
around
the
world,
bring
you
best
practices,
identify
resources
that
are
right
for
the
city
of
Pittsburgh
and
liaised
with
the
service
providers
through
our
platform,
bringing
you
the
best
in
class
tools
and
resources
to
implement
resilience
programs.
C
The
resilient
strategy
that
this
individual
will
lead
is
an
exciting
invention
and
experiment.
That's
going
on
right
now
with
about
28
cities
from
the
first
wave
of
100
resilient
cities,
it
starts
out
with
a
very
broad
diagnostic
effort
of
resilience
in
each
individual
city.
What
is
the
state
of
resilience
today
in
the
city
of
Pittsburgh,
and
your
chief
resilience
officer
will
work
with
all
of
you
hopefully
and
we'll
experiment
a
little
bit
of
that
with
that
today
is
diagnosing
the
capacity
for
resilience
in
the
city.
C
After
that,
the
chief
resilience
officer
will
work
with
all
of
you
in
the
mayor
to
determine
what,
specifically,
you
want
to
focus
on
to
build
resilience
in
the
city
and
complete
a
set
of
specific
initiatives
to
get
under
way
that
we
can
help
you
mobilize
in
order
to
help
with
that
mobilization
around
those
initiatives,
because
they
will
be
a
range
of
different
things
from
policy
interventions
to.
Hopefully,
you
will
envision
some
capital
projects,
some
major
activities,
that
the
city
wants
to
move
forward
for
a
new
vision
of
itself
in
the
21st
century.
C
To
give
you
a
little
paint,
a
little
picture,
so
City
Mart
that
you
see
sort
of
down
at
the
bottom
is
working
right
now
with
the
city
of
danang,
who
I
know
is
a
sister
city
to
Pittsburgh,
working
with
the
City
of
Oakland,
and
also
working
with
the
city
of
bristol
in
the
UK
on
an
effort
to
identify
social
cohesion
tools
and
solutions
that
will
work
in
those
cities.
All
of
those
cities
that
I
just
described,
as
you
might
imagine,
have
the
tale
of
two
cities
existing
in
their
context.
C
They
have
people
without
access
to
economic
opportunity.
They
have
race
issues
that
are
causing
conflict
and
strife.
They
have
immigration
issues
that
they
don't
exactly
know
how
to
solve
through
policies.
So
City
Mart
is
working
with
each
of
those
cities
to
identify
solutions
that
might
be
a
pro
riete
to
help
them
think
about
and
solve
some
of
those
problems.
C
Palantir
is
an
extraordinary
technology.
Innovation
innovator
that
deals
with
incredibly
complex
data
systems
and
they're
working
with
municipal
governments,
including
our
our
city,
to
the
South
Norfolk
Virginia,
and
helping
identify
the
intersection
of
climate
change
and
rising
sea
levels,
housing
patterns
and
policing
and
violence
data.
C
So
it's
a
great
opportunity
to
look
at
how
to
integrate
complex
information
for
decision
making
and
then
finally,
veolia
that
you'll
see
at
the
top
is
an
exceptional
commercial
business
outside
that's
based
outside
of
Paris,
and
they
work
in
water
and
waste
management
systems,
primarily
and
their
consulting
with
the
city
of
Rio.
To
look
at
how
to
manage
a
forty
percent
loss
of
water
that
goes
through
the
system
once
it
reaches
its
final
destination
freshwater
system.
C
The
loss
of
forty
percent
of
clean
water
to
its
residents
is
a
significant
burden
on
the
municipal
government,
as
you
can
imagine
so.
Veo
Lea's
consulting
them
with
opportunities
to
look
at
21st
century
infrastructure
systems
and,
of
course,
the
100
resilient
cities
network
is
an
incredible
opportunity
for
the
city
and
the
chief
resilience
officer
to
think
about
collaborating
with
partners
from
around
the
world.
Already
we're
seeing
this
network
work
in
incredible
ways.
C
These
are
our
applicant
cities.
We've
received
about
700
different
applications
from
our
two
rounds
currently
and
we're
just
getting
underway
for
our
third
round
of
funding
to
complete
our
100
different
cities,
and
we
have
selected
a
total
of
sixty
seven
cities
from
over
700
different
applications.
