Regional and Infrastructure Resilience

1. Regional and Infrastructure Resilience A TISP Update August 26, 2010 SAME 2010 Washington, DC Post Luncheon

2. What are you going to hear? • Overview of TISP • Importance of the SAME Readiness Streamer • What is Resilience? • How is TISP Building a More Resilient Nation? • How can You and Your Support the Effort? • Upcoming events: • TISP annual meeting (Dec. 7-9) • Resilience Workshop (Oct. 6 & 7) • Resilience in the Water Sectors (Oct. 29) • West Point CIP Conference (April 2011) TISP Update

3. Overview of TISP

4. Who is TISP? • Established in 2001 by 11 professional and technical organizations and federal agencies. • Leads public and private sector collaboration that advances the practice and policies of infrastructure security and resiliency to sustain the nation’s resources. • Collectively, TISP represents nearly two million individuals with organizations that are involved in the planning, design, construction, and operation of infrastructure. • Primary objective is to create a collaborative and coordinated environment to enable a more secure and resilient infrastructure. • Our mission is to lead public and private sector collaboration that advances the practice and policy of infrastructure security and resiliency. “Improving Resilience of the Nation’s Infrastructure”

5. TISP is Growing! • Secretariat functions transferred to (Society of American Military Engineers (SAME) in October 2008 • Reestablished TISP Annual Infrastructure & Regional Resilience Conference • All 18 NIPP Sectors represented (2009-2014 focus areas are): • Transportation • Energy • Commercial, Government and Military Facilities • Water, Wastewater, Dams • Public Health and Healthcare • Emergency Services

6. Members & Partners • Over 70 active organizations providing volunteers who serve on the Board of Directors & Committees and support TISP activities. • Over 300 organizations participate in TISP events annually. • Increasing number of Website visits, e-Newsletter recipients, and meeting attendees. • Increasing requests for TISP technical publications (e.g. Regional Disaster Resilience Guide).

7. TISP Organization SAME Dr. Robert Wolff,Executive Director TISPBill Anderson,TISP Director & COO TISP Board of Directors Executive Council(TISP BOD Officers, Past Chairs, Committee Chairs) CIRC ECAC CAREPC SLHSEMAC MAC CNPC

8. TISP Committees: • Critical Infrastructure Resilience Committee (CIRC) • Engineering, Construction, and Architecture Committee (ECAC) • Certification, Academic, Research, and Education Programs Committee (CAREPC) • State & Local Security & Emergency Management Agencies Committee (SLHSEMAC) • Membership and Awards Committee (MAC) • Communications and Networking Partnerships Committee (CNPC)

9. 2010 TISP Board Members • Chair:  • Albert Romano, Michael Baker Jr., Inc. • First-Vice Chair:  • Linda Murray, Parsons • Vice Chairs:  • Kathy McKeever, CalEMA • Mark Steiner, ACEC • Secretary:  • Bill Anderson, TISP (non-voting) • Treasurer:  • Jennifer Ford, SAME (non-voting)

10. 2010 TISP Board Members • Ernie Edgar, PBS&J, Rep from SAME’s RHS Committee • Robert Stephan, Dutko World Wide • Paula Scalingi, PNWER Center for Regional Disaster Resilience • Jay Manik, CDM • Barry Einsig, Tyco Electronics • Capt. Karl Calvo, U.S. Coast Guard • Capt. William Grip, U.S. Navy (NORTHCOM) • Peter Marshall, Representing the Federal Facilities Council • Nitin Natarajin, U.S. Health and Human Services • Daniel Catlett, FEMA • Nancy McNabb, National Fire Protection Association (NFPA) • Marco Giamberardino, Associated General Contractors (AGC) • Sugu Suguness, PE Prime • Brian Pallasch, ASCE

11. FY09 Accomplishments • Established Board of Directors • Adopted New Operating Charter & Procedural Rules • Revised TISP’s Vision, Mission & Guiding Principles • Re-Initiated six TISP Committees • Planned, conducted, and completed organizational & program assessments • Developed and published 2009-2014 TISP Strategic Plan • Expanded Memberships and Enhanced Benefits

12. FY09 Accomplishment (Continued) Held Several Forums: • Investment Strategies: Transportation and Energy Sector Resilience. • Building Resilience in the Energy Sector • Water & Wastewater Infrastructure Security. • Role of U.S. NORTHCOM in CIP and Disaster Response. • Co-hosted SAME/TISP National Levee Safety and Resilience Policy.

