Tualatin Valley Water District’s
Framework for Emergency
Preparedness
Michael J. Britch, P.E.
Chief Engineer
Tualatin Valley Water District
Executive MPA - Capstone Presentation June 13, 2015
Mark O. Hatfield School of Government
Portland State University
1
Outline
•
•
•
•
•
Background and Significance
Key Research Questions
Research Methods
Research Findings
Acknowledgements
2
Let’s Start with Some Context about Water
Water is a Gift
Water is Precious
Water is Essential
Water Systems Impacted by Natural
Disasters & Manmade Events
•
•
•
•
•
2005 Hurricane Katrina
2012 Hurricane Sandy
2013 Colorado flooding
2014 Toledo toxic algae
2014 West Virginia toxic
chemicals
• Cascadia Subduction
Earthquake
4
Cascadia Subduction Zone Earthquake
Expected to be Similar to Tohoku Japan
M9.0 Earthquake
(March 11, 2011)
Long-Term Impacts Severe
(1906 San Francisco Earthquake)
• The population leaves
Source: Resilience by Design
Long-Term Impacts Severe
(Hurricane Katrina)
• The economy suffers
7
Source: Resilience by Design
Research Questions
• What areas need to be
addressed for the
District to be prepared
for a major
earthquake?
• What is the District’s
current state of
preparedness?
"Don't let the perfect be the enemy of the good” – Voltaire
“We cannot solve our problems with the same thinking we used when
we created them” - Einstein
8
Research Methods
• Literature review
• Data collection:
– Expert input
 Emergency
preparedness
 Key stakeholders
 Water industry
 District staff
– Survey
Alaska 9.2 M Earthquake. March 27, 1964, at
5:36 p.m. Duration ~ 4 minutes
9
Literature Review
Oregon Resilience
Plan
NIST Resiliency Framework
Expert Input
• Essential healthcare facilities
• Fire & emergency response
• Key retail
– Groceries
– Pharmacies
• Banking
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Research Findings
TVWD’s Emergency Preparedness Framework
District Resiliency
Policy & Program
Policy &
Liaison
Business
Systems
Infrastructure
Resource
Planning
Commun
-ications
Finance
Response
Planning
Governance
Software
Planning
Human Capital
Procedures &
Protocols
Capital for
Ongoing
Operations
Training &
Preparations
Resiliency
Policies
Hardware
Design
Standards
Critical
Inventory
Community
Engagement
Insurance
Operations
Formal &
Informal
Agreements
Enterprise
Architecture
Condition
Assessment
Key Stockpile
Locations
Long-term
Financial
Planning
Emergency
Response Plan
Building
Relationships
Internet
Connectivity
Redundancy
Vulnerability
/Risk
Assessments
Security &
Public Safety
Level of
Service Goals
Delegated
Authority
Research Findings
Policy & liaison sub-element:
• Governance
• Resiliency policies
• Agreements
• Relationships
• Level of service goals
• Delegated authority
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Research Findings
Business systems sub-element:
• Software
• Hardware – servers, laptops,
etc…
• Enterprise architecture
• Internet connectivity
redundancy
Presidential Policy Directive/PPD-21: The term "resilience" means the … to
withstand and recover from deliberate attacks,... [cyber security – e.g. remote access
policies, etc…]
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Research Findings
Water system infrastructure
sub-element:
• Planning
• Design standards
• Condition assessment
• Vulnerability/risk
assessments
15
Research Findings
Resource planning sub-element:
• Human capital
• Critical inventory
• Key stockpile locations
• Security & public safety
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Research Findings
Communications sub-element: “Communications is
one of the most common types of failures during
disasters” – FEMA
– Establish procedures, protocols for
communications & sharing information for:
Staff
Key stakeholders
Elected officials
Customers
News organizations
C.O.L.T. – Cell on light truck
– Community engagement
17
Research Findings
Finance sub-element:
• Capital for ongoing operations:
– Payroll
– Vendors
– Cash on hand
– Billing
– FEMA reimbursements
• Insurance
• Long-term financial planning
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Research Findings
Response planning sub-element:
• Training & preparations
National Fire Academy/Emergency
Management Institute
– Exercises
– Familiar with equipment & materials
– Staff and family
• Operations
• Emergency Response Plan
Community-Specific Integrated Emergency
Management Course (CS IEMC) - Earthquake
Hazard - April 14 – 18, 2014 Emmitsburg, MD
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Survey Results – Part 1
District’s estimated current level of preparedness
POLICY & LIAISON
63%
BUSINESS SYSTEMS
52%
INFRASTRUCTURE
53%
RESOURCE PLANNING
38%
COMMUNICATIONS
63%
FINANCE
76%
RESPONSE PLANNING
53%
0%
10%
20%
30%
40%
Response Average
50%
60%
70%
80%
90%
20
100%
Survey Results – Part 2
Prioritization of sub-elements
District Resiliency
Policy & Program
Policy &
Liaison
Business
Systems
Infrastructure
Resource
Planning
Commun
-ications
Finance
Response
Planning
Governance
Software
Planning
Human Capital
Procedures &
Protocols
Capital for
Ongoing
Operations
Training &
Preparations
Resiliency
Policies
Hardware
Design
Standards
Critical
Inventory
Community
Engagement
Insurance
Operations
Formal &
Informal
Agreements
Enterprise
Architecture
Condition
Assessment
Key Stockpile
Locations
Long-term
Financial
Planning
Emergency
Response Plan
Building
Relationships
Internet
Connectivity
Redundancy
Vulnerability
/Risk
Assessments
Security &
Public Safety
Level of
Service Goals
Delegated
Authority
Acknowledgements
• I would like to thank my family… for their support
& understanding over the last 21 months
• Cohort members
• Faculty & staff
22
Questions
Tualatin Valley Water District’s Framework for
Emergency Preparedness
Michael J. Britch, P.E.
Chief Engineer
Tualatin Valley Water District
EMPA Capstone Presentation June 13, 2015
23