Strategy Resilient Rotterdam PDF

ROTTERDAM
RESILIENCE STRATEGY.
READY FOR THE CONSULTATION
21ST CENTURY DOCUMENT
ROTTERDAM
RESILIENCE STRATEGY.
READY FOR THE CONSULTATION
21ST CENTURY DOCUMENT
CONTENTS.
INTRODUCTION. RESILIENCE LAB: ACTIONS.
LETTER FROM MAYOR ABOUTALEB 06 HIERARCHY
LETTER FROM MICHAEL BERKOWITZ 08 1. ROTTERDAM: A BALANCED SOCIETY 52
LETTER FROM ARNOUD MOLENAAR 09 2. WORLD PORT CITY BUILT ON CLEAN AND RELIABLE ENERGY 64
3. ROTTERDAM CYBER PORT CITY 72
4. CLIMATE ADAPTIVE ROTTERDAM TO A NEW LEVEL 76
5. INFRASTRUCTURE READY FOR THE 21ST CENTURY 84
WHAT IS RESILIENCE. 6. ROTTERDAM NETWORKCITY 92
7. ANCHORING RESILIENCE IN THE CITY 100
RESILIENCE IS IN OUR DNA! 12
RESILIENCE IS MORE THAN CLIMATE ADAPTATION 14 FACTSHEET RESILIENCE STRATEGY 116
100 RESILIENT CITIES 16 ACKNOWLEDGEMENTS 117
MORE THAN ROBUSTNESS 18
THE CITY RESILIENCE FRAMEWORK 20
SEVEN QUALITIES OF RESILIENCE 22
VISION.
ROTTERDAM RESILIENT CITY 26
THE STORY OF THE CITY 28
OUR RESILIENCE GOALS.

1. ROTTERDAM: A BALANCED SOCIETY 32
2. WORLD PORT CITY BUILT ON CLEAN AND RELIABLE ENERGY 34
3. ROTTERDAM CYBER PORT CITY 36
4. CLIMATE ADAPTIVE ROTTERDAM TO A NEW LEVEL 38
5. INFRASTRUCTURE READY FOR THE 21ST CENTURY 40
6. ROTTERDAM NETWORKCITY 42
7. ANCHORING RESILIENCE IN THE CITY 44
MOVING TO IMPLEMENTATION 46
04 ROTTERDAM RESILIENCE STRATEGY 05

INTRODUCTION.
LETTER FROM
MAYOR ABOUTALEB
Rotterdam is a city to be proud of – and I am extremely invitation with conviction. Rotterdam has always shown
proud of Rotterdam! The tiny settlement of ‘Rotta’ at the resilience, but innovative cities remain successful by being
Rotte river bank has, over the course of centuries, grown future–driven, rather than coasting on past successes.
into the major city of today. Rotterdam has its citizens The people of Rotterdam are the key to the resiliency of
to thank for that, from the early settlers to the current their city. Their agility and resilience are crucial when
residents. The people of Rotterdam utilized the city’s disaster strikes. The memories of Paris and Brussels are
location and its potential to the fullest, turning the water still fresh. Continuing work on an inclusive Rotterdam
of the Rotterdam delta from its biggest threat into its society will further increase its resilience and provide
greatest opportunity. They seized opportunities presented balance. Developments in technology and society
by trade and fishery. They embraced plans by visionaries continue to challenge our resilience as well. The
such as Pieter Caland, whose ‘Nieuwe Waterweg’ (New knowledge and skills necessary to deal with these new
Waterway) established the city’s direct connection to the challenges are essential in order to keep moving ahead.
North Sea. The urgency of resilience is displayed in many areas.
An example that stresses the urgency, in my opinion, is
Rotterdam’s history is marked by its residents’ resilience. the growth, interconnectivity of and dependencies on
Challenges were overcome, in water management, ICT systems. This calls for ‘cyber resilience’: the ability
trade, fighting cholera epidemics, and in literally re– of Rotterdam’s city and port area to keep functioning,
constructing the city after a devastating bombardment at despite disruptions that will surely occur.
the start of the Second World War left much of the city
in ruins. Rotterdam has always faced difficult situations I am very proud to present to you Rotterdam’s resilience
by looking to the future and finding opportunities for city strategy. This is only the beginning, not a blueprint. “THE CITIZENS OF
improvement; ‘stronger through struggle’ is our motto.
In May 2013 I met Judith Rodin, the Rockefeller
The strategy provides a new way of thinking, with new
insights on how to further expand Rotterdam’s robustness,
ROTTERDAM ARE
Foundation’s CEO, in New York City. The great flexibility and inclusivity. THE KEY TO OUR
importance of resilience, in relation to the economic
structure and livability of cities was recognized by I invite you to view your daily activities and your passions
RESILIENT CITY.”
her organization. Global developments, such as through the ‘resilience lens’ this strategy offers. How do
urbanization, climate change and the increasing your activities contribute to Rotterdam’s resilience? Share
complexity of urban society tell us we must look ahead your views and experiences with us as city officials, with
and be prepared. The 100 Resilient Cities initiative was your colleagues and your fellow–citizens. For only by
born. joining forces, can we make our city even stronger and
more beautiful.
She encouraged me to join the cities at the forefront,
exploring the meaning of resilience for Rotterdam, and
discovering the ways in which we can continue to build AHMED ABOUTALEB
on our historical accomplishments. I embraced the MAYOR OF ROTTERDAM

INTRODUCTION.
LETTER FROM LETTER FROM

MICHAEL BERKOWITZ ARNOUD MOLENAAR
The release of Rotterdam’s first–ever comprehensive climate, technological, and socio–economic risks that can Very few ‘Rotterdammers’ (citizens of Rotterdam) know,
Resilience Strategy is an evolutionary step forward for achieve a resilience dividend for the city. but Rotterdam is world–renowned for its adaptation
a city with a rich history of innovation and leadership. to climate change. International delegations visit the
From its recovery after the destruction of World War II, Rotterdam has moved well beyond climate adaptation city every week, to see for themselves how we handle
to its globally recognized work on climate adaptation expertise to be at the cutting–edge of resilience topics management of dykes and levees, water management,
and water management, Rotterdam has time and again such as building cyber resilience, and upgrading the rain and use of ground– and drinking water. Their tours
shown that it never shies away from confronting the most landmark Peperklip Building. Specifically, renovations include visits to our water squares, underground parking
pressing challenges of the day head–on. The release of such as the Peperklip’s should provide an opportunity to garages with a built–in water storage facilities and a
this strategy builds on this storied legacy. establish a link between the municipality of Rotterdam, rowing course that doubles as a water buffer, combining
to jobs and social cohesion programs for its residents. sports, recreation and water management. They may
Through this strategy, Rotterdam is taking an honest and If completed under current plans, the project has the also stop to look at multifunctional dykes, experimental
proactive view of its resilience challenges and opportunities, potential to house one of Europe’s largest roof gardens. floating constructions or the internet system that allows us
while laying the groundwork for important work ahead. It to monitor the entire city’s groundwater levels.
recognizes that Rotterdam must become resilient not just by Of course, none of this could have been possible without Rotterdam’s leading position in climate adaptation
fortifying its defences to a changing climate and rising seas, the strong support and vision of Mayor Aboutaleb. As one helped local businesses to receive millions of dollars in
but also by building a more cohesive and inclusive society. of the first members of 100 Resilient Cities – Pioneered by commissions in the aftermath of the disastrous hurricanes
This is especially evident in the strategy’s cross–cutting the Rockefeller Foundation, Mayor Aboutaleb established Katrina in New Orleans and Sandy in New York.
initiatives, which focus on finding multi–benefit solutions to Rotterdam as a leader in our global network early in our Rotterdam may proudly state: we make cities climate
engagement. His keen interest in our partnership catalyzed proof.
the energy and political will necessary to turn Rotterdam’s
challenges into opportunities. A special thanks should also The climate change adaptation program we have been
be extended to Rotterdam’s CRO, Arnoud Molenaar, who working on for more than a decade, is a good example
hosted 100 Resilient Cities’ first ever Network Exchange of how to sustainably handle risks and threats. Of course,
and led an extensive process of research, analysis, and we have a long history of Dutch craftsmanship to build
stakeholder engagement over the past few years that upon. Our approach is to keep threats at bay, even using
resulted in the fantastic work we see today. them to Rotterdam’s advantage, increasing quality of life
in our city and efficiency in our port. We do so because
Though this strategy represents the end of the strategic it is essential that the continuity of our city is preserved. “ROTTERDAM IS AN
planning process in Rotterdam, it is only the beginning
of the exciting work to come in the months and years
Our efforts on climate change adaptation were a
reason for the Rockefeller Foundation to invite us to join
INNOVATIVE CITY
ahead. And 100 Resilient Cities’ partnership with the City their resilience challenge, so that we could share our THAT IS PREPARED
of Rotterdam is also just beginning. It is now that we can
collectively begin implementing the actions and initiatives
experiences, expand our horizons and learn from other
cities – on climate change, and all the other challenges
FOR THE FUTURE.”
contained in the following pages, which will positively facing cities today.
impact the lives of all of those who call Rotterdam home.
From its willingness to engage with world–class service This document is Rotterdam’s first Resilience Strategy.
providers through the 100 Resilient Cities platform Our primary goal is to make resilience–thinking common
of partners like Microsoft, to its ability to export best practice in our city and part of our DNA. We do so
practices across the globe, Rotterdam is well positioned for you and with you. Six themes and a wide range of forward to contribute to – and benefitting from – the 100
to continue leading the global urban resilience revolution. inspiring initiatives, both new and operational, will help Resilient Cities network in the forthcoming years. And as
We at 100 Resilient Cities could not be more pleased to increase our city’s resilience. Chief Resilience Office (CRO) I am very much looking
be a partner in these efforts. forward to continuing the exchange on key resilience
100 Resilient Cities helped us in our journey to develop topics with my fellow CRO’s within the network.
BEST REGARDS, this Resilience Strategy and we are very grateful for this
MICHAEL BERKOWITZ support. Participation in the 100 Resilient Cities Network
PRESIDENT, 100 RESILIENT CITIES — PIONEERED BY has further strengthened and expanded Rotterdam’s ARNOUD MOLENAAR
THE ROCKEFELLER FOUNDATION image as a well–prepared, innovative delta city. We look CHIEF RESILIENCE OFFICER, ROTTERDAM

WHAT IS
RESILIENCE.

WHAT IS RESILIENCE.
RESILIENCE IS IN
OUR DNA! From the laying of the first foundations of the city, the
spirit of resilience has been engrained in our psyche.
Instead of fighting the water, we used it to our advantage,
creating land, establishing a new waterway (Nieuwe
“RESILIENCE DOESN’T NEED TO BE EXPLAINED TO Waterweg) and promoting our city and World–class port
THE PEOPLE OF ROTTERDAM. OUR PEOPLE ARE as the main gateway to Europe. Our city and our people
have – throughout history – overcome numerous shocks
WELL KNOWN FOR THEIR VISION, STRENGTH, and stresses. We have adopted the city motto “Stronger
through struggle” (“Sterker door strijd”) – this was added
COURAGE AND PERSISTENCE. IT IS WHAT MAKES to our coat of arms to remember the courage and the
US ROTTERDAMMERS!” strength shown by the people of Rotterdam through

World War II. Our city centre was destroyed during
World War II, but we have recovered, and in 2015 our
city was voted the best city centre in the Netherlands.
Rotterdam is now a thriving cosmopolitan city, with a
wealth of cultures and ethnicities. Our citizens are among
the happiest in the Netherlands. It is well known for its
modern architecture and has a vibrant cultural scene
with an eclectic variety of shops, attractions, festivals,
restaurants and parks. It is home to Europe’s largest and
one of the top ten most important ports in the world and
from this naval and industrial heritage it is now emerging
as an exciting and dynamic entrepreneurial hub. It is
well served by top quality internationally renowned
knowledge institutions and universities which help to
ensure we have a highly skilled and agile workforce.
But as we reflect on our past, we also foresee new
risks and challenges in the future from, for example;
digitization, climate change, the new economy and
globalization. We know that we cannot become
complacent and that these challenges need to be faced.
We have a reputation for designing and engineering
robust systems but we acknowledge that future risks might
call for a different response – more flexibility and greater
inclusiveness – perhaps different governance and funding
approaches. Ensuring Rotterdam’s ongoing resilience will
be a challenge, but it’s one we are ready for. We know
that the technological and societal changes of the 21st
century will present new risks and opportunities but we
want to fight for a sustainable, safe, united and healthy
future for our city.
“READY FOR THE

21ST CENTURY”
WHAT IS RESILIENCE.
RESILIENCE IS MORE
THAN CLIMATE
ADAPTATION.
Cities and urban environments are becoming adequately respond to these sometime unpredictable
increasingly more diverse, dynamic, connected and as changes – to recover quickly and to bounce back to
such can be unpredictable. Resilient cities have in place become stronger than before. Rotterdam, as a Delta
the governance, social and financial infrastructure to city, contains a vast and successful port and industrial
complex, is home to a diverse and growing population
and is situated in one of the most open economies in
the world. It is therefore exposed to – and needs to be
INCREASING DYNAMICS IN
ready to respond to – a number of important global,
URBAN ENVIRONMENTS regional and local transitions.
Cities are the point of convergence for many disruptive

developments. In the last 10 years Rotterdam has won international
acclaim for its work on climate adaptation. Our water
squares, underground car parks with huge rain retention
Average lifespan of companies in the S&P
Index
Technology changes faster than companies
basins, multifunctional dykes and floating constructions
60
are often profiled in international press and in the
Technology
aftermath of Hurricane Katrina in New Orleans and
Companies Hurricane Sandy in New York this experience has
15
attracted millions of dollars of revenue for Rotterdam
Time
1969
Average lifespan of companies is decreasing
2015
Technology changes exponentionally; companies change logarithmically
based companies. Our companies have a strong
Rich and poor Open Economy reputation for helping to climate proof cities!
WRR
Index 2000 = 100
EU areas
EU, non-Euro areas
We’re proud of our track record on managing water

The
non-EU
Netherlands
CBS Germany
UK and climate risks but we recognize this is only one of the
US
stresses that our city is facing. Over the last two years,
2000 2012
The Netherlands has a very open economy, with Rotterdam being even
more open; it is quickly exposed to global changes with the support of 100 Resilient Cities – Pioneered by
Power unequal in Netherlands is growing : the richest 2 percent owns a
third of all assets in Netherlands Climate change: 1990 to 2100 the Rockefeller Foundation, we have expanded our view
+85cm +24%
Energy Transition +35cm +8%

of what city resilience means. We have begun to think
XXX
of resilience in a much more holistic way, considering a

Forecast Forecast Hydro Winter wet periods: 10-day
XXX Nuclear Sea level at Dutch
precipitation events every
XXX Solar Coastline
Wind 10 years
XXX XXX
XXX XX
Geothermal??
+5.1°c
Rhine river discharge broader range of shocks and stresses.
average winter: +12% to 27%
XXX XXX
XXX XXX
Oil
Gas
+1.8°c
average summer: -41% to +1% 68 actions that we will work to take forward in the
“CITIES THAT HAVE

Yearly average extreme high: 4 to 40 x more
XXX XXX Coal
In developing our resilience strategy we’ve used the coming years. We would like to thank 100 Resilient
temperature
+30%
+6%
20XX 20XX 20XX 20XX 20XX 20XX
methodology and many of the tools developed by 100 Cities and all the contributors and supporters that have
CONSIDERED THEIR
+7%
+5%
The energy transition is already happening: global investments in sustain-
Resilient Cities, we’ve engaged with hundreds of local helped us to develop this document – Rotterdam’s first
Dry period: Potential
able energy since 2014 now exceeds that in fossil energy Annual Rainfall
evaporation
RESILIENCE IN A
Climate change causes structural stress in Netherlands
stakeholders, spoken to international specialists, held official Resilience Strategy. This is only the start; we still
Employment Increasing air flow scheme?
workshops, conducted research and worked hard to have a lot of work and further exploration to do, and
HOLISTIC WAY WILL BE
Low
Average Number of people under the
High protection of UNHCR Evolution of the popula-
tion under the protection
zero in on the areas that we believe require the most we will need the engagement and collaboration from
BETTER PREPARED FOR

of UNHCR
attention to take Rotterdam’s resilience to the next level. numerous city stakeholders to deliver on this vision.
We’ve articulated our resilience challenge, developed
THE FUTURE.”
Evolution of the
world population
a single integrated vision for a Resilient Rotterdam in

UK Portugal The Netherlands Time
Technology has the greatest negative impact on middle groups, undermin- Global dynamics leads to ever greater numbers of refugees, which also 2030, defined seven resilience goals and determined
ing social stability leads to increased tensions between cultures

WHAT IS RESILIENCE.
100 in the 100 Resilient Cities programme has helped to

strengthen our growing reputation as a hub for clean
Rotterdam has recently signed the 100 Resilient Cities
10% pledge; committing 10% of the municipality annual
RESILIENT
tech and as a city taking action on climate change and budget towards spending on resilience projects and
has allowed us to cement important partnerships within initiatives. This commitment means we are eligible for up
the city and internationally. It has also supported us in to $5 million (additional) in platform resources through
helping to promote and export the skills and services of our association with 100 Resilient Cities. We will draw on
CITIES.
some of our local private sector partners (e.g. private this support to support implementation of strategy.
sector companies such as Deltares, Arcadis and TNO are
now active in Denmark, India and the US).
100 Resilient Cities – Pioneered by the Rockefeller

Foundation 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. 100 Resilient Cities supports the adoption and
incorporation of a view of resilience that includes not just
the shocks (i.e. earthquakes, fires, floods) but also the
stresses that weaken the fabric of a city on a day to day
or cyclical basis. www.100resilientcities.org.
The programme was established in honour of

Rockefeller’s 100th anniversary; it will ultimately involve
100 cities globally and had initial funding of $100
million although the level of funding support has grown
since the programme was launched.
Rotterdam, like other cities in the network, has received

support from 100 Resilient Cities in a range or ways, as
follows;
• Financial and logistical support to the position of a
Chief Resilience Officer (CRO)
• Expertise in guiding the process to develop a robust
resilience strategy – Rotterdam has benefitted from
input from AECOM as a 100 Resilient Cities strategy
partner, as well as advice and guidance from 100
Resilient Cities staff and other network cities
• Access to solutions, service providers and public
and private partners and NGOs – Rotterdam has
had additional support from Microsoft, TNO and
Drift
• Membership of a network of world cities for
knowledge exchange and learning – as an example
Rotterdam hosted a successful network exchange in
2015 attended by around twenty other CRO’s.
We are proud to have been one of the front running

cities in the 100 Resilient Cities network and are pleased
with the interactions we’ve already experienced through
the network. Already it has been a catalyst for our
participation in new resilience projects and has helped
to enhance our city brand and identity. Our participation

WHAT IS RESILIENCE.
MORE THAN
ROBUSTNESS.
The 100 Resilient Cities programme defines urban and supporting tools. The City Resilience Framework METHODOLOGY: THE CITY RESILIENCE FRAMEWORK
resilience as: “The capacity of individuals, communities, (CRF) helped us to identify the relevant domains of city
institutions, businesses, and systems within a city to resilience. Our stage 2 diagnostic tasks helped us to
survive, adapt, and grow no matter what kinds of chronic identify the key shocks and stresses (and transitions) that City Resilience Framework (figure A). Resilience status perception (figure B).
stresses and acute shocks they experience”. Rotterdam may face in the future and the resilience and
In developing our resilience strategy we drew heavily reality lenses, together with the seven resilience qualities Fos
ters
long-t
erm
anning
Meet
basic n
s
Fos
ters
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ed pl eed ed pla need
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on the 100 Resilient Cities established methodology helped us to develop and refine our action list. oa
d & i
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SEVEN QUALITIES OF RESILIENCE
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RESOURCEFUL
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recognizing alternative ways to use resources

Area of strength
General inventory of actions contributing to resilience
(figure C). Doing well, but can improve
ROBUST ters
long-t
erm Meet
s
Need to do better
Fos nning basic
well–conceived, constructed, and managed systems grat
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anam
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Promotes
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12 most important aspects of the city as a system, as shown in the
s
City Resilience Framework wheel (fig A). A first rough inventory of
FLEXIBLE actions and programs contributing to these aspects showed us the
c o m m unic
e&
i ti e s
P r o v id e
ohe siv
richness of initiatives in Rotterdam contributing to resilience (fig B).
m m un
willingness and ability to adopt alternative strategies in response to changing circumstances ati o n
Yet, this does not match the professional’s perception on the state
te s c
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e
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“ROTTERDAM IS
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ROBUST: WE CAN
d ma
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ts prosp
INTEGRATED
bring together a range of distinct systems and institutions
Actions’ primary impact
HANDLE ADVERSITY.”
Actions’ secondary impact

WHAT IS RESILIENCE.
ROTTERDAM:
‘SELFIES’
We were clear from the beginning that our resilience ROTTERDAM TOMORROW
strategy should both reflect on the past and establish We must also have a vision for Rotterdam in the future, for
a vision for the future that is relevant across a range of a resilient city. This needs to be understood by a range
spatial scales – local, district and citywide. We have taken of stakeholders. Our visions and goals – set out later in
three ‘selfies’ of the city to support this. this document – begin to paint a picture for a Resilient
Rotterdam. Our identified projects and initiatives support
ROTTERDAM THEN and build on this picture. The selfie we envisage for 2030!
From humble beginnings as a small fishing village we
have developed into a 21st Century World Port City. We
have overcome all types of crises and change having
experienced flooding, wars and welcoming our many
new residents from all over the world – we are now a city
with 170 nationalities. We’ve learned by reflecting on
our past that our people can pull together to overcome
challenges by creating and planning robust systems and ROTTERDAM 12TH –21ST CENTURY ROTTERDAM 21ST CENTURY ROTTERDAM 2030?
organizations, and that we have a generally inclusive
society.
ROTTERDAM NOW
We are now at a moment in time where we have come
together to consider – in a holistic way – some of the
challenges and transitions we will face in the future and
to agree between ourselves on a suite of actions that can
enhance our city resilience going forward. We foresee a
number of transitions on the horizon, these include:
• A changing economy driven more by sharing and
technological innovation (“Next Economy”),
• A different climate resulting from predicted climate
change
• Changes in society and democracy driven by a
move away from top–down hierarchy, to a more
bottom up approach with much greater levels of
community and citizen involvement.
We recognise that we don’t know everything – there will

be other unknown transitions and we have to be prepared
for these.

WHAT IS RESILIENCE.
OUR RESILIENCE
CHALLENGES.
We believe we have a strong track record on resilience,
but we want to build on this platform and take our city
resilience to the next level. Our challenge is to respond
to a number of transitions happening in parallel that are
potentially disruptive if not dealt with properly and to
work hard to realize policies and actions that provide
benefits in each – or many – of these areas.
Using the 100 Resilient Cities methodology we defined
six focus areas which represent our main resilience
challenges. These are:
1. Social cohesion and education
2. Energy transition
3. Climate adaptation
4. Cyber use and security
5. Critical infrastructure
6. Changing urban governance
Based on our discoveries when focusing on these

challenge areas we were able to develop a vision for
a resilient Rotterdam together with a range of actions
and initiatives aimed at specifically responding to the
challenges identified. Our actions or initiatives are
often cross cutting and address a number or all of the
challenge areas.
“MOVING FROM
ROBUST TO
RESILIENT.”

VISION.
IN 2030 ROTTERDAM
WILL BE A CITY WHERE:
• strong citizens respect each other and are
continuously developing themselves
• the energy infrastructure provides for an efficient
and sustainable energy supply in port and city
• climate adaptation has penetrated into mainstream
of city operations and water has added value for the
city and our watermanagement system is cyberproof
• the underground is being used in such a way that it
supports the growth and development of the city
• we have embraced digitization without making us
dependant, and we have ensured a best practice
level of cyber security
• self organization in the city gets enough room and a
flexible local government supports if really needed
• resilience is part of our daily thinking and acting.

VISION.
ROTTERDAM “TYPICAL FOR

ROTTERDAM:
RESILIENT CITY. MAKE IT HAPPEN!”
and facilitating connection between people and the

establishment of resilience networks.
In order to realize the vision we have established 7

resilience goals:
1. Rotterdam: a balanced society
2. World Port City built on clean and reliable energy
3. Rotterdam Cyber Port City
4. Climate Adaptive city to a new level
5. Infrastructure ready for the 21st century
6. Rotterdam network – Truly our city
Rotterdam will work to embed resilience thinking into all are now celebrating the city centre, 75 years after it was The 21st century will see significant city growth for 7. Anchoring resilience in the city
of our city planning and delivery functions. We want to destroyed in World War II. Safety has improved and Rotterdam. We have a track record of dealing with
build on our heritage and past successes to take our city Rotterdammers are amongst the happiest people in the challenges, and have proven on numerous occasions that Each goal is accompanied by fly wheel actions and
resilience to the next level. Robust is no longer enough, Netherlands. The successful organisation of our country we can overcome crisis and profit from new opportunities additional actions. Fly wheel actions are our bigger actions
we want to become more flexible and engage community and city has brought us relative prosperity and a pleasant offered by adapting to a changing environment and which will make big leaps towards Rotterdam reaching a
groups and other partners to work together to explore the and safe place to live. context. Often these challenges have served to make us citywide state of resilience, while the additional actions
synergies between our areas of work and to deliver co– more robust and efficient. We are certain that in the future contribute with lesser impact. Our resilience thinking has
benefits. We want the whole city to join in! Our strength is built on robustness, planning and control, we will also need to become more flexible – seeking resulted in the identification of many new actions, as
but we foresee a number of new transitions and challenges greater participation from citizens and stakeholders. well as where appropriate, framing ongoing projects or
Rotterdam is thriving again. After dominating lists of poor and will have to stay alert and be prepared to build By working together, we can harness the energy that initiatives to deliver a resilience dividend.
performance for long time, progress is being made. We capacity to adapt to these changes. exists in our society to let ideas grow, giving space

VISION.
THE STORY
OF THE CITY.
The resilience strategy is not meant as a blueprint or end We have developed our own Resilience Compass,
product, but as a starting point to show: intended as a point of reference to help us to frame
• which activities, projects and programs already our actions and to guide the transition from a robust
contribute to resilience; present towards a resilient future. Moving from a robust
• how we can connect and enhance the existing Rotterdam our actions need to respond to one or more
instruments and initiatives; resilience themes (see City Resilience Framework), they
• how new activities can enhance city resilience. must deliver a resilience dividend, set a clear goal and
involve key stakeholders, including potential partners,
Resilience thinking is being incorporated in the funders and agencies. Our strategy articulates flywheel
policymaking and initiatives across all domains of city actions (i.e. the headline actions) and additional
government, including across social, physical and supporting actions. Some of the resilience actions seek
economic programmes. These elements come together in to build on and enhance existing projects and initiatives,
“The Story of the City”. The resilience strategy and “The others are new.
Story of the City” are complementary. The latter sets out
the kind of city we want Rotterdam to be, the Resilience
Strategy shows how we can achieve this in a resilient way.
RESILIENCE COMPASS
21st
RESILIENT
CENTURY
PEPERCLIP
SKILLS
HEEL ACTIONS
FLYW
ENT ROTTERDA
SILI M
RE
KEHOLDERS
STA
IENCE GOALS
SIL
RE
IENCE LEN
SIL S
RE
ENV
Y I
M
WATER
RO
O
ECON
NMENT
ROBUST SENSITIVE
‘DELTAPLAN’
R’DAM ROTTERDAM
CYBER
RE S O CIAL
SIL S
RE IENCE LEN
SIL
IENC S
E GOAL
STA
KEHOLDERS
RE
SILI M
ENT ROTTERDA
FLYW S
HEEL ACTION
RESILIENT REIP
DELFSHAVEN

OUR RESILIENCE
GOALS.
ROTTERDAM AIMS TO BECOME A CITY 1. Rotterdam: A balanced society
IN WHICH RESILIENCE THINKING HAS
BEEN ANCHORED IN DAILY LIFE, AS 2. World port city built on clean and reliable energy
WELL AS IN THE ACTIONS TAKEN BY
COMPANIES, INSTITUTIONS, GOVER- 3. Rotterdam Cyber Port City
NMENT AND CITIZENS. SPECIFICALLY
WE ARE WORKING TOWARDS THE 4. Climate resilient Rotterdam to the next level
FOLLOWING GOALS:
5. Infrastructure ready for the 21st century
6. Rotterdam Networkcity – truly our city
7. Anchoring resilience in the city

RESILIENCE GOALS.
GOAL 1:
ROTTERDAM: A BALANCED SOCIETY
“Skilled and healthy WE–SOCIETY

Global and local trends or sudden events can
citizens in a balanced “unbalance” the Rotterdam society. For example the
society” growth of migration which causes a greater diversity

of norms and values. Also the crises beyond the
Netherlands and Europe (wars and terrorist attacks) are
of concern for the people of Rotterdam, with the attacks
We seek to build and strengthen resilience at in Paris and Brussels still fresh in our minds we are
the individual and the societal level. Knowledge, endeavouring to prevent these tensions from disrupting
skills, education, health and wellbeing and mutual our lives and the city. Recently all national and regional
understanding and respect are central pillars of a response and action planning has been reviewed and
balanced society. We will support and enhance a updated. It is crucial that the city invests in monitoring
number of ongoing processes and initiatives to support tensions in society and in social cohesion and resilience.
the resilience of Rotterdam’s citizens and society working The program WE–Society builds openness and mutual
alongside the existing Social Perspectives program understanding (nothing to be unspoken) between people 21ST CENTURY SKILLS
(Foresight Social). and is essential for maintaining the connections between
different groups of people in Rotterdam. We will support
and work to enhance and develop this programme to
21ST CENTURY SKILLS deliver positive resilience outcomes. cal Crea
Criti ng think tive
At the individual level, we need to provide learning h i n k i ing
t
skills and suitable education for life and work in the 21st
Pr olvi
STRONG SHOULDERS
ob ng
gu lf
tio
s
re Se
century, including leadership skills. We want our young
lem
la
people to be ready to work in the ‘Next Economy’, to The program Strong Shoulders, reinforced by measures
Computa g
contribute and benefit from the digital revolution and to from the Woonvisie (vision for housing and living), is
ills
Social &
cultural sk
thinkin
take ownership of their own future and responsibility for working to support a balanced population demographic
fellow citizens and their communities in Rotterdam and specifically to attract highly educated
tional
people to the city. The resilience programme will support
this initiative.
skil ative
Co tion
HEALTH
llab
ls
rm
ora
Info
We will focus on the health of the individual citizen,
-
implementing a suite of tools and actions focused on Co

mm IT
specific groups and problems. Before summer 2016 tio unic sic
n a Ba kills
we will launch our policy document focused on Public - Media s
wisdom
Health.

RESILIENCE GOALS.
GOAL 2:
WORLD PORT CITY BUILT ON CLEAN AND
RELIABLE ENERGY
“Towards a flexible Rotterdam wants to be the front runner in the clean

energy transition and support recent political agreements
energy infrastructure through COP21 in Paris. The appetite for and evolution
for an efficient and of sustainable energy technologies will have a great

influence on the city and the port of Rotterdam. We are
sustainable energy striving for a diversification of energy sources and to
mix in Port and City.” make the urban energy infrastructure more flexible, in
order to successfully deliver this clean energy. Delivering
this transition is a large and complex task, but it provides
the opportunity for Rotterdam to strengthen its economy
and reputation. The current and planned activities of the
port of Rotterdam (Bioport), the roadmap Next Economy

for ‘a zero carbon’ future (Smart Energy Delta) and
the measures of the Rotterdam’s sustainability program
focused on renewable energy and energy conservation
support this agenda. New actions are underway to
underline the urgency of this transition. The Rotterdam
energy infrastructure plan will give direction to the
strategy for energy diversification at a district level, each
with a roadmap for implementation. The port–industrial
cluster will make and carry out an action plan in a joint
effort with industries, government and the Rotterdam Port
Authority. The Rotterdam sustainability program will be
reinforced with new actions as follow up from COP21.
Annual potential for
solar energy on rooftops
in KWh per m2
70 – 350
351 – 500
501 – 750
751 – 1000
1001 – 1570

RESILIENCE GOALS.
CYBER INCIDENTS BY TYPE
GOAL 3: Phishing
ROTTERDAM CYBER PORT CITY

Information Leakage
Infection Attack
Malicious Code
Ransomware/Cryptoware
Denial of Service
Botnets
Cyberbionage
Data breaches
Hacking/Cracking
Other
“Rotterdam aims to be
a cyber resilient city and
port; an important
condition required to
attract new business
and investment”
The digitization of society offers many opportunities (Digital
Gateway Rotterdam, Smart City), but risks of disruption of
essential processes for production, logistics and services
also increase. While the investments in Cyber increase at
a rate of 27% per year, the investments in cyber security
only increase at a rate of 4 %.The necessity of a cyber
resilient port of Rotterdam was recognized by the Mayor,
chief prosecutor and Chief of Police in 2014. Together with
the Rotterdam Port Authority and Daltalinqs (representing
700 companies) they have ordered a strategy on cyber
resilience. Individual companies and organizations can
have their own security in order, but they are also dependent
on other companies, organizations and government
services. The resilience of Rotterdam to cyber threats will be
increased by enhancing awareness, sharing knowledge and
experience and joining forces to improve responsiveness
and ICT products. Both the port and city are taking cyber
security seriously, they share experiences and have worked
with Microsoft to develop comparable strategies and actions
comprising 15 building blocks including a Cyber Resilience
Platform, Cyber Resilience Desk, Cyber Resilience Co–op
and a Port Cyber Resilience Officer. Rotterdam needs
a Delta plan for Cyber Resilience. Rotterdam will have
implemented its cyber resilience strategy within 5 years and
will have significantly enhanced its cyber resilience.