So
the
success
rate
of
getting
into
100
resilient
cities
is
less
than
ten
percent.
So
you
can
imagine
how
extraordinary
the
application
from
Pittsburgh
must
have
been
to
be
invited
into
this
network.
C
Another
type
of
disaster
event
that
occurs
building
resilience
to
those
kind
of
shocks
has
been
a
practice
that
many
cities
are
acquainted
with
and
very
familiar
with.
But
as
we
began
to
look
at
cities
ability
to
survive,
adapt
and
grow,
we
realized
that
preparing
for
and
addressing
those
chronic
stresses
things
that
a
road
or
Kuroda
City,
as
I
described
earlier
economic,
a
lack
of
economic
diversity,
a
lack
of
investment
in
infrastructure.
C
Chronic
social
cohesion
issues
are
strife.
Those
are
the
kinds
of
things
that
actually
tend
to
bring
cities
to
their
knees
when
they
have
an
acute
shock.
So
imagine
if
you
will
a
place
like
New
Orleans
before
Hurricane
Katrina
and
imagine
the
racial
tensions
that
existed
in
that
city,
the
chronic
and
endemic
poverty
that
existed
the
lack
of
affordable
housing
that
existed,
the
lack
of
investment
in
any
infrastructure
to
provide
for
its
future,
and
then
you
imagine,
hurricanes,
Katrina
and
Rita,
hitting
that
city
and
the
difficulty
the
complexity.
C
The
pain
of
rebuilding
that
kind
of
place,
given
those
chronics
dresses,
are
also
what
we're
here
to
focus
on,
and
so,
when
we
talk
about
resilience
oftentimes,
we
like
to
think
about
four
different
trends
and
the
urgency
of
building
resilience
in
cities,
and
one
of
those,
of
course,
is
human
migration
to
cities.
Urban
growth,
as
we
all
probably
know
here
in
this
room,
is,
is
growing
at
an
exponential
rate
rate
rate
in
two
cities:
1.4
million
new
people
moving
to
cities
every
week.
C
As
a
statistic,
the
other
very
commonly
known
statistic
as
its
projected
that
by
the
year
2050
70
to
75
percent
of
human
population,
will
live
in
cities
in
some
regions
of
the
world,
particularly
South
America
and
parts
of
Asia.
That's
already
eclipsed
today.
So
we
know
that
cities
are
not
only
going
to
be
the
hub
of
innovation
and
opportunity,
but
they're
also
the
hub
of
potential
threats
and
condensation
of
these
particular
threats.
C
A
lack
of
diversity
is
one
of
the
things
that
we're
seeing
perpetuate
to
lack
of
resilience
in
cities
around
the
world,
so
the
qualities
of
resilient
cities.
What
are
the
behaviors?
What
are
the
performance
ways
to
look
at
resilience
within
any
given
system
within
any
given
system?
We
like
to
think
of
these
seven
different
qualities
as
a
way
to
really
diagnose
resilience
within
a
city.
Some
of
these
are
individual.
Behaviors
are
human
behaviors.
Some
of
these
are
patterns
or
characteristics
or
performance
that
we
see
in
infrastructure
systems.
C
So,
of
course,
being
reflective
is
about
an
individual
or
about
a
human's
capacity
to
reflect
and
learn.
How
often
is
it
that
you
and
your
organization
take
a
moment
to
say
how
are
these
policies
actually
working
for
us
being
reflective
in
that
way?
Helps
you
iterate
and
innovate
in
a
very
rapid
way?
How
resourceful
are
we
can
we
easily?
Repurpose
are
our
resources.
C
This
is
another
trend
that
we're
seeing
in
cities
the
ability
of
an
institution
to
look
at
its
personnel
in
a
new
way
or
look
at
how
they
deploy
their
resources
and
how
how
calcified
those
systems
are
to
that
kind
of
change
is
a
quality
of
resilience.
How
robust
is
a
system
and
how
road?
How
redundant
is
a
system
has
to
do
with
physical
assets,
often
of
a
city
and
natural
resources
of
a
city,
to
limit
the
spread
of
failure
and
have
a
capacity
build
up
in
case
something
breaks
down
in
one
particular
area?
