Collaborating to Create Resilient Collaborating to Create Resilient Organizations and Organizations and

CommunitiesCommunities

Collaborating to Create Resilient Collaborating to Create Resilient Organizations and Organizations and

CommunitiesCommunities

Brandon Hardenbrook, Deputy Director, PNWERBrandon Hardenbrook, Deputy Director, PNWERPaula Scalingi, Director, Center for Regional Disaster ResiliencePaula Scalingi, Director, Center for Regional Disaster Resilience

Resiliency in Times of Disaster ConferenceResiliency in Times of Disaster ConferenceMay 25, 2010May 25, 2010

““Pacific NorthWest Economic Region”Pacific NorthWest Economic Region” ““Pacific NorthWest Economic Region”Pacific NorthWest Economic Region”

PNWER – formed by PNWER – formed by statute in 1991statute in 1991

PNWER is a Public-PNWER is a Public-Private PartnershipPrivate Partnership

Alaska, Alberta, British Alaska, Alberta, British Columbia, Idaho, Columbia, Idaho, Oregon, Montana, Oregon, Montana, Saskatchewan, Saskatchewan, Washington, Yukon & Washington, Yukon & NW TerritoriesNW Territories

Private Sector PartnersPrivate Sector Partners

Other PNWER PartnersOther PNWER Partners• Border Policy Research Institute • University of Lethbridge• Hudson Institute• Business Council of BC• Canadian American Business Council• Woodrow Wilson Center• Carleton University• AK, WA, OR, ID, MT, BC, AB, SK

Emergency Management• BC Innovation Council• Idaho National Lab• Cascadia – Discovery Institute• Canadian American Border Trade

Alliance• Association of WA Businesses• US Dept. of Energy• Asia Pacific Foundation• Border Policy Research Institute

• Argonne National Lab• Pacific Northwest National Lab• Energy Council• US Dept. of Homeland Security• Applied Science Technologists &

Technicians of BC• APEGG BC & Alberta• Western Economic Diversification

Canada• Human Resources Social

Development Canada• Center for Canadian Studies• Institute of Health Economics• US/Canadian Consulate General• National Conf. of State Legislatures• Idaho Farm Bureau• United Way• University of WA

Agriculture

Trade

Transportation

Tourism

High-Tech

SustainableDevelopment

Infrastructure Security

Water

Health CareForestry

EnvironmentEnergy

Border Issues

WorkforceDevelopment

Each Working Group has a Public

& Private Sector Co-Chair

PNWER Working Groups

Critical Infrastructure Sectors Critical Infrastructure Sectors

A “System of Systems” Perspective Needed for A “System of Systems” Perspective Needed for Analyzing Infrastructure InterdependenciesAnalyzing Infrastructure Interdependencies

Production, Cooling, Emissions Reduction

Water for

Power for Compressors,

Storage, Control Systems

Fuel for

Generators

Power for Pump and Lift Stations,Control Systems

Power for

Switches

Water for

Cooling,

Emissions Reduction

Heat

Power for Pumping Stations, Storage, Control Systems

Fuel for Generators, Lubricants

SCADA, Communications

SCADA, Communications

SCADA,

Communications

SC

AD

A, C

om

mu

nic

atio

ns

Fuels, Lubricants

Fuels, Lubricants

SC

AD

A,

Co

mm

un

icat

ion

s

Water for Cooling

Fuel Transport,Shipping

FuelTransport, Shipping

Shi

ppin

g

Shipping

Power forSignaling,Switches

Fuel for Generators

Wat

er f

or

Pro

du

ctio

n,

Co

oli

ng

, E

mis

sio

ns

Red

uct

ion

Water

Transpor-tationOil

Telecom

NaturalGasElectric

Power

Need for Public-Private PartnershipsNeed for Public-Private Partnerships

• 2001 PNWER formed Partnership for Regional Infrastructure Security

• Nearly 9 years later, regional/community resilience now widely accepted goal

•Puget Sound Region and WA State considered one of most advanced areas in nation

•Tremendous amount of work done, much remains

NIPP and NGA GuideNIPP and NGA GuideNIPP and NGA GuideNIPP and NGA Guide

PNWER is listed as a best practice for working with other states and provinces to address critical infrastructure security issues in the NGA’s Governor’s Guide to Homeland Security - March 2007

PNWER is referenced in the National Infrastructure Protection Plan as the model for bringing the public and private sectors together to address critical infrastructure protection issues. - July 2009

• Center for Regional Disaster Resilience– www.regionalresilience.org

Center for Regional Disaster ResilienceCenter for Regional Disaster Resilience

About the RDR Center:The Center serves public and private sector organizations and other key stakeholders to identify preparedness gaps and implement cost-effective prevention and mitigation measures to address them

Center Goal:To improve the ability of the Pacific Northwest and its communities to protect critical infrastructures and essential services and to withstand all-hazards disasters through raising awareness of infrastructure interdependencies, providing training and education, and developing tools, technologies, and approaches

How the RDR Center Does ThisHow the RDR Center Does This

• Creating cross-sector partnerships focused on infrastructure security

• Developing and conducting regional infrastructure interdependencies initiatives

• Developing requirements for stakeholder-validated projects and activities to improve regional resilience

• Seeking funding to support regional pilot projects to address regional preparedness needs

How the RDR Center Does This, cont.How the RDR Center Does This, cont.