RESILIENCE GOALS.
GOAL 4:
CLIMATE ADAPTIVE ROTTERDAM
TO A NEW LEVEL
“Climate proof
plus cyber proof
critical infrastructure”
The approach and practice established in Rotterdam’s

climate adaptation strategy (2013) serves as an example
to many other cities in the world. Implemented projects
such as Water Sensitive Rotterdam – the construction of
small and larger water storage combined with greening
often initiated by citizens – is contributing to the resilience
of Rotterdam. We need to build on this, to scale up
the benefits. Clever water management approaches
can deliver financial benefits. We will work to better
understand cascading impacts and to factor these in to
our cost benefit decision making (e.g. prolonged power
outage or cyber threat). We will also strengthen our crisis
management approaches based on increased knowledge
of flood risks. Based on research conducted by TNO we
have agreed that we must enhance our climate resilience
strategy by taking action on cyber resilience. All
stakeholders must start collaborating on this agenda that
can help us to further climate proof the city.

RESILIENCE GOALS.
GOAL 5:
INFRASTRUCTURE READY FOR
THE 21ST CENTURY
“A robust and resilient Much of Rotterdam’s underground infrastructure is enhancing the awareness of risk, developing a policy for and information. We are going to create more
crucial for the city to function. Today, our underground more robust decision making; more integrated planning specific databases and information on the location of
underground infrastruc- infrastructure is robust but lacks flexibility to respond to practice both underground and over ground, relating to infrastructure and functions and interdependencies of the
ture as a physical basis emergencies, new technological developments and over

ground development growth is limited. This brings some
infrastructural interventions. subsurface. We will also explore how innovative SMART
technology can be integrated into the “Street of the
for a resilient Rotter- risks related to repair capacity, delivery of sub–optimal This requires a reinforcement of cooperation among all Future”. Our resilience strategy commits to action in each
dam” solutions and poor integration of above and below

ground services. We want to increase resilience by
infrastructure managers, including the city as a platform
to share plans and (often confidential) knowledge
of these areas.

RESILIENCE GOALS.
Our resilience increases as more alternative organisations government will handle new ideas better and work
GOAL 6: arise, but more effort is needed to incorporate resilience

thinking into the DNA of the government and to use
to harness and augment the energy that derives from
our communities and will accept more redundancy
ROTTERDAM NETWORKCITY and strengthen the energy of Rotterdam’s society. The

resilience strategy will focus on increasing government
providing more alternatives during outing of services
and operations. We have committed to actions including
flexibility and will facilitate connecting several networks developing the cities desk for new democracy and
of locals, individuals and businesses, as a catalyst for participation and providing support to existing networks,
more bottom–up community and business initiatives, to citywide and at district level because they directly
share knowledge and experiences to the advantage contribute to the resilience of our city’s governance.
of Rotterdam’s people and businesses. Our future
COMMUNITY
TOWARDS A RESILIENT Civilian
GOVERNANCE OF THE CITY Consumer
User
Student
“Residents, public and Our society is well organized. The city is being created
by the Rotterdammers, therefore it is ‘truly our city. EMPLOYMENT HEALTH
private organizations, The local government is one amongst many other
businesses and stakeholders. How do we manage to become resilient?

The way the Rotterdam society operates has many
EDUCATION & KNOWLEDGE CULTURE
knowledge institutions characteristics of resilience including self–organization, ACTIVITY SPORTS
together determine the strong networks and various coalitions of citizens and
businesses and a government offering customised (PUBLIC) UTILITIES WELFARE
resilience of the city” services and a facilitating role with programs like the
DEVELOPMENT
NEXT
ECONOMY
NEXT
SOCIETY PUBLIC ORDER
Right to Challenge and CityLab010.
RESIDENCY MOBILITY
NEXT
MARKET CITY GOVERNMENT
Companies/
Moderator
organizations
Performance
Producers
CITY PLANNING / PORT PLANNING / Networking
Consumers
MANAGEMENT MANAGEMENT Participation
Customer

RESILIENCE GOALS.
GOAL 7:
ANCHORING RESILIENCE
IN THE CITY Our resilience strategy names three pilot districts. These
are Feijenoord, Delfshaven and the City Centre. We have
initiatives that relate to a number of different scales, as
follows:
1. Building (example: Resilient Peperklip)
2. Neighbourhood (example: Resilient Delfshaven)
3. C ity (example: Nationaal Programma Rotterdam
Zuid)
4. M etropolitan Area (example: Roadmap Next
economy together with The Hague) RESILIENCE SCALES
“With stakeholders in the 5. N ational (example: Citydeal Climate Adaptation)
6. European (example: resilient Europe, URBACT)
neighbourhoods, sharing 7. Worldwide (example: 100 Resilient Cities)
knowledge and a facilitating
Innovation will also be encouraged through
organization” comprehensive integrated research with public and Building
District
private stakeholders at different scales. This includes
Rotterdam
knowledge development and knowledge exchange
Metropolitan area
We will develop an innovation and integration agenda contributes to the cyber resilience. We think these between 100 Resilient Cities cities, like the Rotterdam
The Netherlands
on the back of this resilience strategy. We want to synergies are very important to our strategy and will seek hosted exchange in October 2015. In the short term we
Europe
identify co–benefits and synergies. For example, to explore these further. One way we will do this is within will use the International Architecture Biennale (2018 and Worldwide
strengthening the cyber resilience in Rotterdam district pilot areas. A number of actions and themes 2020) and The International Advisory Board (2017) to
strengthens the security of critical infrastructure. Working can come together physically at the neighbourhood or address resilience as their main topics.
on 21st century skills of Rotterdam, including ICT skills, building level.
Rotterdam: Balanced
RELATING GOALS society
AND ACTIONS B
C Climate Adaptive
Rotterdam to a new
Rotterdam Networkcity – D P J level
Truly our city RESILIENT CITIES HELP EACH OTHER
L
X HOW WHO
W U
N Tactics for living with water The International Water Exchange, powered by the Rockefeller Foundation
T O
A M Rotterdam Water Exchange October 2015 100 Resilient Cities
V R
S Q K The stories of nine cities Rotterdam Centre for Resilient Delta Cities
E
I
URBACT: Resilient Europe URBACT: Resilient Europe programme
The stories of twelve cities working Antwerp, Bristol, Burgas, Glasgow, Katowice, Malmö, Potenza,
World port city Rotterdam
H toward social resilience Rome, Rotterdam, Thessaloniki, Vejle and the EU
built on clean and Cyber Port City
reliable energy F G
Bilateral exchange Cities of Rotterdam, Rome, New Orleans en Glasgow
Rotterdam partners active in cities Rotterdam Centre for Resilient Delta Cities,
Infrastructure ready The cities of Vejle, Mexico–Stad, Chennai–Stad
for the 21st century

RESILIENCE GOALS.
MOVING TO IMPLEMENTATION
“OUR AMBITION
IS TO ANCHOR
RESILIENCE THINKING
IN THE CITY.”
It is recognised that delivering the Rotterdam resilience This document has been released for consultation.
strategy will need to be a collaborative effort between The process and organizational structure to realize “A JOURNEY FOR ALL
the City of Rotterdam, businesses, citizens and other
organizations, but that the city government has a key
the resilience strategy will be further defined based.
Feedback will be organized by using, for example,
OF US: JOIN IN!”
role to facilitate and initiate projects, and to provide an e-panel, a jury of citizens and district commissions.
leadership and the necessary strategic framework. Following consultation further links will be made to
The development of the Rotterdam Resilience Strategy connect the resilience strategy into the broader Story
has benefitted greatly from the executive sponsorship of the City. This strategy document is accompanied by
of Mayor Aboutaleb and the city has made a top level a website. More detailed information can be found on
commitment to continue work to implement its resilience www.resilientrotterdam.nl
strategy in an integrated way up to 2020 at least.

RESILIENCE LAB:
ACTIONS.

HIERARCHY
ROTTERDAM RESILIENCE
TO IMPROVE AND SECURE OUR CITY’S RESILIENCE WE
WANT ALL STAKEHOLDERS TO CONSIDER THE RESILIENCE
PERSPECTIVE IN THEIR DAILY LIVES – IN THEIR THOUGHTS
AND ACTIONS. THE ACTIONS PROMOTED THROUGH CHALLENGES
THIS STRATEGY – COMPRISING 5 WHICH ARE ONGOING, Goals
19 THAT ARE JUST BEGINNING AND 44 THAT ARE
COMPLETELY NEW – SHOW SOME OF THE WAYS THAT
ROTTERDAM CAN IMPROVE ITS RESILIENCE. OUR CHIEF
RESILIENCE OFFICER SUPPORTS AND PROMOTES THESE
ACTIONS.
Our action plan includes 5 ongoing, 44 new, and 19 arise, to enhance the resilience of Rotterdam. The resilience Actions
starting initiatives and actions. The ongoing initiatives, office will focus on connecting, enriching and accelerating
like Roadmap Next Economy, Water Sensitive Rotterdam these where they are feasible, viable and deliver clear
and the program WE–Society, are included because resilience dividends.
they are identified as essential for a resilient Rotterdam.
A D G J M P S V
FLYWHEEL
Where necessary these initiatives will be enhanced and Our actions are distinguished into two types: flywheel
developed with resilience thinking and linked to the actions and additional actions. The flywheel actions are the
B E H K N Q T W
resilience strategy to deliver positive resilience outcomes, headline actions that deliver the greatest resilience benefit
to accelerate upscaling and to allow for lessons learnt and for Rotterdam or which serve as an umbrella for a cluster of C F I L O R U X
wider dissemination through the resilience office. supporting actions. The supporting actions are considered
to have less impact individually. We have included a key
There are some new actions that are already in start–up to help navigation through the actions, letters (i.e. A, B, C)
phase, partly due to the Resilience program, which will signpost the flywheel actions where numbers (i.e. 1, 2, 3)
be supported where necessary by the resilience office are used for the supporting actions. Synergies and overlaps
and other new actions that will serve as examples of how are shown under ‘related actions’ and icons are used to
RELATED
resilience thinking and interventions can be applied at a relate the actions back the resilience challenge areas, to
practical level at the scale of the neighbourhood, street
and building. It is expected that further new initiatives will
highlight the resilience qualities within the specified action
and to show the scale at which the action is applicable.
X44 RELATED ACTIONS
LEGEND
Flywheel actions references Related Resilience Goals Qualities of resilience Level of impact Vision
A B
through
X 1. Society 1. Reflective Individual
2. Energy 2. Resourceful District
2030
3. Cyber 3. Robust
City
4. Climate resilience 4. Redundant
Related actions
5. Infrastructure 5. Flexible
1 2 through 44
6. Network city 6. Inclusive
7. Anchoring 7. Integrated

A
RESILIENCE LAB: ACTIONS.
GOAL 1: A PROGRAM FOR 21ST

ROTTERDAM: A BALANCED SOCIETY CENTURY SKILLS AND
YOUNG LEADERSHIP
THE DEVELOPMENT OF AN EDUCATION PROGRAM ON (DIGITAL) SKILLS
AND PERSONAL LEADERSHIP FOR YOUNG PEOPLE
We will develop a program for 21st century skills to teach young people the skills they need in a rapidly
changing society. The transitions we foresee will impact on the societal skills required of an individual;
placing more emphasis on flexibility, collaboration, personal leadership and IT skills. There are a
number of supporting actions that underpin this programme.
RESILIENCE VALUE
LENS
Development of 21st century skills can enhance
personal resilience and support our goal to create a
more balanced society. It supports flexibility, creativity
SCALE
and individual learning empowering people to take
responsibility for their own future and to play a part in
their local community. Training and skills development
through this programme will also support our goals OWNER
related to increased cyber security and new modes of Municipality / Social Department
governance. Digitally literate citizens can contribute
to the cyber resilient city and personal leadership
PARTNERS
is important as the government retreats and the
importance of participation in community networks Schools, Businesses and Social Organizations
grows.
FINANCE (POSSIBLE)
Municipality and partners
STATUS
New
RESULT
Short–term
RELATED ACTIONS
1 2 3 4 25

RELATED ACTIONS
1 CENTRE OF EXCELLENCE FOR 21ST CENTURY SKILLS 3 21ST CENTURY SKILLS AGENDA
This is the establishment of a new physical hub, a central point for learning 21st century skills in The 21st century skills programme and the Centre of Excellence will need an agreed curriculum. A 21st
Rotterdam. It will accelerate education and establish a visible, and approachable, innovation hub century skills’ agenda will be prepared by the municipality and Rotterdam’s leading educationalists
in the city. The Centre of Expertise will undertake initiatives in education and business, working in as part of the Citydeal for Education (collaboration with some other Dutch cities and the national
collaboration with Rotterdam businesses, schools, the government and private stakeholders. government). The curriculum will ensure resilience is on the agenda for the main educational
establishments across the city.
RESILIENCE VALUE
RESILIENCE VALUE
• Supporting the development of LENS
training programs to increase • The curriculum provides transparency LENS
knowledge and enable the monitoring SCALE and clarity as to what the demands of
and evaluation of experiences the 21st century are. SCALE
• Supports collaboration between • It provides a method for embedding
OWNER Municipality / Social Department
public and private sector resilience thinking into key city
• Supports awareness, learning and PARTNERS Businesses, Welfare Organizations, schools OWNER Municipality / Social Department
educational curriculums (integration
innovation into our regular educational program) PARTNERS Schools, Welfare Organizations
FINANCE Municipality / Municipality and partners
(POSSIBLE)
FINANCE Municipality / Social Department, partners
STATUS New (POSSIBLE)
RESULT Short–term STATUS New
RELATED RESULT Short–term

A I
RELATED
A I
2 BUILDING A COALITION FOR YOUNG LEADERSHIP 4 DEVELOPING PROFESSIONAL NETWORKS
Building on and supporting the growing coalition of businesses, civil society and schools to support the Starting professional networks that teach 21st century skills and young leadership within schools and
21st century skills program. Progress so far has been bottom up and self–starting. The aim of this action colleges.
is to provide additional resource and support as needed to help the existing coalition deliver on its
goals. RESILIENCE VALUE
RESILIENCE VALUE • Establish clear educational LENS

relateds between the professionals,
• Supports bottom up – community led LENS municipality and schools in relation SCALE
initiatives and builds cohesion. to resilience – to share learning
• Embeds resilience thinking amongst SCALE experiences, to enhance the network
Rotterdam’s youth and to allow it to adjust it to changing
• Supports knowledge sharing and circumstances based on feedback. PARTNERS Businesses, Welfare Organizations, schools
networking
FINANCE Municipality / Social Department,
PARTNERS Businesses, Welfare Organizations, schools (POSSIBLE) partners
FINANCE Municipality / Social Department, partners STATUS New
(POSSIBLE)
RESULT Short–term
STATUS New
RELATED
RESULT Short–term A I
RELATED
A

