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Geos Institute helps communities build resilience in the face of climate change

Author: Christina Mills

Scott Denning, Ph.D.

Scott is Monfort Professor of Atmospheric Science at Colorado State University. He has written about 100 publications in the peer-reviewed climate literature, is a former editor of the Journal of Climate, and served for five years as founding Science Chair of the North American Carbon Program. He takes special delight in engaging hostile audiences on the subject of climate change and has twice been a featured speaker at the Heartland Institute’s annual conference.

Michael Berkowitz

Michael is a former Founding Principal of Resilient Cities Catalyst, a global non-profit helping cities and their partners tackle their toughest challenges. He is currently the Executive Director of Climate Resilience Academy at the University of Miami. Previously he joined the Rockefeller Foundation in August 2013 to shape and oversee the creation of 100 Resilient Cities. He served as the 100 Resilient Cities President from 2013 to 2019. From 2005 to 2013 he worked at Deutsche Bank, most recently as the global head of Operational Risk Management. In that capacity he oversaw the firm’s operational risk capital planning efforts, served as a primary regulatory contact and connected the myriad operational risk management efforts group-wide. Until January 2005, he was Deputy Commissioner at the Office of Emergency Management (OEM) in New York City where he led an initiative to create OEM’s Public-Private Emergency Planning Initiative and its Ready New York citizen preparedness campaign. He also responded to incidents including the 1999 outbreak of West Nile Fever, Tropical Storm Floyd, major flooding in Southern Queens (1999), the crashes of SwissAir 111 and American Airlines 587, the 2003 Northeast blackout, as well as the 2001 anthrax incidents and the World Trade Center disaster.

Resilience Maturity Model Progress Tracking

Date of assessment(Required)
Resilience leadership refers to a formal leadership structure that coordinates and directs resilience efforts. How would you describe the level of resilience leadership in the community?(Required)
Efforts to build resilience should be proactive, forward thinking, agile, adaptative, and centered on the well-being of people. How organized do you think the resilience-building efforts are in the community?(Required)
Making decisions about resilience should be inclusive (engaging all relevant stakeholders), transparent (open and accessible to the public), and data-driven, taking into account both historical and forecasted data. How would you describe resilience decision-making in the community?(Required)
Collaboration across diverse sectors fosters collective action and shared investment. All community members, including those historically underserved, should be engaged. How would you rate the collaboration across all sectors of the community for resilience projects in the community?(Required)
A key aspect of building resilience is understanding the risks and vulnerabilities that a community faces. How well do you believe the community understands its risks and vulnerabilities?(Required)
Resilience goals should be clear, coordinated, and long-term to guide policy, plans, projects, and programs. How would you describe the resilience goals established by the community?(Required)
Resilience goals and principles should guide multi-objective efforts that deliver co-benefits and are fully integrated into budgeting and capital planning processes. How would you describe how integrated resilience solutions are in the community?(Required)
Systems thinking is often used to identify and implement solutions, including innovative and transformative solutions and financing models. How well does the community consider the interdependence of systems when they designed resilience solutions?(Required)
Efforts to measure resilience efforts should be robust and outcome-based. How would you describe the way the community measures its progress in resilience efforts?(Required)
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Scores can range from 9-36

Steps to Resilience Progress Tracking

Date of assessment(Required)

The Steps to Resilience framework outlines the collaborative process of team building, data gathering, and decision making that enables local climate champions and community members to improve their resilience to climate impacts while integrating with broader risk reduction and adaptation efforts. The steps are:

  • Step 1. Understand exposure – community is looking at climate data to identify the hazards that could harm their assets and evaluating the potential impacts of those hazards.
  • Step 2. Assess vulnerability and risk – community is plotting the likelihood of a climate hazard occurring against the potential magnitude of losses.
  • Step 3. Investigate options – community is brainstorming a list of possible actions with their community and checking what others have done to address the climate vulnerabilities they face.
  • Step 4. Prioritize and Plan – community is evaluating the costs, benefits, and their capacity to implement the solutions they identified. As well as, ranking the expected value of implementing each action, and integrating the highest-value actions into a step-by-step plan.
  • Step 5. Take Action – community is implementing the plan that was created.

Annual Community Assessment

Getting ready to launch the first Climate Innovation Center

Over the past 6 months our team has been helping plan for the launch of the Georgia Climate Innovation Center (CIC), the first CIC in the nation. Georgia Conservancy is the Convening Organization, leading the preparation work for the CIC. Their team has done an excellent job performing the first round of a statewide gap analysis to understand which climate resilience services are currently functioning in the state. Initial research found 194 different organizations and groups working on climate related issues, covering the broad range of adaptation,
greenhouse gas mitigation and equity programs and efforts. They also conducted phone interviews with 25 key leaders to gain more insights.

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Navigators deployed to help at risk communities build climate resilience in four states

From the April 2024 Cornerstone Newsletter

The first few months of 2024 have been busy! Our Southeast Navigators have fanned out across Georgia, North Carolina, South Carolina, and Florida to help at-risk communities build climate resilience. It’s a sight to behold. 

In this time of unprecedented federal investment in disadvantaged communities, the landscape of technical support, funding, and capacity building assistance is a hot mess. New programs are coming online almost daily and leaders in at-risk communities simply do not have the time to work their way through the maze to find the help they so desperately need.

At the same time we are being approached by many organizations asking for help finding communities that are well suited to their programs. This is surprising, but also not surprising. These organizations have great programs, but have trouble connecting with the communities that could benefit from their help the most. It is a common refrain we hear from our resilience partners.

Enter our Navigators.

Their job in the Southeast is to help communities that have received the 72 Community Disaster Resilience Zone designations across the four states build resilience. They find out from the community what it is trying to do and then journey into the maze of resources to help local leaders find and take advantage of the programs that can help them. Communities lead the way and our Navigators help them get where they need to go.

Early reports from the communities our Navigators are helping are promising. So promising, in fact, that we are working to expand the Navigator Network nationwide. More on that soon.

Helene Wetherington

Helene Wetherington

Helene has 30 years of experience building disaster resilience in local and state governmental leadership positions within the State of Florida.  She has also served as a consultant to a range of local, state, and federal public sector clients and internationally as an advisor in the Caribbean. Her professional career has focused on building community capacity and resilience through whole community preparedness and long-term redevelopment in over twenty federally declared disasters. She holds Master’s Degrees from Florida State University (MSP) and Florida Atlantic University (MPA) and has received executive leadership training from Harvard’s John F. Kennedy School of Government.  She is certified by the International Association of Emergency Managers, served on numerous professional boards, academic advisory council for FAU, and speaker within a range of venues.

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