C
C
We
look
at
integration,
of
course,
in
in
terms
of
how
systems
work
together,
I
described
a
little
while
ago
about
how
important
it
is
to
break
down
silos
when
we
work
together
in
integrated
ways
and
look
at
the
relationship
between
our
health
system,
our
infrastructure
system.
In
our
transportation
system,
we
realize
patterns
that
we
can
work
with
together
in
the
future,
to
reduce
our
threats
and
risk
and
potentially
co-invest
and
get
maximum
gain.
C
So
here's
just
a
quick
list
of
shocks
and
stresses
when
we
talk
about
those
it's
it's
often
that
many
of
our
cities,
particularly
US
cities,
will
see
many
different
kinds
of
threats
on
both
sides
of
this
category,
so
acute
shocks,
of
course,
flooding
this.
This
city
unfortunately
faces
as
well
as
severe
storms
and
can
probably
see
itself
in
a
couple
of
other
categories
of
of
those
acute
shocks,
those
violent,
catastrophic
episodes
that
will
hit
a
city.
The
chronic
stresses,
of
course,
I.
C
Crime
and
violence
issues
very
kind
of
common
in
the
city,
lack
of
affordable
housing
or
homelessness
was
looking
at
the
city's
goal
of
reducing
homelessness
and
veterans
homelessness,
which
was
a
another
inspiring
goal
and
objective
that
the
mayor
has,
but
also
relates
to
the
city's
resilience
overall.
So
when
we
look
at
these
shocks
and
stresses
they
bring
opportunities
for
the
cities
to
evolve
and,
in
some
circumstances
transform.
C
So
what
you're
seeing
in
this
diagram
is
what
we
like
to
think
about
as
taking
the
opportunity
when
a
crisis
hits
when
a
challenge
hits
when
a
stress
undermines
the
city.
How
using
that
crisis
using
those
moments
of
bringing
a
city
to
its
needs,
knees
creates
an
opportunity
for
innovation,
reinvention
and
one
of
the
things
I
think
that
we're
finding
so
inspiring
about
Pittsburgh
is
you're
already
on
that
evolutionary
path.
So
some
cities,
unfortunately,
as
you,
can
see
in
the
dotted
line
when
they
have
a
threat
when
they
have
a
shocker
stress
they.
C
We
call
this
the
city
resilience
framework
and
we'll
be
working
with
all
of
you
today,
in
with
the
city
of
Pittsburgh,
moving
forward
as
a
way
to
measure
and
analyze
the
capacity
of
resilience
within
the
city.
It
has
four
different
dimensions
in
this
very
holistic
way
to
analyze
resilience,
the
first
of
which
being
health
and
well-being,
the
second
economy
in
society,
the
third
infrastructure
and
environment
and
the
fourth
leadership
and
strategy,
and
within
each
of
those
four
different
dimension
that
I
talked
about.
You
can
imagine
that
there
are
indicators.
C
There
are
ways
that
we
would
look
at
sub
categories,
what
we
call
drivers
of
resilience
to
analyze
the
conditions
in
the
city.
So
health
and
well-being
is
really
all
about
meeting
basic
needs,
supporting
livelihood
and
employment
and
ensuring
Public,
Health,
Services
economy
and
society
is
about
fostering
economic
prosperity,
ensuring
social
stability
and
social
justice,
promoting
cohesive
and
engaged
communities.
C
So
I
wanted
to
talk
about
the
first
city
that
100
resilient
cities
had
a
workshop
in
last
year.
The
city
of
Medellin,
Colombia
and
I.
Don't
know
if
you
recognize.
Does
anyone
recognize
this
individual
Pablo
Escobar,
so
Pablo
Escobar
does
not
fare
well
in
the
story
of
resilience
for
med
en
colombia,
pablo
escobar,
of
course,
in
the
1980s,
was
known
as
a
drug
lord,
not
only
within
the
country
of
Colombia,
but
also
perpetuating
the
drug
trade
and
crime
around
the
world
and
Pablo
Escobar.
C
What
many
people
don't
necessarily
know
was
a
migrant
to
Medellin
Colombia
from
the
rural
rural
areas
and
rural
communities
and
Pablo.