B SKILLS FOR THE NEXT ECONOMY –

THE POWER OF THE 100 RESILIENT
CITIES NETWORK
BUILDING ON THE PUBLIC
HEALTH ACT 2016–2019 Understanding the skills needed to fuel the
economy of the future and ensuring that
Rotterdam is drafting the Public Health Act 2016–2019 in order to make its public health goals more residents have access to training opportunities
concrete. The Act redefines health not as the absence of disease but as the state of resilience and to develop those skills is essential to building
being able to shape your own life no matter what happens. The Act is an inspirational guide which Rotterdam’s resilience. This is not a challenge
aims to promote Rotterdam’s ambition to connect inhabitants and important stakeholders focussing on that is unique to Rotterdam. As many cities in
public health. The Act touches on actions that can be taken by Rotterdammers, as well as by community the 100 Resilient Cities network face similar
groups working in neighbourhoods and by government and healthcare and welfare institutions. The priorities, a number of Chief Resilience Officers
Act will be discussed and enriched through a number of productive dialogue sessions, many of which have kicked off a Learning Community to
will touch on important aspects of resilience. The municipality will work to build on this dialogue and exchange knowledge and resources around
support key actions arising which contribute to city resilience. post-industrial economies, including innovative
education and training programs to build the
skills of the 21st century.
RESILIENCE VALUE
100 Resilient Cities member cities involved:
Public health dialogue sessions and resulting actions LENS
Bristol, Durban, Glasgow, Melbourne,
can directly contribute to many of the city resilience
goals. The sessions bring people together to discuss
Pittsburgh, Rotterdam, Boulder, Huangshi, Vejle
ideas and issues, share best practice and to seed SCALE
projects that can contribute to a more healthy and
balanced society. The resilience office will support this
ongoing initiative. RELATED ACTIONS
OWNER
Municipality / Social Department
5 ‘NUDGING’ HEALTHY BEHAVIOUR
PARTNERS
Central Government, Welfare Organizations, Our city has already begun research and creating an agenda to identify what motivates goal groups
General Practitioners, Mental Healthcare, etc. to make behavioural changes to have a healthier lifestyle. We will develop and help disseminate this
research to nudge our citizens (and organizations) towards healthier lifestyles, working in collaboration
FINANCE (POSSIBLE) with the Erasmus University Medical Centre.
Municipality, Central Government, Insurers, etc
RESILIENCE VALUE
STATUS
New • Embeds the notions of healthy LENS
behaviour and the required
RESULT behavioural changes across society, SCALE
Short–term targeted at specific audiences/target
groups
• Supports the self-sufficiency and
RELATED ACTIONS
5 resilience of citizens (and indirectly PARTNERS SO, Private Partners, Erasmus University College,
organisations and the economy) Rotterdam University, Het Dok, Rotterdam Public
• Understanding behaviour and the
Transport, Veldacademie, Medical Delta
mechanisms that can drive behavioural
change can drive efficiencies and
cost saving in delivering numerous
FINANCE Municipality / Social Department, partners
programmes/initiatives together. This (POSSIBLE)
understanding will support delivery of
initiatives that can deliver co-benefits STATUS New
(e.g. disseminating information on RESULT Short–term
safe driving that also delivered fuel
efficiency benefit) RELATED
B

C
PROGRAM:
WE–SOCIETY
The program WE–Society is a citywide program which aims to support the current connections
between population groups, facilitate further connections, promote dialogue and to stand up for one
another. The programme includes a number of activities and forums that support these aims and will
work with both new and existing groups and networks. It is the intention that the Mayor will share all
dialogue and meeting records through the G1000 Citizens’ Summit in 2017. The resilience programme
will support the aims and activities of the WE–society programme and will look for opportunities to
connect groups with wider city initiatives and to upscale the resilience benefits.
RESILIENCE VALUE
The WE–Society program is explicitly designed to LENS

increase the resiliency of society by joining citizens
together to discuss and share common challenges
and solutions and create a better understanding of SCALE
cultural differences. It can directly contribute to our
resilience goals ‘vital citizens in a balanced society’
and ‘network city Rotterdam: truly our city.’ The
program strengthens existing networks in the city and OWNER
contributes to the emergence of new community level Municipality
networks.
PARTNERS
Welfare Organizations
FINANCE (POSSIBLE)
Municipality / Central Management Department
STATUS
In development
RESULT
Short–term / Medium–term
RELATED ACTIONS
6 7 8 9

RELATED ACTIONS
6 INTEGRATION TOURS
Talks and events aimed at encouraging cooperation and dialogue between the city government, citizens
and other stakeholders (e.g. private sector, NGO’s). This action will make citizens aware of their own
roles in society and how they can better contribute to city resilience. Talks will cover social and cultural
integration issues and seek to break down barriers to effective dialogue.
Supports knowledge sharing, values alignment and education. These tours bring groups from different
backgrounds and roles in society together to discuss different issues that are important for Dutch values. The
program strengthens mutual understanding of differences in values and stresses what Dutch values stand for.
RESILIENCE VALUE
• Supports knowledge sharing, values LENS
alignment and education. These
tours bring groups from different SCALE
backgrounds and roles in society
together to discuss different issues
OWNER Municipality
that are important for Dutch values.
The program strengthens mutual PARTNERS Community Centres, Schools, Associations
understanding of differences in values
and stresses what Dutch values stand FINANCE Program WeSociety
(POSSIBLE)
for.
STATUS In progress
RESULT Short–term (from 2016)
RELATED
C
7 THE G1000 CITIZEN’S SUMMIT
Foundation LOCAL is organizing a citizen’s summit for 2017. It will bring together citizens and civil
society and share the results of numerous recent city dialogues (see Action WE–society) that have
focussed on key city issues from the citizen perspective. The resilience office will ensure the summit has
slots to promote the city’s work on resilience and to further education, raise awareness and promote
the actions citizens can take to promote resilience. It brings together 1000 citizens that are randomly
selected, seeking to provide a broad representation of the diversity in Rotterdam.
RESILIENCE VALUE
• Reinforces the good work and LENS

dialogues that have already taken
place. SCALE
• Supports knowledge sharing and
networking.
OWNER WeSociety
• Can be a catalyst for local level /
community resilience projects. PARTNERS WeSociety, Foundation LOCAL, Schools
FINANCE Program WeSociety
(POSSIBLE)
STATUS New
RESULT Short–term (2017)
RELATED
C

9 100 HOMES FOR ASYLUM SEEKERS
The Foundation Verre Bergen has purchased 100 homes for families seeking asylum in Rotterdam. This
forms part of their New Home Rotterdam program’s ambition to teach asylum seekers Dutch, assist
them to find employment and education and to feel comfortable in their homes and neighbourhoods.
This action will be supported and will be connected to wider efforts because it is an excellent example
of an initiative contributing to the resilience of Rotterdam. Housing for refugees – and migration more
broadly – is an important urban resilience challenge. A number of CRO’s within the 100 Resilient Cities
network have started a conversation on migration which may lead to a formal exchange. 100 Resilient
Cities member cities actively involved in this conversation include: Montreal, Athens, NYC, Thessaloniki,
Vejle, Paris, Amman, Ramallah and Byblos. Rotterdam will consider whether we can contribute to this
exchange in the future.
RESILIENCE VALUE
• Supports and promotes an integrated LENS
and inclusive society.
• Supports knowledge sharing and SCALE
networking.
• Demonstration of a private sector led
OWNER Foundation De Verre Bergen
initiative that contributes to a city wide
goal. PARTNERS unicipality, the Central Agency for the reception of
M
Asylum Seekers, Refugees Southwest
FINANCE Foundation De Verre Bergen

(POSSIBLE)
STATUS In progress
RESULT Short–term (2017)
RELATED
C
8 BUILDING RESILIENCE THROUGH CULTURAL ACTIVITIES
The Foundation for Arts Education Rotterdam (SKVR) has a program which includes activities with a
specific social objective. These activities are offered free of charge or at low rates. One example is to
use music to increase resilience at a district level. These activities are developed with social partners
in the city and public funds and are co–financed. Aimed at individual citizens the resilience office will
work to integrate this activity into its broader resilience programme.
RESILIENCE VALUE
• Supports bottom – up community led LENS
initiatives and build cohesion.
SCALE
OWNER Foundation for Cultural Education

PARTNERS Social partners, Municipality, Funders
FINANCE Funds, Municipality, Social Partners
(POSSIBLE)
STATUS In progress
RESULT Short–term
RELATED
C

RELATED ACTIONS
D
STRONG SHOULDERS 10 VISION ON HOUSING (WOONVISIE)
PROGRAM The Woonvisie is Rotterdam’s vision to become an attractive residential city. It promotes attractive living
environments, and housing that is future proof. Woonvisie creates a balance in housing for different groups
The City of Rotterdam is aiming to increase the proportion of highly educated residents in the city in of residents, improving housing quality. As such it has some cross over with the WE–society programme.
the coming years. Part of making this happen is in understanding the needs of this group of people to The Woonvisie is the basis for agreements with all housing corporations and offers a framework for city
stay in Rotterdam or to migrate to Rotterdam. The program ‘Strong Shoulders Strong City’ develops developers and for the policymakers for the housing of specific goal groups.
and promotes activities aimed at achieving this goal, and takes energy from a group of successful
entrepreneurial Rotterdammers. The program consists of four action lines: RESILIENCE VALUE
• The Woonvisie is an important LENS
• Inventory of good practices: what makes this group of citizens want to live in Rotterdam?
• Removal of existing barriers. instrument to provide adequate
housing for different groups in the city SCALE
• Development of new projects following the needs and initiatives from the community.
supporting the goals of a balanced
• Communication and promotional activities. society and creates inclusiveness.
OWNER Urban Planning Department
• Supports Rotterdam’s brand and ‘pull’
as an attractive cosmopolitan city. PARTNERS Housing Corporations, District Committees
RESILIENCE VALUE FINANCE Urban Planning Department, Housing Corporations

(POSSIBLE)
The citywide program Strong Shoulders – Strong City LENS STATUS New
contributes directly to the resilience objective ‘vital RESULT Short–term / Medium–term (2016/2020)
citizens in a balanced society’. More highly educated
RELATED
people will strengthen existing networks and the SCALE D
resilience of the local community and economy. It also
strengthens the resilience goal Network City since
this group of people strengthen the potential for self–
organization of the community. OWNER
Program Strong Shoulders 11 PROMOTING CITIZEN COLLABORATION
PARTNERS Within the Strong Shoulders program – supported by field work and surveys – work has been undertaken to
Municipality, District Committees, City Marketing consider how high and low–skilled Rotterdammers could work together in effective and harmonious ways.
As a result of this work a range of approaches (‘how to’ guides) were developed. Some of the solutions are
FINANCE (POSSIBLE) straight forward and simple whilst others require an intensive effort to seed more effective collaboration. This
Program Strong Shoulders, Partners agenda needs to be developed and experiences learnt from other cities around the world, and specifically
from with the 100 Resilient Cities network.
STATUS
In progress RESILIENCE VALUE
RESULT • Contributes to a better understanding LENS
2016 – 2020 of conditions that enhance social
cohesion and therefore supports a SCALE
balanced society and inclusiveness.
RELATED ACTIONS
10 11 • Having different groups living in
OWNER Program Strong Shoulders
one neighbourhood enhances
resourcefulness with more viewpoints PARTNERS
District Committees, Municipality / Urban Planning
and perspectives available to create Department and Urban Maintenance
ideas and solutions.
• Can draw on the 100 Resilient Cities FINANCE Program Strong Shoulders, Municipality
network (POSSIBLE)
STATUS New
RESULT Short–term (2016/2017)
RELATED
D

GOAL 2: E
WORLD PORT CITY BUILT ON CLEAN ROTTERDAM ENERGY
AND RELIABLE ENERGY INFRASTRUCTURE PLAN
A transition to efficient and renewable energy requires – in addition to building–related efficiency
measures – a supporting and flexible infrastructure. Moving this from ambition to reality is challenging
and will require a clear roadmap (or strategy). This roadmap will outline options, costs and benefits
and set out a preferred strategy. It will consider technology innovation, phasing, emissions and
infrastructure flexibility. This action will support the development of a clean energy road map. It will
outline what is possible in terms of a future clean energy mix, (considering waste heat (e.g. heat
roundabout), developments in the port area and renewable energy potential from wind and solar),
set out infrastructure implications relating to phasing, potential disruptions, cost and flexibility and
address any issues around approvals, regulations, partnerships and funding. This is a flagship action
for Rotterdam and we will collaborate on this with other cities in the 100 Resilient Cities network such
as London and New York. We have existing energy related collaborations with London through the
CELCIUS project.
RESILIENCE VALUE
The renewable energy infrastructure plan (REIP) will set LENS

out a roadmap for how Rotterdam can deliver on its
clean energy transition. This will reduce our emissions,
improve our energy security and ensure we are future SCALE
proof. It is also a key area of resilience where we will
collaborate with the Port authority and a range of
other utility stakeholders and technology providers.
OWNER
Rotterdam wants to be the front runner in the clean Municipality with partners
energy transition and support recent political
agreements through COP21 in Paris. Rotterdam looks PARTNERS
to London for knowledge sharing in this area; the two
Stedin, Eneco, Nuon, Housing Corporations
cities are already partners in the EU CELSIUS Smart
Cities project. Rotterdam hopes to engage further in Woonstad, Portsteder, Vestia and Woonbron,
this topic through the 100 Resilient Cities network. Municipality of Rotterdam Urban Planning
As an existing partner city for the CELSIUS project Department and Urban Maintenance Department ,
(comprising London, Rotterdam, Gothenburg, Cologne, Central Government
Genoa), there are obvious synergies between the two
cities in terms of focus on district heating infrastructure
FINANCE (POSSIBLE)
ACHIEVING OUR ENERGY TRANSITION – obvious synergies between the two cities in and also in their wider climate change agendas and
INSPIRATION FROM LONDON terms of focus on district heating infrastructure goals. Both cities need to use their respective planning Partners
and also in their wider climate change policies to promote renewable energy uptake and to
support the roll out of infrastructure that can support a STATUS
Rotterdam wants to be the front runner in the agendas and targets. Both cities need to use
low carbon energy transition, whilst also investing in Under development (supported and enhanced by
clean energy transition and support recent their respective planning policies to promote improving energy efficiency in their existing buildings. this strategy)
political agreements through COP21 in Paris. renewable energy uptake and to support the
Rotterdam looks to London for knowledge roll out of infrastructure that can support a low RESULT
sharing in this area; the two cities are already carbon energy transition, whilst also investing Medium–term / Long–term
partners in the EU CELSIUS Smart Cities project. in improving energy efficiency in their existing
Rotterdam hopes to engage further in this topic buildings. RELATED ACTIONS
through the 100 Resilient Cities network.
As an existing partner city for the CELSIUS 100 Resilient Cities member cities involved:
project (comprising London, Rotterdam, Rotterdam, London.
Gothenburg, Cologne, Genoa), there are

F
REINFORCING ROTTERDAM
MOERDIJK INDUSTRY CLUSTER
The Rotterdam / Moerdijk chemical cluster is different from other Dutch chemical clusters because of
its strong integration with the oil refining sector, utilities and energy suppliers. An action plan will be
developed together with the private sector with the aim to reinforce the Rotterdam / Moerdijk industry
cluster. The action plan will contain concrete and specific measures to ensure companies stay within the
cluster, and to further reinforce collaboration and initiatives within the cluster. The cluster is expected to
play an important role in the transition from a linear, fossil economy to a circular, bio–based economy
(see Action ‘A transition from a fossil fuel to a bio–energy for our Port’).
RESILIENCE VALUE
The industrial port cluster is of fundamental economic LENS

importance for Rotterdam and the Netherlands. The
survival of the industrial cluster is vital for the city port
region and the Netherlands. This initiative also delivers SCALE
benefits in terms of the clean energy transition and
next economy, including 21st century skills. The action
plan must safeguard the leading position of this cluster
in Europe. OWNER
Port Authority, Port business community
PARTNERS
Most companies in the port area
FINANCE (POSSIBLE)
Port Authority, Ministry of Economic Affairs
STATUS
Under development
RESULT
RELATED ACTIONS

G
PARIS PLUS (SUSTAINABILITY
PROGRAM)
In order to support the Government’s COP21climate commitments Rotterdam is required to implement
additional emissions saving measures. These include simple, cost–effective provision and installation
of solar panels as well as the development of large solar parks, and switching a large portion of the
municipal vehicle fleet to more efficient vehicles. The Rotterdam Climate Initiative (RCI) is also working
in the port to reduce energy consumption, through: reuse of industrial waste heat, renewable energy
generation (using wind, solar and biomass), promoting the use of LNG and hydrogen, and the capture,
transport, reuse and storage of CO2 (carbon capture and storage). In rolling out these actions we will
integrate resilience thinking to ensure the actions and activities contribute to the city resilience goals set
out in this strategy document.
RESILIENCE VALUE
By building on the momentum and government support LENS

through the climate agreement developed following
COP21, this programme of measures will seek to
accelerate the energy transition in Rotterdam. It can SCALE
also provide a platform to integrate resilience thinking
into initiatives that already have political support.
OWNER
Municipality
PARTNERS
Housing corporations, Port Authority Rotterdam,
Deltalinqs
FINANCE (POSSIBLE)
Municipality, partners
STATUS
New
RESULT
Short–term (2016/2017)
RELATED ACTIONS

