Public/Private Partnerships’s-Game-Day-Solutions.aspxHouston’s Game Day SolutionsGP0|#cd529cb2-129a-4422-a2d3-73680b0014d8;L0|#0cd529cb2-129a-4422-a2d3-73680b0014d8|Physical Security;GTSet|#8accba12-4830-47cd-9299-2b34a43444652017-07-01T04:00:00Z, Lilly Chapa<p>​The city of Houston, Texas, was in a football frenzy during the days leading up to the 2017 Super Bowl showdown between the New England Patriots and Atlanta Falcons at Houston’s NRG Stadium. A nine-day fan festival, pop-up clubs hosting acts such as Bruno Mars and Taylor Swift, National Football League (NFL) and ESPN activities, and other events were scattered throughout the sprawling metropolis, home to 2.2 million people. </p><p>Just four months before a million visitors converged on Houston for the festivities, Jack Hanagriff, the infrastructure protection coordinator for Houston’s Office of Public Safety and Homeland Security, was tasked with expanding the city’s surveillance program and implementing a solution that would support emergency communications while overcoming the expected strain on the mobile network. </p><p>“Although our system is robust and can handle things normally, when you get a national event coming in, our cell service gets interfered with and then our cameras get hindered by blockages,” Hanagriff explains. Especially tricky was Super Bowl LIVE, the nine-day fan festival held in Discovery Green, a 12-acre urban park, and in five surrounding parking lots. The area is also home to the George R. Brown Convention Center and several hotels, high-rise condominiums, and businesses—all of which contribute to high usage of wireless and mobile networks, even when no events are taking place. </p><p>Hanagriff had to figure out how to deploy additional cameras to Discovery Green and other high-traffic areas such as team hotels, pop-up clubs, and the Galleria shopping center, while addressing the network strain that was sure to hinder communication and video feeds during the events. </p><p>“In public safety, we’re using other sources of technology beyond the actual emergency radio communications—such as cell phones and field reporting devices and cameras—and it works fine,” Hanagriff explains. “But when you start coming in with a mass of people and commercial carriers putting in their infrastructure and tents, the ecosystem of the venue changes so that our existing permanent solution is not adequate because it may get blocked.”</p><p>Hanagriff pulled together a robust team for the task, including vendors, wireless providers, and federal, state, and local players. Axis Communications donated 40 cameras to the cause, Vidsys provided information management middleware, and Siklu’s radios were used to transmit some of the video surveillance. Wireless carrier Verizon had already been working for months to beef up its network capacity in the city, and Hanagriff said it agreed to allow the city to connect its cameras to the fiber network it was laying.​</p><h4>The Buildout</h4><p>While NRG Stadium and the Galleria already had robust camera networks established, the city had to prepare Discovery Green and its surrounding parking lots for Super Bowl LIVE, where more than 150,000 people were expected to attend each day.</p><p>“We were confident we would get some coverage, but when I saw the footprint of the event…Discovery Green is one thing, but those five additional parking lots? That’s a lot of coverage,” Hanagriff says. “We knew we needed some really big players.”</p><p>In the weeks leading up to the kickoff of Super Bowl LIVE, workers spent 480 hours deploying the solution. Several cameras were installed on permanent structures surrounding Discovery Green, but most of the installation occurred in sync with the construction of the Super Bowl LIVE infrastructure. </p><p>“As they built the gates and kiosks and stages, we attached the cameras to those structures,” Hanagriff explains. “But even while they were building, they kept moving things, so we kept having to move the cameras. We had to put flyover cables where they didn’t exist—we were literally dropping 3,000-pound flagpoles to attach cables to and run them across the street.”</p><p>Fixed cameras were installed at all entry and exit areas, and pan-tilt-zoom cameras were used at every gate to observe the outer perimeter of the festival’s footprint. VIP and high-density areas were also a high priority—Discovery Green’s main stage was expected to draw at least 20,000 people for its major events, such as nightly light shows and a concert by Solange Knowles. Hanagriff said the city worked with intelligence officials to set up cameras in areas where potential threats could be carried out. Cameras were also outfitted with audio sensors that could detect and triangulate gunshots, as well as a sensor that detects an elevated anger response in human speech that often occurs before an argument.</p><p>The 40 Axis cameras, as well as 26 of the city’s existing cameras, were brought together under one dashboard through Vidsys middleware and were connected with fiber because of Verizon’s infrastructure buildout. Additionally, the 40 new cameras streamed to the Verizon cloud, allowing for mobile access and redundancy. “If we lost our main system, we could still run the temporary system off the cloud,” Hanagriff explains. “The cloud gave us versatility to bring in mobile applications and partners that did not have access to our existing system.”