City resilience index (CRI)


City resilience index (CRI)
City Resilience Index (CRI) :
a pilot initiative towards Resilient Shimla
Supported by :
Piloting the CRI
City Profile: Shimla
Area of the City
No. of Wards
Total Population
F/M Ratio (per 1,000)
Household Size
Number of Households
Population Density
Decadal Growth Rate
Slum Population
Employment Rates
Nature of Occupation
19.99 sq. km.
4,197 persons/sq. km.
The economy is mainly
dependent on government
service and tourism.
Government jobs account
for almost 47% of the
employment of the city
Approach: Structure of assessment
Approach: Pilot overview
Pilot Duration
: 9 weeks
Fieldwork Duration
: 3 weeks
No. of fieldwork staff
No. of government participants
: 55
No. of departments engaged in pilot: 35
(from city and state government, academia
and NGOs)
Resilience Workshop
• A stakeholder
Workshop : greater
variety of perspectives
on resilience
• attended by 42
stakeholders from
government, NGOs and
• Through interactive
discussions, participants
collectively completed
high level qualitative
resilience assessments
of the city
Output: Qualitative Resilience Profile
Output: Workshop Assessment
Output: Quantitative Resilience Profile
Learning for Shimla
• Regarding the process
– Handholding support needed by MCS to complete the CRI assessment. Training of city
assessors may be helpful to improve their capacity to undertake these asessemnts.
– The CRI pilot was a significant capacity building experience for city assessors and
introduced them to concepts of resilience and systems thinking.
• Regarding the outcomes
– Shimla with little history of major shocks, has limited risk reduction activities. The CRI
advocates proactive, comprehensive risk-reduction through strategic resilience
– The CRI pilot highlighted the need to improve data sharing between different levels of
government to better inform development activities
– Integrated planning and policy development and safeguards to human health and life
shows distinct differences in qualitative and quantitative assessment highlighting
need for interdepartmental coordination.
– Quantitative and Qualitative Profiles align in most areas, providing a starting point for
resilience building activities.
Learning for ICLEI
• Obtaining senior city leadership buy-in was a critical factor in getting the pilot off
the ground, particularly in stressing the importance of the process and mobilising
Support from a partner with knowledge of local politics and good relationship
with city officials helped to identify relevant stakeholders and get data.
A simplified structure and language could be helpful for uptake by cities. Support
was needed to translate between English and Hindi. Handholding support is
essential in translating the development sector jargon into a language that city and
state officials understood.
The number of questions in qualitative analysis can be reduced or clubbed with
related questions.
The understanding of the concept of resilience varied between senior government
officials and lower level technical staff; better data/info could be obtained with
clearer understanding.
The stakeholder workshop was very valuable in order to encourage proactive
thought and debate around city challenges and gain stakeholder buy-in for future
resilience building activities.
Future possibilities: Linking CRI with the
Smart Cities Mission of Govt. of India
Strengths &
You can find out more about us:
• ICLEI – Local Governments for Sustainability at:
• ICLEI – South Asia at:
• E-mail: [email protected]