H
PORT TRANSITION FOCUSED ON
BIO–BASED ECONOMY
The Port Authority along with the Dutch Research Institute for Transitions (DRIFT) is working to establish
a bio–based port forum. In addition to established parties in the port, a number of smaller frontrunner
parties and external port observers will be included in this, including organizations from the industries
of food, logistics and agriculture and recycling. This forum will give rise to a “transition agenda” for the
future of the bio–based port. The transition agenda will set out:
• A vision and guiding principles for the bio–based harbour

• Goals and goals
• Practical steps / actions and initiatives to realise the vision
• Commitment by the key parties for immediate follow–up on the identified actions.
The resilience office will support the development of this forum and supporting agenda and will work to
ensure the plan and actions respond to Rotterdam’s resilience challenges.
RESILIENCE VALUE
Making a transition from a fossil fuel–based energy LENS

system to a bio–based economy in the Rotterdam will
be a challenge, but will build resilience through by
creating supply chain networks, reducing emissions SCALE
and enhancing the area’s brand. A shift towards
a sharing economy also supports agendas around
the next economy, skills development and smart
technology approaches. Taking a lead on this agenda OWNER
should also give Rotterdam a competitive advantage Port Authority
and allow knowledge share with a number of other
port or post–industrial cities. Rotterdam has explored PARTNERS
collaboration potential with Glasgow and Bristol
Drift, stakeholders
through the 100 Resilient Cities network. The forum will
be inclusive of a wide range of stakeholders and will
build relationships which could lead to collaboration in FINANCE (POSSIBLE)
other areas, for example on the broader clean energy Port Authority
transition (wind and solar) or on climate adaptation.
STATUS
In progress
RESULT
Medium–term / Long–term
RELATED ACTIONS

I
TURNING A SMART CITY
GOAL 3: INTO A CYBER RESILIENT
ROTTERDAM CYBER PORT CITY CITY (DELTAPLAN CYBER)
INTEGRAL IMPLEMENTATION OF CYBER RESILIENCE BLOCKS FOR CITY
AND PORT
This action will support the further development and implementation of the cyber resilience building
blocks. These building blocks – for city and port – have been developed in collaboration between
the City of Rotterdam and Microsoft and when taken together form a sub strategy on cyber resilience.
Since the Port and City are two different entities – each with specific issues and goal groups – they will
be dealt with primarily individually but in a connected way whenever possible.
RESILIENCE VALUE
The implementation of the cyber building blocks for LENS

port and city contribute directly to the development of
Rotterdam cyberport city. This action is considered as
integral to our resilience strategy; smart technology SCALE
will help to connect many of our initiatives. These
underpinning ICT systems need to remain safe and
resilient in the face of cyber threats.
OWNER
Cyber Resilient Platform Rotterdam, Business partners
connected to the Port Resilience officer,
Mayor, Chief Prosecutor, Chief of Police
PARTNERS
Municipality, partners, Businesses
FINANCE (POSSIBLE)
Municipality, port, Businesses, partners, EU
STATUS
New
RESULT
RELATED ACTIONS 1 3 4 12 13
14 15 16 17 44

RELATED ACTIONS
12 CYBER BUILDING BLOCKS: PORT 14 CYBER COLLABORATION – LONDON AND SINGAPORE
A Port Cyber Resilience Working Group has been established to develop and implement the key building blocks, as follows: Cyber resilience is a key focus in London and Singapore. This action will further explore opportunities for city to
• Appoint a Port Cyber Resilience Officer to support coordination city knowledge transfer within the cyber field, drawing on the 100 Resilient Cities city network and specialists
• Establish a Cyber Co–op to promote cyber products and services, to share learning and encourage private sector engagement
• Set up a Cyber Notification Desk to allow real–time cyber incident notification
from amongst the 100 Resilient Cities platform partners. Microsoft has already provided support to Rotterdam
• Establish a Cyber Threat Intelligence Watch to monitor cyber threat signals – actual cyber threats and trends in relation to cyber security.
• Put in place a Cyber Response Team as the first response team with the objective to de–escalate cyber incidents
• Establish a Cyber Resilience Community of Practice RESILIENCE VALUE
• Begin structured communication about cyber threats and incidents
• Supports knowledge sharing, LENS
RESILIENCE VALUE innovation and networking.
• Creates efficiency through resource SCALE
• Creates an approach to detect LENS and knowledge sharing.
and deal with the vulnerabilities in
OWNER Municipality
the cyber systems that are vital to SCALE
the functioning of the port and its PARTNERS Municipality Londen, municipality Singapore
industries
OWNER Cyber Resilience Officer of the port FINANCE 100 RC, City, port
• Supports knowledge sharing and (POSSIBLE)
networking PARTNERS Deltalinqs, port, Businesses, municipality
• Embeds resilience thinking across all STATUS New
port related activities FINANCE Port, municipality, Businesses, EU
(POSSIBLE) RESULT Short–term
STATUS New RELATED

I
RESULT Short–term / Medium–term
RELATED
I
COLLABORATING ON CYBER SECURITY

13 CYBER BUILDING BLOCKS: CITY – LEARNING FROM LONDON AND
SINGAPORE, AND USING 100
For the city a Cyber Resilience Platform will be established to coordinate and start–up actions to implement the cyber resilience RESILIENT CITIES PLATFORM PARTNERS.
building blocks. These actions include:
• Establishing the Cyber Resilience platform
• Developing a programme around Cyber Awareness
Cyber security has been identified as a key
•D eveloping a learning programme around Cyber Competences. resilience challenge for Rotterdam. We have
• Establishing a Cyber Co–op to promote cyber products and services, to share learning and encourage private sector engagement already collaborated with Microsoft – a 100
•D eveloping codes of practice and requirements for cyber products and services Resilient Cities platform partner – to consider
• Collecting learning on Cyber Disruption
actions that we can take to increase cyber
•E stablishing a Cyber Resilience Community of Practice
resilience. We now want to exchange knowledge
with other 100 Resilient Cities cities. London and
RESILIENCE VALUE
Singapore have been identified as cities that
• Creates an approach to detect LENS may be able to support us in this area. We have
and deal with the vulnerabilities agreed an action within our resilience strategy
in the cyber systems that are vital SCALE to exchange knowledge and insights on cyber
to the functioning of the city and security with London and Singapore.
stakeholders including the citizens.
OWNER Cyber Resilience Platform
Supports knowledge sharing and
networking. PARTNERS Businesses, Welfare Organizations, municipality, 100 Resilient Cities member cities involved:
• Embeds resilience thinking across all citizens Rotterdam, London. Singapore. Platform partners:
city related activities.
FINANCE Port, municipality, Businesses, EU
Microsoft
(POSSIBLE)
STATUS New
RELATED
A I

15 CYBER RESILIENCE OF INDUSTRIAL AUTOMATION 16 CYBER RESILIENCE OF SMART CITY INITIATIVES
The cyber resilience of all automated infrastructure that is run by the municipality will be evaluated against Rotterdam is developing a Smart City program and already carrying out different smart initiatives. The cyber
vulnerabilities to identify cyber threats. Once the threats are understood an action plan will be developed to resilience of the Rotterdam Smart City Programme initiative will be assessed and relateded to the development
mitigate risks. of the cyber resilience building blocks.
RESILIENCE VALUE RESILIENCE VALUE
• Ensures that cyber resiliency is LENS • Ensures that as new smart technology LENS
considered specifically as an is deployed for efficiency and
important condition to keep the SCALE sustainability benefits the cyber risk SCALE
municipal infrastructure running. and resilience issues are thoroughly
considered; an important element in
OWNER Municipality / Urban Planning Department OWNER Municipality / Urban Planning Department
developing a smart city programme.
PARTNERS Maintenance Departments PARTNERS Municipality and Businesses
FINANCE Municipality / Urban Planning Department, Partners FINANCE Municipality / Urban Planning Department
(POSSIBLE) (POSSIBLE)
STATUS New STATUS New
RESULT Short–term RESULT Short–term
RELATED RELATED
I K I
17 CYBER COLLABORATION – METROPOLITAN AREA
This action will facilitate collaboration across the Rotterdam –The Hague Metropolitan Area level, specifically
sharing knowledge and resources on the topic of cyber and water management. Research findings and /
or actions identified through this collaboration will be integrated within the building blocks of the city and
port cyber resilience strategies. Opportunities will be sought to jointly secure grant funding, such as from the
EU. We will seek to open up communication channels between our metropolitan collaborators and with our
international collaborators (see Action Cyber collaboration – London and Singapore).
RESILIENCE VALUE
• Supports knowledge sharing and LENS
networking across the region and
internationally SCALE
OWNER Municipality
PARTNERS
Universities, Universities of Applied Science,
Innovation Quarter, Metropolitan area Rotterdam –
The Hague
FINANCE Partners and MRDH

(POSSIBLE)
STATUS New
RESULT Medium–term
RELATED I K

GOAL 4: J
CLIMATE ADAPTIVE ROTTERDAM WATER SENSITIVE
TO A NEW LEVEL ROTTERDAM (WSR)
EMBEDDING CLIMATE ADAPTATION INTO THE URBAN FABRIC OF THE CITY
This action will develop and enhance existing programmes aiming to prepare the city for the impacts of
climate change. Measures included within this action are in line with projects already completed in
Rotterdam such as Benthemplein, and will be designed to support community learning – specifically in
respect of understanding the urgency of the need to take action on climate change. Measures will
range in their type and scale but we envisage:
• A large number small projects that can be led by citizens and businesses under the motto “many
small actions; make a big difference”
• A small selection of key projects specifically designed to inspire and create publicity and profile
• Effective large–scale projects that run quietly in the background to deepen understanding, support
research and tools developed (e.g. rigorous cost / benefit analysis).
We specially want to seed a new way of thinking. To not see rain water as a problem or a threat but to
recognise it as a valuable raw material that should be utilized as much as possible locally. We want to
move further towards fully integrated water cycle management – integrating the water cycle into our
urban environment including collection (attenuation), treatment and conveyance. We will seek to related
our climate change projects to other resilience actions and to publicise the synergies.
RESILIENCE VALUE
All climate change projects and initiatives will LENS

consider how they can contribute to the further
development of a liveable city; promote social
cohesion whilst also increasing Rotterdam’s SCALE
resilience to water stresses and shocks. It
especially appeals to inclusiveness; involving
property owners to participate and integration
to use and enrich ongoing developments with OWNER
water management actions. Municipality / Urban Maintenance Department
PARTNERS
Water boards, county, housing associations, citizens,
Market parties. Parties may differ for each initiative.
FINANCE (POSSIBLE)
STATUS
Under development
RESULT
Short–term / Medium–term / Long–term
RELATED ACTIONS
18

RELATED ACTIONS
K
18 ZOHO: 1ST CLIMATE–PROOF DISTRICT
CYBER PROOF WATER
Zomerhofkwartier (Zoho) together with the support of users of the area (residents, businesses, organizations
and visitors) has undergone a gradual urban regeneration. A neighbourhood which previously had a lot of SYSTEM
empty commercial units has been transformed into a district where everything is possible, with 120 companies
now operating in the area. The unique multifunctional Waterplein Benthemplein acted as a catalyst project for FLOOD 2.0: DEVELOPING A PLAN FOR MAKING OUR
further development of Zoho. Climate adaptation was found to act as a driver for sustainable development
WATERMANAGEMENT SYSTEM CYBER PROOF
and has strengthened social cohesion. The resilience office will collect experiences learnt in Zoho and scale
them up to other districts and the surrounding areas. The district and wider region can therefore be used as
an example for how to scale up green and creative solutions for water retention whilst also strengthening A TNO study into the vulnerability of the wastewater and surface water systems in Rotterdam indicates
community relateds and building knowledge capital. that these systems are generally robust. Climate change and increasing digitalization and automation of
the systems will test this, and will likely expose more cascading impacts and vulnerabilities, specifically
RESILIENCE VALUE to ICT disruptions. The TNO study was carried out from the resilience perspective, with particular
consideration for ICT, security and emergency response. Operational specialists and policy–oriented
Using climate adaptation as the driver the LENS professionals from both municipal and water authorities collaborated on the study. A quick scan of
Zoho project has successfully integrated risks for critical functions of the water systems (undertaken for the study) highlighted a greater need for
urban design, landscape, arts and SCALE tactical awareness regarding the cyber risks of Industrial Control Systems. A deeper assessment and
community projects to provide a catalyst
for a whole scale regeneration of a district action plan will be developed responding to this risk.
OWNER Havensteder, Municipality, Urbanisten, AIR
in Rotterdam. It is a fantastic example
of how combining a suite of initiatives PARTNERS Havensteder, Municipality, Urbanisten, AIR
in a single area together with careful
RESILIENCE VALUE
community and business consultation FINANCE EU, Partners and owners
(POSSIBLE)
and engagement can deliver a range of By increasing automation of the City’s water systems LENS
beneficial outcomes. This district is now STATUS In progress it is important to also consider the cyber risks of ICT
more resilient to flooding, more self- systems as well as cascading impacts if there is a
RESULT Long–term
sufficient and has a stronger and more technology malfunction. Climate cyber resilience and SCALE
connected community. The challenge now RELATED critical infrastructure are closely relateded; we expect
is to take the learning from Zoho and S some learning from this action to support other actions
apply it in other districts in Rotterdam. This relating to critical infrastructure asset management.
can help to disseminate resilience thinking, OWNER
encourage participation and support Municipality, Water Boards
learning.
PARTNERS
Chainpartners
FINANCE (POSSIBLE)
Municipality, Water Boards
STATUS
New
RESULT
Medium–term
RELATED ACTIONS
15 17 19

L
ADAPTIVE
WATERFRONT
DEVELOPMENT
GAINING ADDED VALUE FROM FLOOD DEFENCES: FEIJENOORD
Feijenoord is considered to be an area vulnerable to flooding from the river and is also undergoing urban
development. In order to balance these – at times – conflicting characteristics it is important to understand
the level of flood risk, the implications of this and also the opportunities that may be presented to integrate
flood management strategies into the urban design response.
Agreements between the developers and other parties which outline the distribution of costs and benefits to
contribute to the design and development integrated and sustainable development of the district have
initially gained support. This could involve the municipality and water board bearing the costs of the
construction and management of a flood defence with private parties contributing a proportion to the
investment costs in return for direct benefits in terms of reduced flood risk and improved socio–economic
conditions within the district. In order to capitalize on these opportunities, it is necessary to work with all
stakeholders in the flood–prone areas to develop a water safety plan in conjunction with the development
masterplan. The resilience office will support this and help upscale lessons learned from this development.
RESILIENCE VALUE
There are opportunities to respond to risk (flooding) LENS

in an integrated and inclusive way as part of a
development plan and vision. This can also be
supported by an alternative funding model where SCALE
investors can accrue benefit due to reduced flood risk,
reduced insurance and higher development values.
This approach can serve as a model for integrated
climate resilient waterfront development elsewhere in OWNER
the Netherlands and internationally. Municipality, Water Board
PARTNERS
Housing Corporations, Residents, Property Owners,
Developers, Utility Companies
FINANCE (POSSIBLE)
STATUS
New
RESULT
RELATED
19 20 21 23
ACTIONS

RELATED ACTIONS
19 PLAN FOR CLIMATE RESILIENT 21 CLIMATE RESILIENT WATERFRONT AREAS
CRITICAL INFRASTRUCTURE
In 2014 the National Delta Programme was established. In Rotterdam, as part of the Rotterdam Adaptation
An important part of the Delta Program is “spatial adaptation”, such as spatial adjustments to the existing city Strategy, there are a diverse range of pilot studies which focus on climate resilient development in the wider
within the dykes. An important part of this is critical infrastructure. A new spatial plan will be developed based region; looking at both urban and industrial areas. Some include Pilot Noordereiland, Pilot Botlek, Pilot
on regional analysis of critical infrastructure resilience to climate change. Feijenoord, Pilot Crisis management and flooding. The results of these pilots will be collated and translated into
overall policy for the area outside the dykes in Rotterdam.
RESILIENCE VALUE
RESILIENCE VALUE
• Supports knowledge sharing, LENS
innovation and networking. • Supports knowledge sharing and LENS
• A spatial overlay and mapping can SCALE networking
deliver co-benefits in considering • Development of new strategies for SCALE
development growth opportunities floodprone areas.
OWNER Municipality, Central Government, Water Boards,
and overlaying other considerations • Embeds climate resilient thinking into
Deltaprogram partners, RDC OWNER Municipality, HbR
such as socio-economic metrics, all areas of Rotterdam.
renewable energy potential and PARTNERS Municipality, Central Government, Water Boards, PARTNERS Water boards, Province, Central government
broader infrastructure opportunities
Deltaprogram partners, RDC FINANCE Municipality, Port Authority, Partners
and constraints.
(POSSIBLE)
FINANCE Municipality, Central Government, Water Boards
(POSSIBLE) STATUS In progress
STATUS New RESULT Short–term (2016)
RESULT Short–term RELATED
S L
RELATED
K L
20 VERTICAL EVACUATION PLANNING
An important part of the National Delta Program is the concept of “multi–layer safety”. This involves prevention
(1st layer) spatial adaptation (2nd layer) and evacuation (3rd layer). The evacuation layer has yet to be fully
planned and developed. The pilot study “crisis management during floods” found that vertical evacuation
needs proper consideration as a serious option for layer 3. Specifically, consideration should be given to
the fact that the highest areas are located along the river, outside the dykes and the entire port area. We will
develop a vertical evacuation plan as part of our resilience strategy implementation.
RESILIENCE VALUE
• Supports preparedness and embeds LENS
considerations for evacuation into all
aspects of the city and port. SCALE
OWNER municipality
PARTNERS central government, water boards, RDC
FINANCE central government, water boards, Regional Safety
(POSSIBLE) Board, RDC
STATUS New
RESULT Short–term
RELATED
S L

