Transcript Dale Sands - The Challenge and Opportunity of Private Sector

The Challenge &
Opportunity of Private
Sector Climate
Resilience
Panel 5: A Strategic View of Private
Climate Resilience
26 May 2016
Dale Sands
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Introduction
– Challenges are real globally and locally
• Urbanization
• Mega losses
• Increasing frequency of events
– Activity in Programs Increasing
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UNISDR Making My City Resilient Campaign:
CDP (2015):
100RC
Businesses are aware / taking action
– Market is evolving quickly
• Early stages: Planning
• Moving towards design/build
• Recovery actions ongoing
3,131 Cities
314 Cities
100 Cities
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Business Challenges in Climate Adaptation
Economically Feasible, Technically Possible, Politically Viable….
Sources: Center for Climate and Energy Solutions, National Oceanic and Atmospheric Administration, Munich Re
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Five Global Risks in Terms of Impact
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The Five Global Risks in Terms of Likelihood
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Trend in Natural Disasters: 1980 - 2015
Source: Munich Re NatCatSERVICE
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The Private Sector Is Aware of the Risks
– Over 90% of worlds largest
100 companies see extreme
weather and other climate
impacts as business risks
– A High Percentage of Losses
globally are
uninsured…hence cost falls to
private sector or public sector.
Sources: Center for Climate and Energy Solutions, National Oceanic and Atmospheric Administration, Munich Re
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Resilience Definition
Resilience
The Rockefeller Foundation define urban resilience as:
“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”
Acute Shocks: Earthquakes, floods, disease outbreaks, terrorist attacks
Chronic Stresses: High unemployment, chronic food & water shortages,
endemic violence, inefficient public transportation systems
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100 Resilient Cities, Pioneered by Rockefeller Foundation
– 100 RC 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.
– Planning for Potential Shocks and Chronic Stresses:
• Fires, Floods, Earthquakes, Hurricanes, Etc.
• Water shortage, Crime, Violence, Economic issues, Transportation
– Provides Four Kinds of Support:
• Support to hire, empower Chief Resilience Officer
• CRO to develop Resilience plan networking across City
o Identify Priority Areas
o Conduct Analysis to Understand Risks, Opportunities
o Develop Actionable Priorities and Initiatives
• Access to platform of services to support implementation
• Connection to other network members
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100 Resilient Cities, Pioneered by Rockefeller Foundation
– 100 RC had three waves of City Announcements:
• 12/2/2013 to announce 33 Cities
• 12/2/2014 to announce 30 Cities
• 5/25/2016 to announce 37 Cities
– A total of 12 Central- and South- America Cities selected:
• Round 1:
o Medellin, Colombia
o Rio de Janeiro, Brazil
o Quito, Ecuador
o Porto Alegre, Brazil
Round 2:
Cali, Columbia
Santa Fe, Argentina
Santiago Metro Region, Chile
Santago de las Caballeros, DR
• Round 3:
o Buenos Aires, Argentina
o Montevideo, Uruguay
Salvador, Brazil
Panama City, Panama
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AECOM Project:
San Francisco Public Utilities Commission (Multi B/20 yr)
– Upgrade wastewater treatment
infrastructure to protect against
climate change and improve
services
– Comprehensive vulnerability/risk
assessment performed
• Inventory assets within seal level rise
vulnerability zone
• GIS Archival data assembled, reviewed,
updated, gaps filled
• Assets inventoried on condition, age,
materials, history
– Involves several City departments
and agencies
– Produce updated Climate
Adaptation Plan to:
• Inform design / operational strategies
• Consider sea level rise vulnerability/risks
for individual assets
• Manage climate-related risks
• Identify trigger points for implementing
adaptation strategies to increase
likelihood of consistent level of service
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AECOM Project:
Australia’s Department of Defence
– Nearly 85% of Australia live and work in the
coastal environment
– Define risks to assets as a result of climate
change such as sea level rise, flooding,
storm surge, coastal erosion
– Conducted Assessments for 38 Facilities
to prioritize risk over three time frames:
2040, 2070 and 2100
– Developed detailed risk assessments for 14
locations that included site inspections,
stake holder engagement to develop
adaptive planning validated by modeling of
coastal erosion and flooding from storm
surge, extreme rainfall
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AECOM Project:
Climate Tools Created
– Adapting to Climate Change Application (ACCA) Tool
• Identify most likely potential, future risks/impacts from climate change
• Estimates likelihood, severity of each impact with structured risk/probability
assessment
• Facilitates selection of optimal, cost-effective adaptations
• Applicable to Buildings, Transportation, Water, Energy
– Sustainable Systems Integration Model (SSIM™)
• Holistic approach to measure sustainability: Social, Economic, Environment
• Measures costs/benefits of planning strategies
– Disaster Risk Reduction Scorecard
• Issued to public domain in 2014 by UN ISDR
• Based upon Ten Essentials for DRR; populated with 100 KPI’s
• Applied to Cities in Americas, Asia and EMEA
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Chile Scorecard Application
Puerto Montt
UN ISDR "Ten Essentials"
1. Organize for disaster resilience
10. Expedite recovery and build
back better
2. Identify, understand and use
current and future risk scenarios
48%
28%
9. Ensure effective disaster
response
38%
8. Increase infrastructure
resilience
28%
3. Strengthen financial capcitiy for
resilience
19%
37%
44%
26% 20% 25%
7. Understand and strengthen
societal capacity
4. Pursue resilient urban
development
5. Safeguard natural buffers
6. Strengthen institutional
capacity
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© 2015 IBM Corporation
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Summary
– Disaster Risk Reduction is a priority with the number/intensity of
natural disasters.
– Improving resilience in a community is a journey over many years but
most important actions can begin immediately with every capital
investment.
– The process of bringing public and private sector members together
fosters collaboration and cooperation to improve resilience across the
community.
– Resilience plans must be technically possible, economically feasible,
politically acceptable and emotionally motivational.
– Get involved – be active to make a positive contribution to improve
your local community resilience!
Thank You!
Dale Sands
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Sendai Framework For Disaster Risk Reduction:
2015-2030
Substantially Reduce
– Global disaster mortality
– Numbers of affected people
– Economic losses in relation to
global GDP
– Disaster damage to critical
infrastructure & disruption of basic
services
Substantially Increase
– Number of countries with national
& local DRR strategies by 2020
– International Cooperation to
developing countries
– Access to multi-hazard early
warning systems and disaster risk
information and assessments