Risk Governance and Implementation - PNWS-AWWA...refinery of Cosmo Oil Company was set on fire by the quake at Ichihara, Chiba Prefecture • Others halted production due to safety
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Changes in the amount of precipitation falling in very heavy events (heaviest 1%) from 1958 to 2012 for each region. (Figure source: updated from Karl et al. 2009c).
• Increasing sediment and pathogen loads• Urban stormwater runoff/CSOs• Widespread and persistent algal blooms• Changes in watershed vegetation• Temperature
• Increased eutrophication (with nutrients)• Disinfectant demand• Distribution system regrowth potential.
• Sea level rise ► increased salinity, flooding• Impact of fire & hurricanes
Schohari Reservoir after Hurricane Floyd. Source: Courtesy of New York City Department of Environmental Protection
RISK MANAGEMENT – ORGANIZATION WIDE…. most ‘events’ are unseen
‘Multi-barrier’ approach and ‘Swiss cheese’ model of organisational incidents – ‘mindful’ and ‘high reliability organisations’
Hrudey, S.E., Hrudey, E.J., Charrois, J.W.A. and Pollard, S.J.T. (2006) A ‘Swiss cheese’ model analysis of the risk management failures in the fatal Walkerton outbreak. Presented at the IWA world water congress and exhibition, September, 2006, Beijing.
• Planning, planning, and planning“All at risk infrastructure had been identified prior to Sandy. Emergency operation procedures in place. Water quality maintained during the event”“[We practice] long-term capital planning with appropriate rate structure to fund construction and depreciation”
Need for planning to be coordinated and scenario-based
“[We] developed new rate-setting methodology with larger fixed-revenue component.”“[We] changed rate-setting methodology to generate more fixed revenue.”“[We] design rates that recover core costs regardless of consumption.”“[We’ve] increased non-water sales revenue.”
� Adopt performance targets to drive financial decisions
� Re-examine sales projection methods
� Consider the repercussions of the message that customers are buying gallons of water when the cost side of the business model suggests they are buying access to water.
Potential Regional Approaches• Potential Issues• Mutual Aid Arrangements• Sharing Arrangements• Water Purchase Arrangements• Collaborative Water Resource
Development• Contract Service Arrangements• ConsolidationSources: Regional Solutions to Water Supply Provision (project #91146), and Estimating Benefits of Regional Solutions for Water and Wastewater Service (#91225)
PersonnelCoordinate emergency staffing needs including food and other provisionsPrepare tentative emergency overtime schedule for business unites & Mgmt.Sufficient batteries, flash lights, rain hear, ect.
PowerList of organization's emergency generators & location scheduleTop off fuel tanks for all emergency generatorsMove generator # 22 to Lake Dam. Confirm cables available.Fill & deliver diesel caddy's to O&R powered facilities.Top off fuel storage for Solar gens & gasoline at plantConfirm generator and cables ready at booster stationPrep & test run Diesel Pump.
Water QualityPrepare water quality check list (in case of boil water notice)Prepare distribution sampling schedule Ensure adequate supply of BacT media and bottles.
CommunicationAssure Control Room base station & vehicular radios work properlyPrepare Standard Language Form for Control Room phone inquiries.Distribute Local and State OEM contacts and telephone numbersDistribute emergency activation policy and proceduresDistribute emergency response list and telephone numbersOrganize Police Chiefs / OEM meeting in advance of impending storm.
PlantCheck chemical storage for all essential treatment chemicals at all locations:Secure all doors and windows at plant(s) and remote stationsMove all loose equipment indoor at plant(s)Check remote operation of intake structure gates.Clean & Calibrate filter turbidimeters, flow & headloss gaugesPrep for jar testing to confirm coagulant dosages.
OperationsFill or top-off all distribution tanks & FW reservoirs.Identify - Cover & protect any outdoor electric control panels.Secure and top-off all remote chemical application facilities & equipConfirm accuracy of rain gauges, stream flow gauges, etc.
An increased sampling regimen - most frequently stated safety precaution.— Prepare by having water sampling supplies on hand.
Additional staff/staff hours required….can be costly.— Prepare a staffing plan for emergencies— Establish clear expectations with vendors and contractors
Communication is key.— Establish clear channels of communication with regulators,
neighboring drinking water systems, other utilities, media outlets, and other local emergency responders.
• Road Blocks (literally) are inevitable— Include evacuation and alternate access routes to assist crews
during emergency situations in your emergency response plan.
• The complex array of decisions needed to support resilience within a watershed requires coordination across water service areas and jurisdictional boundaries.
• Failure to understand inter-dependencies can undermine success of everyone’s actions
Financing an Emergency Medium-sized systems (3,301-10,000) - greatest per person
cost as a result of Hurricane Irene. Small systems (<3,301) - most vulnerable to increased
operating costs as a result of Hurricane Irene. FEMA reimbursements often take time;
business continuity plan /contingency plan Work with your FEMA representative ASAP photo log of your damages.
• Insurance coverage (actual and required) will impact your emergency response funding eligibility. Determine if your insurance coverage is appropriate.
• Strategic partnerships can provide drinking water systems with support and resources needed to address unexpected failures during an emergency.— Utilities, Department of Public Works, and Public Service providers
in neighboring towns can help supplement the local availability of emergency assistance.
— Regulators and local government officials— Utilities providers (electricity)
• After Action Report Document your lessons learned• Plan regularly and practice more often, including reviewing
RISK MANAGEMENT – ORGANIZATION WIDE…. most ‘events’ are unseen
‘Multi-barrier’ approach and ‘Swiss cheese’ model of organisational incidents – ‘mindful’ and ‘high reliability organisations’
Hrudey, S.E., Hrudey, E.J., Charrois, J.W.A. and Pollard, S.J.T. (2006) A ‘Swiss cheese’ model analysis of the risk management failures in the fatal Walkerton outbreak. Presented at the IWA world water congress and exhibition, September, 2006, Beijing.
Creating the conditions for effective governance:• Relevant information for scrutiny• Hindsight, insight & foresight• Optioneering• Timely interventions to drive:
Future: Murky waters?• The “New Normal” includes uncertainty as major
risk — Water demand, quality, environmental regulations— Impacts of climate change— Public and political will— Workforce— Economy and financial capacity
• Threats to fiscal performance— Visibility and transparency— Rates, costs, service levels, risks
• Industry commonalities vs. regional differences• Mitigation responses to uncertainties, risks, costs,
and innovative opportunities will help shape public perception