22 ROTTERDAM–THE HAGUE EMERGENCY AIRPORT (RHEA)
The Rotterdam–The Hague Emergency Airport (RHEA) will create an economic cluster focussing on clean
technology and water security in an airport setting. As a ‘safe haven’, the site can be an excellent example of
water security in The Netherlands (demonstrating multi–layer security: 3rd Layer). We will establish a knowledge
and training centre for service providers, business, research, NGOs and aid organisations that will tap into
RHEA companies and scientists specialized in clean technology products in the region.
RESILIENCE VALUE
This centre will serve as a demonstrator for LENS
Rotterdam. It will achieve a critical mass of
organisations and institutes that will be a SCALE
catalyst for innovation and research. The
cluster will support resilience goals around
OWNER
Rotterdam The Hague Airport, Schiphol Real Estate,
water, energy transitions and next economy
Municipality of Rotterdam, Municipality of The
/ 21st century skills.
Hague, Metropolitan Region Rotterdam–The Hague,
It will provide a safe area in case of Ministry of Infrastructure and Environment, Ministry
regional emergencies and a base from of Economic Affairs, Clean Tech Delta, Deltares,
which support can be delivered to disaster Sweco, Innovation Quarter, UNESCO–IHE, TU Delft
prone areas around the world.
PARTNERS
Rotterdam The Hague Airport, Schiphol Real Estate,
Municipality of Rotterdam, Municipality of The
Hague, Metropolitan Region Rotterdam–The Hague,
Ministry of Infrastructure and Environment, Ministry of
Economic Affairs, Clean Tech Delta, Deltares, Sweco,
Innovation Quarter, UNESCO–IHE, TU Delft
FINANCE Partners
(POSSIBLE)
STATUS New
RELATED
23 FLOATING CITY
The municipality of Rotterdam – through their Climate Proof and Adaptation Strategy – have stated an
ambition to explore opportunities presented by building floating developments. The Floating Pavilion was
our first move. This was followed by floating houses in the Nassau Harbour, Experimental Zone Aqua
Dock and innovative designs for a floating farm and water treatment. Upscaling of these approaches
and bringing them into the mainstream is our next step and is an action we will take forward as part of
implementing our resilience strategy.
RESILIENCE VALUE
• Supports innovation in climate resilient LENS
building and infrastructure provision
• Raises awareness of climate risks SCALE
TWINNING NEW ORLEANS AND ROTTERDAM – WATERMANAGEMENT

OWNER Municipality
PARTNERS Resilient Delta Cities (RDC) New Orleans (NOLA) and Rotterdam have been collaborating since 2008, specifically in relation to water
FINANCE Municipality, Private Partners management. After hurricane Katrina Dutch experts assisted NOLA by hosting the “Dutch Dialogues”.
(POSSIBLE) Learning from this dialogue contributed to the development of NOLA’s Integrated Water Management Plan.
STATUS Under development Now NOLA participates in the Connecting Delta Cities network and the two cities are further linked by
their participation in the 100 Resilient Cities programme. The two cities have both benefitted from earlier
RESULT Medium–term / Long–term
knowledge sharing and are committed to more collaboration in the future. Future efforts will be directed
RELATED towards climate resilience, social resilience and the development of business and knowledge.
L

M
GOAL 5: COOPERATION
BETWEEN INFRASTRUCTURE
INFRASTRUCTURE READY PROVIDERS
FOR THE 21ST CENTURY
The subsurface is required for routing multiple infrastructure types and numerous agencies have
an interest in how the subsurface is managed. The municipality plays an important role in this
management, but there are multiple network providers which operate independently of each other.
There is a need for greater organisation and cooperation, especially in times of emergency when
a disruption to one type of critical infrastructure can have cascading impacts across infrastructure
networks. There is a greater need to ensure that the providers coordinate approaches and share
experiences and knowledge. This action seeks to incorporate resilience into the agenda at a strategic
level as well as on to the existing platforms for infrastructure / utility providers.
RESILIENCE VALUE
This action will facilitate dialogue between different LENS

network operators, allowing them to verify their
resilience and eventually increase the resilience of the
overall system of critical infrastructure. Communication SCALE
regarding resilience at operational and strategic levels
will strengthen and broaden relationships between
stakeholders which will lead to benefits in our other
resilience goal areas (e.g. energy transition). OWNER
Municipality
PARTNERS
Stedin, Evides and other Infra providers
FINANCE (POSSIBLE)
To be determined
STATUS
Under development
RESULT
RELATED ACTIONS

N
THE SUBSURFACE
ABOVE GROUND
DEVELOPING POLICY TO RAISE THE IMPORTANCE OF SUBSURFACE IN
PLANNING AND PROJECTS
Consideration and understanding of both above and below ground will allow the city to better realise
its ambitions for densification, greening and water storage. Once spatial planning is comprehensive
and inclusive, there is more room for flexibility and ingenuity. There is a need to better consider above
and below ground development in an integrated manner as currently when making spatial plans for the
city there is currently too little consideration given to the subsurface infrastructure. Developing policies
goaled at the subsurface planning and management is an integral part of spatial development and
allows for appropriate corridor protection and optimal space use. These policies will be developed as
an action as part of the implementation of this resilience strategy.
RESILIENCE VALUE
A shared vision and policy for ‘underground LENS

in Rotterdam’ will raise awareness of risks and
opportunities of the underground systems to both
urban planners and infrastructure managers. It will SCALE
support better planning and asset management and
therefore help improve resilience.
OWNER
Municipality / Urban Maintenance Department and
Urban Planning Department
PARTNERS
Province, water boards, Port Authority
FINANCE (POSSIBLE)
Municipality
STATUS
New
RESULT
RELATED ACTIONS 24 25 26 27

RELATED ACTIONS 26 COST BENEFIT ANALYSIS OF INFRASTRUCTURE DECISION MAKING
24 ANALYTICAL RESEARCH ON INFRASTRUCTURE AND FEATURES IN THE Generally, risk management and spatial planning do not consider the costs and benefits of development in
SUBSURFACE the longer term (i.e. the full life cycle considerations), but this can support effective decision making and help
make the case for investment in redundancy. This is particularly prevalent in the context of underground critical
Gaining a better understanding of interdependencies and cascading effects as well as insight into the most infrastructure. The action will seek to determine how through cost benefit analysis can support infrastructure
fragile assets of the critical underground networks will allow opportunities for increasing resilience to be decision making, including for example, approaches to take account of the value of the subsurface space
identified. This will require a full assessment and investigation of the existing networks in Rotterdam. This taken up by the infrastructure.
assessment will be taken forward as an action associated with the implementation of this resilience strategy.
RESILIENCE VALUE
RESILIENCE VALUE LENS
• Embeds resilience thinking and proper
• Embeds resilience thinking across LENS (lifecycle) cost benefit analysis into
all activities related to critical critical underground infrastructure SCALE
underground infrastructure. decision making and delivery
SCALE
• Supports knowledge sharing and OWNER Municipality
networking.
OWNER Municipality PARTNERS Project developers, area developers
• Helps to tease out synergies between
critical infrastructure and other PARTNERS Resilient Delta Cities (RDC), Private parties FINANCE Municipality
resilience goals. (POSSIBLE)
FINANCE Municipality, Stakeholders
(POSSIBLE) STATUS New
STATUS New RESULT Medium–term
RESULT Short–term / Medium–term RELATED
N
RELATED
N
27 THE DEVELOPMENT AND IMPLEMENTATION OF ASSET

MANAGEMENT FOR OUR UNDERGROUND INFRASTRUCTURE
25 QUICK SCAN OF SELF–RELIANCE
The municipality of Rotterdam’s asset management team used to maintain and manage all assets in public
This action will provide a scan of the extent to which residents of Rotterdam are or can be self–reliant in terms spaces as well as manage a risk register. This included for items such as bridges and quay walls and also
of disruptions to critical infrastructure (long term power failures, heating, drinking water supply, etc). green spaces and lighting. Asset management not only considers the costs and current status of the assets
themselves but also the potential risks that the failure of the assets could have on the functioning of the city. By
RESILIENCE VALUE mapping the risks, decisions can be made as to what measures should and should not be performed based
on a balance of performance, risk and cost. Smart investments now can often deliver savings in the future.
• Supports greater understanding LENS
This action will develop protocols for the asset management of underground infrastructure, intended to support
of residual vulnerabilities from
decision making in respect of maintenance and replacement.
infrastructure disruptions. SCALE
• Provides context on community and
business resilience activities and RESILIENCE VALUE
OWNER
Municipality / Urban Maintenance Department and
investment
Urban Planning Department • Embeds resilience thinking into the LENS
• Supports understanding of the role
government can play in providing management of current assets as well
PARTNERS Regional Safety Board (VRR) as future planned and developed.
back up services during emergencies. SCALE
FINANCE Municipality, Region • Supports knowledge sharing,
(POSSIBLE) specifically of infrastructure risks
OWNER Municipality, Urban Maintenance Department
amongst infrastructure providers and
STATUS New developers. PARTNERS Municipality, Urban Maintenance Department
FINANCE Municipality, Urban Maintenance Department
RELATED (POSSIBLE)
A N
STATUS Under development
RELATED
N

O
STREET OF THE
FUTURE
SUBSURFACE INVESTMENT PRIORITIES
FOR THE STREET OF THE FUTURE
Rotterdam’s subsurface environment is getting overcrowded, in some areas this is a limitation on new
development. There are a growing number of disruption incidents as a result of still insufficiently subsurface
mapping and accidental excavation of critical infrastructure, and co–ordination and dialogue between the
various utility companies needs to be improved. The city is improving our old degraded infrastructure (e.g.
gas networks and around 40km of sewer per year) whilst at the same time investing in new infrastructure
that is fit for the future, for example, to support a clean energy transition and the next economy (digital).
As a result of the underground upgrades, investments now could deliver long term pay back though
increased flexibility and redundancy to allow greater surface level building development. Ensure
appropriate investment relies in part in having a future vision. This action will seek to conceive the street of
the future. We imagine new multi–utility service corridors, improved subsurface 3D mapping, enhanced
co–ordination and dialogue and thorough market and citizen engagement will help us to determine now
what infrastructure investments are needed to ensure sufficient flexibility for the street of the future.
RESILIENCE VALUE
Engagement with utilities will help to better understand LENS

the infrastructure required to support key city
transitions (e.g. energy and smart city). The physical
works will ultimately facilitate development, grow the SCALE
economy and ensure new infrastructure investments
consider resilience. Secondary benefits will come from
business and citizen engagement (i.e. participatory
design process) and through enhancing knowledge OWNER
around the impacts of climate change on the Municipality / Urban Maintenance Department
subsurface environment.
PARTNERS
Residents, Stedin, Evides, Businesses
FINANCE (POSSIBLE)
To be Determined
STATUS
Under development
RESULT
Medium–term
RELATED ACTIONS
26

P
GOAL 6:
ROTTERDAM NETWORK — TRULY OUR CITY ACTIVE CITIZENS
FACILITATION AND EXPERIMENTING WITH SELF–ORGANIZATION OF CITIZENS
Rotterdam has already developed a suite of tools to respond to the needs and aspirations of its citizens.
The city uses this suite of tools, such as small grants for Residents Initiatives, CityLab010 for innovative
actions, Opzoomeren for street activities, the “Right to Challenge” and Citizens Jury, Referendum and
Digital opinion research to engage and support community and private sector grass roots initiatives in
the city.
The city recognises that in order to further the engagement and mobilization of citizens there is a need
for a shift from top–down city level and framework approaches to bottom–up interests and initiatives
at the citizen and neighbourhood level. The municipality is continuously seeking to optimise the value
gained from its processes and activities and understands that to derive most value from these tools it
needs to improve its back office processes around initiative selection, management and funding to
provide a smoother interaction for the citizen.
RESILIENCE VALUE
The ability for self–organization is a key element for a LENS

resilient city. This action will seek to build engagement
at citizen and community level by enhancing the
user experience associated with existing city funding SCALE
and support initiatives. Providing greater incentive
for citizens to come forward with solutions they can
implement at local level can strengthen social cohesion
and support a number of our resilience goals. It is OWNER
expected community initiatives will include local Municipality
energy production, small–scale water measures and
social entrepreneurship. PARTNERS
Bottom line this action belongs to the Municipality,
but it will involve other stakeholders who themselves
also need to change. For example housing
corporations and infrastructure providers
FINANCE (POSSIBLE)
Municipality, District Committees
STATUS
Under development
RESULT
Short–term
RELATED ACTIONS

Q
ROTTERDAM
NETWORK CITY
CREATING NETWORKS OF GOVERNMENT, CITIZENS, INSTITUTIONS,
MARKET AND KNOWLEDGE
There is a changing role for the government, instead of a central guiding policy role, the role is
increasingly shifting to frameworks, facilitation and enabling. The community and the market have
increasing ambition to tackle social issues and therefore also expect to get more space and support
from the government to do so. It is important that the market, community and government facilitate
each other and find an effective method for cooperation and collaboration. That is the basis for a
resilient system of governance for Rotterdam. Make it happen: the motto for the city encompasses this.
This action is intended to ensure that we become more aware, that we recognise the importance of
networks and platforms for engagement and that we share our knowledge around key initiatives.
RESILIENCE VALUE
LENS
This action contributes to building relationships RELATED ACTIONS
between citizens, companies and institutions and can
deliver benefits across most of the identified resilience
goals. SCALE
28 WORLD EXPO 2025
OWNER World Expo 2025 is an initiative led by a group of Rotterdam entrepreneurs. Their plan includes a ten–year
Municipality economic program that culminates during the Exhibition in 2025. The Expo will last six months and attract
an estimated twenty million visitors. Only the Dutch Government can put Rotterdam forward as a candidate
PARTNERS for the Expo; a decision has yet to be taken on this. The municipality has approved the plan and agrees that
It is a call to all stakeholders that contribute to the the spatial integration contributes to the necessary infrastructure upgrades. Additionally, proposed is an ‘Expo
network of the city Works’ authority, which is a special program aimed at creating jobs for young people in Rotterdam. The theme
of the World Expo 2025 would be ‘Rotterdam Changing Currents’, with one of the subthemes titled ‘Deltas in
FINANCE (POSSIBLE) Transition’.
Not Applicable
RESILIENCE VALUE
STATUS LENS
• Supports inward investment in
In progress development and infrastructure and
can leave a legacy (see Lisbon, Milan SCALE
RESULT etc).
Short–term • Embeds resilience thinking to wide
OWNER ING, Rabobank, KPMG, EY, Eneco, Royal Haskoning
range of activities.
DHV, Van Oord, AVR, ABN AMRO, Robeco, First
RELATED ACTIONS
28 29 30 Dutch, TBI, KPN, TNO, Vopak, VTTI, KLM
PARTNERS Municipality
FINANCE Partners, Central Government
(POSSIBLE)
STATUS New
RESULT Medium–term / Long–term
RELATED
Q

