Slideshow presentation for Flood Mitigation Symposium, October 4, 2013.
Scott Edelman - Senior Vice President, AECOM Water Resources and past president of the Association of State Flood Plain Managers (ASFPM) Foundation
3. 3
AECOM is a global provider of professional technical and management support services to a broad range
of markets, including transportation, facilities, environmental and energy. AECOM is a leader in all of the
key markets that it serves.
125Serving 125 countries
45K45,000 dedicated
professionals working
globally
$7+bnUS$7.3 billion of revenue
during the 12 months ended
March 31, 2011
No.1Top 500 Design Firm
353Ranked No.353 in
Fortune 500
AECOM
Disaster – The Way Forward
Introducing AECOM Page 3
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FEMA / AECOM
National Climate Change Report
Example Change: Q100
Released
by Whitehouse
June 2013
Significant Technical Findings:
• By Year 2100 riverine floodplains will double in size,
• Coastal areas will double in size
Significant Financial Findings In today‟s dollars:
• Average loss cost per policy will increase by approximately 90%
• Individual premiums will increase 10% to 40%
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IDENTIFY the risk
ASSESS the risk
COMMUNICATE the risk
MITIGATE the risk
Changing how we fundamentally deal with
risk related to disasters
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The ill-logical hydrologic cycle
Flood
Panic
Plan
Delay
Funding is the
typical reason why
action is not
taken.
Funding needs to
take advantage of
political good will
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We have confused the public with
different definitions
Bridge Standard
AN ABSOLUTE
Flood Plain Elevation
AN AVERAGE
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All structures
operate
correctly and will
not fail
Structures will
not be
obstructed with
debris
Only existing
conditions are
considered
Degree of
uncertainty of
the science
We need to inform the public on the
underlying assumptions
30. 31
Planning a path forward
Top Success Factors
Source: PwC Mori Survey 1997
% of Companies Responding
Ensuring top sponsorship 82%
Treating people fairly 82%
Involving employees 75%
Giving quality communications 70%
Providing sufficient training 68%
Using clear performance
measures
65%
Building teams after change 62%
Focusing on culture/skill changes 62%
Rewarding success 60%
Using internal champions 60%
Reasons for Failure
Source: 1995 Harvard Business Review
One Way Communications
Under communicating the vision by a
factor of 10
Lack of Commitment Among Workforce
Not removing obstacles to achieve the
new vision
Poor Change Management
Not planning for change response from
stake holders and not communicating
benefits to them
Small Scale Success
Declaring Victory too soon and stopping
Culture Resistance or Rejections
Not anchoring change in the organization
culture
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Resist Reinforce Restrict Retreat
Protect with
gates, levees
and hard
structures
Protect what
we must
Upgrade
building codes/
ordinances
Where it’s too
difficult or
impossible to
protect
Investigate + Study
Likely Scenarios
33. 34
The Road Map to Recovery
• Define the Need / Create
the Vision
• Assess the Extent of
Damage and Scoping the
Works
• Reviewi the Options and
assertain the priorities
• Accelerate the „Early Wins‟
• Develop the Infrastructure
Response Plan
• Agree the Strategy for
Recovery
• Create the Infrastructure
Master Plan
• Develop the Master
Schedule and Budget
• Set up the Management
Controls and Reporting
Structure
• Establish the Key
Performance Indicators /
Deliverables
• Mobilise the Program Team
• Develop the Master
Infrastructure Recovery
Plan
• Produce the Execution
Strategy and
Implementation Plan
• Procure the Design
Consultants
• Accelerate the Enabling
Works Packages
• Monitor and Control the
Program
• Launch the „Investor
Confidence Initiative‟
• Communicate the „Good
News‟ stories globally
• Produce the Procurement
Strategy for Implementation
• Appoint the Program
Management Consultant for
Delivery
• Launch the Recovery
Program
Stage 1 – (30-120 Days) Stage 2 – (60 -180 Days) Stage 3 – (60+ Days)
STRATEGIC PLANNING PHASE
RESPOND RECOVER– Short Term RECOVER – Long Term
Page 34
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• Risk Communication (i.e.
hazard map information)
• Outreach projects
• Speaker series/
demonstration events
• Real estate disclosure
• Library materials
• School children
educational programs
• Hazard expositions
• Technical assistance
Public Education & Awareness
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Emergency Services
• Warning systems
• Emergency response
equipment
• Shelter operations
• Evacuation planning and
management
• Emergency response
training and exercises
• Sandbagging for flood
protection
• Installing temporary
shutters
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What makes a good mitigation plan?
• Process vs. Product
– “Plans are worthless. Planning is essential.”
–Dwight D. Eisenhower
• Holistic mitigation strategy
– Includes projects + policies + programs + recurring activities
• Specific, practical and measurable actions
– Linked to sound assessments of risk and capability
• Straightforward implementation mechanisms
– Routine monitoring, evaluating and updating
– Integration with other community processes/initiatives
– Effectively applied following disaster events
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• Involve the public – not as easy as it sounds!
• Develop strategy for multiple methods of engagement
– Meetings / Open Houses
– Public Opinion Surveys – hard copy and web-deployed
– Combine efforts with other public outreach initiatives
– Be creative in getting the word out
Planning Process
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• Involve local media
– Press releases, interviews, etc.
