Brandon Hardenbrook, Deputy Director, PNWER

1. Collaborating to Create Resilient Organizations and Communities Brandon Hardenbrook, Deputy Director, PNWER Paula Scalingi, Director, Center for Regional Disaster Resilience Resiliency in Times of Disaster Conference May 25, 2010

2. “Pacific NorthWest Economic Region” • PNWER – formed by statute in 1991 • PNWER is a Public-Private Partnership • Alaska, Alberta, British Columbia, Idaho, Oregon, Montana, Saskatchewan, Washington, Yukon & NW Territories

3. Private Sector Partners

4. Other PNWER Partners Argonne National Lab Pacific Northwest National Lab Energy Council US Dept. of Homeland Security Applied Science Technologists & Technicians of BC APEGG BC & Alberta Western Economic Diversification Canada Human Resources Social Development Canada Center for Canadian Studies Institute of Health Economics US/Canadian Consulate General National Conf. of State Legislatures Idaho Farm Bureau United Way University of WA • Border Policy Research Institute • University of Lethbridge • Hudson Institute • Business Council of BC • Canadian American Business Council • Woodrow Wilson Center • Carleton University • AK, WA, OR, ID, MT, BC, AB, SK Emergency Management • BC Innovation Council • Idaho National Lab • Cascadia – Discovery Institute • Canadian American Border Trade Alliance • Association of WA Businesses • US Dept. of Energy • Asia Pacific Foundation • Border Policy Research Institute

5. PNWER Working Groups Border Issues Agriculture Energy Environment Health Care Forestry Water High-Tech Each Working Group has a Public & Private Sector Co-Chair Infrastructure Security SustainableDevelopment Tourism Trade WorkforceDevelopment Transportation

6. Critical Infrastructure Sectors

7. Fuels, Lubricants Fuel Transport, Shipping Power for Signaling, Switches Fuel for Generators, Lubricants Transpor- tation Oil Fuels, Lubricants Fuel Transport, Shipping Power for Pumping Stations, Storage, Control Systems Shipping Power for Compressors, Storage, Control Systems Power for Pump and Lift Stations, Control Systems Water for Production, Cooling, Emissions Reduction Natural Gas Electric Power SCADA, Communications SCADA, Communications Fuel for Generators Water for Cooling, Emissions Reduction SCADA, Communications Heat SCADA, Communications Water Water for Cooling Power for Switches Telecom SCADA, Communications Shipping Fuel for Generators Emissions Reduction Cooling, Production, Water for A “System of Systems” Perspective Needed for Analyzing Infrastructure Interdependencies

8. Need for Public-Private Partnerships • 2001 PNWER formed Partnership for Regional Infrastructure Security • Nearly 9 years later, regional/community resilience now widely accepted goal • Puget Sound Region and WA State considered one of most advanced areas in nation • Tremendous amount of work done, much remains

9. NIPP and NGA Guide PNWER is referenced in the National Infrastructure Protection Plan as the model for bringing the public and private sectors together to address critical infrastructure protection issues. - July 2009 PNWER is listed as a best practice for working with other states and provinces to address critical infrastructure security issues in the NGA’s Governor’s Guide to Homeland Security - March 2007

10. Center for Regional Disaster Resilience • www.regionalresilience.org

11. Center for Regional Disaster Resilience About the RDR Center: The Center serves public and private sector organizations and other key stakeholders to identify preparedness gaps and implement cost-effective prevention and mitigation measures to address them Center Goal: To improve the ability of the Pacific Northwest and its communities to protect critical infrastructures and essential services and to withstand all-hazards disasters through raising awareness of infrastructure interdependencies, providing training and education, and developing tools, technologies, and approaches

12. How the RDR Center Does This • Creating cross-sector partnerships focused on infrastructure security • Developing and conducting regional infrastructure interdependencies initiatives • Developing requirements for stakeholder-validated projects and activities to improve regional resilience • Seeking funding to support regional pilot projects to address regional preparedness needs

13. Overseeing the implementation of projects and activities in a cost-effective, timely and ethical manner Conducting outreach, developing and facilitating seminars, workshops and exercises Communicating stakeholder-validated regional disaster resilience recommendations to state and provincial governments and policymakers How the RDR Center Does This, cont.