R
29 INTERNATIONAL ADVISORY BOARD AND RESILIENCE
The International Advisory Board Rotterdam (IAB) is a unique advisory council made up of international leaders
NEIGHBOURHOOD
in academia and the private and public sectors. The IAB meets once every two years to advise the Municipal ORIENTED GOVERNANCE
Executive of Rotterdam on economic and other aspects of urban development. The IAB serves as a sounding
board for the Municipal Executive on issues related to international economic developments. The IAB is The city of Rotterdam is constantly looking for ways to connect urban interests and the interests of the
currently chaired by Jan Peter Balkenende, former prime minister of the Netherlands. Rotterdam with partners, individual citizen, streets and neighbourhoods. Rotterdam has 14 regions and 42 districts.
we will explore the possibilities to address Resilience as main topic for the IAB 2017. The City of Rotterdam recently started working with the district controlled planning program.
The aim is to enhance the organization and effectiveness of municipal district level activities, and to
RESILIENCE VALUE promote full involvement from citizens and government in planning and running these districts.
LENS Financing and accounting systems will be adapted to allow for more decentralized governance in the
• Supports knowledge sharing,
innovation and networking and builds
future and special district officials are appointed to monitor what is happening in the neighbourhood
the profile of the Rotterdam Resilience SCALE
and to align the service provision for the central municipal departments (clusters).
Programme. The neighbourhood action plans are the results and activities at the district level.
OWNER Municipality
Citizens are closely involved and their satisfaction and engagement in the process are monitored.
PARTNERS Municipality and partners

RESILIENCE VALUE
FINANCE To be determined
(POSSIBLE)
Improving the function of the government by LENS
STATUS New
incorporating more flexibility, integration and
RESULT Short–term (2017) inclusiveness to all the needs of the citizens to
be better understood and addressed in a more SCALE
RELATED
Q decentralized approach.
OWNER
Municipality
30 CITY MAKERS CONGRESS
PARTNERS
An annual congress in which a wide range of interested parties from the city, such as developers, housing District Committees
corporations, design agencies and interest groups collaborate on design issues in the city. The aim is that
through city labs issues are addressed and solutions are devised. The resilience office will support this congress FINANCE (POSSIBLE)
and bring resilience to the table for discussion. Municipality
RESILIENCE VALUE STATUS

Under development
• Supports bottom up – community led LENS
initiatives and builds cohesion. RESULT
• Embeds resilience thinking to wide SCALE
range of activities and stakeholders
• Supports knowledge sharing,
OWNER Municipality, Van Der Leeuwkring, AIR RELATED ACTIONS
innovation and networking. 31 32
PARTNERS
FINANCE Municipality, Van Der Leeuwkring, AIR
(POSSIBLE)
STATUS In progress
RESULT Short–term / Annual
RELATED
Q

32 GOVERNANCE LAB EUR
RELATED ACTIONS The City of Rotterdam together with the Erasmus University will start a Governance Lab, a joint initiative
to come through design research to strengthen the organizational capacity of the city. This initiative is
31 OPPORTUNITY MAPPING: FEYENOORD organized in line with the Rotterdam Resilience Strategy and is intended for use by design and action
research to implement the city’s vision of resilience. Many elements of the resilience strategy relate to the
Led by local entrepreneurs, an opportunity map was developed which identified a series of initiatives. mobilization and utilization of a self–organizing, able society, and the market increasing the resilience
In cooperation with the municipality a strategy for how these should be realized is being developed, of the city. A joint Governance Lab should make it possible to bring together the knowledge questions
with the aim to deliver a robust self–supporting network. The next steps have been established with this from Rotterdam and the research interests of the EUR and matching. It is important that the municipality
strategy acting as a test case for the creation of an effective and efficient network at the neighbourhood combines knowledge questions and invests in the lab, especially as the university is looking towards
level. The aim is to facilitate this development process and to learn from it, allowing lessons to be learnt current research programs in space, to capitalise on this knowledge. Ultimately, it comes to designing
and taken forward to other areas across the city. research: the translation of scientific theory and empirical research into useful concepts and designs for the
practice of the city (via experimental, designing and action research).
RESILIENCE VALUE
RESILIENCE VALUE
A resilient system of governance is LENS
initiatives and builds cohesion.
• Supports knowledge sharing and the foundation for a resilient city. The
SCALE
networking. establishment of the resilient system of SCALE
• Supports innovation and future governance is situationally determined,
OWNER Local businesses and core team and requires room for experimentation,
thinking across all scales. OWNER Municipality, Erasmus University Rotterdam
PARTNERS Municipality, local businesses improvisation and learning.
PARTNERS
Housing corporations, Infra Providers, Energy
FINANCE Entrepreneurs
Providers
(POSSIBLE)
STATUS Under development FINANCE Municipality, Erasmus University

(POSSIBLE)
STATUS New
RELATED
R
RESULT Short–term
RELATED
33 DELFSHAVEN CORPORATION
A new type of control and participation at the district level, Delfshaven Cooperative began in 2015 as
a foundation; working towards a cooperative where likeminded committed people could work together
for Bospolder/Tussendijken. By bringing together large companies and institutions with local residents
initiatives can create benefits for all parties involved. The goal is to increase the performance opportunities
of the place and for its people in the long term. The Delfshaven Cooperative is an innovation in working
and should be monitored in order to draw lessons to be shared with other districts.
RESILIENCE VALUE
• Embeds resilience thinking SCALE
networking
OWNER Residents, Municipality, Havensteder, Rabobank
PARTNERS
FINANCE Owners
(POSSIBLE)
STATUS New
RESULT Short–term
RELATED
R

34 DEVELOPMENT OPEN DATA PLATFORM
Rotterdam has developed an online data log www.rotterdamopendata.nl. From this site it is possible for
anyone to open datasets regardless of the content and conditionally use it. Through active sharing of
data it is expected that there will be increased economic and innovation activities as well as new forms
of cooperation to better develop the economy and Rotterdam as a smart city. The site also encourages
greater participation and self–reliance. Although Rotterdam is among one of the frontrunners in Europe,
the municipality still wants to further increase close cooperation between the government, citizens,
businesses and knowledge institutions in the city and wider region, moving to a relationship whereby these
parties can freely share ideas and datasets (open data). This action will ensure the ongoing development
and dissemination of learning from the open data portal.
RESILIENCE VALUE
• Supports knowledge sharing and SCALE
networking
OWNER Municipality
PARTNERS Citizens, Businesses
FINANCE Partners
(POSSIBLE)
STATUS New
RESULT Short–term
RELATED I
35 FURTHER DEVELOP DIGITAL

INFORMATION AND INSPIRATION PLATFORM
Rotterdammers are bursting with great ideas for their city. The municipality works to harness this through
various online platforms: www.rotterdam.nl/meedenkenendoen (to find inspiration and information)
and www.citylab010.nl (to share innovative plans). It is however recognized that improvements to these
could be made to increase customer–usability and consequently to inspire more people. This action will
develop and enhance the existing citylab010 platform.
RESILIENCE VALUE
• Embeds resilience thinking SCALE
networking
OWNER Municipality
• Builds profile
PARTNERS Citizens
FINANCE To be determined
(POSSIBLE)
STATUS New
RESULT Short–term
RELATED

S
GOAL 7:
ANCHORING RESILIENCE NATIONAL PROGRAM
IN THE CITY ROTTERDAM ZUID
Rotterdam South is different from the rest of Rotterdam and the other three major cities in The
Netherlands. Unfortunately, the socio–economic conditions are often worse; the average educational
level is lower, there is a higher unemployment rate, the quality of housing is worse and its inhabitants
are less optimistic about the future of the district. On top of this, there is a higher percentage of
households receiving unemployment benefit in the south (9% in The Netherlands compared to 19%
in Rotterdam south). Within Rotterdam south there are 7 focus areas which scored worse still on key
socio–economic indicators than average even for Rotterdam south.
The National Programme Rotterdam South (NPRZ) aims to improve the lives of those living in Rotterdam
South so that in 2030 it is doing at least as well as the rest of Rotterdam and the three other major
cities in The Netherlands. NPRZ has three pillars: school, work and life. The NPRZ wants to ensure that
people living in Rotterdam South reach a higher level of education, find more work, have improved
housing, and have access to a better more attractive environment. These three pillars are closely
connected and influence each other. It is a joint program on which the national government, City of
Rotterdam, schools, welfare and housing associations and businesses collaborate. It focuses on the
people to ensure that it meets the needs of residents. This is something that the Rotterdam Resilience
Strategy Program considers important and supports.
RESILIENCE VALUE
NPRZ is a prime example of an integrated approach. LENS

The program covers an extensive and active group
of stakeholders at different levels together in a
collaborative approach to address a large societal SCALE
problem. The integrated approach focuses on both
social and physical (between school, work and
environment) to ensure that the outcomes are robust.
The program is essential for social resilience in OWNER
Rotterdam. It strengthens social cohesion in Rotterdam Central Government, Municipality, Schools and
South while also focusing on opportunities for training Hospitals, Housing Corporations and Businesses
and work to increase the resilience of individuals.
PARTNERS
Central Government, Municipality, Schools and
Hospitals, Housing Corporations and Businesses
FINANCE (POSSIBLE)
Municipality, Central Government, Housing
Corporation
STATUS
Under development
RESULT
Short–term
RELATED ACTIONS

T
ROADMAP TO THE
NEXT ECONOMY
The metropolitan region of Rotterdam – The Hague is working on the development of a Roadmap
Next Economy (RNE). There are global economic and technological transitions that require investment
projects in the region. The metropolitan region has mandated international economist and political
advisor Jeremy Rifkin to the RNE. The RNE will include a strategy and implementation plan to
maximize the opportunities presented by the ‘Next Economy’, including in the areas already identified;
digitization of information, energy and mobility / logistics
These three pillars are included in RNE connected to the major economic clusters in the region,
crossovers between the pillars and economic cluster innovations are encouraged. There are established
specific working groups for the pillars. Work and lessons learnt from RNE will be supported and
integrated to other initiatives.
RESILIENCE VALUE
The integrated approach with numerous stakeholders LENS

used in the Roadmap to the Next Economy ensures
that it is far reaching. There are concrete projects,
results and commitments, which seek to enhance the SCALE
ingenuity and flexibility of the region. This is necessary
if the region is to cope with the exponential changes
taking place globally.
OWNER
Metropolitan Region Rotterdam – The Hague
PARTNERS
Municipality, province, central government,
educational institutions, businesses
FINANCE (POSSIBLE)
Metropolitan Region Rotterdam – The Hague
STATUS
Under development
RESULT
Short–term (2016)
RELATED ACTIONS 44

RELATED ACTIONS
U
36 SMART SCHOUWBURGPLEIN
1 KM2 SUSTAINABLE 7 SQUARE ENDEAVOUR
ROOFSCAPE CITY CENTRE The aim here is to create a pleasant living environment around the Schouwburgplein for all users, which is also
future proof. The square and surrounding area should not only support healthy and active lifestyles but also
Rotterdam was the first municipality in the Netherlands to successful support green roofs, with currently more provide enjoyment for users. Sustainability is an integral component taking into account clean energy, recycling
than 220.000m2 of green roofs in Rotterdam. There is even an award winning festival, Rotterdam Rooftops of materials, additional water storage and Smart Grid. This project on street level can function as a catalyst
Day 2015. A policy program implemented green roofs as part of the climate adaptation strategy and project comparable to the water square. This project will be developed and implemented in cooperation with a
Rotterdam received a C40 Cities Award in Paris for its work in this area. Challenges for water, greening, wide range of stakeholders, sharing ideas, knowledge and resources. We will connect this project to resilience
renewable energy, air quality and a lack of space can be addressed through an integrated approach to the goals and enrich and facilitate where possible to maximize the resilience dividend. With the Schouwburgplein
development of green roofs. Techniques for greening roofs have developed and can now effectively cater to Rotterdam participates in the international 7 Square Endeavour Initiative, together with 6 other world cities.
multiuse roofs including urban farming, solar panels, water storage and even sports facilities. These spaces
can contribute enormously to the sustainability and viability of the city centre. It contributes to a favourable RESILIENCE VALUE
climate for businesses, tourism and offers an attractive and healthy environment for young families and LENS
• Supports bottom up – community led
professionals. This action for a sustainable roofscape brings the enthusiasm of Rotterdam and the policy
objectives together to publicize the many opportunities of large scale green roofs retrofit. We are goaling • Embeds resilience thinking in the SCALE
green roofs covering 1,000,000m2 across our city centre. areas development and provides
opportunities for this to act as a
OWNER Rotterdam City Theatre
catalyst for resilient thinking.
RESILIENCE VALUE • Supports knowledge sharing and PARTNERS Arcadis, De Doelen, Dura Vermeer,
networking Eneco, Municipality of Rotterdam, TNO,
The program offers a distinct added value to LENS Hoogheemraadschap Schieland & Krimpenerwaard
Rotterdammers by encouraging a combination of (water board), Ministry of Infrastructure and
integrated solutions such as solar panels above a
Environment
green roof, for a higher return. In practice this means SCALE
more water storage, increased permeability of the
urban area, energy generation, greater ecological FINANCE Partners, PPP
(POSSIBLE)
value, food production, cleaner air, health and social
cohesion amongst other benefits. Adding value on this OWNER STATUS New
scale will be revolutionary for the city centre. Finally, Roof owners in the centre, such as the Municipality of
the program can be deployed at short notice without RESULT Short–term / Medium–term
Rotterdam, HOA’s and Housing Corporations
major issues. RELATED
U
PARTNERS
Users and tenants in the city centre. Some multinational
corporate companies have shown interest in this
initiative (e.g. Akzo Nobel).
FINANCE (POSSIBLE)
Subsidies, Real Estate Owners
STATUS
New
RESULT
Short–term
RELATED ACTIONS
36

V
RESILIENT DELFSHAVEN
EXPERIMENTING WITH COOPERATIVE AREA DEVELOPMENT
Merwede4havens (M4H) is a dynamic area with high levels of economic innovation, with new
industries settling in the port area where existing port activities interact with innovative manufacturing
and creative entrepreneurs. However, in the surrounding areas there are social issues with up to 25%
unemployment, 80% of people are immigrants, there are rising debt problems and a struggle against
drug trafficking and use and other nuisance behaviour. This is one of the most difficult urban
environments in the Netherlands. However, at the same time, exciting and innovative initiatives are
happening, such as syrups and Reading West that make neighbourhoods more vibrant and dynamic.
A growing number of partners in both areas have forged a coalition around the Rotterdam
Renaissance, where a connection is made between knowledge harbour M4H (economic innovation),
and the manufacturing districts in West (social innovation). Through these actions, steps are being taken
to help people to shape their own future.
RESILIENCE VALUE
By relateding economic and social innovation robust LENS

networks have developed. It generates a shared
ownership of the neighbourhood. This plan reinforces RELATED ACTIONS
social cohesion and promotes social entrepreneurship. SCALE
This increases the self–organizing capacity of the
area.
37 BOSPOLDER TUSSENDIJKEN/PARK 1943
OWNER The implementation Plan for the development of Park 1943 area seeks to act as a catalyst for
Municipality strengthening the resilience of Bospolder/Tussendijken. Opportunity mapping and stakeholder analysis
carried out for the area will enable the development to mobilize ideas of residents, boost health
PARTNERS and encourage exercise, to better use open space and to create a water asset. Connection with
Delfshaven Cooperative, residents, businesses, development possibilities are given for Great Visserijplein and surrounding residential buildings such as
Urban Innovative Actions Framework green roofs and better use of the gardens.
RESILIENCE VALUE
FINANCE (POSSIBLE)
Municipality, Delfshaven Cooperative, additional • Embeds resilience thinking in LENS
funding is needed (e.g. through European Union) the development of Bospolder/
Tussendijken SCALE
STATUS • Supports knowledge sharing and
networking
New OWNER Delfshaven Cooperative
• Supports holistic approaches to
redevelopment targeted at improving PARTNERS
Municipality, District Committees, Havensteder,
RESULT the lives of the residents and users. Citizens
Medium–term
FINANCE Municipality
RELATED ACTIONS (POSSIBLE)
37
STATUS New
RELATED
V

