&EPA United States Environmental Protection Agency Chicagoland Water and Wastewater Preparedness and Business Resiliency Summit: A Community Forum on Interdependencies MEETING SUMMARY FINDINGS AND RECOMMENDATIONS November 2008 ------- Office of Water (4608T) EPA No. 817-R-08-012 November 2008 www.epa.gov/safewater ------- Prepared under Work Assignment No. 3-08 Active and Effective Protective Program Support EPA Contract No. EP-C-05-045 Technical, Analytical, and Regulatory Mission Support for the Water Security Division ------- ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT EXECUTIVE SUMMARY The U.S. Environmental Protection Agency's (EPA's) Office of Ground Water and Drinking Water (OGWDW) partnered with EPA Region 5 and the Chicago Manufacturing Center's (CMC's) Great Lakes Partnership (GLP) Program on a new pilot project in the Chicago metropolitan area. This pilot expands collaboration beyond traditional water sector partners, to enhance the capability of local communities to protect their water infrastructure, and to increase business resiliency. From a national perspective, one important output of this partnership is to create a methodology for other communities to use to replicate a similar water security and business resiliency project. Protection of water infrastructure is essential for the health and welfare of our residents, and to ensure the sustainability and resiliency of the nation's economy. Because the Chicago metropolitan area is a national hub for several critical sectors, including banking, transportation, and manufacturing, Chicago's resiliency is vital to the country's economy. The Chicagoland Water and Wastewater Preparedness and Business Resiliency Summit was convened on November 28, 2007, in Chicago, Illinois. The Summit provided a unique opportunity for the public and private sectors to share information about drinking water and wastewater preparedness, and information about how water preparedness can help enhance business resiliency. To improve participants' collective understanding of water sector interdependencies, and to identify next steps for building regional preparedness, the Summit agenda focused on: Government perspectives on water sector interdependencies and the value of water infrastructure Building a business case for private sector involvement in water preparedness Risks facing the water sector Risk reduction tools Theory and real world practice of water emergency preparedness and response Breakout sessions to discuss the effects of service disruption Plenary discussions of next steps needed to increase water sector preparedness and business resiliency More than 100 participants attended the Summit and represented: Federal, state, and local government officials Drinking water and wastewater utility owners, operators, and bulk customers Small and mid-sized manufacturing firms Large multinational firms The Summit raised awareness of the importance of drinking water and wastewater services, and the potential economic and human consequences of a loss of services to the business community. Breakout sessions focused discussions on the effects of short, medium, and long term drinking water and wastewater service disruptions on various sectors. Report-outs highlighted several themes, including: NOVEMBER 2008 ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT Water is often taken for granted. Many businesses and organizations do not realize how much they depend on drinking water and wastewater service. For all sectors, a loss of water may result in the inability to run heating and cooling systems. For most government agencies, associations, and consulting organizations, a short term (3 day) loss of drinking water and/or wastewater services might have a minimal impact because of the availability of telecommuting. Without immediate access to water, the chemical, manufacturing, pharmaceutical, and food processing industries would have to stop production. Participants provided numerous recommendations for improving preparedness and business resiliency practices. Highlights of the specific actions recommended are provided in Table E.I. Table E.1 Recommendations for Improving Preparedness and Business Resiliency Activity Operations Communications Education Recommendations Ensure redundancy of key operations within drinking water systems Secure alternate sources of water Implement real-cost pricing Update emergency action plans and wastewater Build public-private partnerships Develop, exercise, and update call down lists Develop and exercise telecommuting practices Promote understanding of importance of conservation and interdependencies between related sectors Develop incentives and business cases for implementing water sector preparedness measures Provide additional training, drills, and exercises At the conclusion of the Summit, then-EPA Regional Administrator (Region 5), Mary Gade, announced the establishment of an ongoing public-private water preparedness forum co-sponsored by EPA Region 5, CMC's GLP Program, City of Chicago's Department of Water Management, and the Metropolitan Water Reclamation District of Greater Chicago. NOVEMBER 2008 ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT TABLE OF CONTENTS EXECUTIVE SUMMARY i TABLE OF CONTENTS ill INTRODUCTION 1 PURPOSE 1 DETAILED SUMMARY 2 Welcoming Remarks 2 Panel Discussion #1: Government Perspectives on Interdependencies and the Value of Water Infrastructure 2 Panel Discussion #2: Building a Business Case for Private Sector Involvement in Water Preparedness- Learning from Past Experiences and Planning for the Future 5 Keynote Address 8 Town Hall Meeting: Theory and Real World Practice of Water Emergency Response 9 Town Hall Meeting: Questions and Answers 13 Facilitated Breakout Group Discussion: Coming Full CircleEnsuring Business Resiliency. 