</p><p>Hanagriff wanted to deploy a camera on top of a hotel a block from the Super Bowl LIVE footprint for an all-encompassing view of the festival, but ran into connectivity problems. The fiber did not extend to the hotel, and radio frequencies completely saturated the area, making a wireless network solution impossible. The city ended up working with Siklu to install a millimeter wave radio that used narrow beam technology to transmit the video feed on an unoccupied spectrum. </p><p>“There was so much radio frequency you could walk on air,” Hanagriff says. “The Siklu radio beamed right through all of it.” </p><p>Security officials set up an emergency operations center in the convention center next to Discovery Green, where the camera feeds—including setups at NRG Stadium and the Galleria—were consolidated. Although many of the existing cameras were part of a closed network, the temporary cameras could be accessed via mobile devices from the cloud, which was crucial in integrating new partners into security operations. Hanagriff described the operations center as a huge room with dozens of partners: event coordinators, Houston officials and first responders, the Harris County Sheriff’s Department, the Texas Public Safety and Transportation Departments, the FBI, and other federal agency representatives. </p><p>Whether they were at the center itself or out in the city, officials could access the camera feeds via mobile devices. The Harris County Sheriff’s Department set up a mobile command post at the Galleria, where more activities and protests were taking place. It was able to use the mobile application to review the Galleria’s camera feeds and correspond with the main command post, Hanagriff says. And during the Super Bowl game itself, several groups were able to access the city’s cameras at NRG Stadium, including NFL security directors and another mobile command post closer to the event.  ​</p><h4>Emergency Operations</h4><p>While Hanagriff’s role was coordinating the technology infrastructure ahead of the festivities, Patrick Hagan, technical specialist and engineer operator for the Houston Fire Department, saw firsthand how the camera setup helped emergency operations in such an unpredictable environment.</p><p>During Super Bowl LIVE, members of Houston’s police and fire departments were dispatched via portable devices that operate on Band 14, a broadband spectrum reserved for first responders. The devices can run active GPS for an entire 16-hour shift, serve as trackers for the officers, and share information, location, and images from the field to command center or vice versa. </p><p>“Because of the nature of the footprint, Super Bowl LIVE was closed off with a hard barrier, so we had to have teams inside that didn’t have vehicle apparatus,” Hagan explains. “Because of that they were on foot or on bike, so we dispatched them via GPS, which was new to us.” </p><p>A few weeks before the Super Bowl events, first responders tested out the devices to communicate via Band 14 during the Houston Marathon. “We gave the GPS a run for its money—we tried to max out the system, wanted to see what it would do under a lot of traffic, and never got any failure points,” Hagan says. But that wasn’t the case for Super Bowl LIVE.</p><p>Due to the massive amount of radio frequency traffic in Discovery Green, which Hagan agreed was the most he had ever experienced, the officers’ GPS signals experienced reflectivity and weren’t totally precise.</p><p>“Our GPS wasn’t quite true,” Hagan says. “It was off in some cases by 150 yards, which when you’re in a sea of people, is a few thousand people. We had to work around that.”</p><p>Hagan and others in the emergency operations center were able to coordinate with officers in the field by using the video feeds and verbal commands to guide them to called-in emergencies.</p><p>“We’d leverage those video systems to give our bike teams a better location,” Hagan explains. “We could see the officer’s blue dot with the tracking system and I’d compare it to the map of where I knew the patient was by looking at a video feed. Then I could verbally walk them there via radio and cellular communication. I can’t just say that the patient is over by the food truck when there are 80 food trucks.”</p><p>Using GPS and video feeds for dispatching was a first for the Houston Fire Department. “We don’t show up when things work. We show up when things break,” Hagan notes. “It’s a very fine line that we walk between using cutting-edge technology versus tried and true methods that are much lower tech. We have to utilize the technology to our advantage when we can, but when it fails we need to have contingency for that, and still be practiced in that contingency.”</p><p>Hagan made sure that contingency plans were in place during the Super Bowl, explaining that officials were prepared to resort to voice and radio dispatching if the GPS or video feeds failed. The dual capability of the video feeds allowed even the giant command post to be completely mobile, he notes. </p><p>“Everything in the command post was done on a laptop and broadcast on these giant screens, so at a moment’s notice we could drop and run and take all that with us and still have all our capabilities,” Hagan says. “We could still share data…still communicate—that’s the point of the redundancy. We had the hard connection but we wanted to be able to see all of our video streams and everything on mobile if we had to.”