Escobar,
therefore
represented
a
point
of
view
with
in
Medellin
about
Economic,
Opportunity
and
Pablo
Escobar
provided
livelihoods
and
opportunity,
and
food
and
resources
to
people
in
the
city
of
Medellin
who
did
not
have
access
to
city
systems.
They
did
not
have
access
to
transportation,
they
did
not
have
access
to
formal
resources.
C
Because
of
this
lack
of
social
cohesion
and
Economic
Opportunity
in
Colombia
in
the
1980s,
you
would
see-
and
you
would
diagnose
midines
city
resilience
indicators
in
such
a
way
that
you
would
see
that
the
city
was
not
fostering
economic
prosperity.
It
certainly
wasn't
ensuring
social
stability
and
justice,
nor
was
it
providing
public
services,
particularly
in
the
health
area.
People
were
dying
at
an
extraordinary
rate
in
Colombia
at
the
time
and
met
een.
C
C
There
were
advances
made
in
negotiating
with
the
FARC
for
peace
and
within
the
community
within
the
neighborhood
up
on
the
mountain
slopes
of
met
een
that
Pablo
Escobar
lived
an
occupied
community
a
say
there
was
a
group
of
mothers
who
seized
the
opportunity
at
that
moment.
At
that
extraordinary
moment.
That
said,
we
will
seize
back
our
neighborhood.
We
will
take
this
opportunity
and
we
do
not
want
our
children
to
lead
lives
of
crime
and
violence.
We
want
them
to
have
access.
C
We
want
them
to
have
opportunity
and
began
working
closely
with
the
city
with
the
mayor
at
the
time
to
identify
one
of
the
big
threats.
One
of
the
big
risks,
one
of
the
gaps
that
they
actually
had
was
this
idea
of
access
to
the
city,
the
right
to
the
city,
because
they
lived
on
this
hillside
where
no
transportation
existed,
they
began
to
think
about.
C
How
do
we
provide
our
people
with
access
to
the
city,
and
so
the
idea
was
very
notionally
that
they
would
build
an
escalator
simply
put
a
piece
of
simple
infrastructure
down
that
mountain
into
the
city,
so
people
could
go
and
get
jobs
and
get
medical
care
and
get
services
from
the
city
that
idea
evolved
with
city
engineers
and
architects
and
designers
into
something
really
extraordinary.
They
began
to
realize
that
they
had
a
vision
of
something
different.
They
provided
community
services
and
community
centers
along
these
escalators.
They
began
to
build
schools
and
libraries
in
this
community.
C
They
began
to
self-police
and
have
neighborhood
watch
groups
instead
of
violent
groups
like
the
FARC
watching
out
for
them
with
guns
and
violence.
They
began
having
teachers
come
into
the
community
and
all
of
a
sudden
community
can
be
trece.
Was
this
hub,
this
neighborhood
of
extraordinary
innovation
and
invention
around
access
to
economic
opportunity
that
transformed
the
education
system,
transformed
jobs,
transformed
homelessness
and
transformed
Medellin
Colombia?
So
what
you
see
here
is
an
evolution
of
that
one,
extraordinary
brilliant
idea
in
one
neighborhood
to
a
transformation
of
the
entire
city
and
the
larger
region.
C
There
was
also
this
magical
Center
where,
where
you
had
transfer
between
these
city
systems,
the
buses,
the
transportation
nodes,
the
hubs
they
were
piping
in
classical
music
and
having
artists
in
these
hubs,
they
had
teachers
giving
community
advice,
so
they
rebuilt
their
City
and
in
doing
so,
built
in
extraordinary
resilience
into
all
of
their
different
systems
across
the
city.
So
today,
as
we
diagnose
met,
een
Colombia
will
see
a
couple
extraordinary
changes,
particularly
in
infrastructure
and
environment,
the
reliability
and
communication
communications
and
mobility.
Certainly
advancements
in
social
cohesion.
C
But
by
doing
those
two
things
that
we
see
in
green
and
fostering
long-term
planning,
you
can
see
a
transformation
in
the
rest
of
the
system
by
thinking
about
systems
and
integrated
ways.
