2017

Building a resilient communityEnergy Tech 2017IX CenterCleveland, OH

Rebuilt homes in New Orleans

https://www.google.com/search?safe=active&tbm=isch&q=rebuilding+after+katrina&chips=q:rebuilding+after+katrina,online_chips:9th+ward&sa=X&ved=0ahUKEwiGxsvVoZHXAhUoxoMKHXyMDgIQ4lYIMCgJ&biw=1920&bih=949&dpr=1#imgrc=4iFmQCHiszsXuM:

2017

The more connected the community is before a disaster hits, the stronger its ability to bounce back after disaster hits. Emergency planning people call it resilience.

FEMA defines resilience as “the ability to adapt to changing conditions and withstand and rapidly recover from disruption due to emergencies.”

https://shelterforce.org/2017/10/04/disaster-hits-first-responder-probably-will-not-first-responder/

http://www.noaanews.noaa.gov/stories2015/images/resilience.jpg

2017

Five Things to Know About

Resilient Communities

• Resilience is not the same as preparedness

• Resilient communities are prepared, but prepared

communities are not necessarily resilient.

• All cities are resilient

• But some are more resilient than others

• Building resilience is a never-ending process

• Building resilience takes the whole community

• Resilience is an advantage every single day

2017

Agenda

• Preparedness versus Resilience

• Elements of Resilience

• Barriers to Resilience

• Building Resilience

https://www.google.com/search?safe=active&biw=1920&bih=949&tbm=isch&sa=1&ei=D1fzWeOlDsyXjwSwnpZw&q=disaster+nneighbors+helping+neighbors&oq=disaster+nneighbors+helping+neighbors&gs_l=psy-ab.3...9882.21530.0.24158.0.0.0.0.0.0.0.0..0.0....0...1.1.64.psy-ab..0.0.0....0.41x-pFmCpYM#imgrc=YC4INcAGKxyCAM:

2017

Preparedness and Resilience

Preparedness and Resilience are

not the same thing.

Preparedness: Ability to survive or escape before,

during, or immediately after a disaster.

Resilience: Degree to which a community has taken

steps to mitigate the effects of disaster and created

conditions that will facilitate recovery. The ability of a

community to bounce back.

Resilience is the ability to adapt to changing conditions and withstand and rapidly recover from disruption due to emergencies. - FEMA

2017

Preparedness

• Build a Kit

• Make a Plan

• Be Informed

• Get Involved

https://www.google.com/search?q=preparedness+kit&safe=active&source=lnms&tbm=isch&sa=X&ved=0ahUKEwih6OHko5HXAhVq64MKHc63CXwQ_AUICigB&biw=1920&bih=949#imgrc=YmkPQH3MmOOJBM:

He’s prepared, but is he resilient?

2017

Resilience

Resilience is the ability of a system (like a community) to

absorb disturbance and still retain basic function and

structure.

Emergency work-arounds (shipments of bottled water, use of

emergency generators, temporary shelters, etc.) are not

examples of “retaining basic function and structure.”

New Jersey homes rebuilt after Sandy

2017

Resilience Facilitates Recovery

Recovery is one of four phases of emergency management

- Mitigation, Preparedness, Response, Recovery

Recovery includes actions taken to return to normal

following an emergency.

- Debris removal, Permanent repairs, Return of evacuated

persons, Resumption of economic and civic life, etc.

Recovery can take years.

Resilience shortens the

time and decreases the

cost of recovery.

http://www.houstonchronicle.com/news/politics/houston/article/Mayor-council-clash-over-Harvey-debris-removal-12216212.php

2017

Cities are Resilient by Nature

Cities that are stricken by disaster almost always recover.

The elements that help a city thrive in the first place often

contribute to resilience.

- Location, civic organizations, education, culture,

resources, economy, etc.

Cities grow because they provide opportunities for mutually

beneficial interaction and information exchange.

But some cities recover more quickly and more completely

than others.

2017

Differences Between Cities

can be Significant

Resilience is affected by global, national, and local trends.

war, climate, resource shortages, international trade,

national economic conditions, etc.

But local differences are significant.