​</p><h4>Technology Forward</h4><p>After nine days of fans, football, and a Patriots win in overtime, Hanagriff and Hagan agree that the technology-forward security approach was a success. And while the pop-up clubs have been deconstructed and Discovery Green has reverted back to an urban oasis, the technology used remains in the city. Verizon’s citywide enhancements will continue to benefit Houstonians, city businesses and public officials will continue to strengthen their partnerships, and ​the 40 cameras Axis provided will be part of what Hanagriff calls a technology playground.</p><p>The cameras will be redeployed in high-traffic areas such as Discovery Green and the Galleria, and businesses, first responders, and industry partners will test ways to further integrate security technology into Houston. Hanagriff plans on forming a partnership with everyone invested in the project to determine the direction and scope of the testing.</p><p>“We all get exposure to all these different technologies, and there are benefits for everybody, and it’s all done by in-kind services,” Hanagriff says. “Everybody gets a big bang with no buck.” </p><p>Public safety officials will be able to learn more about video analytics and other cutting-edge technology without disrupting their current camera system, industry partners who provide the equipment and software will be able to conduct research and development and receive direct feedback from subject matter experts, and private businesses that allow the city to put equipment on their buildings will have access to systems that are normally out of reach. </p><p>“Most business partners are usually on the inside looking out, and this system gives them the ability to be on the outside looking in on their property,” Hanagriff notes. </p><p>Hagan says that in the past the fire department has only had access to the city’s camera feeds and has been unable to manipulate them. Being able to take full advantage of the cameras’ capabilities during the Super Bowl events showed how helpful they could be during dispatch, and he hopes the fire department can continue to access the city’s camera infrastructure more fully. </p><p>“We have a lot of the same goals and a lot of people doing the same exact job,” Hagan notes. “If we as a city can get three or four people who can perform that function and share that information with each department in real time, that would make sense. If someone calls into this joint operation and says, ‘I need eyes here, do you see anything?’ those people can give immediate feedback to any department. That’s the plan.”   ​</p>

Public/Private Partnerships’s-Game-Day-Solutions.aspx2017-07-01T04:00:00ZHouston’s Game Day Solutions Road to Resilience False Alarms Clean U.S. Outstanding Security Performance Awards Held at ASIS 2016 Review: Emergency Management Trends News August 2016 Private Sector Help Resilience Review: The Business of Counterterrorism in Crisis Online August 2015 New Cyber Nucleus Years: July Online July 2015's-Notice.aspx2015-06-22T04:00:00ZVIDEO: At a Moment's Notice War on Human Trafficking Chemical Agent training emergency response training

 You May Also Like... emergency response training<p><br></p><p><br></p><p><br></p><p>​When disaster strikes, medical personnel must be poised for action. Check out emergency medical response drills being conducted at the Noble Training Facility at the FEMA center for Domestic Preparedness. ​​​Download the <em>Security Management</em> app for Apple and Android tablets on<a href="" target="_blank"> iTunes</a> or <a href="">Google Play</a> and check out the April issue for the video.</p><p></p>GP0|#cd529cb2-129a-4422-a2d3-73680b0014d8;L0|#0cd529cb2-129a-4422-a2d3-73680b0014d8|Physical Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465 in Crisis<p>​<span style="line-height:1.5em;">In the days following the derecho that ravaged a path stretching from Illinois to the Maryland-Virginia coast in June 2012, local companies and national aid organizations scrambled to organize and respond to the widespread destruction, death, and power outages across the route. Some 4.2 million citizens were left without power for several days. The storm coincided with one of the deadliest heat waves the region had seen in decades. Victims scoured social media websites for information about relief organizations and aid, and learned that the Federal Emergency Management Agency (FEMA) was deploying generators to provide electricity.</span></p><p>Hopeful citizens began flooding the agency with requests to have generators delivered to their homes. However, there was one problem: The giant, industrial-sized generators FEMA was delivering were intended to power community centers, firehouses, and shelters—not individual houses. </p><p>“We saw those conversations and wanted to help set expectations,” explains Shayne Adamski, senior manager of digital engagement with FEMA. “We wanted folks to know how we were being helpful, so we posted a photo of one of the generators and commented about how it would be used in an impacted area. Once folks saw that, they realized they weren’t individual generators that a person could go pick up at Home Depot and have running in their backyard.”