14 Group Report-Outs 14 Closing Remarks 16 CONCLUSION 16 APPENDIX A: MEMBERS OF THE CHICAGOLAND DRINKING WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT PLANNING TEAM 17 APPENDIX B: SUMMIT AGENDA 18 APPENDIX C: PARTICIPANTS LIST 22 APPENDIX D: BREAKOUT GROUP DISCUSSIONS 32 NOVEMBER 2008 ------- ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT INTRODUCTION The U.S. Environmental Protection Agency's (EPA's) Office of Ground Water and Drinking Water (OGWDW) partnered with EPA Region 5 (which serves Illinois, Indiana, Michigan, Minnesota, Ohio, and Wisconsin) and the Chicago Manufacturing Center's (CMC's) Great Lakes Partnership (GLP) Program on a pilot project in the Chicago metropolitan area. This pilot expanded collaboration beyond traditional water sector partners to enhance the capability of local communities to protect their water infrastructure, and to increase business resiliency. This pilot supported homeland security efforts related to: Critical infrastructure protection All-hazards preparedness, response, and recovery actions Communication and information sharing This pilot was also intended to increase mutual understanding and foster collaboration among utilities, federal, state, and local governments, and the business sectors to support security and business resiliency within the local community. A major initiative of the pilot was an all-day, high-level summit of public and private sector leaders in the greater Chicago metropolitan area (Chicagoland). The hands-on summit explored interdependencies between the water sector and other critical infrastructures and started the dialog necessary to develop a framework for collaboration to address issues affecting water sector vulnerability and business resiliency. Members of the summit planning and facilitation teams are identified in Appendix A. From a national perspective, this project and similar community-focused pilot initiatives form the basis for creating a methodology (or "How-To" manual) for other communities across the country to use in replicating or adapting this type of water security project. PURPOSE The Chicagoland Water and Wastewater Preparedness and Business Resiliency Summit (Summit) agenda was designed to meet two needs (see Appendix B for Summit agenda). The first need was to provide participants with a common knowledge base through presentations and discussions about: Drinking water and wastewater utility operations and services, an example of water sector service interruptions, and water sector security considerations Building a business case for private sector involvement in water preparedness Theory and real world practice of water emergency response The risks facing drinking water and wastewater utilities and what EPA is doing to help reduce risks to the water sector The second need was to provide a forum for discussion and identification of the potential effects of a water sector service interruption, and to identify recommended actions to increase security and resiliency. NOVEMBER 2008 ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT The breakout session focused on the consequences of water sector service disruptions and the effects on private sector operations, supply chains, the water sector itself, and various levels of government. DETAILED SUMMARY The following sections highlight the key points provided by each speaker and/or panel member and document the discussions from the breakout session. Welcoming Remarks Mary Gade, Regional Administrator, U.S. EPA Region 5 Mary A. Gade, then the Regional Administrator for EPA Region 5, welcomed attendees and described one goal of the Summit as increasing awareness among participants of the interdependence between businesses, particularly manufacturing, and drinking water and wastewater utilities. Ms. Gade noted: Businesses need to consider more than buildings, roads, and bridges as critical infrastructure. For example: > Drinking water and wastewater systems are rarely viewed as critical infrastructure. These systems tend to be taken for granted because of their overall reliability in providing continuous service. Participants should note examples describing when access to safe drinking water was curtailed or jeopardized, such as the power blackout of 2003, Hurricane Katrina, and during the prolonged drought in the Southeast. Participants may want to consider: > Possibility that drinking water systems could become the target of a terrorist attack > Potential impact of these systems being unavailable for days, weeks or maybe even months Millions of people in the Chicago metropolitan area could be affected by a service interruption as there are more than 4,000 miles of water mains, and about the same amount of sewer pipes, under the City of Chicago alone. Certainly, the business community would be affected by a disruption of water systems and, when Chicago businesses are affected, the whole country is affected. Panel Discussion #1: Government Perspectives on Interdependences and the Value of Water Infrastructure Irene Schild Caminer, Assistant Commissioner/Director of Legal Services, City of Chicago Department of Water Management (presenting on behalf of John F. Spatz, Jr., Commissioner, City of Chicago Department of Water Management) The City of Chicago Department of Water Management serves 5.38 million people in the City of Chicago and 125 suburbs (approximately 43 percent of Illinois' population). The system currently consists of two water purification plants, two intake cribs in Lake Michigan, 12 water pumping stations, 4,200 miles of distribution mains