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American Planning Association

American Planning Association. Sustainable Disaster Recovery Conference “Your Next Disaster: Getting Ready for Recovery” November 14, 2013, St. Louis James C. Schwab, AICP Manager, APA Hazards Planning Research Center. PAS Report 577. Why rewrite the “Green Book”?.

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American Planning Association

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  1. American Planning Association • Sustainable Disaster Recovery Conference • “Your Next Disaster: Getting Ready for Recovery” • November 14, 2013, St. Louis • James C. Schwab, AICP • Manager, APA Hazards Planning Research Center

  2. PAS Report 577

  3. Why rewrite the “Green Book”? • Disaster Mitigation Act of 2000 • ESF-14 • FEMA within Homeland Security • Lessons of Hurricane Katrina • Map Modernization and RiskMap • Florida Requirements (no longer required) • Climate change • Emergence of Web-based technology • National Disaster Recovery Framework

  4. Why did FEMA fund this project? • Rationale online: http://www.planning.org/research/postdisaster/rationale.htm • Resistance, resilience, reflection: • What kinds of communities do we want? • Who provides a comprehensive view of community issues in disasters? • What distinguishes planners’ contributions? • What does it take to turn a vision of resilience into a reality? • What do planners know about hazards? • What do they need to know?

  5. Revisiting the “Green Book”The Old, the New, the Work in Progress • Not just a PAS Report anymore: • Online case studies • Online tools and resources (e.g., model ordinance) • Recovery News blog • Potential derivative products under consideration

  6. Where Do We Draw the Line?Who Moves? Who Stays?Is Resilience Personal or Public?Who Takes Responsibility?

  7. APA Response to Sandy • On October 29, 2012, Hurricane Sandy came ashore, causing an estimated $36 billion in damages in New Jersey and another $32 billion in New York.

  8. APA Recovery WorkshopPlanning in a Post-Sandy World • Protecting people, strengthening communities • As the lights have come back on in New York and New Jersey, the region has looked to the future. How can planning create a more resilient region? Who will make the tough decisions? And how will they change the way people live, work, and play along the coastal shores? • For an entire week in April, the American Planning Association examined the critical questions in a series of free workshops focused on long-term solutions for stronger communities. Participants learned about: • Connecting disaster recovery to long-range community planning • Using an Interim Recovery Ordinance to resolve land-use issues • Finding funding and meeting state and local requirements • Adopting mitigation planning for more resilient communities • Click on the workshop links below to find the agenda, PowerPoint presentations, small group breakout session notes, and other information from each of the five workshops APA presented. • This series of free workshops was supported in part by The Planning Foundation's "Disaster Recovery and Planning" fund. • Donate to the Foundation

  9. Breakouts: Hands-on Engagement

  10. 1: The Vision of a Resilient Community • Resilience as a concept for governance • Resilience in functional and economic terms • Ability to adapt to social, economic, political, and physical change • Resiliency in the context of natural hazards: How does this fit with what planners do already?

  11. Planning helps avoid disasters • Disasters are one type of crisis • Recovery policy has parallels to development policy

  12. Disasters are one type of crisis • Natural disasters are similar to other unexpected events that occasionally affect nearly all communities. • From a management perspective, the approaches are similar, organizing resources to tackle new challenges. • This is the domain of managers, broader than any one department of local government, typically with input from the planning department, the finance department and others.

  13. Recovery policy has parallels to development policy • The dynamics of a community are affected by change. • The rapidity of change is greatest in disaster circumstances, measured in minutes or hours. • Blight, employment decline, business stagnation, commercial revitalization, housing construction and green initiatives are slow processes over many years. • The ingredients are the same, however. In some instances the disruption and destruction of a disaster unveils opportunities for reversing decline, taking advantage of a catalyst

  14. Question 3: How Should the City Address Climate Risks? …And Southern Brooklyn… Plan Highlights • Develop designs for Coney Island Creek wetlands and tidal barrier with opportunities for economic development • Support entertainment district expansion, including new roller coaster and Aquarium improvements • Work with USACE on nourishment of Coney, Brighton and Plumb Beaches • Replace destroyed Ida G. Israel hospital facility • Launch “21st C. bungalow competition” for neighborhoods such as Gerritsen Beach 16 Conceptual rendering of Coney Island Creek wetlands and tidal barrier

  15. Defining Resilience 1. “Resilience” in emergency management terms refers to the ability to adapt to changing conditions and withstand and rapidly recover from disruption due to emergencies. 2. Instead of repeated damage and continual demands for federal disaster assistance, resilient communities proactively protect themselves against hazards, build self-sufficiency and become more sustainable. Resilience is the capacity to absorb severe shock and return to a desired state following a disaster. It involves technical, organizational, social and economic dimensions. . . It is fostered not only by government, but also by individual, organization and business actions. (Godschalk et al., 2009)

  16. What is a Resilient Community? • Communities and the people who live therein can, however, increase their resilience and be even better able to anticipate threats, limit their impacts, and recover more rapidly through adaptation and growth in the face of turbulent change. • Building community resilience encompasses the entire community, including its physical infrastructure, its economic and social capital, its natural environment, and its systems providing essential services. • Add to these the community’s ability to resist or recover rapidly from natural or man-caused events. • (ICMA 2011, related to CARRI)

  17. Planners traditionally seek designs that embody resilience. • In the layout of new residential neighborhoods or industrial parks, it is common to configure streets so there is more than one way to enter or exit the development. • Such design is governed by regulation, typically by standards in the subdivision ordinance. • In this instance, the design is resilient because it can maintain access even if one street is temporarily blocked by an accident, utility work or other construction. • Finance managers likewise diversify the community’s investment assets to lower risk.

