A complex situation
requires a simple approach
Cities & Infrastructure
Climate change has been called the existential threat of our time. 2020 brought us a global pandemic; and in the U.S., we saw social justice demonstrated on the streets of our cities and at the divisions in our voting booths.
How do you tackle such complex and daunting matters? Will dread paralyze us into inaction? Resilience is definitely not a “quick fix,” but when done correctly, can create a framework that helps us navigate a constantly changing set of influences — even those outside our control. The key is to focus, to connect the right things (and people) and have a flexible plan that can pivot when things unexpectedly change — especially when governments must plan to safeguard communities and infrastructure against unexpected events.
Transforming Challenges into Action
So how can we break these challenges into more manageable pieces so that we can transform them into action? I say let’s start to simplify. I’d like to share three tips that I have learned from working in this area for almost three decades.
1. Bring people together.
We create solutions when people with different viewpoints and experiences come together to collaborate on complex issues. When I was an assistant county and city manager and chief resilience officer, I loved managing a diverse group of issues and staff; my liberal arts background gave me a solid foundation to think critically, ask questions and communicate effectively. Organizations (and government departments) are often “siloed” and compartmentalized, making it easy to stay in your cubicle rather than walk across the hall to ask for help. You may have talented people, but if they get stuck in groupthink in their own silos, it’s hard to achieve the necessary innovation, creativity and courageous action.
Every planning process I’ve managed starts with handpicking a diverse team, both in training and experience. For Miami Dade County’s first sustainability plan (GreenPrint), I created a core team of scientists, engineers, urban planners, strategic planners, communicators and budget analysts — a perfect interdisciplinary match of subject matter experts and pragmatic generalists.
This was my version of the 1981 collision ad for Reese’s Peanut Butter Cups — good on their own, but way better together!
2. Keep your eye on the horizon.
(With one qualifier — make sure your actions can be implemented in a 1-year budget cycle, a 4-year election cycle or whatever influential constraint you might have).
You know those greenhouse gas curves and sea-level rise projections that dramatically increase in future scenarios? Do those images scare or motivate you? Early in my resilience journey, I met the best and brightest engineers and scientists armed with data, maps and charts. Time and time again, I would see the disconnect when information was shared with non-technical people. You ask, what exactly can I do in 2010 with year 2100 information? The answer?
- By creating a 5-year plan, you can start small even as you think big.
- You can weave together many manageable programs and start to make a difference.
- You can plan, act, measure, adjust and repeat.
3. The process is as important as the result.
While we are searching for resilience solutions, the journey itself can offer insight if you are willing to open your eyes and mind to potential answers along the way. Building resilience requires patience, introspection and faith in the iterative process. Back in 2016, Miami Beach, along with the City of Miami and Miami Dade County, joined the Rockefeller Foundation’s 100 Resilient Cities Network. As chief resilience officer for Miami Beach, I was one of three architects in a 3-year, intergovernmental collaboration that resulted in Resilient 305, which involved countless hours engaging with stakeholders and subject matter experts. Our patience was tried, but the result was a communitywide plan embraced by all — one that is now being implemented. A critical element throughout the process was creating trust — identifying allies and finding partners for implementation. •
The fabulous team I worked with in a mock robust recovery exercise focusing on immediate and long-term recovery.
Why these 3 tips work
These three tips have guided my approach to finding solutions for many years. I’ve always surrounded myself with talented scientists, engineers and planners, bringing them together to develop plans and policies that make communities stronger and resilient. I came to Jacobs because this company understands and values interdisciplinary teamwork and problem solving. Now I work with communities evaluating their own vulnerabilities, shocks and stresses and help them create a customized resilience strategy (whether that’s for climate change, pandemics or broader social issues). I’m excited to be part of a solutions-oriented and technology-oriented innovator that is, indeed, challenging today and reinventing tomorrow.