and 4,400 miles of sewer mains. The department is responsible for not only the treatment and distribution of drinking water, but also the transmission of wastewater to the Metropolitan Water Reclamation District (MWRD). NOVEMBER 2008 2 ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT Since the events of September 11, 2001, the City of Chicago Department of Water Management has taken additional measures to incorporate security into its daily activities. Examples include: > Preparing a Threat and Vulnerability Assessment of its drinking water system > Revising protocols, operations, and facilities to include security measures > Incorporating security measures into contracts and capital planning > Improving communications and building relationships prior to an incident > Working closely with city, state, and federal agencies > Using other networking tools, such as the Water Information Sharing and Analysis Center (WaterlSAC) and the Illinois Public Works/Water/Wastewater Agencies Response Network (ILWARN) Richard Lanyon, General Superintendent, Metropolitan Water Reclamation District of Greater Chicago The mission of MWRD of Greater Chicago is to protect the health and safety of residents, protect the water quality of Lake Michigan, improve the water quality of other Chicago area waterways, protect homes and businesses from flood damage, maintain navigational levels in the Chicago area waterways, and manage water as a vital resource. The MWRD serves an area of 883 square miles, including the City of Chicago and 125 suburban communities; and serves a population equivalent of 10.35 million. The system has an annual flow of 515.5 billion gallons and consists of seven treatment plants, 554 miles of intercepting sewers, 109.4 miles of deep tunnels, and 76 miles of rivers and canals. The MWRD collects and treats an average of 1.4 billion gallons of wastewater daily. Following the events of September 11, 2001, MWRD made numerous security improvements to its collection and treatment systems. These improvements included upgrading physical site security, improving security procedures and security training, conducting vulnerability assessments, providing redundant tunnel and reservoir plan (TARP) and waterway controls, and completing redundant power sources from the electrical power grid. The MWRD promotes private sector participation through the understanding of how private sector discharges may impact the District's collection and treatment systems. In addition, the private sector should consider the consequences of a disruption to the discharge collection system, disruption of wastewater treatment, and contamination of the Chicago area waterways. Pamela Turner, Assistant Director of Water Supply Operations; and George Ellenwood, Assistant Director of Public Affairs; City of Detroit Water and Sewerage Department The Detroit Water and Sewerage Department (DWSD) is one of the largest drinking water and wastewater utilities in the U.S. and has been in service since the early 1800s. The DWSD provides water service to approximately 4.3 million people in 126 communities and serves approximately 43 percent of Michigan's population. The system includes approximately 3,800 miles of transmission and distribution mains and five water treatment plants that pump an average of 640 million gallons per day. NOVEMBER 2008 ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT The DWSD provided a summary of its emergency response to the 2003 power grid failure that extended from the Eastern Seaboard to Southeast Michigan. DWSD had emergency generators for three of its five plants, but not all of them functioned as expected. DWSD lost substantial pumping capability as well as remote sensing and control capability. Land and cellular phone service became unreliable, and lack of direct communication with customers made it impossible to adequately monitor and control flows and pressures. Impacts of the power outage included: the rerouting of water to respond to a Marathon Refinery fire due to lack of pressure; increased levels of chlorine affecting soft drink bottlers; the need to provide alternate water supplies to dialysis clinics because of DWSD's inability to guarantee water quality; and the need to re-route water in order to cool blood supplies at the American Red Cross. Within 3 months of the power grid failure, DWSD and its customers held a day long debriefing on the blackout experience and discussed how to collectively prepare for future emergencies. The changes made at DWSD after the 2003 blackout include: community contact information is updated every 6 months; DWSD developed a system-wide emergency communication plan; DWSD installed generators at the two remaining water treatment plants that previously lacked backup power and installed generators at the wastewater treatment plant and at two additional booster stations; DWSD developed an emergency fueling plan with suppliers; and tabletop exercises are held regularly with wholesale customers to ensure preparedness and business resiliency. Drew Orsinger, Protective Security Advisor for Chicago Great Lakes District, U.S. Department of Homeland Security (DHS) On December 17, 2003, President George W. Bush released Homeland Security Presidential Directive 7 (HSPD-7)1, which established a national policy for federal departments and agencies to identify and prioritize United States critical infrastructure and key resources (CI/KR) and to protect them from terrorist attacks. In response to HSPD-7, DHS developed the National Infrastructure Protection Plan (NIPP)2 to protect all CI/KR. HSPD-7 designated EPA as the Sector-Specific Agency (SSA) for the water sector, which includes drinking water and