• Overseeing the implementation of projects and activities in a cost-effective, timely and ethical manner

• Conducting outreach, developing and facilitating seminars, workshops and exercises

• Communicating stakeholder-validated regional disaster resilience recommendations to state and provincial governments and policymakers

14

Blue Cascades Regional Exercise SeriesBlue Cascades Regional Exercise Series

• Blue Cascades I (2002)—focused Blue Cascades I (2002)—focused on physical disruptions on physical disruptions

• Blue Cascades II (2004) focused on Blue Cascades II (2004) focused on both cyber/physical disruptionsboth cyber/physical disruptions

• Blue Cascades III (2006) recovery Blue Cascades III (2006) recovery & restoration from major & restoration from major earthquakeearthquake

• Blue Cascades IV (2007) critical Blue Cascades IV (2007) critical infrastructures and pandemic infrastructures and pandemic preparednesspreparedness

• Blue Cascades V (2008) critical Blue Cascades V (2008) critical supply chains - food, fuel, watersupply chains - food, fuel, water

• Blue Cascades VI (2010) floods and Blue Cascades VI (2010) floods and H1N1H1N1

350 Key Stakeholder Representatives at the

Blue Cascades III Tabletop Exercise

Some PNWER Center for Regional Disaster Resilience Projects

Some PNWER Center for Regional Disaster Resilience Projects

• Cross-Sector Information Sharing Capability with the Washington State Fusion Center

• Regional Cyber Security/Resilience Coordination (NWWARN & Northwest Alliance for Cyber Security)

• Automated Interdependencies ID Template• Comprehensive Community Bio-Event Resilience

Project• PNW Columbia River Basin Regional

Assessment/Mitigation Study• Green River Valley Interdependencies Workshop• WS DOT SR 520 Bridge Exercise• SCADA Security Workshops and Cyber Exercise

Support• Energy Assurance Planning Workshops• Waterway contingency planning with Coast Guard• Regional Interdependencies Workshops and Blue

Cascades Exercises

www.nwwarn.orgwww.nwwarn.org

What Disaster Resilience MeansWhat Disaster Resilience Means

– The capability to protect against or mitigate significant all-hazard threats and incidents and to quickly recover and reconstitute critical services with minimum damage to public safety and health, the economy and national security

– It’s about adapting—– Having vision, focus, follow-through and fortitude—– Embracing the “new normal”

“How to take a licking and keep on ticking”

The Resilience TautologyThe Resilience Tautology

• Resilient assets, infrastructures and communities require resilient regions

• Resiliency requires understanding which assets and services are critical in any scenario

• Understanding criticality depends upon understanding interdependencies among infrastructures and other stakeholder organizations (criticality is dynamic)

• Understanding interdependencies requires cross-sector and multi-jurisdiction information sharing from the grass roots to national levels, cross-border and all sectors

• This information sharing requires the creation of an environment of trust where stakeholders feel ‘safe’ to share their vulnerabilities, idea, and work together

What Community Resilience Requires What Community Resilience Requires

• Recognition by one or more influential local leaders of the importance of cooperation and collaboration because of interdependencies

• Willingness of a state, local government or a non-profit organization to mobilize and facilitate a partnership

• Have a process to enable regional stakeholders and community leaders to mutually identify needs and solutions

• Developing ways to provide encouragement, technical expertise, resources, and sustainability to improve disaster resilience

• Providing best practices that key stakeholders can customize to meet community & organizational needs

Blue Cascades SeriesIntegrated Regional Action Plan

Blue Cascades SeriesIntegrated Regional Action Plan

Covers broad spectrum of needs: All hazards threat assessment Interdependencies and related vulnerabilities Risk Assessment and Management Prevention and Mitigation Cooperation and coordination/information sharing Communications and critical IT infrastructure impacts Roles and responsibilities/Incident management Response and restoration Resource management Operations and business continuity Supply chains and logistics Human factors Legal and liability issues Public information/media as a “first responder” and

communicator /training and education

Integrated Action Plan, cont.Integrated Action Plan, cont.

• Compilation of Action Plans developed from lessons learned from the first five Blue Cascades Exercises

• Reflects a continuous process of improving all-hazards preparedness and resilience by the Puget Sound Partnership for Regional Infrastructure Security with PNWER’s Center for Regional Disaster Resilience

• Specifies short, medium and long-term activities that have been completed, are underway, or are yet to be initiated

• Serves as an informal measurement of progress made towards resilience

Integrated Action Plan, cont.Integrated Action Plan, cont.

• Is a flexible tool that is meant to be a “living document” and to be revised and updated

• Many activities have been completed or are underway

• Availability of resources and changing stakeholder priorities based on perceived needs are major factors governing which activities have been completed, are ongoing, or yet to be addressed

Enabling Communities to Become Resilient—Where do we go from here?

Enabling Communities to Become Resilient—Where do we go from here?

Discussion Questions:

• What other needs and activities do you think should be added to the Integrated Action Strategy?

• What could be done to further develop and sustain partnerships among stakeholders to improve disaster resilience?

• How can colleges and other academic institutions best help to empower and assist communities to improve disaster resilience?