13. 2010-11 Performance Objectives • Develop a TISP Board approved 2010-2011 Business Plan, which will include: • A Progression Plan Facilitating Resilience as a Function of the National Homeland Security Strategy, National Response Framework and National Disaster Recovery Framework • Performance Measures for reporting progress • Develop educational tools promoting resilience concepts • Develop new strategic partnerships risk sciences, standards setting communities, and emergency management • Enhance existing partnerships by convening at least three forums with a minimum of three TISP partners participating or co-sponsoring • Develop and maintain an online member & partner directory • Establish an Executive Committee

14. 2010-11 Progression Plan Three Programs supporting the National Homeland Security Strategy, National Response Framework, and the National Disaster Recovery Framework: • Thought Leadership at the Intersection of Homeland Security, Emergency Management, and Risk Science. • Update the Regional Disaster Resilience Guide and develop a new Critical Infrastructure Resilience Guide. • Incorporate Resilience in the Whole Infrastructure/Build Criteria.

15. Importance of the SAME Readiness Streamer

16. SAME Readiness Streamer • Collaboration and Outreach • Training and Education • Communication and Network

17. SAME Streamer – Outreach Requirement: Meet with Federal, State, Local agencies and NGO’s to promote Regional Resilience and indentify partners/resources for preparedness, response and recovery planning Desired: Hold a Post Mobilization Readiness Exercise Participate in a Readiness Exercise. Conduct a Readiness and Homeland Security Workshop as a Post or jointly with other SAME Posts or organizations.

18. SAME Streamer - Education Requirement: Three committee members have completed IS-100.a (ICS) level training in the calendar year or prior years. Desired: Three committee members have completed IS-200.a (ICS) or IS-700.a (ICS 700) level training in the calendar year or prior years. Three committee members each complete eight hours of training during a calendar year.

19. SAME Streamer – Communication Desired: Submit for publication to TME (The Military Engineer) or other relevant publication an article on Readiness and Homeland Security. Make a presentation on Readiness and Homeland Security issues or best practices to the SAME JETC, SAME regional conference or organization’s conference Send a Post Committee member to the TISP Annual Conference or other TISP event.

20. What is Resilience?

21. Ghost Towns of the USA Asbury Park, New Jersey: Founded as beachfront property during the 1870s and by the 1880s was attracting over half a million people during the summer months.  It's real boom period occurred between the 1920s and the 1960s, however, when it was the Jersey Shore's number one destination.  It's downfall came about due to race riots that began during the 4th of July weekend in 1970.  Visitors never returned.  Cheshire, Ohio: In 2002, American Electric Power purchased it for about $20 million because of high levels of sulfuric acid emissions produced by it's adjacent power plant. Hindostan Falls, Indiana: Founded in 1814 and became the Martin Country Seat.  Although it was a prosperous milling town, it was suddenly abandoned 1928 due to a possible Smallpox outbreak. Holly Springs, North Carolina: Founded during the early 19th century. Most of the town's men died during the battle at Gettysburg.  When the war ended there were several failed attempts to revive the Holly Springs economy.  While it never completely disappeared, it remains a very small but vibrant community.

