Resilient Bay Area

As a metropolitan area with low-lying shorelines vulnerable to flooding, active earthquake faults, and longstanding socio-economic and racial inequities, resilience planning has become a priority for the Bay Area.

The San Francisco Bay has 400-miles of low-lying shoreline made up of diverse communities, extensive transportation infrastructure, unique ecological features and other key assets like waste-water treatment facilities and power plants. These places are vulnerable to increased flooding and sea level rise due to climate change, further compounded by socio-economic vulnerabilities fomented by income and wage inequalities and longstanding racial inequities. A resilient Bay Area requires the implementation of strategies at the local and regional scale that can achieve multiple benefits at once such as by addressing current vulnerabilities resulting from the housing affordability crisis while preparing for displacement caused by sea level rise, flooding, seismic events or wildfires.

BARC recognizes that we need to manage the uncertainties and physical hazards associated with the Bay Area’s geographic setting and changing climate. We can do that by implementing multi-benefit strategies that strengthen vulnerable people and communities, critical infrastructure and the natural environment.

Progress: Resilient by Design Challenge
Get updates on the Resilient by Design Bay Area Challenge and the trajectory of projects that are tackling climate change and natural disasters in the Bay Area.

Adapting to Rising Tides
We rely on the engagement of myriad partners to lay the foundation for how the Bay Area region will manage the impacts of sea level rise and flooding. Get the update on this project.

Did You Know

The 2018 State of California Sea-Level Rise Guidance projects that the San Francisco Bay is expected to rise another 12-32 inches by mid-century

What is Resilience?

Resilience is defined as the ability to recover from setbacks, adapt well to change and keep going in the face of adversity.

– Harvard Business Review