Economic capacity

- economic diversity, support for business, affordability

of housing, income inequality

Socio-demographic capacity

- education, income, health insurance, disabilities

Community connectivity

- civic organizations, home ownership, length of time in

current residence

2017

Good News for the Rust Belt

“Slower growing regions actually have more

capacity to withstand shock.”

They tend to be more stable, more affordable, have

higher rates of home ownership, greater income

equality, better-connected residents who have lived

there for a long time, strong civil institutions, and a

diversified business climate.

University of Buffalo

https://www.google.com/search?q=cleveland&safe=active&source=lnms&tbm=isch&sa=X&ved=0ahUKEwidyejwpZHXAhUG5oMKHQGhDbgQ_AUIDCgD&biw=1920&bih=949#imgrc=ZKB9WKvBrVUebM:

2017

Elements of Resilience

Human Capital

- engaged, organized, trained, prepared

Disaster-Resistant Infrastructure

- hardened, redundant, easy to repair, efficient, sustainable

Community-wide Recovery Plans

- risk assessment, all-hazards,

whole community

Culture of CollaborationResilience is the ability of a system (like a

community) to absorb disturbance and still retain basic function and structure.

https://www.usatoday.com/story/news/2017/08/30/charting-hurricane-harveys-jaw-dropping-size-and-destruction/617923001/

2017

Human Capital

Educated, diverse, economically secure, engaged

Encourage civic involvement

Take advantage of the desire for meaning and purpose

Provide information and

training

Include the whole community

in disaster planning and plans

https://readymarin.org/2015/12/08/autodesk-in-san-rafael-sponsors-cert-training-for-emergency-teams/

2017

More Good News

People are resilient.

Unless hindered by ineffective government, lack of

information, corruption, vested interests, distrust by

authorities, or fear by elites, people will respond to

disaster with courage, compassion, and a

willingness to assist others.

Scholarship has shown that informal ties, particularly neighbors, regularly serve as actual first responders

2017

Staten Islanders provide free hot meals and supplies to neighbors

who've lost power or their homes.

http://gawker.com/5958176/the-coca-cola-of-disaster-relief-whats-the-red-cross-really-doing-for-hurricane-sandy

2017

Disaster Resistant Infrastructure

Act regionally

Assess risk

Update zoning and building codes

Restore natural systems

Ensure current grid infrastructure is

hardened against all hazards

Make maximum use of renewable

energy

Encourage denser, more compact

developmentMicrogrid equipment at the National Wind Technology Center in Colorado. | Photo courtesy of the National Renewable Energy Lab.

2017

Community-Wide Recovery Plans

A pre-disaster recovery plan will promote a process in

which the whole community fully engages with and

considers the needs and resources of all its members.

Planning steps:

• Form a collaborative planning team• Involve the whole community

• Understand the situation

• Community risks, impact, consequences

• Determine Goals and Objectives• Community capacity, capability targets

• Develop Plan• Identify leaders, establish process of post-disaster decision-

making and policy setting

Pre-disaster Recovery Planning Guide for Local Governments - FEMA – February 2017

2017

Culture of Collaboration

Communities that are experienced and proficient

at working together will:

• find it easier to develop focused, community-wide

recovery plans

• and will be better able to establish priorities and share

scarce resources.

Replace competition within region and between

regions with cooperation and collaboration.

Emphasize shared responsibility for well-being of

entire community.

2017

Barriers to ResilienceDiscrimination lack of resources secrecy lack of leadershipcompetition failure to understand problem NIMBY tribalism partisanship failure to plan rapid growth urban sprawl environmental degradation zero sum mentality scapegoating corruption we-know-best mentality distrust inefficiency lack of urgency

http://mashable.com/2014/11/09/berlin-wall-construction/#5yUTYSXg0sqX

2017

Building Resilience

• Understand the problem• Risk assessment

• Educate citizens and leaders• Threat briefings for leaders• Presentations, articles, letters, pamphlets• Establish task forces and working groups

• Governmental, industry, regional

• Hold leaders accountable• Remove barriers• Engage the whole community

• Leverage existing organizations and groups

• Encourage collaboration and cooperation• Develop a shared vision

• Support and strengthen civic organizations

2017

“ …the private sector controls 85 percent of the critical infrastructure in the nation. Indeed, unless a terrorist's target is a military or other secure government facility, the "first" first responders will almost certainly be civilians. Homeland security and national preparedness therefore often begins with the private sector . . . Private-sector preparedness is not a luxury; it is a cost of doing business in the post-9/11 world.

