Cascadia: Oregon’s Greatest Natural ThreatSEDCOR Business Readiness Series

Laurie J. Holien, Deputy Director Oregon Office of Emergency Management

Private Sector Coordination for Emergency Response and Recovery

Today’s Discussion• Importance of Private Sector in Oregon• Disruptions to Your Systems• Impacts Across Sectors• Statewide Coordination Structures• Private Sector Capabilities and Needs• Mitigate and Prepare to Lessen Impacts• Sustaining Efforts

Oregon’s Top 10 Employment Industries• Food services and drinking places• Administrative and support services• Ambulatory health care services• Hospitals• Nursing and residential care facilities• Specialty trade contractors• Food and beverage stores• General merchandise stores• Computer and electronic product manufacturing• Social assistance

Does your organization fall into one of these categories?

Do you rely on any of these categories?

Disruptions to Your Systems

• Many Causes– Natural disasters– Labor strikes or economic drivers– Operational or infrastructure failures– Intentional actions – criminal, theft, sabotage,

terrorism • Understanding your reliance on others and your

and their risks– Internal and external risks – Interdependencies– Contracts and business partners

Diverse Threat Environments

• People with an expressed interest in harming Americans

• Desire to spread fear and anxiety throughout society

• Seeking to disrupt everyday life and the economy

• Easy Targets: Critical Infrastructure and Key Resources

• Many essential functions were severely disrupted

• Massive response and recovery coordination problems

• Lack of resiliency magnified hardships for the public

• Limited Emergency Action Plans in place

• No Continuity of Operations• Recovery took years

9/11 Terrorist Attacks Hurricane Katrina

Impacts of Disasters

• Building destroyed or damaged

• Employees displaced• Supply chain problems or

distribution problems• Infrastructure damaged

or destroyed• Shelter in place• Lack of fuel

• No facility access• Equipment destroyed• Employees suffer

problems• Loss of business, income• Communications are lost• Power is lost• People reliant on you• Massive congestion

Cause Effect

Image Your Worst Possible Day…

A Little Doom and Gloom for the Good of the Order

Cascadia Subduction Zone Earthquake / Tsunami

15 million people

live in the impact

zone

• Earthquake (M9+) impacting a large area• Devastating tsunami within 15 mins• 5,000+ fatalities / 15,000+ injuries• 1.3 M people need food/water 500k need

shelter• No fuel for weeks/months/years• No deliveries of food/water for weeks/months• No running water for weeks/months/years• No sewer system for weeks/months/years

Damage to Businesses

• $12-$50 Billion in Economic damages*• 30,000-80,000 buildings destroyed**Source: 1999 DOGAMI study of an 8.5M CSZ quake, not including tsunami damage

• Business interruptions1• Production losses directly due to asset loss2• Supply-chain disruptions3• Macro-economic feedbacks4• Long-term adverse consequences on economic

growth5

Economic Output Costs

How Will Your Business Adapt?

Absorb Impacts

Adapt to Stress & Change

Resilience

At a Glance

State Emergency Management Structure

13

Oregon’s Emergency Support Functions

ESF 1 Transportation

ODOT

ESF 14 Public Information

OEM/Gov Office

ESF 10 Hazardous Materials

OSFM/DEQ

ESF 6 Mass Care

DHS

ESF 18 Business & Industry

OBDD

ESF 15 Volunteers &

Donations OEM

ESF 11 Food & Water

DOA / OHA

ESF 2 Communications

DAS/PUC

ESF 12Energy

DOE / PUC

ESF 7 Resource Support

DAS

ESF 3 Public Works

ODOT

ESF 16 Law Enforcement

OSP

ESF 17 Agriculture &

Animal ProtectionDOA

ESF 8 Health & Medical

OHA

ESF 4 FirefightingODF / OSFM

ESF 13 Military Support

ORNG

ESF 9 Search & Rescue

OEM / OSFM

ESF 5 Info & Planning

OEM

ESF 18 Purpose

Emergency Support Function (ESF) 18 describes how the State of Oregon will coordinate actions that will provide immediate and short-term assistance for the needs of business, industry, and economic stabilization.

ESF 18 Business & Industry

OBDD

ESF 18 Scope• Coordinate with business and industry

partners to facilitate private sector support to response and recovery operations.

• Coordinate immediate and short-term recovery assistance to business and industry partners.

• Provide economic damage assessments for impacted areas.

• Facilitate communication between business and industry partners and the State ECC.

ESF 18 Business & Industry

OBDD

Two Sides of Private Sector Coordination• What do you have that

can help emergency response efforts?

• What support do you need to get back in business?

Take Actions Now to Prepare

Residents, communities,

and businesses strive to be

self-sufficient for at least two weeks

Public, Private and Non-Profit

organizations strive to be back at 90%

by two weeks

If Your Employees Can’t Get to Work, What Will You Do?

Business Continuity PlanningConduct a Business Impact Analysis (BIA)

• Life safety of public and employees

• Infrastructure damage• Private property damage• Unable to work out of

normal facilities • Damage to equipment

and/or other assets• Power outages• Communications system

outages

• Staffing Shortages• Transportation disruptions• Food and shelter

constraints• Disruption to normal chain

of authority • Employee stress and

anxiety• Shortage of supplies and

materials

Define Your BCP Objectives

1. Continuation or resumption of essential functions

2. Minimize damage3. Ensure succession to key leadership4. Readiness of alternate facilities5. Protect essential assets6. Prioritize limited resources7. Facilitate timely recovery8. Prepare, plan, train, exercise, evaluate and revise

Ask the Tough Questions

• What are your Critical Business Functions?• Document those critical functions and required

resources (staff, equipment, supplies, IT, records, dependencies, vendors, equipment)

• Identify Recovery Time Objectives (what is the maximum time this function can be down?)

• Prioritize and develop recovery tasks and procedures.

Sustaining Efforts

• Work with your organizational leadership• Develop plans and train employees• Invest in redundancies• Diversify vendors• Require suppliers to

have disaster plans• Maintain detailed

procedures• Offsite Data Backup

Map : Cascadia Subduction Zone Fault Line

The CSZ 2016 Exercise is a progressive exercise series with building block training and exercise ramp-up events culminating in a comprehensive EOC-to-EOC functional exercise the week of June 1st 2016.

Focus on coastal jurisdictions and tribes along with I-5 corridor and Eastern OR and WA jurisdictions.

Cascadia Rising 2016 Exercise

Next Steps

• Meet with your local emergency manager• Get involved with a Local Emergency

Planning Committee (LEPC)• Share critical asset data with Oregon TITAN

Fusion Center to help inform critical restoration support for infrastructure

• Register with Oregon OEM’s Public Private Partnership

Contact Information

Laurie Holien, Deputy DirectorOregon Office of Emergency Management503-378-2911 x 22225Laurie.holien@state.or.us