wastewater treatment systems. In May 2007, EPA, in conjunction with DHS and the Water Sector Coordinating Council (SCC), released the Water Sector-Specific Plan (SSP)3. The Water SSP follows and supports the risk management approach and key steps outlined in the NIPP. The goal of the Water SSP is to: > Describe and develop the water sector's (drinking water and wastewater) strategy and programs to protect identified CI/KR assets > Identify priorities and goals based on risk analysis and describe the resources needed to protect CI/KR > Track progress > Identify gaps > Establish research and development priorities > Identify best practices 1 HSPD-7 available at http://cfpub.epa.gov/safewater/watersecuritv/legislation.cfm 2 NIPP available at http://www.dhs.gov/nipp 3 Water SSP available at http://cfpub.epa.gov/safewater/watersecuritv/legislation.cfm NOVEMBER 2008 ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT > Work with DHS to continuously improve the NIPP The ILWARN is a voluntary statewide mutual aid program designed to provide utility-to-utility assistance during an emergency. The mission of ILWARN is to support and promote statewide mutual aid assistance for public and private drinking water and wastewater utilities.4 In 2004, DHS deployed Protective Security Advisors (PSAs) to serve as on-site critical infrastructure and vulnerability specialists, and to be a vital communication channel for private sector owners and operators of CI/KR. Because the majority of critical infrastructure is owned by the private sector, maintaining these private sector relationships is important to protect the economy and to deliver essential services to the community. Panel Discussion #2: Building a Business Case for Private Sector Involvement in Water Preparedness - Learning from Past Experiences and Planning for the Future Demetria Giannisis, President and CEO, Chicago Manufacturing Center (CMC) and Managing Director, Great Lakes Partnership (GLP) Program The CMC is committed to fostering public-private partnerships to enhance infrastructure security and resilience. The CMC is also a part of the National Institute of Standards and Technology's Manufacturing Extension Partnership (NIST MEP) network. The MEP network helps manufacturers implement business growth and operational excellence strategies. MEP collaborates with EPA to deliver Green Supplier Network and Waste to Profit Network services. The CMC founded the GLP program in recognition of the need to apply regional, systems-based, and cross-sector solutions to interdependency challenges. The vision is to ensure the economic vitality of the Great Lakes region through the effective integration of security, sustainability, and innovation. The program mission is to bring business and government leaders together to advance resiliency and provide solutions for homeland security and economic issues. The GLP program approach calls for a systems-based culture of preparedness within companies, up and down the supply chain, within and across industry sectors, and between public and private sectors. Public and private teams work together to identify gaps in areas such as cross-industry communications and critical supply chains. The GLP program further identifies opportunities for innovation - ways to bridge gaps with improved business processes, product development, and new technologies. Why invest in resiliency? In nearly all cases, the cost of preparedness is significantly less than the cost of recovery. The successful management of business risk has the potential to improve the "triple bottom line" (economic, social, and environmental). Many companies are being measured by this framework of how economic, social, and environmental performance impacts sustainability. The triple bottom line is a growing competitive advantage and may soon be a requirement. In addition, 4 Information on Mutual Aid/Assistance and WARNs available at http://cfpub.epa.gov/safewater/watersecuritv/home.cfm7program_id=8 NOVEMBER 2008 ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT traditional risk management capabilities cannot manage the scope and complexity of risks that face today's global organization. The following concepts are part of an evolving resilience solution: > Sustainability + Preparedness = Resilience > Risk Mitigation + Natural Resource Management = Economic Advantage Jenni Cawein, Corporate Environmental, Health, and Safety Engineering Manager, Baxter Healthcare Corporation Baxter Healthcare Corporation is a leading global supplier of healthcare products. Their product portfolio includes medication delivery products; renal products, services, and management; and bioscience therapies. What is the importance of water to Baxter? It is the foundation of their business. As part of their operations, Baxter fills more than 2 million intravenous bags per day with water-based solutions and uses more than 3.7 billion gallons of water annually. Based on these numbers, Baxter has a corporate responsibility to protect water resources. Baxter looks for ways to reduce overall water consumption used during processing, which in turn reduces processing cost and increases efficiency. Baxter has become known for applying unusual techniques to reduce water consumption, such as applying Six Sigma tools5 and applying Lean techniques6 such as Value Stream Mapping (i.e., flow of materials and information currently used to bring a product or service to a customer). Water conservation focuses on understanding consumption, true costs, and acting on opportunities to reduce waste. Baxter is currently involved in the following public-private partnership opportunities: > Creating and testing tools to eliminate waste and deliver quality products (e.g., EPA's The Lean and Environment Toolkit1} > Green Suppliers Network technical reviews for developing and gathering information, and strengthening security of delivery systems (e.g., public utilities) Dr. Linda Bowles, Manager, Quality Systems, Corn Products International Corn Products International is an agriculturally based ingredient supplier, headquartered in Westchester, Illinois. During corn wet milling, water is used to separate the corn product into starch, 5 Six Sigma is a management philosophy used to minimize substandard results. Benefits may include process cost reduction, cycle-time improvement, less waste of materials, a better understanding of customer requirements, increased customer satisfaction, and more reliable products and services. 