—9/11 Commission Report

Contact Information

Walter S. Toppwstopp11@gmail.com

ARMADA LTD

23 Clairedan Dr.

Powell, Ohio 43065

614.431.9700

Email: wtopp@armadausa.com

2017

Back-Up Slides

2017

https://fireadaptednetwork.org/resilience-resources/

2017

https://www.commerce.gov/news/blog/2016/01/evaluating-investments-community-resilience-new-guide-explains-how

2017

http://www.noaanews.noaa.gov/stories2015/images/resilience.jpg

2017

Role of Community Leaders

To increase resilience, community leaders should:

• Encourage cooperation and collaboration • View neighbors as collaborators, not competitors• Recognize that the region is a single economic unit• Build relationships• Establish a successful process of working together• Have a vision and plan for what they want the city to be• Understand the threat• Recognize the need to act

Communities that work well before a disaster will be well-prepared to work together after a disaster.

2017

Problem, research strategy and findings: A pre-disaster recovery plan that

considers how a community should be redeveloped is a logical first step to support

resiliency during high uncertainty and rapid change, yet limited attention has been

given to recovery plans. In this study, we evaluate local disaster recovery planning

in eight southeastern states and find that such planning receives limited public

support: Less than one-third of vulnerable local jurisdictions had a recovery plan,

and those plans received low plan quality scores. Unfunded state mandates

produce weaker plans than plans in other states without mandates. We find that a

collaborative network of stakeholders initially intent on reordering priorities results

in stronger plans.

Takeaway for practice: Local recovery planning should be designed to operate

under conditions of high uncertainty. Local jurisdictions can choose plan design

options that reflect how they build capability for recovery planning: 1) standalone

community-wide recovery plan; 2) comprehensive land use plan; 3) emergency

management plan; and 4) small area recovery plan. Because recovery planning lacks

a public constituency, and is new to most local jurisdictions, the stand-alone

community-wide recovery plan design option is the most effective at building local

commitment. This option involves a plan-making process that concentrates time,

effort, and resources focused on a building a network of stakeholders who likely

have the greatest responsibility in rebuilding efforts because they care most about

the impacts of a disaster.

2017

The ability of a community to successfully manage the recovery process begins with its efforts in pre-disaster preparedness, mitigation, and recovery capacity building. These efforts result in resilient communities with an improved ability to withstand, respond to, and recover from disasters. Pre-disaster recovery planning promotes a process in which the whole community fully engages with and considers the needs and resources of all its members. The community will provide leadership in developing recovery priorities and activities that are realistic, well planned, and clearly communicated.

2017

Successful community recovery is broader than simply restoring the infrastructure, services, economy and tax base, housing, and physical environment. Recovery also encompasses re-establishing civic and social leadership, providing a continuum of care to meet the needs of affected community members, reestablishing the social fabric, and positioning the community to meet the needs of the future. Encouraging a town or city to make progress toward recovery efforts may be difficult, particularly after a catastrophic disaster. Preparation efforts are critical to ensuring that leadership, government, and nongovernmental organizations (NGOs) are ready to act quickly. A community comprises a variety of partners, including economic development professionals, business leaders, affordable housing advocates, faith-based organizations, and functional and access needs populations, and each has a significant part to play in recovery.

2017

Pre-disaster planning ensures that an affected community is ready to undertake an organized process and does not miss opportunities to rebuild in a sustainable, resilient way. With a planning framework in place (developed using this guide), a community is better situated to address pre-existing local needs, take advantage of available resources, and seize opportunities to increase local resiliency, sustainability, accessibility, and social equity. By working in advance to develop an understanding of needs and vulnerabilities, identify leaders, form partnerships, establish resources, and reach consensus on goals and policies, communities will be prepared to begin recovery immediately rather than struggle through a planning process in the wake of a disaster.