22. Stories of Resilience Verizon, New York, NY: The terrorist attacks of 9/11 knocked out many communication lines, however Verizon was prepared and able to redirect phone calls to ensure no 9-1-1 call were lost or missed. Financial Sector: Cashes in 1929, 1987, 2008. Transportation Sector: Aging Infrastructure, environmental impacts, economic instability, increased demand, safety standards, terrorist attacks…and we still drive, fly, sail, and ride. Las Vegas, NV: Small town in the desert which no thought would survive. Today it is the largest city in Nevada and thriving from the tourist industries. San Francisco, CA: Established as a Spanish fort in 1776. Boomed in the 1800 from the Gold Rush. Earthquakes and Fires destroyed three-quarters of the town in 1906. Atlanta and Savannah, GA: Burned during the Civil War. New Orleans, LA: Hurricane Katrina in 2005 to Superbowl 44 Champs

23. Why Should you Care about Resilience? U.S. National Security Strategy (2010) Strengthen Security and Resilience at Home At home, the United States is pursuing a strategy capable of meeting the full range of threats and hazards to our communities. These threats and hazards include terrorism, natural disasters, large-scale cyber attacks, and pandemics. As we do everything within our power to prevent these dangers, we also recognize that we will not be able to deter or prevent every single threat. That is why we must also enhance our resilience—the ability to adapt to changing conditions and prepare for, withstand, and rapidly recover from disruption.To keep Americans safe and secure at home, we are working to: • Enhance Security at Home: • Effectively Manage Emergencies: • Empowering Communities to Counter Radicalization • Improve Resilience Through Increased Public-Private Partnerships • Engage with Communities and Citizens

24. Too Many Definitions Resilience is “the ability to adapt to changing conditions and prepare for, withstand, and rapidly recover from disruption.” National Security Strategy (May 2010) Resilience is defined as “the capacity of a system to absorb disturbance and still retain its basic functions and structure.” Progress Report of the Interagency Climate Change Adaption Task Force (March 2010) Non-Federal Definitions of Resilience: • National Infrastructure Advisory Council • ASIS International • Community and Regional Resilience Institute • Resilience Alliance • CERT – Carnegie Mellon University • Dozens of large Corporations and Associations • Dozens of Resilience Experts

25. TRANSPORT OIL FINANCE ELECTRIC POWER NATURAL GAS WATER TELCO Fuels, Lubricants Fuel Transport, Shipping Power for Signaling, Switches Fuel Transport, Shipping Fuels, Lubricants Fuel for Generators, Lubricants Power Power for Compressors, Storage, Control Systems Shipping Water for Production, Cooling, Emissions Reduction Power for Pump and Lift Stations, Control Systems Shipping Communications Water for Production, Cooling, Emissions Reduction Water for Production, Cooling, Emissions Reduction SCADA, Communications Fuel for Generators Power for Switches SCADA, Communications SCADA, Communications Communications SCADA, Communications Water for Cooling Adapted from O’Rourke from Peerenboom, Fisher and Whitfield, 2001

26. TISP Definition of Resilience Resilience is a capacity to absorb or mitigate the impact of hazard events while maintaining and restoring critical services. Optimizing resilience requires: • identifying and understanding critical operations and functions, • anticipating impacts of multi-hazard events, • preparing for and adapting to manage a crisis or disruption as it unfolds, • creating capacity to rapidly return to and/or reconstitute a more resilient “normal” operation, • tolerating loss of some capacity for the duration of the response effort to a disruption, and • partnering through communications, coordination and collaboration.

27. Tiers of Resilience • International • National • Regional • Sector • State • Community • Organizational • Infrastructure • Family

28. Infrastructure Resilience • Structural Resilience • Design/Construction v. Retro-Fitting • Risk, Vulnerability and Resilience Assessments • Adaptability of Core Systems and Capabilities • Prevention, Protection and Mitigation Plan • Disruptions, Recovery and Long-term Restoration • Operational and Systems Resilience • Roles, Responsibilities, and Decision-Making • Communications and Information Sharing • Business and Operations Continuity • IT and Cyber Resilience • Education, Training, and Preparedness

29. Infrastructure Resilience • Infrastructure Sector-Specific Resilience • Dependencies and Interdependencies • Roles, Responsibilities, and Agreements • Community and Regional Resilience Assessments • Communication, Coordination, and Collaboration • Resilience Measures and Assessment • Exercises and Training • Documenting Lessons Learned • Improving/Building Resilience