</p><p>Adamski cites this example as a way FEMA leverages social media during a disaster. Indeed, people are increasingly turning to social media during emergency events to gather immediate information, and checking social media websites is becoming an alternative when traditional forms of communication have been less effective. Most of the messages transmitted through social media are from nontraditional media sources, such as FEMA. However, the medium has allowed traditional news agencies to leverage public experiences—every smart-device user in the world has the potential to be an information broadcaster.</p><p>Social media has completely changed the way people engage with one another and, more importantly, how businesses connect with potential clients and customers. Social media has become the one common denominator that the world’s wired citizens understand and use on a daily basis. The preferred online applications may change from country to country, but ability to reach mass numbers of people quickly has been accomplished through social media.       </p><p>The ASIS International Crisis Management and Business Continuity Council conducted a survey on how social media is being used in emergency management. The resulting study, Social Media Is Transforming Crisis Management, concludes that many security professionals around the world are using some aspect of social media for emergency notification, keeping stakeholders engaged, and making critical documents more accessible.</p><p>The study confirms that social media is establishing its place in emergency operations planning and execution. However, emergency operations professionals require additional training to learn how to best create alert messaging; 52 percent of respondents have not used social media for an emergency event and 25 percent have never used social media at all.</p><p>Security professionals realize that additional learning will be required to fully embrace and exploit social media in crisis management situations. More than 75 percent of those surveyed agreed that more knowledge is required to expand social media to a wider audience in emergency operations. </p><p>However, many survey participants said they were reluctant to embrace social media. Several respondents expressed the need to preserve the old ways of doing things to ensure that the widest possible audience, including those people with no access to social media or newer technology, receives critical crisis management information. </p><p>Many federal agencies, such as FEMA, have been developing comprehensive social media strategies to communicate with citizens in emergencies. The U.S. Department of Homeland Security’s (DHS) Science and Technology Directorate has established working groups to provide guidance and best practices to emergency preparedness and the response community. </p><p>However, even with the millions of people who are flocking to social media sites, the government has yet to establish an emergency management platform, and security professionals are struggling to fully embrace social media as well, according to the ASIS study. </p><p>Below are six steps for companies to consider when using social media during a disaster. FEMA’s Adamski notes that security professionals should keep in mind that although social media is not a comprehensive solution—not everyone is on the same channels—taking advantage of multiple outlets helps get information out to a wider audience.​</p><h4>Technology </h4><p>Social media is being used in one of two ways during emergencies: to disseminate information and receive feedback, and as a systematic tool to conduct emergency communications. Although security managers may be reluctant to rely on social media for emergency communication, social media use during disasters is gaining traction.</p><p>However, some hesitancy is prudent because it is taking some communities decades to navigate new technology platforms—adopting Twitter as a communications device, for example. Managers should be mindful of their responsibility for employees during an emergency and ensure that advances in technology are included in procedures and processes. During an emergency in which social media is used to provide announcements and updates, there is an opportunity to include a wider audience than that reached by a simple public address system, but this requires planning.</p><p> For example, if smart devices are expected to act as one of the methods to facilitate a conduit between the company and employees, the details must be established and tested in advance. If specific phone numbers, media accounts, or Web pages are used to send out announcements, it is important that the contact details are identified and the people sending out the messages understand exactly what must be done.</p><p>Adamski explains that security managers should consider their audiences when deciding what platforms to communicate with. To reach employees, for example, a public social media channel may not be the best option. “Look at what tools or channels their customers are on,” Adamski says. “Not everybody is necessarily on one social media channel. If you’re trying to get on every single social media channel, you’re stretched too thin, and your core audience may not even be on that channel.”