2017Why Prepare a Local Pre-Disaster Recovery Plan? • Establish clear leadership roles, including the mayor’s office, city manager, and city council, for more decisive and early leadership. • Improve public confidence in leadership through early, ongoing, and consistent communication of short- and long-term priorities. • Avoid the often difficult, ad hoc process of post-disaster discovery of new roles, resources, and roadblocks. • Gain support from whole-community partnerships necessary to support individuals, businesses, and organizations. • Improve stakeholder and disaster survivor involvement after the disaster through a definition of outreach resources and two-way communication methods the local government and key organizations will employ. • Maximize Federal, State, private-sector, and nongovernmental dollars through early and more defined local priorities and post-disaster planning activity. • Provide for more rapid and effective access to Federal and State resources through better understanding of funding resources and requirements ahead of time. • Enable local leadership to bring to bear all capability and more easily identify gaps through a coordination structure and defined roles. • Better leverage and apply limited State and nongovernment resources when there is no Federal disaster declaration. • Maximize opportunities to build resilience and risk reduction into all aspects of rebuilding. • Speed identification of local recovery needs and resources and ultimately reduce costs and disruption that result from chaotic, ad hoc, or inefficient allocation of resources. • Improve capability and continuity through preidentification of when, where, and how the local government will employ and seek support for post-disaster planning, city operations, recovery management, and technical assistance. • Proactively confront recovery and redevelopment policy choices in the deliberative and less contentious predisasterenvironment. • Improve the ability to interface with State and Federal Recovery Support Function structure.

2017

The planning process introduced and discussed in this guide directly aligns with the process outlined in Developing and Maintaining Emergency Operations Plans: Comprehensive Preparedness Guide 101 (CPG 101). This guide is formatted to follow the six steps of CPG 101 and presents six standard planning steps in Chapters 7 through 12 and then presents key recommended activities that are specific to pre-disaster recovery planning efforts. Figure 1 can help to serve as a basic orienting checklist for preparing for recovery. Figure 1 Key Activities in the Pre-disaster Recovery Planning Process

2017

The foundation of all emergency management planning is risk assessment, which focuses on community vulnerability to specific hazards.

This allows planning resources to be dedicated to those risks (not hazards) that are most likely to affect the community.

Risk Assessment

2017

Fed

era

l Ass

ista

nce

High

High

Low

Low

Probability

Impact

Power Outage: 24 hours or less

Power Outage: 24 -96 hours

Power Outage: ( > 96 hours )

Severe Thunderstorm

EF 3 or greater tornado

EF 0-2 tornado

Heat Emergency

Blizzard

Infectious disease

Water Emergency

Radiological Incident

Major HAZMAT Release (Evac)

Major Flooding

Minor HAZMAT Release

Every Year

Every 10 years

Mass CasualtiesSevere Property DamageProlonged Economic DislocationExtended Recovery Period

Risk Assessment

Stat

e A

ssis

tan

ce

Major ice storm

Extreme Cold

Mu

tual

Aid

(lo

cal)

Every 100 years

2017

All Cuyahoga County emergency management planning is based on the county’s Threat Hazard Identification and Risk Assessment (THIRA), a formalized risk analysis tool that is used by federal, state, and local emergency management agencies.

Risk Assessment

2017

During the THIRA process risks are assessed based on a comparison of likelihood, vulnerability, and potential consequences.

The process can be described as:

Risk = Threat (Probability) X Severity

Risk Assessment

2017

1. Give the Threats and Hazards Context.

2. Establish Capability Targets.

3. Identify the Threats and Hazards of Concern.

4. Apply the Results.

- Estimate the resources required

Risk Assessment

2017

Prioritized list of hazards for Cuyahoga County as identified during THIRA process:

1. Severe Thunderstorm (Natural)2. Utilities Disruption (Technological)3. Flooding4. HAZMAT Spill/Release5. IT/Comms Disruption6. Severe Winter Weather7. Tornado8. Temperature Extremes9. Infectious Disease10.Active Shooter (Human Caused)11.Mass Transportation Incident12.Building/Structure Collapse13.Civil Disturbance14.Terrorism, CBRNE15.Nuclear Power Incident

Risk Assessment

2017

Using a risk-based approach to planning, coupled with functional and prioritized contingency planning, makes

the best possible use of limited resources.

Risk Assessment

Flood Mitigation, Valley View, Ohio

2017

2017

Emergency Response Operations

State

CountyRegional

TeamsMutual Aid

Local

Federal

State resources are exhausted.

State of Ohio EMA requests Federal resources.

INCIDENT