6 Lean Manufacturing is a methodology based on maximizing value and minimizing waste in the manufacturing process. 7 U.S. Environmental Protection Agency's The Lean and Environment Toolkit is available at www.epa.gov/lean/toolkit: January 2006; EPA Publication #100-K-06-003. NOVEMBER 2008 ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT oil, fiber, and protein. In addition, water is used as an ingredient in products, as well as for cooling, heating, and sanitation. The availability and quality of water supplies is a major consideration in the decision to locate or reinvest in a facility. Plants are designed and built with a focus on the efficient use of water and water usage is a benchmark against which plant performance is evaluated. As a contingency for minor disruptions in water service, water is stored on site; however, the business continuity is dependent on a safe and abundant water supply. Ed Collins, National Director, ProtectingAmerica.org; and Managing Counsel, The Allstate Corporation ProtectingAmerica.org is a coalition dedicated to preparing for, and protecting the nation from, catastrophes that threaten lives, property, and economic security. Preparing and protecting America from natural catastrophes is about "saving lives and protecting what people spend their whole lives building." However, homeowners face many risks with a patchwork of coverage, despite the fact that for most Americans, financial security is in their homes. In addition, there is a perceived growing protection gap with risks rising and the level of protection decreasing. To provide answers to concerns about the growing risk, the public and private sectors need to strengthen their partnerships at the local, state, and national levels. A comprehensive, integrated solution would include: > Improving financial protection for consumers by establishing special financial backstops at the state and national level to provide recovery and rebuilding funds in case of major natural catastrophes > Improving prevention and mitigation programs through stronger building codes > Strengthening first responder preparation and coordination through well defined emergency response plans and enhanced capacity of emergency management, law enforcement, and firefighting personnel > Educating consumers about the perils they may face during and after a catastrophe so they understand the risks > Encouraging rigorous oversight and continuous improvement "The Next Big One: Are We Ready?" It is not a question of if, but a matter of when the next catastrophe will happen. Now is the time to prepare, and not after an emergency as suggested in the following scenarios participants were asked to consider: > If an earthquake occurred along the New Madrid Fault System today, the damage would be extensive and halt productivity in the Midwest. The New Madrid Earthquake of 1811 was so powerful it caused rivers to change direction and a church bell to ring in Boston. > If the 1906 San Francisco Earthquake occurred today, it is estimated that there would be $400 billion in economic damages. Sean Ahrens, Senior Security Consultant, Schirmer Engineering, an Aon Subsidiary Reasons for the private sector to adopt a security culture include return on investment and the mindset "security is the cost of doing business." The return on investment for water security is the ability to respond to, and recover from, a disruption in water service. If you fail to plan, you plan to fail. NOVEMBER 2008 7 ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT Risk assessment of critical assets should not only address physical security, but also interdependencies, such as electricity, telecommunications, and water. Companies should assess how a disruption of any of these critical assets will impact their business. Preparation and being proactive in water security leads to business continuity, recovery, and restoration. It is a common misconception that water is infinite and always available. Water is used in all facets of industry and is a critical asset for maintaining life, production and manufacturing processes, and facilities management. Keynote Address Benjamin H. Grumbles, Assistant Administrator for Water, U.S. EPA Since 1970, EPA's mission has been the protection of human health and the environment. Post September 11, 2001, EPA's core responsibilitiesespecially, in the areas of water preparedness and responsehave served the dual role of supporting homeland security as well as public health and environmental protection. EPA is now helping the water sector prepare for, and respond to, all types of hazards (i.e., natural disasters and intentional acts). The water sector faces three distinct types of risk: 1) vulnerabilities, 2) threats, and 3) consequences. For example, utilities can be vulnerable to the adverse effects of natural disasters, accidents, or intentional acts such as contamination. Consequences of incidents