30. Regional Resilience • Establishment of a Regional Disaster Resilience Partnership or Coalition • Characterization of the Regional All-Hazards Threat Environment • Infrastructure Dependencies and Interdependencies, Vulnerabilities and Impacts • Regional Resilience Roles, Responsibilities, Authorities/Decision-Making • Alert and Warning/Two-Way Information Sharing • Risk Reduction • Regional Response Challenges • Recovery and Long-Term Restoration Challenges • Business and Operations Continuity • Infrastructure Sector-Specific Regional Disaster Resilience Needs • Threat-Specific Regional Disaster Resilience Requirements • Human Factors and Education • Public Information/Risk Communications, Including Media • Exercises and Training

31. Resilience Policy

32. How is TISP Building a More Resilient Nation?

33. Thought Leadership at the Intersection of Homeland Security, Emergency Management, and Risk Science.

35. Thought Leadership at the Intersection Emergency management cycle of Prepare—Incident—Respond—Recover is graphically represented by three equal length arrows in a circle, our National Strategy for Homeland Security and the associated implementing documents seek to minimize the time spent in the Respond and Recovery phases. Lessons Learned

36. PREPAREDNESS HOMELAND SECURITY (Adaptive Threat) EMERGENCY MANAGEMENT (Non-Adaptive Threat) “CUSTOMER” PERCEPTIONS & EXPECTATIONS: Executive, Legislative, Media, Academic & Public PREVENTION MITIGATION GOVERNANCE/GUIDANCE: Policy, Strategy, Law and Doctrine Risk Reduction: Permanent Counter-Terrorism: Deterrence PRE-EVENT INTELLIGENCE & ANALYSIS: Capacity, Risk & Expectations BUILD CAPABILITY BUILD CAPABILITY Strategy & Process Planning DETER PREPARE PREPARE MITIGATE INCIDENT or Exercise EVENT or Exercise RESPOND RESPOND DISRUPT RECOVER RECOVER PROTECT DEPLOY CAPABILITY DEPLOY CAPABILITY (RE)ASSESSMENTS & MEASUREMENTS RESPONSE POST-EVENT PROTECTION PROTECTION RECOVERY Counter-Terrorism: Disruption Risk Reduction: Temporary REDUCE RISK INCREASE CAPACITY REDUCE RISK

37. PREPAREDNESS HOMELAND SECURITY (Adaptive Threat) EMERGENCY MANAGEMENT (Non-Adaptive Threat) “CUSTOMER” PERCEPTIONS & EXPECTATIONS: Executive, Legislative, Media, Academic & Public PREVENTION MITIGATION GOVERNANCE/Guidance: Policy, Strategy, Law and Doctrine Risk Reduction: Permanent Counter-Terrorism: Deterrence ASSESSMENTS & ANALYSES: Capacity, Risk & Expectations PRE-EVENT BUILD CAPABILITY BUILD CAPABILITY Strategy & Process Planning DETER PREPARE PREPARE MITIGATE INCIDENT or Exercise EVENT or Exercise RESPOND RESPOND DISRUPT RECOVER RECOVER PROTECT DEPLOY CAPABILITY DEPLOY CAPABILITY RESPONSE POST-EVENT PROTECTION PROTECTION RECOVERY Risk Reduction: Temporary Counter-Terrorism: Disruption REDUCE RISK INCREASE CAPACITY REDUCE RISK

38. Thought Leadership at the Intersection • Form Risk Standardization Working Group (RSWG) • Dan Catlett, FEMA, chairing RSWG • Coordinate with ANSI standards committee for homeland security to standardized risk management approach for infrastructure, communities, States and regions • Develop a national resilience unified goal with a set of tenets for risk management and common taxonomy applicable to each CI/KR sector • Evaluate the need for an entity capable of pre-assessing disasters to determine loss of infrastructure and resources and the impact of the loss on scale of the nation, regions, states, and communities

39. Update the Regional Disaster Resilience Guide and develop a new Critical Infrastructure Resilience Guide.

40. Regional Disaster and Critical Infrastructure Resilience Guides • The RDR Guide provides a much-needed strategy to develop the level of preparedness necessary for communities to adequately deal with major disasters in today’s complex and interdependent world. • RDR Guide is a planning tool: • Offering key set of definitions • Uses common assumptions that underpin regional disaster resilience • Lists 12 categories of typical “needs” gleaned from lessons learned from previous disasters—natural and man-made • Recommends short-term, medium-term, and long-term activities to address these respective shortfalls • The RDR Guide is used by government, private-sector, and other organizations with specific missions or vested interests in assuring that the regions in which they reside can withstand the effects of multihazards and respond and recover rapidly when disasters strike.

