Turner's plans

Mayor Turner recognized nationally for progress of moving Houston toward resiliency

Mayor Sylvester Turner was just named chairman of the Resilient Cities Network. Photo courtesy of The Ion

In the past five years, six federally declared flooding disasters have wreaked havoc in Houston — most notably Hurricane Harvey in 2017. Now, you might say Houston stands tall as a hub of resilience when it comes to disaster preparedness and myriad other pressing issues.

The Texas chapter of the American Planning Association recently honored Mayor Sylvester Turner's Resilient Houston initiative as the top entry in the resilience category of the chapter's annual awards program. In addition, Turner was just named chairman of the Resilient Cities Network.

With backing from Shell Oil Co., the City of Houston hired its first chief resilience officer, Marissa Aho, in 2019 and developed a multibillion-dollar resilience strategy to address threats from hurricanes, tropical storms, floods, and climate change. The plan also seeks to boost the resilience of Houston's economy, neighborhoods and natural resources.

"Our efforts need to be bold, transformative, and aligned to achieve the outcomes Houstonians deserve," Turner said in unveiling the resilience plan in February. "Resilient Houston is a framework for transformative change that comes from thinking and acting together to build and grow Houston's long-term resilience. We will need our partners and every Houstonian at the table to achieve this vision."

Dallas and El Paso also have resilience plans in place.

Houston's resilience effort outlines a number of ambitious goals, such as:

  • Updating city building codes and standards by 2030 to reduce damage from disasters.
  • Attracting or incubating 50 Energy 2.0 companies in the Houston area by 2025.
  • Planting 4.6 million new native trees by 2030.
  • Building at least 375,000 homes in Houston for all income levels by 2050.
  • Providing all Houstonians with easy access to high-frequency public transportation by 2050.

As explained by Rice University's Kinder Institute for Urban Research, hurricanes and floods are examples of "acute shocks" in terms of resilience. These are sudden, large-scale events that disrupt and endanger life. Other shocks include economic crisis, cyberattacks, terrorism, chemical disasters, and extreme heat.

The Kinder Institute points out that Houston's resilience strategy not only addresses these shocks but also takes on "chronic stresses" that hamper recovery from these shocks. Those stresses include poor air quality, health disparities, crime, economic inequality, urban sprawl, and limited access to education.

"Stresses do not impact every Houstonian the same way," says the institute, which helped develop the Resilient Houston project.

Startups participating in Houston's Ion Smart and Resilient Cities Accelerator are tackling many of the same challenges that Resilient Houston is. The accelerator's second cohort launched in April with six startups.

Funded by Microsoft Corp. and Intel Corp., the accelerator "is committed to solving challenges Houstonians face every day," Christine Galib, director of the accelerator, said in an April release. "We connect participating startups with mentors, partners, and stakeholders so they gain access to the resources they need to build, validate, and scale their technologies. Together, we are building a safer, smarter, and more accessible city for all Houstonians."

Houston's push for resilience meshes with Turner's new role as chairman of the Resilient Cities Network. The network is a global city-led nonprofit that aims to "empower cities to help them build a safe, equitable, and sustainable future for all."

"The reach, achievements, and vision of the Resilient Cities Network are impressive. I'm honored to be part of an organization that supports the critical needs of vulnerable communities by implementing projects that address multiple shocks and stresses and are improving the lives of people," Turner says in a release.

Among other goals, the network strives to strengthen local economies and bolster local campaigns to combat climate change.

Supported by $1.8 million from Shell, the City of Houston joined the Resilient Cities Network in August 2018. Houston is the U.S. headquarters for Shell.

"A year after Hurricane Harvey, Houstonians can clearly say we didn't let the storm get the best of us. Nevertheless, there's still work to be done across a wide range of challenges that we share as a community," Bruce Culpepper, who then was president and U.S. chairman of Shell, said in a 2018 release about his company's backing of Resilient Houston.

"Building long-term resiliency is much more than disaster response," Culpepper added. "It's about enabling the people of our city to thrive."

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Building Houston

 
 

Panelists from the University of Houston and Houston Methodist discussed tech transfer challenges and opportunities for academic innovators. Photo courtesy

Groundbreaking and disruptive innovations across industries are coming out of research institutions, and their commercialization process is very different from other startups.

An expert panel within Technology transfer discussed some of the unique obstacles innovators face as they go from academia into the market — like patenting, funding, the valley of death, and more.

Missed the conversation? Here are eight key moments from the panel that took place at the University of Houston's Technology Bridge on Wednesday, May 19.

This event was hosted by InnovationMap and University of Houston.

“If your technology can immediately impact some industry, I think you should license out your technology. But if you think that the reward is much higher and does not yet match something in the industry, you should go the high risk, high reward path of doing it yourself. That’s a much more challenging. It takes years of work.”

— Hadi Ghasemi, co-founder of Elemental Coatings and Cullen associate professor in the department of mechanical engineering at the University of Houston, says on how tech transfer usually happens via those two pathways. Ghasemi explains that it also depends on the academic's passion for the product and interest in becoming an entrepreneur.

“There’s a mismatch in that you can have a really clinically impactful technology but still not have money to develop it into a product.” 

— Rashim Singh, co-founder of Sanarentero and a research assistant professor of pharmaceutics at the University of Houston College of Pharmacy, says on the different priorities from within academia and within the market.

“What I’ve seen is if you know you want to patent something, tell the right people early. Make sure you have the right players involved. Our tech office already has venture, Pharma, etc. partners that can help with the patent process.”

— Ginny Torno, administrative director of innovation and IT clinical systems at Houston Methodist

“You don’t need to be fully transparent about your technology. As a company, you need to have some secret sauce."

— Ghasemi says on the patent and paper publishing process. Academics are used to publishing their research, but when it comes to business, you need to hold some things close to the chest.

“One of the most important piece the UH Tech Bridge has provided is the wet lab space to develop these technologies a little further toward commercialization. … Wet lab is very precious space in Houston specifically because there isn’t much here.”

— Singh says on how important access to lab space is to the entrepreneur.

"“You’re starting to see more and more organizations that have innovation arms. ... There are a lot of focus on trying to make Houston another innovation hub, and I think there is more support now than even a few years ago.”

— Torno says on what's changed over the past few years, mentioning TMC3 and the Ion.

“Try to serve private capital as soon as possible. The grant money comes, and those are good and will help you prove out your technology. But once you have private money, it shows people care about your product.”

— Ghasemi says as a piece of advice for potential tech transfer entrepreneurs.

“The biggest gap is to arrange for funding — federal, private, etc. — to support during the valley of death.”

— Singh says on the struggle research-based startups, especially in drug discovery, faces as they fight to prove out their product and try to stay afloat financially.

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