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HomeMy WebLinkAboutPP-Resiliency-InterdependenciesResiliency Planning Consulting Services Board Update: Interdependencies Assessment Results September 13, 2019 1 Agenda Work Progress Interdependencies Assessment Results Questions and Comments 2 Work Progress Critical interdependencies assessment given additional time to address disruption of electrical service Completion remains scheduled for November 3 Critical Interdependencies Assessment Objectives: Identify and understand top 10 dependencies that would substantially impact disaster response and recovery Identify mitigation strategies to minimize potential for cascading failure 4 Approach and Assumptions Approach: Focus on what is needed from time of event to achieve Intermediate LOS goals (first 4 to 12 week period) Focus on 10 most important dependencies for MWMC Base assessment on review of information and communication with agencies/companies/individuals Assumptions: MWMC will implement strategies to achieve Intermediate LOS goals Other lifeline providers will make progress towards, but have not yet have achieved resiliency goals (approx. 5 to 10 years into future versus total preparedness) 5 Dependencies Identified Through Collaboration Dependency matrix used to help MWMC identify and rank dependencies O&M prepared detailed listing of vendors 3 internal workshops held w/ a follow-up “reality check” Final results reviewed by General Manager and Eugene & Springfield Emergency Managers 6 Top 10 Dependencies 7 #1 Employee and Family Preparedness Anonymous survey used to assess level of preparedness and planning 30 questions total in 4 different categories Planning Home Preparations Supplies First Responder Readiness Questions formulated such that a “yes” response indicated a positive level of preparedness and a “no” response indicates lack of preparedness 8 Employee and Family Preparedness Survey results: 82 City of Eugene and City of Springfield employees that work at MWMC responded to survey Approximately 59% of questions were responded to with a “yes” response A similar level of preparedness was observed for the various workgroups 9 Employee and Family Preparedness Assessment: Employees are working toward being prepared but more can be done 10 Employee and Family Preparedness Assessment – Expect approximately 33% of workforce to report for work Question 28 – Do you need to cross a river to get to work? Question 29 – Do you have any family responsibilities that would prevent you from returning to work? 11 Employee and Family Preparedness Potential mitigation strategies: Sponsor on-going employee education, for example: Lunch-and-learn sessions on various aspects of disaster preparation and MWMC emergency response plan Use events such as the recent snow storm to conduct emergency preparedness drills Have all staff participate in the Great Oregon Shakeout Sponsor preparedness competition to encourage action Example: 1st group to have all families prepared with 2-week emergency food supply at home win a reward Example: Families that participate in Great Oregon Shakeout and go through one training manual get a gold star award … 10:17 a.m. on 10/17/19 12 #2 City/Regional Roads Approach: Focused on highways and roads needed for access to facilities Reviewed documents and contacted State and City transportation departments Assessment: Beltline Highway from I-5 to Hwy 99 is not included in State backbone system State has not included all bridges needed for recovery per City Emergency Managers 13 City/Regional Roads Assessment: Eugene & Springfield have evaluated bridges Eugene working to upgrade 13 bridges and have contracts in place for post-earthquake assessments Springfield has made some seismic retrofits of Glenwood Bridge; has no plans to have contracts in place for post-earthquake assessments 14 City/Regional Roads Mitigation strategies Make plans for Eugene employees to report to Springfield for work and vice versa Support Emergency Managers efforts to: Have State add bridges identified as critical for recovery to State Tier 1 and 2 projects Support efforts to have Beltline between I-5 and Highway 99 added to Tier 2 projects 15 #3 Telecommunications Assessment: Cell system: Towers may be susceptible to damage System may be overloaded Temporary power may not be available Oregon First Responder Network; managed by AT&T Has national disaster recovery team and plans in place for CSZ event; participated in 2016 exercise Eugene & Springfield Emergency Managers not relying on cell system or First Responder Network for local communication Poor history of performance 16 Telecommunications Mitigation strategies Coordinate with Emergency Managers to purchase and maintain similar amateur radio system for local communications Follow protocol, go to Emergency Managers for supplies; they make contact to outside sources Consider obtaining a limited number of satellite phones for use in initial days after event Emergency managers have not had good