  18. Organization of Municipal Government for Recovery Planning Elected Governing Body Advisory Commissions and Committees Professional Management Planning & Development Department(s) Organizing Influence: Comprehensive Plan Organizing Influence: Comprehensive Plan Disaster Recovery Planning Resources Intergovernmental Planning Organizations Metropolitan, Regional, Rural Economic Development Planning General Management Structure Transportation & Land Use Planning Expanded Services RoutineOperations Annual CDBG Action Plan Agency Service Plans, Human Needs Assessments HOME and ESG Homeless Services CDCs and Micro- enterprise Loan Programs Section 8 Subsidized Rental Rehab Senior Housing Public Housing Public Private Partnerships, Affordability Neighborhood Stabilization Stormwater & Wastewater Management Planning Drainage Projects Watershed Protection Plans for Wetlands Lake Improvement Floodplain Management Permits 5-Year Update to HM Plan Buyouts of At-Risk Properties Structural Resilience Grants Waterfront Plan Economic Development Planning Business Improvement Districts, Incubators, TIF Strategy Commercial Revitalization SBDCs Capital Improvement Plan & Growth Management Financial Resources Strategy Risk Management & Insurance Reserves for Resiliency Project Design Review, Zoning, Subdivision 5-Year Transportation Improvement Program Annual Budget: Transit/Roads, Capital Projects :

  19. Preparing the Plan Organizing the recovery planning process

  20. 1: The Vision of a Resilient Community • Plans for recovery after disasters: Why bother? • Building a local culture of disaster awareness • Providing a focus for pre-disaster exercises among designated public officials • Opportunity to establish clear lines of responsibility should the need arise for long-term community recovery • Opportunity to consider and review financial needs that would be triggered by recovery • Assessment of the community’s overall preparedness stance

  21. Making Resilience Happen • Typology of Disaster Recovery Plans • Pre-Disaster: Operational • Focused on short-term recovery, driven by emergency management concerns • Pre-Disaster: Policy • Identify managerial framework for long-term community recovery • Identify priority issues governing recovery • Post-Disaster (Design-oriented) • Based on assessment of known damages • Focused on physical rebuilding and community redevelopment

  22. 2: Disaster Preparedness and Recovery: Expectation and Reality • Components of disaster management • Primer on disaster preparedness • Major federal legislation defining disaster policy • Why preparation and planning matter • The new dynamics of organizational relationships • Where anticipation and reality part company • Understanding the scale and spectrum of damages • Institutional learning after disaster • Special feature: Model recovery ordinance

  23. Disaster Preparedness and Recovery: Expectation and Reality • Components of disaster management

  24. Disaster Preparedness and Recovery: Expectation and Reality • Primer on disaster preparedness

  25. Explaining the NDRF (sort of)

  26. Disaster Preparedness and Recovery: Expectation and Reality • Sidebar: Major Federal Legislation Defining Disaster Policy • Key Federal Disaster Management Laws • Key Federal Secondary Disaster Management Laws • Key Federal Disaster Management Systems • Federal Response Plan, 1992 • 44 CFR Part 201 – Mitigation Planning • National Incident Management System, 2004 • National Response Plan, 2004 • National Response Framework, 2007 • Presidential Preparedness Policy Directive – 8 • NDRF, 2011

  27. Disaster Preparedness and Recovery: Expectation and Reality • Why preparation and planning matter • The new dynamics of organizational relationships • Where anticipation and reality part company • Institutional learning after disaster

  28. Disaster Impact/Recovery TypologySource: Ken Topping

  29. MODEL PRE‐EVENT RECOVERY ORDINANCE • One action a community can take to move toward better management of disaster mitigation, preparedness, response, and recovery is the adoption of an ordinance before or after a damaging event to serve as either a forerunner or supplement to a full‐blown recovery plan. The Model Recovery Ordinance below outlines a foundation on which a community can organize in advance of a declared disaster to efficiently manage short‐and long‐term recovery. • Draft posted at: https://www.planning.org/research/postdisaster/pdf/modelrecoveryordinance.pdf

  30. 3: Long-term Recovery Planning: Goals and Policies • Whole community recovery (Quality of life in addition to physical rebuilding) • Opportunities for post-disaster hazard mitigation • Land use • Infrastructure/transportation restoration • Housing • Economic redevelopment • Environmental restoration • Health and recovery • Making it all work together

  31. 4: Long-term Recovery Planning: Process • Where and when to start • Before disaster strikes: Characterize the planning environment • After disaster strikes: Characterize the planning environment • Leadership and collaboration • Broadening public • involvement • Psychological and emotional • considerations

  32. 5: Long-term Recovery Planning: Implementation • Before disaster strikes: What aspects of a PDRP may need implementation even before disaster strikes? • After disaster strikes: What obstacles are likely to arise in a post-disaster scenario? • Post-disaster organization and roles • Financing implementation • Establishing milestones and a timetable for implementation • Implementation as a community enterprise • Managing post-disaster uncertainties • Legal issues • Metrics of recovery: measuring success

  33. 6: Next Steps in Creating Resilient Communities • Resilience and the future of planning • Fostering public understanding of environmental change • Green communities and economic development • Seizing opportunities and • anticipating the unexpected

  34. Contact Information • Jim Schwab, AICP, Manager • APA Hazards Planning Research Center • http://www.planning.org/nationalcenters/hazards/index.htm • Jschwab@planning.org The work of the Hazards Planning Research Center advances communities that reduce the impact of natural hazards on the built environment.

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