Resilience in infrastructure systems is the ability to prepare for identified shocks and stresses, to respond to and recover positively from those events that you cannot predict or avoid, and adapt to changing conditions. Resilience must focus on the ability of the system to continue to function, considering technical resilience alongside community and organisational resilience.
How did the Resilience Shift start?
The Resilience Shift (RS) was established in 2016 to address the recommendations of the Lloyd's Register Foundation's 'Foresight review of resilience engineering'. The initial 5 year programme is funded by Lloyd's Register Foundation, with Arup as host institution.
Our current workstreams and projects, together with other activities such as events, investments and publications, can be found here.
How is the Resilience Shift governed and managed?
The Resilience Shift Programme Board is composed of independent representatives.
- Michael Bruno (Chair) - Vice Chancellor for Research and Interim Vice Chancellor for Academic Affairs at the University of Hawai'i at Manoa
- Ruth Boumphrey - Director of Research, Lloyd's Register Foundation
- Elaine Roberts - Chief Marketing Officer, Lloyd's Register Group
- Peter Chamley - Chair Australasia Region, Arup
- Mahadev Raman - Arup Fellow and Director of Arup University, Arup
We hold Board meetings twice each year.
You can find Board papers from May 2018 here.
Board papers from December 2018 are in the links below: (some have been redacted of financial or other information not considered suitable for sharing more widely)
- Role of the Technical Advisory Group
- Board Terms of Reference
- Annual Report of Progress 2018 (redacted)
- Annual Report 2018 Part 1 (redacted)
- Year 3 Workplan (redacted)
- 2019 Workplan Part 1 (redacted)
You can also view infographics for the Resilience Shift summarising our progress at the end of 2018 (year 2):
Activities by geographic location in 2018:
Event timeline for 2018:
Types of organisations we have engaged with to date at the end of 2018:
Some key stats at the end of 2018:
Our next Board meeting is in May 2019.
The programme direction is as follows:
Jo da Silva, Arup Fellow and Director International Development, is overseeing the programme during recruitment of our new Executive Director. Nancy Kete stepped down in 2018 as Programme Executive Director, Resilience Shift. More.
Juliet Mian is Technical Director.
Xavier Aldea Borruel is Programme Manager.
Helen Civil is Communications Lead.
Jan Reier-Huse is Lloyd's Group liaison.
How will you further ensure independence?
We have appointed Cambridge University Technical Services (CUTS) as our Technical Advisory Group (TAG) and ‘critical friend’.
They will provide independent technical advice that will inform the strategic direction of the programme and review the quality of approach and outputs. It will provide scrutiny of and advice on the programme through critiquing the quality and value of the approach and outputs. It will also provide a conduit to a wider knowledge base from academia and within industry.
How can we work with the Resilience Shift?
There are several different ways in which external organisations can collaborate with the Resilience Shift programme, that include:
- Vendor - They receive 100% of their funding from the Resilience Shift programme. Vendors are not selected from a competitive grant process, and are selected strategically and directly by the Resilience Shift core team and opportunity leads, as they are strategic partners for the development of the programme.
- Grantee fully funded - They receive 100% of the funding from the RS programme. They are appointed after a competitive grant process involving issuing a Terms of Reference (ToR), proposal submission, proposal review by the Technical Advisory Group (TAG) and final selection.
- Grantee partially funded - They receive funding from the RS programme but only partially. They should find other ways of funding the remaining budget either using their own funding or leveraging other funds. They are also appointed following a competitive grant process.
- Partner - They do not receive funding from the RS programme. They will provide their own funding and the outputs will be co-branded.
- Equity partner - They will provide funding to the Resilience Shift programme activities and effectively become a key part of the programme delivery. These should be strategic investments to increase the spread or scope of the programme activities and should only be appointed following a strategic decision.
How big are the grants you are awarding, and what is their duration?
Our working model allows a lot of flexibility in this respect. We are not committing all of our funding in one go, as this wouldn't give us any freedom to change direction as we progress.
Who else is involved and how do you select your partner organisations?
In addition to Arup, and the Lloyd's Register Foundation, we have worked with or are working with a number of collaborators.
RS collaborators can be identified via different mechanisms, including:
- Open call for proposals / competitions
- Directly appointed (as strategic partners)
The decision on which mechanism is used is a strategic decision and varies from activity to activity under the work streams. The TAG is responsible for ensuring that the procurement process is robust and fair.
If you are interested in collaborating with us, you can also propose funding for a particular activity using this template which should be emailed to [email protected]. All requests will be evaluated by the Resilience Shift's leadership team.
I've got an idea that aligns to the Resilience Shift's outcome statements, how can the Resilience Shift help me?
How do you propose to build upon the work of others?
One of our core principles is to focus on the 'supply side'. By which we mean produce outputs that are needed by infrastructure practitioners. We don't want to reinvent the wheel, and where we see that others are working in a similar area to us, we'd be keen to have a conversation about how we can best catalyse change.
How have you identified your areas of focus?
How does what you are doing link to the impact you aim to make?
We summarise in the below graphic, how our workstreams are focused on the delivery of outcomes that support the impact we wish to make. There is more about how we work in the Approach section of this website.
What are your key criteria for partner organisations?
All outputs funded by the Resilience Shift are intended for the public good, and will be required to go into the public domain. We are therefore unable to support activities that create commercial advantage to any individual stakeholders. This includes Arup as host institution.
I can only see a certain number of activities defined, what are your plans for 2019 and beyond?
Our plans are updated on a quarterly basis. We are adopting a 'learning by doing' approach, and we will seek to review and challenge what we are doing regularly depending on our findings.
What can I use to tell your story?
We want you to spread the news about the Resilience Shift with your collaborators and teams. Please get in touch via [email protected] with any feedback or requests for what you would find useful to help you share our work.
You can find many of our event presentations on our slideshare site.
We have also launched a video channel on youtube.
What’s your philosophy?
To be successful the Resilience Shift must provoke a substantial change in mind-set and practices connected with critical infrastructure, and become a self-sustaining movement.
This is as much about how we do it as what we do. Our approach is through learning by doing in collaboration with others, as well as by sharing knowledge and fostering a global community. We want to create value or benefit for those we are seeking to influence – maximising the impact for society.
What sorts of methodologies are you using?
- In the first year, we developed a methodology for industry consultation to understand current practice. We conducted an online survey with Arup staff, focus groups in the UK and US, and 1-to-1 consultation with senior leaders. We also commissioned research to clarify our understanding of critical infrastructure, infrastructure interdependencies and resilience engineering through a combination of Resilience Shift grants and Arup’s in-house research funding. The outputs from this research is published here.
- An initial literature scan was conducted to identify various tools and approaches identified that the programme might leverage including SURE, REDi, HAZUR, and RVR (resilience value realisation). This work has now evolved into our tools and approaches project.
- We are using round-table events and a focus on resilience value to ensure that we deliver the impact and outcomes we seek.
Whose work has inspired the programme?
- We worked with Roland Kupers consultancy to explore the relationship between complexity and resilience and sustainability and resilience.
- Our CVP (customer value proposition) approach was developed using templates designed by Strategyzer to help us develop a Mission Model Canvas modified for our purposes by Marcela Ruibal of ValueLab.
- We also worked with Mark Foden of Foden Grealy Ltd to explore ideas around an influence and outreach strategy to help us to explore how best to create a movement around the Resilience Shift.
We have also been inspired by the following thought leaders: