Building A Disaster Resilient Quebec

Transcription

1 Building A Disaster Resilient Quebec Paula L. Scalingi, Ph.D. Executive Director, Bay Area Center for Regional Disaster Resilience President, The Scalingi Group February 14, 2012

2 Importance of Regional and Community Disaster Resilience Our regions and communities are increasingly challenged by threats that can affect health & safety, security, and economic well being Exacerbating factors are complex interconnections from asset to global level among infrastructures and other providers of services and resources We understand these interdependencies only superficially and have limited to no direct control over their impacts Understanding interdependencies and all hazards consequences requires unprecedented, information sharing, cooperation and collaboration Need for a simple, low cost doable and sustainable process to bring together capabilities and constituencies to improve regional resilience 2

3 What Resilience Means Different Definitions, but in simple terms The ability to respond effectively to an emergency, continue operating despite damage, and if disrupted, to return quickly to normal, or if necessary, a new normal How to take a licking and keep on ticking 3

4 What Resilience Means, cont. Resilience has four characteristics: Robustness the inherent strength or resistance in an infrastructure, community, or region to withstand disasters or events without degradation or loss of functionality Redundancy system capabilities that enable alternative options, choices, and substitutions under stress Resourcefulness the capacity to mobilize needed resources and services in emergencies Rapidity the speed with which disruption can be overcome and public safety, other essential services, and financial and societal stability restored 4

5 Why Infrastructure Interdependencies Are Fundamental to Disaster Resilience Highly complex and difficult to address outside organizational fence lines A major determinant of vulnerabilities, consequences, what is critical, and risk Have significant implications for prevention, protection, preparedness, mitigation, response/recovery, and long term restoration Extend well beyond a region, crossing provincial, national, and international borders 5

6 Critical Infrastructures and Service Providers That Underpin Health/Safety, the Economy, and Society Energy (electric power, natural gas, fuels) Transportation Systems (all modes) Banking and Finance (includes insurance) Chemical Postal and Shipping National Monuments and Icons and Tourism* Agriculture/Food Commercial Nuclear Reactors Dams and Levees Water and Waste water Healthcare/Public Health Emergency Services and Law Enforcement Defense Industrial Base Information Technology Telecommunications Manufacturing Government Facilities Commercial Facilities Community Institutions/Social Services* People* * Includes critical infrastructures beyond Canadian and U.S. federal government sector classifications 6

7 Interdependencies Fundamentals Interdependencies operate at multiple levels Facilities and assets Networks (physical, cyber) End to end systems Communities, regions, and provinces Between and among provinces Cross national border, global Can cause cascading failures with significant public health and safety, economic, environmental, and national security impacts Can impede emergency response and recovery 7

8 System of Systems Approach Needed for Understanding Interdependencies (Graphic: Argonne National Laboratory Infrastructure Assurance Center) 8

9 Types of Infrastructure Interdependencies Physical (e.g., output of one infrastructure used by another) Natural Gas Pipeline into Electric Power Plant Cyber (e.g., electronic, informational linkages) Geographic (e.g., common corridor) Pipeline & Highway Logical (e.g., dependency through financial markets) 9 9

10 Types of Interdependency Failures Cascading failure a disruption or unavailable product or service in one infrastructure or organization causes a disruption in a second Escalating failure a disruption in one infrastructure exacerbates, or impedes recovery of an independent disruption elsewhere Common cause failure disruption of two or more assets simultaneously because of colocation (e.g., right of way corridor) 10

11 Types of Disasters and Disruptions Natural Disasters Major floods Ice storms Wildfires Space Weather Earthquake Heat wave, drought Tornado Hurricane/tropical storms Wind and dust storms Manmade Cyber disruption or attack Fuel disruptions shortages, price spikes Technological disasters and system failures Physical attacks/weapons of mass destruction (chemical, biological, or radiological) Aging, deteriorating infrastructure Black Swan Event the unexpected disaster 11

12 In Sum, What We Need to Do to Deal with Interdependencies Need to identify: What threats and impacts are of greatest concern Assets and services that, if destroyed, damaged, or disrupted, could adversely affect other systems or services Under normal and stressed operations, and during recovery and restoration How interdependencies change with the length of a disruption, outage frequency, and other factors How backup systems or other mitigation measures can reduce interdependence problems and create resilience Interconnections between critical infrastructures and community assets and services 12

13 Tested, Stakeholder Driven Process to Build a Disaster Resilient Region Multi step process to determine needed actions to improve capabilities to withstand events that significantly impact community health and safety and to rapidly recover to normal or new normal conditions Serves as the foundation for a sustainable, ongoing process based on publicprivate collaboration Builds on a decade of resilience focused infrastructure interdependencies initiatives across the U.S. and in Canada with related activities Combines theory and practice to produce a practical, stakeholder designed and validated process to improve community resilience Can be used to address any hazard or significant challenge Basis of The Infrastructure Security Partnership (TISP) Regional Disaster Resilience Guide for Developing an Action Plan (see 13

14 Multi Step Community Resilience Process 1. Identify and convene a core stakeholder Work Group 2. Conduct one to two workshops to explore resilience challenges and identify focus areas and priority issues 3. Conduct a gap analysis of current resilience needs 4. Develop an initial draft Action Plan framework 5. Plan and conduct a regional tabletop exercise 6. Hold a post exercise Action Planning Workshop with the outcomes of the above activities 7. Develop a stakeholder coordinated regional resilience Action Plan of prioritized improvement activities 8. Develop an implementation strategy that includes lead and partner organizations work groups to determine project requirements, milestones, funding and other assistance 14

15 Case Study: Puget Sound Region Comprehensive Community Bio Event Resilience Pilot Project Focus on disaster life cycle: prevention, protection, preparedness, response, recovery/long term restoration, and risk based mitigation Used multi step process with templates to facilitate development of requirements and implementation for a holistic disaster resilience Action Plan Grass roots to national level, including US Canadian cross border challenges Stakeholder involvement led by the Pacific Northwest Center for Regional Disaster Resilience with Pilot Project Work Group 15

16 Bay Area Regional Disaster Resilience Action Plan Initiative 14 months; scope: 12 counties Focus on recovery/long term restoration Launched in August 2011 with core stakeholder planning meeting Is identifying capabilities to address major disasters, and needs, gaps, and solutions Emphasis on reconstituting lifeline and other critical infrastructures: Businesses, government services, community institutions/social services, housing, other essential services and assets 16

17 Regional Disaster Resilience Action Plan Focus on Recovery and Restoration Bring together key stakeholders to address recovery issues Identify Bay Area current capabilities and gaps Develop a roadmap of activities to address gaps Outcome: Stakeholder developed strategy, building on existing capabilities, to enhance Bay Area disaster resilience Federal funding provided through a local government grant with private sector and other contributions Technical support and facilitation provided by the Association of Bay Area Governments (ABAG) and the Bay Area Center for Regional Disaster Resilience (Bay Area CRDR) 17 17

18 Creating a Stakeholder Driven Regional Disaster Resilience Action Plan 18 18

19 Resilience Action Plan Process 19 19

20 Beyond Developing The Action Plan 20 20

21 Bay Area Resilience Action Plan Framework 1. Significant events that could impact the Bay Area s economy, environment, and the health, safety, and well being of citizens 2. Preparedness and mitigation to better withstand and rapidly recover 3. Lifeline and other infrastructure dependencies and interdependencies recovery challenges 4. Environmental resilience 5. Regional recovery roles, responsibilities, and authorities 6. Communications and information sharing 7. Regional response policies, plans, and solutions that affect recovery 21

22 Action Plan Framework, cont. 8. Recovery priorities 9. Rebuilding and reconstruction challenges 10. Continuity of business, government, community institutions, and non profits 11. Creating disaster resilient communities, families, and individuals 12. Legal, regulatory, and liability issues that affect recovery 13. Public outreach and education 14. Exercises and training for recovery 22 22

23 Action Plan Framework, cont. 15. Specialized lifeline and sector specific needs A. Transportation (all modes road, rail, maritime, waterways, mass transportation, ferries, freight and shipping, including roads, bridges, tunnels) B. Energy (electric power, natural gas, fuels, alternative energy sources) C. Communications and critical IT systems D. Water and waste water systems E. Agriculture and food industries F. Dam and levees 23 23

24 Action Plan Framework, cont. 15. Specialized lifeline and sector specific needs, cont. G. Airports H. Seaports I. Hospitals, healthcare, public health, and emergency services J. Banking, finance, and insurance services K. Disaster supply chains (pharmacies, grocery stores, and temporary food and water distribution, etc.) L. Schools/other academic institutions M. Housing sector 16. Financial and other resource needs 24

25 Key Considerations for Regional Resilience Must be fundamentally a stakeholder driven, collaborative process The key outcome of the Action Plan is a strategy to improve the region s resilience Key goal is to avoid re creating the wheel No unfunded mandates and respect for jurisdictional and organizational authorities, missions, and interests 25 25

26 Regional Disaster Resilience Initiative Has Significant Benefits for Any Region Collaboration, trust, and relationships that develop among the various stakeholder organizations and individuals during the process Increased awareness of the many challenging issues involved in preparing for, responding, and recovering and rebuilding after a major disaster The Outcome a region wide overview of the plans, procedures, and other capabilities you already have in the your region for dealing with disasters and major events, what you are missing, and a strategy and game plan for filling the gaps 26 26

27 Questions to Think About 1. Looking at past disruptions from disasters and supply constraints to other causes, what were some of the infrastructure interdependencies challenges you saw as the most significant? 2. How would you get information to assess the impacts of all hazards disruptions on critical infrastructures and other essential services, in terms of the magnitude and duration? 3. Which agencies or organizations would you expect to be able to provide this information; how and how soon? 4. What role do you believe utilities and other private sector stakeholders should play with local, provincial, and federal organizations in recovery efforts to restore services? 5. How is movement of restoration resources (personnel and materials) into and out of the region including cross provincial and national borders handled and how would these decisions be made? 6. How are recovery and restoration decisions made when they involve interconnected infrastructures and a range of public, private, and non profit interests local, provincial, and federal governments, infrastructure owners and operators, businesses, community institutions and social services, etc.? 27

28 For Further Information Paula L. Scalingi, Ph.D. Executive Director, Bay Area Center for Regional Disaster Resilience President, The Scalingi Group Ph: Cell: Fax: or 28