</p><p>Collaborative techniques are required, and building partnerships between emergency management professionals and individuals involved in the response will require new alliances to be successful. It is desirable to include local and regional governmental resources, nearby companies that may share the risk of an emergency, any organizations involved in a mutual agreement of understanding to provide resources during an emergency, any contractor or vendor relationships, and all of the various internal elements within the company. All of this must take place well before an emergency so that trust is developed and agreements are established among the stakeholders. Within the company, it may be necessary to break out of the silo environment and work collaboratively to establish plans and processes designed to facilitate a stronger response to an emergency.​</p><h4>Devising Strategy</h4><p>Emergency operations professionals may require additional training to learn how to best create alert messages and ensure that communication lines are established with citizens before, during, and after the crisis. A good starting point for developing a social media emergency response strategy is to adhere to the traditional four phases of emergency management: prevention and mitigation, preparedness, response, and recovery. </p><p>Although FEMA has a dedicated staff for crisis communication, Adamski says that businesses can often train an existing staff member to wear multiple hats and manage social media communications, even if it’s something they only work on for 10 percent of their time. </p><p>“Maybe that staff member does a lot of training before disasters, so that person can conduct their day-to-day responsibilities, and wear the emergency hat if necessary,” Adamski explains. “You’ve got to look at the internal organization and operation and skillset and where things can be moved around, and find out what’s best for that individual organization. Sometimes you’d be surprised how you can come up with good, creative solutions.”</p><p>Adamski also stresses the importance of training multiple people to use social media during a crisis, so that there are backup personnel who can be put on shifts during ongoing emergencies.</p><p>Emergency managers will need to create social media platforms they intend to use, and then popularize those sites so the public knows to turn to them in times of crisis. “Practice on those channels and use them before an emergency, so the first time you’re using them is not during an emergency,” Adamski advises.</p><h4>Managing Expectations</h4><p>Adamski refers to the 2012 derecho situation as a time when managing expectations became as important as standard crisis communications. A challenge FEMA often faces is educating people on its role during a disaster, and the organization turns to social media in an emergency to explain to affected communities how it’s helping, Adamski notes.</p><p>Focusing on one unified message will help maintain the ability to manage information. While crisis managers cannot control individual citizens’ input, the messages being relayed from authoritative sources must be consistent, reliable, and trustworthy. Multiple resources are needed to combine data streams that will ultimately improve data management. Creating in-depth feedback protocols will be necessary to understand developments and concerns from residents actively being affected by the crisis.      </p><p>Ron Robbins, who manages FEMA’s National Business Emergency Operations Center (NBEOC), says that another key to maintaining a unified message is engaging with other businesses and agencies that might be affected by the same emergency. Members of the NBEOC, for example, sign agreements to share information when they are faced with situations where the private sector may have operations that could be affected.</p><p>“You have to practice what mechanism you’re going to use and who your touch points are going to be,” Robbins explains. “There’s a lot of different angles you can work at this, and it’s paramount for everybody to understand who and what is needed to communicate, and to practice that.” </p><p>For example, when the NBEOC is activated, Robbins says FEMA starts reaching out to its partners, sharing situational awareness and information to organizations that may not have robust operations center capabilities. </p><p>“We try to be forward-leaning about what’s happening to keep our partners aware so that they can communicate with their employees and make decisions at their levels for what they’re going to do to initiate plans on their end,” Robbins explains.​</p><h4>Engaging the Community</h4><p>It is becoming increasingly common for people to connect with public officials by asking questions or posting information online when an event occurs, and for expecting emergency operation agencies to be just as responsive by replying to feedback or answering a question. </p><p>The ASIS study found that 55 percent of police departments surveyed actively use social media in performance of their duties, and it’s no longer uncommon to see law enforcement officers taking tips and answering questions on their Facebook or Twitter pages. </p><p>Adamski says that he engages in what he calls social listening, which he compares to attending a town hall meeting: he takes a passive role and listens to conversations and concerns from the public, but can also answer questions or point someone in the right direction for accurate information.</p><p>Positive, regular interaction with the public via social media will also encourage people to trust and rely on that organization’s social media presence during a crisis. Adamski says that regardless of what people may ask on FEMA’s social media sites, it’s important that they see someone responding to their questions.