W
RESILIENT PEPERKLIP
IMPROVING SOCIAL RESILIENCE, ATTRACTIVENESS, QUALITY OF LIFE AND
FUTURE–PROOFING OF AN ICONIC BUILDING
The Peperklip was designed by architect Carel Weeber and built in the 1980s; the residential building
occupies a small area, with a length of 500 meters; containing 605 homes. In recent years there has been
considerable investment in improving the social issues in and around the development; unfortunately the
investment has not been sufficient enough to bring about real change.
The building is about to undergo a major physical renovation project, which can be used to jointly tackle
the social and physical problems. The renovation includes 11.500m2 roof and semi–public courtyard which
creates space for ‘place making’ as well as a combination of power, buffering and re–use of water, public
spaces and gardens. There is also a unique opportunity to establish a related with the municipal
contribution program for residents and the labor market. This will tackle the resilience of both the physical
and social. The aspiration is for Peperklip to become an example of social resilience, in combination with
physical climate resilience. The project has the potential to have the largest collective roof gardens in
Europe. The project is supported and should seek to share knowledge and lessons as well as learn from
other initiatives in this strategy.
RESILIENCE VALUE
A resilient system of governance is LENS

the foundation for a resilient city. The
establishment of the resilient system of
governance is situationally determined, SCALE
and requires room for experimentation,
improvisation and learning in
developments such as the Peperklip.
This action provides the opportunity for OWNER
a large scale combined effort tackling Housing Corporation Vestia
multiple important issues.
PARTNERS
Residents and users of the Peperklip, Municipality of Rotterdam
FINANCE (POSSIBLE)
Vestia, Municipality of Rotterdam, water boards, energy
corporations, investors, European Union
STATUS
New
RESULT
Medium–term / Long–term
RELATED ACTIONS

X
INTERNATIONALE
ARCHITECTUUR
BIËNNALE ROTTERDAM
In January 2016 a letter of intent for cooperation on Resilient Cities was signed between the
International Architectuur Bienales (IABR) and the Municipality of Rotterdam, for the period
2016–2020. Both parties will use this time to focus on resilience, with content and financial
support from the Rotterdam Resilience Program. The biennales will include collaboration
with the government of the Netherlands, notably; Henk Ovink (Water Ambassador for the
Netherlands) and will promote the UN’s Sustainable Development and Climate Goals (COP21)
both fully endorsed and supported by the City of Rotterdam and the IABR.
In 2018, the focus of the IABR ‘resilience + cities’ production will be on the physical aspects
of resilience (adaptation to climate change, infrastructure energy, water issues, etc.), whereas
in 2020, social and softer aspects will be the focus (social resilience, cyber resilience and
resilience as a “new culture”). The question surrounding the resilience of ‘governance’ and what
new financial development models can be developed; will be included in both editions.
We will develop a joint research program about resilience by design stretching over the full
four year period.
RESILIENCE VALUE
This long term partnership will not only contribute LENS

to knowledge development and sharing, but also to
network development and ideas creation. Moving
resilience into the design space facilitates innovation SCALE
and creative thinking as noted recently at the
Designing City Resilience forum hosted by RIBA in
London.
OWNER
Municipality, IABR, Central Government
PARTNERS
RDC and others
FINANCE (POSSIBLE)
Municipality, Central Government, IABR
STATUS
New
RESULT
Short–term / Medium–term (2018 / 2020)
RELATED ACTIONS
38 39 40 41

RELATED ACTIONS
38 ROTTERDAM CENTRE FOR RESILIENT DELTA CITIES (RDC) 40 RESILIENT EUROPE
RDC is a public–private network organization which aims to accelerate the transition towards safe and RESILIENT EUROPE is the title of an EU URBACT partnership of 12 cities. These cities all invest in the
sustainable delta cities around the world. Together RDC members develop strategies for integrated development of a resilience strategy and its implementation. Emphasis is on an integrated approach,
solutions which enhance safety and add value in terms of spatial and ecological quality, social especially social and climate resilience. Funding is secured for the second tranche of the project
outcomes and economic potential. RDC will strengthen and enhance the knowledge sharing and partnership.
innovation ecosystem to better capitalise on the Rotterdam leadership position on resilience.
RESILIENCE VALUE
RESILIENCE VALUE
• Supports knowledge sharing and LENS
• Supports knowledge sharing, LENS networking, specifically in this case to
innovation and networking overcome implementation barriers. SCALE
• Embeds resilience thinking amongst SCALE
Rotterdam’s leaders OWNER Municipality
OWNER RDC–partners PARTNERS
Eleven European cities, including Glasgow, Vejle,
PARTNERS RDC–partners Bristol, Thessaloniki
FINANCE RDC–partners FINANCE EU, partners
STATUS Under development STATUS Under development

RELATED RELATED
X X
39 NATIONAL CITYDEAL CLIMATE ADAPTATION 41 NATIONAL INNOVATION CHALLENGES:

MAKE ROTTERDAM MORE RESILIENT
Nine public partners signed on March 9th 2016 along with seven (semi) private partners called
an agreement called Citydeal climate adaptation. The partners will collaborate on national and The City Challenge contest provided 150 ideas for the City of the Future in 2016. There were 10
international levels in order to strengthen their approach to climate–proof design in the urban finalists, and the winner was announced in mid–April 2016. An idea has emerged for an “11th project”
environment. The Citydeal will work with the partners over the next four years, to ensure a practical – an expansion of the final 10 ideas for an area development. Selected parties will now investigate in
learning environment and breeding ground for innovation, which will be supported and shared across the designated pilot areas of focus feasible and viable approaches to integrate Resilience.
initiatives within the Rotterdam resilience strategy.
RESILIENCE VALUE
RESILIENCE VALUE
• Supports knowledge sharing and LENS initiatives and builds cohesion.
networking • Demonstrates innovation applied SCALE
SCALE practically in a development context
OWNER Municipality
OWNER City Deal partners
PARTNERS Challenge winners
PARTNERS City Deal partners
FINANCE Include in projects, subsidies
FINANCE City Deal partners (POSSIBLE)
(POSSIBLE)
STATUS New
STATUS New
RESULT Short–term / Long–term
RESULT Short–term
RELATED All flywheel actions
RELATED
X

42 RESILIENT CITIES NETWORK: 44 RESILIENT ROTTERDAM—THE HAGUE

CITY EXCHANGE METROPOLITAN AREA
Rotterdam has participated in the ambitious cities network 100 Resilient Cities from 2014. Therefore, Rotterdam—The Hague Metropolitan Area (MRDH) is a consortium of 23 municipalities. These
Rotterdam has access to a wealth of knowledge gained through discussions with other cities and municipalities have jointly invested in the Next Economy Roadmap (RNE). Many resilience issues
professionals in the 100 Resilient Cities network. Developing and sharing knowledge plays an extend beyond municipal boundaries. MRDH with interested municipalities, particularly The Hague,
important part in contributing to building resilience in other cities. There is scope for Rotterdam and its is cooperating to deliver concrete actions and results for resilience for the wider region. Rotterdam is
knowledge partners to use bilateral relationships to support other cities. As an example, we hosted a sharing its learning from the 100 Resilient Cities process into this consortium, and the selection of The
successful network sharing session in October 2015. We will look for other opportunities to utilise the Hague by 100 Resilient Cities as a third wave city could give a further boost to the metropolitan region
100 Resilient Cities network. in terms of how it considers its future resilience across key areas such as water, climate and cyber.
RESILIENCE VALUE RESILIENCE VALUE

• Supports knowledge sharing and LENS • Supports knowledge sharing and LENS
networking across the 100 Resilient networking
Cities network SCALE • Supports tackling of cross municipality SCALE
issues and challenges
OWNER Municipality, 100 Resilient Cities OWNER Municipality Rotterdam, municipality Den Haag
PARTNERS RDC partners PARTNERS MRDH–municipalities, InnovationQuarter
FINANCE Cities, RDC, 100 Resilient Cities FINANCE MRDH–municipalities, subsidies
STATUS New STATUS New

RELATED All flywheel actions RELATED
I T
43 RESILIENT ROTTERDAM:
GETTING IT ORGANISED
In October 2015, 28 Chief Resilience Officers
Since 2014, Rotterdam has participated in the ambitious urban network 100 Resilient Cities. This and resilience team members from 9 cities
strategy presents the actions developed through that process. There is now a need to implement the convened in Rotterdam for a Network Exchange
actions identified, requiring the formalisation of the role and resources of the resilience office and Chief on integrated water management. Through site
Resilience Officer and the agreement of partnering arrangements. visits, expert presentations, and multi-disciplinary
workshops involving more than 30 water experts
RESILIENCE VALUE from Rotterdam and the Netherlands, participants
grappled with common challenges facing cities
• Supports knowledge sharing and LENS today – from flooding and sea level rise to water
networking across the 100 Resilient scarcity – and proactively shared knowledge and
Cities network SCALE insights about each other’s successes and failures.
• Embeds resilience thinking
The Rotterdam exchange catalyzed some concrete
• Supports effective delivery of all other
OWNER Municipality actions, and attendees returned to their cities to act
resilience actions
PARTNERS Stakeholders upon the lessons learned.
FINANCE Municipality, 100 Resilient Cities
(POSSIBLE)
100 Resilient Cities member cities involved:
Bangkok, Berkeley, Mexico City, New Orleans,
STATUS New
Norfolk, Rome, Rotterdam, Surat and Vejle.
RESULT Short–term
RELATED All flywheel actions

FACTSHEET ACKNOWLEDGE-
RESILIENCE MENTS.
STRATEGY.
7 RESILIENCE GOALS 12 METHODOLOGIES
• Rotterdam: A balanced society • Student Challenges Numerous partners in the city have made their contribution to the Rotterdam Resilience Strategy.
• World port city built on clean and reliable energy • EU funds Many thanks to all and specifically to the people below:
• Rotterdam cyber port city • Research
• Climate adaptive city to a new level • City Resilience Framework STEERING COMMITTEE
• Infrastructure ready for the 21st century • Interviews Paula Verhoeven (City of Rotterdam / Urban Development – general director)
• Rotterdam network – truly our city • Pilot districts Andre Vervooren (City of Rotterdam / Bestuursdienst – directeur Veilig)
• Anchoring resilience in the city • Collaboration between cities Victor Schoenmakers (Port Authority – director Corporate Strategy)
• Visualisation (film) Gerben Wigmans (City of Rotterdam / City Management – director Clean)
• Collecting data Jolanda Trijselaar (Safety Region Rotterdam – director Risk and Crisis Management and Dispatch)
• Resilience by design Arie Deelen (DCMR – director)
7 RESILIENCE SCALES 8 (PLATFORM)PARTNERS INCLUDING • Back casting Jan Janse (Police district Seaport, district management)
• Building KNOWLEDGE INSTITUTES • Harvesting Onno de Zwart (City of Rotterdam / Social Department – director Youth & Education)
• District • Microsoft Karin Schrederhof (Woonbron – director)
• Rotterdam • AECOM Arnoud Molenaar (Chief Resilience Officer – CRO)
• Metropolitan area • TNO Corjan Gebraad (Secretary)
• The Netherlands • Drift Wynand Dassen (CRO team member)
• Europe • Resilient Delta Cities (RDC)
• Worldwide • Urbanisten
• Erasmus Universiteit Rotterdam
• DELTARES PROGRAM STRATEGY CRO TEAM: PARTNERS:
TEAM: Arnoud Molenaar (president, 100RC
Bas van Eijk (Evides) CRO) AECOM
68 ACTIONS, INCLUDING 24 FLYWHEEL ACTIONS SUCH AS: 3 LAYER MODEL OF Marly Coenders (City of Rotterdam) Corjan Gebraad Microsoft
• Leadership institute ROTTERDAM RESILIENCE Hanneke Duijnhoven (TNO) Wynand Dassen TNO
• 1 km2 of sustainable rooftop landscape PROGRAM Jos Wisse (Safety Region Rotterdam) Ella van der Hout DRIFT
• ‘Deltaplan Cyber’ • Strategic (city) Wil Kovacs (City of Rotterdam) Maarten Nijpels Resilient Delta Cities (RDC)
• Resilient Delfsport • Resilience initiatives by Astrid Madsen (City of Rotterdam) Maarten de Vries Urbanisten
• Architecture biennales of 2018 and 2020 municipality Marcel Koeleman (DCMR) Desiree Gotink Erasmus University Rotterdam
• Fundament: ongoing Ineke Nierstrasz (City of Rotterdam) Monica Verhoek DELTARES
200+ INVOLVED WITHIN 1½ YEARS initiatives by citizens Maarten Nijpels (City of Rotterdam) Luuk van der Burgt
Ruud Melieste (Port Authority Rotterdam) Charlotte Koppen
Olga Smit (City of Rotterdam)
17 STAKEHOLDERS SO FAR 3 SYNERGETIC APPROACHES Francisca Stom (City of Rotterdam)
• Utility companies (2) • 7 resilience goals Nico Tillie (City of Rotterdam)
• Municipality organizations (6) • 3 pilot disctricts Peter van Veelen (City of Rotterdam)
• Housing associations (3) • Integral research Corjan Gebraad (CRO team member) SPECIAL THANKS:
• Waterboards (3) Wynand Dassen (CRO team member) Vikram Singh: 100RC
• Port Authority Rotterdam (1) Arnoud Molenaar (CRO) Christian Bevington
• Civilian platforms (1) Ben Smith: AECOM
• DCMR Environmental Agency (1)

COLOPHON.
PHOTOGRAPHY
Beelden van Enith, Hester Blankestijn, Rogier Bos,
Joep Boute (City of Rotterdam), De Urbanisten,
Roel Dijkstra, Vincent van Dordrecht, Claire Droppert,
Ossip van Duivenbode, Peter Falman, Eric Fecken,
Municipality Rotterdam, Jan de Groen, Marc Heeman,
Marcel Krings, Maarten Laupman, Michael &
Christa Richert , Casper Rila (500 watt), Rotterdam
Branding Toolkit, David Rozing, Peter Schmidt, Walerian
Walawski, Worcflow, Zoe Khouw (Willem de Kooning
Academie) and others.
We have made all possible effort to credit all

photographers for their work. If you feel that, despite
our efforts, your work has not been duly credited, please
contact us via [email protected].
CONCEPT AND DESIGN

IN10
ILLUSTRATIONS
IN10, AECOM and others
TEXT EDITING
Leene Communicatie, AECOM, City of Rotterdam
PRINT
Veenman+, Rotterdam
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ROTTERDAM

OUR RESILIENCE GOALS.

04 ROTTERDAM RESILIENCE STRATEGY 05

06 ROTTERDAM RESILIENCE STRATEGY 07

LETTER FROM LETTER FROM

08 ROTTERDAM RESILIENCE STRATEGY 09

10 ROTTERDAM RESILIENCE STRATEGY 11

US ROTTERDAMMERS!” strength shown by the people of Rotterdam through

“READY FOR THE

Cities are the point of convergence for many disruptive

We’re proud of our track record on managing water

Energy Transition +35cm +8%

of resilience in a much more holistic way, considering a

“CITIES THAT HAVE

BETTER PREPARED FOR

a single integrated vision for a Resilient Rotterdam in

14 ROTTERDAM RESILIENCE STRATEGY 15

100 in the 100 Resilient Cities programme has helped to

100 Resilient Cities – Pioneered by the Rockefeller

The programme was established in honour of

Rotterdam, like other cities in the network, has received

We are proud to have been one of the front running

16 ROTTERDAM RESILIENCE STRATEGY 17

br ders liv Sup br ders liv Sup

recognizing alternative ways to use resources

prioritize broad consultation to create a sense of shared ownership in decision making u it re

18 ROTTERDAM RESILIENCE STRATEGY 19

We recognise that we don’t know everything – there will

20 ROTTERDAM RESILIENCE STRATEGY 21

Based on our discoveries when focusing on these

22 ROTTERDAM RESILIENCE STRATEGY 23

24 ROTTERDAM RESILIENCE STRATEGY 25

ROTTERDAM “TYPICAL FOR

and facilitating connection between people and the

In order to realize the vision we have established 7

26 ROTTERDAM RESILIENCE STRATEGY 27

28 ROTTERDAM RESILIENCE STRATEGY 29

6. Rotterdam Networkcity – truly our city

7. Anchoring resilience in the city

30 ROTTERDAM RESILIENCE STRATEGY 31

“Skilled and healthy WE–SOCIETY

society” growth of migration which causes a greater diversity

implementing a suite of tools and actions focused on Co

32 ROTTERDAM RESILIENCE STRATEGY 33

“Towards a flexible Rotterdam wants to be the front runner in the clean

for an efficient and of sustainable energy technologies will have a great

port of Rotterdam (Bioport), the roadmap Next Economy

34 ROTTERDAM RESILIENCE STRATEGY 35

ROTTERDAM CYBER PORT CITY

36 ROTTERDAM RESILIENCE STRATEGY 37

The approach and practice established in Rotterdam’s

38 ROTTERDAM RESILIENCE STRATEGY 39

ture as a physical basis emergencies, new technological developments and over

dam” solutions and poor integration of above and below

40 ROTTERDAM RESILIENCE STRATEGY 41

GOAL 6: arise, but more effort is needed to incorporate resilience

ROTTERDAM NETWORKCITY and strengthen the energy of Rotterdam’s society. The

businesses and stakeholders. How do we manage to become resilient?