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Enhancing Resilience: Lessons from Greensboro's Emergency Response Plan Update Project

Gain insights on Greensboro's water systems, historical plans, updated vulnerability assessment, methodology, credible threats, lessons learned, and employee safety focus.

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Enhancing Resilience: Lessons from Greensboro's Emergency Response Plan Update Project

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  1. Lessons Learned from a Basic Vulnerability Assessment and Emergency Response Plan Update Project in Greensboro NC AWWA / WEA Annual Conference, Raleigh, November 16, 2015 Steve Drew, Director, Greensboro Water Resources Department Jack Moyer, Carolinas / Tennessee Water Security and Preparedness Area Market Sector Leader, AECOM

  2. Overview • Overview of the Greensboro Water and Reclaimed Water Systems • Historical Perspective – Other Plans in Place • Original VA • Water Supply Division Emergency Operations Manual • Project Methodology • Lessons Learned • Over-arching • VA • ERP

  3. Greensboro Systems Overview • 2 Water treatment plants – 30 and 24 mgd • 3 Raw water lakes and 2 raw water pump stations • 1 Pumped open raw water reservoir • Multiple finished water interconnections

  4. System Overview - Continued • 2 Water reclamation plants - 40 and 16 mgd • 20 Booster pump stations,1 remote finished water reservoir, and 11 elevated storage tanks • 48 Wastewater lift stations • 1,650 and 1,590 miles of water and wastewater mains • Stormwater program • About 370 employees

  5. Historical Perspective– Other Plans in Place • Original Vulnerability Assessment (VA) • As required by Bioterrorism Act of 2002, not updated • Water Supply Division Emergency Operations Manual • As required by Bioterrorism Act of 2002, updated regularly, but Water Supply only • Others • Pandemic Plan • Divisional COOP Plans • Dam EAPs

  6. Project Focus • Update the VA and ERP • Incorporate other divisions of the department • Focus on employee safety • Include an all-hazards perspective

  7. Project Methodology - 1 • Reviewed existing plans • Conducted detailed site assessment visits to all majorfacilities and sampling of remote facilities • Identified critical assets and credible threats • Assessed existing and potential mitigation measures

  8. Project Methodology - 2 • Conducted periodic stakeholder workshops • Prepared VA Report, ERP, including 16 hazard-specific plans, and Fast-action Binders for each major hazard • Conducted training for all employees and tabletop exercise for middle and upper management • WRD developing work station posters

  9. Credible Threats - 1 • Weather events including flooding, large rain events resulting in high wastewater flows, high winds, lightning, ice storms, and tornados • Major equipment or operational failure • Power outages • On-site chemical spills • Nearby HAZMAT releases • Fire

  10. Credible Threats - 2 • Casual, accidental, and recreational trespassers, vandals, and criminals (theft) • Disgruntled persons, up to and including armed intruders/ active shooters • Raw water contamination • Finished water contamination • SCADA system failure • Influent contamination • Personnel illness

  11. Lessons Learned • Over-arching • VA • ERP

  12. Over-arching Lessons • No current regulatory requirements • Water preparedness projects have recently been undertaken only by select, progressive utilities • Visible commitment of upper management is critically important • Understanding larger organizational plans, such as a city when the utility is a city department, is needed • Engagement of internalstakeholders is imperative

  13. VA Lessons - 1 • Focus has shifted much more to all-hazards • Prevailing methodology has evolved from RAM-W to J100 RAMCAP – Risk Analysis and Management for Critical Asset Protection Standard for Risk and Resilience Management of Water and Wastewater Systems • Opportunities for varying levels of J100 assessment and analysis

  14. VA Lessons - 2 • There are always opportunities to address “low-hanging fruit” in security improvements • It is continually challenging to maintain security systems, from fences to cameras

  15. Provide Active Shooter Training • Attacks in the workplace and elsewhere are increasing (FBI) • Most incidents last only 10 – 15 minutes • Training and personal preparation is key • Run, Hide, Fight • Have a personal plan • Help identify at-risk employees – Hear something / Say something

  16. Address Cyber Security • Rapidly evolving threats • Stuxnet / Heartbleed • Presidential Executive Order February 2013 • AWWA Process Control (Cyber) System Security Guidance Document • http://www.awwa.org/portals/0/files/legreg/documents/awwacybersecurityguide.pdf

  17. ERP Lessons • It is always challenging to keep plans up to date, particularly contact information – should be structured to optimize updates • Use annexes and appendices • There is a real need for succession plans for key positions - many utility managers avoid them • Ensure that employees are empowered to call 911 • Need for emergency procurement and contracting provisions

  18. NIMS and ICS– Need Designees and Backups

  19. Engage with Other Agencies

  20. Address Power Failures • Greatest water sector interdependency • Generators, maintenance, and provisions for fueling

  21. Help Employees and Their Families Prepare • Promote a culture of preparedness and security • Establish special work shifts / avoid excessively long work periods • Provide training, specialized equipment, and PPE for their potential roles following disasters • Develop guidance for the preparation of their families • Discourage heroes

  22. Develop Crisis Communications Plans • Designate an organization spokesperson and Public Information Officer (PIO) • Establish a Joint Information Center (JIC) • Prepare critical media messages in advance • Utilize message mapping • Increase use of social media

  23. Join WARN – NC Water WARN • Water / Wastewater Agency Response Networks • Standardized mutual aid agreements • Mutual aid procedures, guidance and established lines of communications • NC Water WARN has a seat in the North Carolina Emergency Operations Center • Sample Operational Plan • Resource Typing Manual

  24. Conduct Training and Exercises • Meet representatives of other units and organizations • Refine plans and procedures • Clarify roles, responsibilities, and lines of communications • Learn available resources, shortcomings, and opportunities for improvement

  25. Questions? Steve Drew - steve.drew@greensboro-nc.gov (336) 373-7893 Jack Moyer - jack.moyer@aecom.com (919) 461-1472

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