results with satellite phones 17 #4 Structural Inspection Assessment: Eugene has certified inspectors – MWMC facilities may not be first priority Local structural engineering firms may not have a formal operation plan to mobilize and help Mitigation strategies: Develop a prioritized list of facilities/processes for post-event damage assessments Consider an emergency on-call services contract with a structural engineering firm that has an operational plan to mobilize and help 18 #5 MWMC EOP and COOP Assessment: Emergency operations structure based on National Incident Management System (NIMS) Emergency Operations Center (EOC) establishes response priorities based on hierarchy of: Life safety Asset protection Environmental protection EOC authority is based on boundaries MWMC will operate under 3 EOCs 19 MWMC EOP and COOP Mitigation strategies: Understand emergency management protocols Identify triggers for opening MWMC Incident Command Post (ICP) in the Emergency Operations Plan (EOP) Complete a Continuity of Operations Plan Adopt policies that provide authority MWMC staff need to follow protocols under the EOC 20 #6 Power Assessment: Bonneville Power Administration (BPA) provides most of electrical power to EWEB and SUB Time to restore substations estimated at 1 to 8 weeks, based on best available information (highly variable) Tower failures are expected concurrently on many different circuits due to large ground displacement Could not assess vulnerability related to EWEB or SUB due to lack of agreements Mitigation strategies: Execute agreements with EWEB and SUB to assess vulnerabilities Identify volume of fuel required for generators 21 #7 Data Assessment: MWMC uses 3 different categories of computer servers Process-related server Business-related server SQL Database server Process-related server Supports operation of WPCF Stores data related to treatment process Located at plant Isolated from outside world for security purposes 22 Data Assessment: Business-related server Stores drawings, equipment data, operations manuals, regulatory data, and financial data Being migrated to virtual machine at central City of Eugene location City of Eugene manages data backups Access by both City of Eugene and City of Springfield employees, as appropriate SQL Database server MWMC information that is stored in database format City of Eugene server Located offsite (not at WPCF) 23 Data Mitigation Strategies Maintain critical wastewater system drawings, equipment manuals, vendor contact information, etc. in both electronic and hard copy format at WPCF and potentially other key work locations Consider maintaining a backup image of data stored on the business-related and SQL Database servers on hardware that is located at the WPCF Electronic data should be accessible by an onsite network and any necessary hardware should be connected to a backup power supply (e.g., emergency generator) 24 Assessment: Staff identified critical supplies and vendors … not an insignificant effort Some treatment chemicals and other consumables are not replenished until almost out of stock Vendor and shipping agreements do not address CSZ type emergency scenarios #8 Vendors and Shipping Services 25 Vendors and their Shipping Services Mitigation strategies: Maintain a 2 to 4 week stock of chemicals and consumable supplies onsite Establish agreements with vendors that provide inventory, delivery, and payment provisions under emergency conditions 26 #9 Fuel Assessment: Fuel will be a major dependency after a CSZ earthquake Any fuel at MWMC facilities may be commandeered by Emergency Manager after disaster Fuel requests will need to go through Public Works DOC and City EOC Emergency managers actively working to increase fuel storage in area (Courtesy of Yumei Wang, DOGAMI) 27 Fuel Mitigation Strategies Increase fuel storage to maintain a minimum of a 2-week (or more) supply onsite at all times Investigate operational strategies to minimize fuel consumption Example: Don’t run generators on idle while pumps not running (potentially more labor intensive) Coordinate with emergency managers on local fuel storage … but realize you may not be first in line 28 #10 MEP/Equipment Assessments Assessment: Contractors have a history of assisting their communities in major disasters Contractors may not have a formal plan for responding to community needs following a major disaster, but contractors and their staff are known to thrive in high pressure and challenging situations Transportation (especially bridges across Willamette River) will be a major challenge for movement of contractor’s personnel, materials, and equipment 29 MEP/Equipment Assessments Mitigation Strategies Prioritize facilities for conducting post-event MEP/equipment assessments Consider having service agreements with a key group of contractors that agree to provide emergency on-call services and have their own continuity of operations plan (or business continuity plan) 30 LOS Goals and Gaps (2013 ORP) 31 LOS Goals and Gaps (2013 ORP) 32