14. Blue Cascades Regional Exercise Series Blue Cascades I (2002)—focused on physical disruptions Blue Cascades II (2004) focused on both cyber/physical disruptions Blue Cascades III (2006) recovery & restoration from major earthquake Blue Cascades IV (2007) critical infrastructures and pandemic preparedness Blue Cascades V (2008) critical supply chains - food, fuel, water Blue Cascades VI (2010) floods and H1N1 14

15. 350 Key Stakeholder Representatives at the Blue Cascades III Tabletop Exercise

16. Some PNWER Center for Regional Disaster Resilience Projects • Cross-Sector Information Sharing Capability with the Washington State Fusion Center • Regional Cyber Security/Resilience Coordination (NWWARN & Northwest Alliance for Cyber Security) • Automated Interdependencies ID Template • Comprehensive Community Bio-Event Resilience Project • PNW Columbia River Basin Regional Assessment/Mitigation Study • Green River Valley Interdependencies Workshop • WS DOT SR 520 Bridge Exercise • SCADA Security Workshops and Cyber Exercise Support • Energy Assurance Planning Workshops • Waterway contingency planning with Coast Guard • Regional Interdependencies Workshops and Blue Cascades Exercises

17. www.nwwarn.org

18. What Disaster Resilience Means • The capability to protect against or mitigate significant all-hazard threats and incidents and to quickly recover and reconstitute critical services with minimum damage to public safety and health, the economy and national security • It’s about adapting— • Having vision, focus, follow-through and fortitude— • Embracing the “new normal” “How to take a licking and keep on ticking”

19. The Resilience Tautology Resilient assets, infrastructures and communities require resilient regions Resiliency requires understanding which assets and services are critical in any scenario Understanding criticality depends upon understanding interdependencies among infrastructures and other stakeholder organizations (criticality is dynamic) Understanding interdependencies requires cross-sector and multi-jurisdiction information sharing from the grass roots to national levels, cross-border and all sectors This information sharing requires the creation of an environment of trust where stakeholders feel ‘safe’ to share their vulnerabilities, idea, and work together

20. What Community Resilience Requires Recognition by one or more influential local leaders of the importance of cooperation and collaboration because of interdependencies Willingness of a state, local government or a non-profit organization to mobilize and facilitate a partnership Have a process to enable regional stakeholders and community leaders to mutually identify needs and solutions Developing ways to provide encouragement, technical expertise, resources, and sustainability to improve disaster resilience Providing best practices that key stakeholders can customize to meet community & organizational needs

21. Blue Cascades SeriesIntegrated Regional Action Plan Covers broad spectrum of needs: All hazards threat assessment Interdependencies and related vulnerabilities Risk Assessment and Management Prevention and Mitigation Cooperation and coordination/information sharing Communications and critical IT infrastructure impacts Roles and responsibilities/Incident management Response and restoration Resource management Operations and business continuity Supply chains and logistics Human factors Legal and liability issues Public information/media as a “first responder” and communicator /training and education

22. Integrated Action Plan, cont. • Compilation of Action Plans developed from lessons learned from the first five Blue Cascades Exercises • Reflects a continuous process of improving all-hazards preparedness and resilience by the Puget Sound Partnership for Regional Infrastructure Security with PNWER’s Center for Regional Disaster Resilience • Specifies short, medium and long-term activities that have been completed, are underway, or are yet to be initiated • Serves as an informal measurement of progress made towards resilience

23. Integrated Action Plan, cont. • Is a flexible tool that is meant to be a “living document” and to be revised and updated • Many activities have been completed or are underway • Availability of resources and changing stakeholder priorities based on perceived needs are major factors governing which activities have been completed, are ongoing, or yet to be addressed

24. Enabling Communities to Become Resilient—Where do we go from here? Discussion Questions: • What other needs and activities do you think should be added to the Integrated Action Strategy? • What could be done to further develop and sustain partnerships among stakeholders to improve disaster resilience? • How can colleges and other academic institutions best help to empower and assist communities to improve disaster resilience?