• Establish more formal roles for those
interested in participating in the process
– Citizen Advisory Committee
– Stakeholder Interest Groups
Planning Process
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• Relies heavily on historical data,
GIS technology, and probabilistic
risk modeling
• Better local data = better risk
assessments
• Better risk assessments do not
necessarily lead to higher quality
mitigation plans
– Have often been the most
overemphasized phase of the
planning process
Risk Assessment
49. 50
HAZUS quantifies the disaster
Short
Term
Shelter
Substantial
Damage
Essential
Facility Loss
of Use
Debris
Generated
Truckloads
Required to
Remove
Economic
Loss
Ottawa 2,695 104 0 46,514 1,861 180.0M
Rogers 5,194 310 0 64,385 2,575 256.2M
Muskogee 2,023 69 4 26,456 1,058 111.8M
Pittsburg 825 113 0 30,235 1,209 117.6M
Carter 949 23 0 14.939 597 71.5M
Logan 857 79 2 21,461 858 102.2M
55. 56
Risk Assessment: Summary Conclusions
Table 6.21
Summary of Results
Hazard
Category/Degree of Risk
Probability Impact Spatial Extent Warning Time Duration PRI Score
Atmospheric Hazards
Extreme Temperatures Highly Likely Minor Small More than 24 hours Less than one week 2.3
Extreme Wind Highly Likely Critical Large More than 24 hours Less than 24 hours 3.2
Hurricane & Tropical Storm Likely Catastrophic Large More than 24 hours Less than 24 hours 3.2
Lightning Highly Likely Minor Negligible Less than 6 hours Less than 6 hours 2.2
Nor’easter Highly Likely Catastrophic Large More than 24 hours Less than one week 3.6
Tornado Likely Limited Small Less than 6 hours Less than 6 hours 2.4
Winter Storm Highly Likely Limited Large More than 24 hours Less than one week 3.0
Hydrologic Hazards
Coastal Erosion Highly Likely Limited Moderate More than 24 hours More than one week 2.9
Dam Failure Unlikely Critical Small Less than 6 hours Less than 6 hours 2.1
Drought Possible Limited Moderate More than 24 hours More than one week 2.3
Flood Highly Likely Critical Moderate 6 to 12 hours More than one week 3.4
Storm Surge Possible Critical Moderate More than 24 hours Less than 24 hours 2.4
Wave Action Highly Likely Limited Moderate More than 24 hours More than one week 2.9
Geologic Hazards
Earthquake Unlikely Minor Small Less than 6 hours Less than 6 hours 1.5
Landslide Likely Critical Small Less than 6 hours Less than 6 hours 2.7
Other Natural Hazards
Wildfire Highly Likely Minor Moderate Less than 6 hours Less than one week 2.8
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Mitigation Strategy: Mitigation Action Plan
Action
Category
Hazard
Objective(s) Addressed
Priority
Funding Sources
Responsibility
Completion Date
Background
59. 60
Mitigation Strategy: Mitigation Action Plan
• Actions should:
– be realistically achievable;
– be measureable (include
performance-based outcomes);
– be tied to specific assignments of
responsibility;
– include a mix of mitigation
techniques:
• Prevention
• Property Protection
• Natural Resource Protection
• Structural Projects
• Public Education & Awareness
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Financial (LCA)
Capital Costs
Operations
and Other* Costs
Environmental
Climate
Habitat
Water Use
Water Quality
Air Quality
Natural Resource Inputs
Social
System Resilience
Ratepayer Affordability
Bicycle and Pedestrian
Environment
Odor
Noise
Recreation / Open Space
Employment
Cultural Resources
Construction Impacts
TBL Evaluation Criteria
* Includes Operations & Maintenance, Replacement & Renewal, Decommissioning, and Avoided Costs
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Plan
Do
Check
Act
The QMP Provides a Means for Learning and
Improving
Lessons Learned
Process Improvement
Project Closeout
Lessons Learned Library
identifies opportunities for
Process Improvement
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• Serious computer game and simulator
– Developed by PlayGen, Ltd. under direction from ASFPM Foundation
– PlayGen, Ltd developed “FloodSim” game for public awareness in the
UK
• Purpose:
– Simulation & learning environment for decision-makers
– Teach disaster-resilient & NAI principles for community development
– Show community health and smart floodplain management link
• Sponsorship opportunities available
“FloodManager” Interactive
Professional Game
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Policies established today will establish future
resiliency of the Province
Risk communication to the public is essential for
proper individual actions
Transparency on projects is crucial for public
support
Monitor, Measure, Report, Repeat
Summary
Editor's Notes
AECOM recently was asked to participate in the UN session on Water and Disaster for the UN Post 2015 Development Agenda. Significant progress has been made in the world to reduce poverty and increase literacy rates. One of the top threats to this progress is natural disasters. It is being seen that when a disaster occurs poverty rates increase and literacy rates decrease as resources are diverted to response needs. AECOM was asked to represent global private industry and how private industry can help nations reduce the risk towards disasters.
3567 in Canada609 in Alberrta
The old saying that “an ounce of prevention is worth a pound of cure” has never been truer. For every $1 spent on planning and prevention, between $4 and $7 can be saved on the response.
Could be 5 ft vertically higher or 7 ft vertically lower
The 1% or 100-year has a 26% chance of occurring in a 30 year mortgageThe 2% of 50-year has a 45% chance of occurringThe 10% or 10-year floodplain has a 96% chance of occurring
Resist: Protect with gates, levees and hard structuresReinforce: Protect what we mustRestrict: Upgrade Building Codes/OrdinancesRetreat: Where it’s too difficult or impossible to protectInvestigate and Study