I
thinking
about
opportunities
to
transform
one
system
in
a
better
way
in
a
more
cohesive
way
to
apply
to
all
of
the
rest
of
these
different
dimensions,
will
create
opportunities
for
resilience
and
build
resilience
in
the
city
so
that
the
city
weathers
shocks
and
stresses
in
the
long
term.
C
Madine.
You
can
see
the
trend
line
there.
The
peak
and
homicide
rates
was
nearing
400
people
per
100,000
residents
in
the
late
1980s
and
has
declined
significantly
to
50.
That's
an
amazing
change.
It
was
an
incredible
vision
and
has
built
resilience
in
their
city,
not
only
for
today,
but
for
the
21st
century,
so
very
quickly,
the
future
of
urban
resilience.
Where
do
we
see
this
going
now?
C
Ninety
percent
of
the
world's
data
was
created
just
in
the
last
two
years.
Eighty
percent
of
the
world's
data
is
currently
unstructured
and
structured.
Data
itself
alone
is
not
an
indicator
of
resilience,
but
how
we
use
data
to
predict
our
future
and
make
decisions
is
an
incredibly
important
part
of
resilience.
What
are
the
patterns
and
the
trends
so
that
we
know
how
to
identify
our
risk?
Are
we
using
data
to
better
understand
what
the
conditions
are
in
the
next
generation?
How
do
we
harness
that
information
to
make
proper
investments?
C
How
do
we
look
at
the
technology
that
will
be
available
to
our
children
tomorrow
and
make
decisions
today
about
where
we
build
and
grow
and
diversify
75%
of
infrastructure
in
cities?
Will
we
will
have
in
the
year?
2050
does
not
exist
today.
Think
about
that
75%
we're
going
to
yet
still
build
57
trillion
dollars
of
capital.
Investment
is
planned
right
now
on
the
books
in
the
United
States.
How
we
build
those
things.
How
we
think
about
using
green
as
well
as
grace
grey
wastewater
management
within
our
cities
are
critically
important
decisions
for
resilience.
C
C
But
these
kind
of
boundaries,
these
kind
of
geographic,
physical
boundaries,
don't
exist,
the
same
way
that
they
used
to,
and
so
this
is
both
an
economic
opportunity,
economically,
socially
to
get
human
capital
transforming
global
boundaries.
But
this
is
also
a
threat
that
I'm
not
certain
that
we
all
know
how
to
deal
with
just
yet
and
so
leaving
you.
On
that
note,
I
will
also
just
say
that
I
am
extraordinary.
C
Extraordin
airily
excited,
as
I
mentioned,
to
work
with
the
city
of
Pittsburgh.
Our
entire
team
believes
deeply
in
the
city
just
to
let
you
know,
Mike
odermatt
I,
don't
know
where
he
is
in
this
room
he's
standing
back.
There
was
a
huge
advocate
for
your
application.
He
is
a
native
and
was
will
be
a
very
big
ally
and
I
recommend
you
seek
him
out
and
he
will
share
all
of
his
enthusiasm
for
this
organization
and
your
city
in
the
ability
to
exchange
Katya
Stankiewicz
is
here
and
she'll
stand
for
you.
C
C
Unfortunately,
Katya
lost
her
voice,
and
so
she
won't
be
saying
very
much,
but
one
of
the
things
that
I
will
say
just
to
give
you
an
indicator
of
how
excited
she
is
about
working
with
you
and
all
of
us
are
is
Katya
works
primarily
with
Asian
cities.
She
works
with
denying
and
semarang
Mandalay
Myanmar
and
has
an
extraordinary
background
in
risk
reduction
and
Katya
came
to
us
last
year
and
said:
I
would
really
like
to
work
with
an
American
city.
C
I'd
really
like
to
kind
of
be
an
advocate
to
mont
one
of
the
nation's
cities
that
that
I
live
in
and
I'm
from,
and
we
gave
katya
her
choice
of
which
city
to
work
with,
and
she
chose
this
one.
So
she
is
going
to
be
your
champion
and
from
what
I
understand
we
look,
we
look
very
forward
to
you
being
global
leaders.
Thank
you.