</p><p>“Sometimes, we’ll have someone posting on our wall saying, ‘hey, this is what I did this weekend to get myself and my family prepared,’ and we’ll reply back to that person thanking them for sharing,” Adamski says. “It’s so they know they’re not just sharing their information to a hollow account that isn’t monitored.”​</p><h4>Managing Misinformation</h4><p>One of the toughest dilemmas society has is balancing the huge amounts of data available with the trustworthiness of that data. Multiple resources are needed to combine data streams that will ultimately improve data management. </p><p>Rumor control is a regular part of crisis management on social media, Adamski notes. “If we see a rumor, we’ll coordinate with folks at a joint field office that’s open and say, ‘Hey, we saw this online, is it true, is it not, is there some validity to it? Is it a complete blatant rumor or did someone get a part of it wrong?’”</p><p>Whether bad actors are maliciously spreading invalid information or a simple misunderstanding has spiraled out of control, FEMA’s goal is to run the rumor into the ground and make sure only accurate facts are being shared, especially considering how quickly information can travel across the Internet. During bigger emergencies, FEMA may create a subpage on its official website that people on social media can refer to and share. </p><p>During the Texas floods in May and June, FEMA created a subpage dedicated to the disaster to provide accurate, consistent information, Adamski says. It helped regional FEMA employees disseminate up-to-date information right away. For example, right after the worst of the flooding occurred, reports surfaced that people impersonating FEMA employees were trying to collect citizens’ personal information. The subpage helps people know how FEMA is interacting with the community and what steps to take next.</p><p>“We coordinate internally, we make sure we’re all on the same page, and we make sure we put the right information out there,” Adamski says. “Depending on the rumor, we may ask our partners to share the information—one message, multiple channels.” ​</p><h4>Challenges</h4><p>The ASIS study pinpointed three barriers that security professionals encounter when trying to develop a social media presence. These are a lack of personnel or time to work on social media, a lack of policies and guidelines, and concerns about trustworthiness of collected data. </p><p>“Look around and find out what companies are around you that are doing great things in communities and states,” says Robbins. “There’s a lot of activity, a lot of things going on that maybe companies aren’t aware of, that could be available bandwidth for them to piggyback on and could help get at some of those challenges that they are having in an expeditious manner.” He also recommends that private sector organizations apply to become members of FEMA’s NBEOC to take advantage of organization-to-organization emergency communications that can then be passed on to the public.</p><p>Social media is having a positive impact on emergency managers, but a clear reluctance exists to accept social media protocols wholesale. This technology is dependent on professional security managers and leaders who have the technical know-how to enhance operations internally, externally, and with key stakeholders. </p><p>Purposeful education programs are necessary if social media is going to be used wholesale in emergency management. The key to success is to ensure that those involved in presenting the information are experienced and knowledgeable. For example, the ASIS International Crisis Management and Business Continuity Council conducts an annual workshop on crisis management plan and program development. The council integrates social media techniques into the crisis communication phase of the workshop to help participants master the conceptual skills associated with this emerging technology.</p><p>The emergency operations industry should have a responsibility to create new methodologies, applications, and data strategies that will enhance overall contingency operations. Social media is making a positive difference in emergency operations, but has far to go before being completely transformed into common practice as a tool for emergency managers.</p><p>--<br></p><p><em><strong>James J. Leflar, Jr., CPP</strong>, CBCP (Certified Business Continuity Professional), MBCI (Member of the Business Continuity Institute), is a consultant for Zantech IT Services. Leflar is a former chair of the ASIS International Crisis Management and Business Continuity Council. He is also coauthor of Organizational Resilience: Managing the Risks of Disruptive Events—A Practitioner’s Guide. </em></p>GP0|#28ae3eb9-d865-484b-ac9f-3dfacb4ce997;L0|#028ae3eb9-d865-484b-ac9f-3dfacb4ce997|Strategic Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465 Road to Resilience<p>Of course, 100RC had neither the resources nor staff to partner with 10,000 cities. But organization leaders argued that its 100 member cities could be models for institutionalizing resilience—that is, embedding resilience thinking into all the decisions city leaders make on a day-to-day basis, so that resilience is mainstreamed into the city government's policies and practices. Other cities could then adapt the model to fit their own parameters, and institutionalized resilience would spread throughout the world. </p><p>Toward this aim, 100RC recently released a report that discusses three case studies of institutionalizing resilience in New Orleans, Louisiana; Melbourne, Australia; and Semarang, Indonesia. </p><p>For all cities that 100RC works with, the organization provides funding to hire a new executive, the chief resilience officer (CRO). The group also advocates that member cities take the "10% Resilience Pledge," under which 10 percent of the city's annual budget goes toward resilience-building goals and projects. So far, nearly 30 member cities have taken the pledge, which has focused more than $5 billion toward resilience projects.