41. Regional Disaster and Critical Infrastructure Resilience Guides • Forming Regional Infrastructure and Disaster Resilience (RIDR) Task Force - First RIDR meeting held April 16, conducted three conference calls • Paula Scalingi, Director of the PNWER Center for Regional Disaster Resilience, is chairing the RDR Guide development • Conduct coordinate workshops with partners: • ASCE’s Criticality Assessment Working Group and Guiding Principles for Critical Infrastructure Protection • SAME’s RHS Committee Workshops • Define Resilience for National, Regional, State, Community, and Infrastructure perspectives with a correlation to professions and disciplines. • Identify and evaluate web based resource tools that improve the functionality of the RDR Guide • Draft of RDR Guide prepared by the next TISP AIRR Conference for review and discussion (Dec. 2010) • Publication of final product March 2011

42. Regional Resilience Efforts • Dams Sector Exercise Series: • Overall Purpose: Collaborative process to identify, analyze, assess, and enhance regional preparedness and disaster resilience, using multi-jurisdictional discussion-based activities involving a wide array of public & private stakeholders. • For a given region, a particular scenario serves as the triggering event to analyze impacts, disruptions, critical interdependencies, and stakeholder roles and responsibilities. • Three major regional efforts conducted in 2008, 2009 & 2010.

43. Regional Resilience Efforts • 2009 Dams Sector Exercise Series – Columbia River Basin (DSES-09) • Objective: Develop an integrated regional preparedness and disaster resilience strategy for the for the cities of Kennewick, Pasco, and Richland, WA. • Leads: USACE, DHS, and PNWER. • Triggering event: Severe rain-on-snow conditions leading to significant flooding in the region (dams and levee system). • Participation: Over 460 attendees representing over 90 organizations.

44. Regional Resilience Efforts • 2010 Dams Sector Exercise Series – Green River Valley (DSES-10) • Leads: USACE and DHS • Objective: Analysis of short- and long-term regional impacts created by a flooding scenario affecting a large portion of the Green River Valley, leading to severe consequences and significant disruptions in the communities of Auburn, Kent, Renton, and Tukwila in King County, WA.

45. Incorporate Resilience in the Whole Infrastructure/Build Criteria.

46. Incorporate Resilience in Whole Infrastructure and Build Criteria • Project formed by the Engineering, Construction, and Architecture Committee (ECAC) • ECAC Chair, Mark Steiner , ACEC • The committee is currently refining the project scope following its research of resilience studies and reports • Purpose: Solidify resiliency concepts and taxonomy that can be incorporated by standard setters into existing whole infrastructure and design criteria • Identify what infrastructure, components, and systems are critical to the continuation of critical functions and services after a hazard event.  Without that step we continue to look at complete facilities or infrastructure needing to continue to function.   Using the economic model as a key we may lose sight of what is truly critical.  • Work with standards organizations such as NIBS and NFPA to incorporate structural and design concepts which make critical components, systems, and infrastructure more resilient to all hazards

47. How can You and Your Support the Effort?

48. TISP Annual Infrastructure & Regional Resilience Conference – (December 7-9, 2010, Grapevine, TX) • 2 Plenary sessions; 9 technical sessions; 2 workshops; TISP Awards Luncheon; Networking Reception; Open Board Meeting; S+L SEMAC Meeting Learn more about… • Business Development Opportunities • Successful regional strategies for resilience • Interdependence of Various Critical Infrastructure Assets & Industries • Resilience of Transportation, Energy, Dams & Levees, Cyber Infrastructure and IT Systems • Latest Emergency Operations & Management Solutions

49. THANK YOU!  The Infrastructure Security Partnership (TISP)  www.tisp.org For more information about TISP contact Bill Anderson at wanderson@tisp.org