Amman and 100RC

In December 2014, Amman was selected to join the second cohort of the 100 Resilient Cities (100RC). As a member of the 100RC Network, Amman receives technical support and resources from 100RC to develop and implement a City Resilience Strategy, including hiring and engaging a Chief Resilience Officer (CRO) to work in the city government on resilience initiatives. In January 2016, Mayor of Amman, Mr. Akel Biltaji, appointed engineer Fawzi Masad as CRO, a new position created to lead city-wide resilience building efforts.

Amman and 100RC

100 Resilient Cities – Pioneered by The Rockefeller Foundation (100RC), 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

100RC supports the adoption and incorporation of a view of resilience that includes not just the shocks – earthquakes, fires, floods, etc. – but also the stresses that weaken the fabric of a city on a day to day or cyclical basis. By addressing both the shocks and the stresses, a city becomes more able to respond to adverse events, and is overall better able to deliver basic functions in both good times and bad, to all populations.

About This Strategy


This strategy sets out the vision for a resilient Amman and the pillars, goals and actions that will help us achieve it.

During Phase I of the strategy development process, we aimed to understand the present resilience status of the city, through assessments of our shocks, stresses, and potential scenarios affecting our city assets, and most importantly through engagement with the city’s stakeholders, including Greater Amman Municipality departments, private-sector, NGOs, universities, youth organizations and more. At the end of Phase I, we identified discovery areas or themes that we need to address to build the city’s resilience.

In Phase II, we delved more deeply into the discovery areas and undertook a number of diagnostic activities to understand the resilience challenges, which resulted in identification of a number of opportunities, specific priorities and initiatives which will help us improve the resilience of the city. We prioritized these opportunities using the Resilience Lens tool, and with close collaboration with our stakeholders. From this we produced a shortlist of opportunities that have resilience value and implementation potential. This strategy includes the actions identified in this process.

City Resilience

What is city resilience?

City resilience is the capacity of individuals, communities, institutions, businesses, and systems within a city to survive, adapt, and grow no matter what kinds of chronic stresses and acute shocks they experience. Amman has adopted the use of the City Resilience Framework to help assess our state of resiliente. 100RC framework – developed by Arup and The Rockefeller Foundation – called the City Resilience Framework (CRF) helps cities to identify their resilience strengths, weaknesses and opportunities. Cities are complex systems comprising multiple overlapping systems. The CRF acts as a lens to understand this complexity and the drivers that contribute to city resilience. The framework is made up of 4 main dimensions and 12 drivers that together illustrate what makes a resilient city.

Shocks and stresses

A city’s ability to remain competitive whilst supporting the wellbeing of its citizens may be influenced by sudden shocks and ongoing stresses. A shock is a sudden, acute event that occurs infrequently, such as a major flood or terrorist attack. A stress is a chronic condition that gradually weakens the city’s fabric on a daily or cyclic basis, such as high rates of unemployment and severe traffic congestion.


A resilient city also exhibits seven qualities, which should be evident in the way the city – or any system, function or asset within the city – operates. These are:


earn from past experiences to inform future decisions.


able to recognize alternative ways to use resources at times of crisis, in order to meet needs or achieve goals.


ble to create a shared sense of ownership in decision making throughout the city, incorporating the knowledge and perspectives of all majority and minority groups.


ble to coordinate work across institutions and systems to catalyse additional benefits.


comprising well-conceived, constructed and managed systems, capable of withstanding sudden shocks.


purposefully incorporating spare capacity to accommodate disruption due to extreme pressures, surges in demand or an external event.


willing and able to adopt alternative strategies in response to changing circumstances or sudden crises