</p><p>Of the three case study cities, New Orleans may be most known as a jurisdiction that has had to recover from repeated recent disasters, including Hurricanes Katrina and Isaac and the Deepwater Horizon oil spill. Given these experiences, New Orleans was one of the first cities to release a holistic resilience strategy, which connected resilience practices to almost all sectors of the city, including equity, energy, education, and emergency planning.</p><p>The strategy, Resilient New Orleans, has three underlying goals: strengthen the city's infrastructure, embrace the changing environment instead of resisting it, and create equal opportunities for all residents. </p><p>To better implement the strategy, New Orleans CRO Jeff Hebert was promoted to the level of first deputy mayor, and departments were joined to unite resilience planning with key sectors like water management, energy, transportation, coastal protection, and climate change.</p><p>Once this reconfiguration was complete, the city took several actions. It created the Gentilly Resilience District, which is aimed at reducing flood risk, slowing land subsidence, and encouraging neighborhood revitalization. The resilience district combines various approaches to water and land management to move forward on projects that will make the area more resilient. The city will also train some underemployed residents to work on the projects. </p><p>In addition, New Orleans leaders are developing and implementing new resilience design standards for public works and infrastructure, so that efforts to improve management of storm water and multi-modal transit systems will be included as standard design components.</p><p>Melbourne has its own challenges. Situated on the boundary of a hot inland area and a cool Southern Ocean, it can be subject to severe weather, such as gales, thunderstorms and hail, and large temperature drops. Governmentally, it is a "city of cities" made up of 32 local councils from around the region, so critical issues such as transportation, energy, and water systems are managed by various bodies, complicating decision making.</p><p>City leaders created the Resilient Melbourne Delivery Office, which will be hosted by the City of Melbourne for five years, jointly funded by both local and state governments. The office—an interdisciplinary team of at least 12 people, led by the CRO Toby Kent—is responsible for overseeing the delivery of the resilience strategy.</p><p>The strategy has four main goals: empower communities to take active responsibility for their own well-being; create sustainable infrastructure that will also promote social cohesion; provide diverse local employment opportunities to support an adaptable workforce; and ensure support for strong natural assets.</p><p>For Semarang, a coastal city in an archipelago, water is the main focus of sustainability. Factors like a rise in sea levels and coastal erosion have increased the negative impact of floods.</p><p>These impacts can challenge the city in many ways. Thus, for its resilience strategy, Semarang leaders focused on building capacities, including more economic opportunity, disaster risk management, integrated mobility, and sustainable water strategies.</p><p>In Indonesia, like many other Asian countries, the national government sets the goals and parameters for much of the development that takes place at the local level. Thus, Semarang leaders worked with members of the Indonesian Parliament to educate them on the city's existing resilience strategy, and to integrate the city's findings and insights into Indonesia's National Development Plan.</p><p>These coordination efforts bore fruit in the establishment of projects like a bus rapid transit system, which had strong support from the national government. The system has already been implemented in several main corridors and will be expanded. It is expected to offer insight and experience in cross-boundary resilience-related travel.</p><p>As 100RC cities look to institutionalize resiliency, the organization is also helping members improve their emergency management programs. The group is partnering with the Intermedix Corporation, which will help some member cities assess their current emergency management programs, and develop a blueprint for addressing gaps in the program and meeting resiliency goals.</p><p>"As new and complex problems and challenges arise, it's becoming more and more important for cities to look outside of their own organizations for the expertise and solutions required to meet and overcome these challenges," says Michael Berkowitz, president of 100RC. ​​</p>GP0|#28ae3eb9-d865-484b-ac9f-3dfacb4ce997;L0|#028ae3eb9-d865-484b-ac9f-3dfacb4ce997|Strategic Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465