or threats could impact not only public health but also seriously impact a community's economy. Historically, water has been delivered with a high degree of reliability at relatively low cost to consumers. The absence of clean water and sanitary disposal options can be easily overlooked as a potential vulnerability. There are few studies that look at the valuation of water for industrial purposes. One compilation of water valuation studies found more than 200 studies focusing on the value of water for recreational purposes and more than 175 that focused on the value of water for irrigation. However, only seven studies were found to estimate the value of water for industrial purposes. EPA is conducting the following efforts to reduce risk and foster business resiliency: > Adopting an all-hazards approach to drinking water and wastewater preparedness so we are ready for weather-related emergencies and other natural disasters, power outages, accidents, and criminal acts > Promoting new programs, such as: Features of an Active and Effective Protective Program: This is a framework to develop a voluntary water security program. Features address organizational, operational, infrastructure, and external efforts (e.g., communications and partnerships) that can be tailored by utilities to address what they consider to be their greatest threats or vulnerabilities. Water and Wastewater Agency Response Networks (WARNs): These are utility-driven agreements to facilitate response and recovery efforts after an incident by expediting the sharing of personnel and resources within a state. The water sector professional associations, with support from EPA, are working to encourage local utilities in every state to establish a WARN. NOVEMBER 2008 ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT Water Contaminant Information Tool (WCIT): This tool assists utilities in planning for, and responding to, water contamination incidents. WCIT is a secure online database that provides responders with information on the fate, transport, and health effects of chemical, biological, and radiological contaminants of concern. WCIT can be used as a planning tool to support vulnerability assessments, emergency response plans, and site-specific response guidance, and as a response tool to help responders make appropriate response decisions. Water Security Initiative (WSi): This project supports the design, deployment, and testing of comprehensive contamination warning systems at pilot utilities. In addition to online water quality monitoring, WSi components include public health surveillance, distribution system sampling and analysis, enhanced security monitoring, and consumer complaint surveillance. Water Laboratory Alliance (WLA): WLA provides a network of laboratories that can provide analysis of contaminants that routine drinking water laboratories generally lack the capability to handle, including chemical, biological, and radiological contaminants. It is also a part of EPA's Environmental Response Laboratory Network (ERLN), which includes analytical capability for all environmental matrices. NIPP: Provides partnership framework through which EPA has established the Water Government Coordinating Council (GCC) to serve as a government counterpart to the self- governing Water SCC. The Water GCC and SCC have jointly worked on the NIPP, SSP, consequence and vulnerability analysis, decontamination, threat and interdependency analysis, risk analysis, and both cross-sector and sector-specific performance metrics. Town Hall Meeting: Theory and Real World Practice of Water Emergency Response Nanci Gelb, Deputy Director of EPA's OGWDW, moderated the Town Hall Meeting. The six-member panel represented federal, state, local and private sector partners involved in water emergency response. She began by asking each participant to describe their organization's roles/responsibilities in drinking water or wastewater emergency incidents. Earl Zuelke, Jr., Deputy Director, City of Chicago Office of Emergency Management and Communication (OEMC) OEMC provides support to four primary areas: > Call Center - operates and maintains 911 Emergency and 311 City Services lines, and can track/record service requests for city officials. > Emergency Management - develops emergency response and notification plans, training programs, and exercises. OEMC has adopted an all-hazards approach (27 hazards have been identified) to preparedness planning. In addition, they address all phases of emergency management and preparedness for collaboration between the public and private sectors. > Communication Systems - provide homeland security 24-hour monitoring of planned events and activates emergency notification and warning systems. > Traffic Management Authority - manages public safety announcements, transit information, and fiber networks. NOVEMBER 2008 ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT OEMC has run an aggressive campaign, the "Private Sector Camera Initiative," to link Chicago-based organizations, companies, and non-profit camera systems into OEMC's state-of-the-art unified video surveillance network. The new private sector camera feeds will provide first responders and Homeland Security officials with additional points of contact throughout the City that can be viewed during an emergency. OEMC's take-home message is that "we must continue to work in synergy and build a regional culture of preparedness." Andrew Velasquez, Director, Illinois Emergency Management Agency (IEMA) Communication, cooperation, and coordination are the three C's critical to preparing for an emergency response. IEMA is responsible for protecting the State of Illinois through integrated approaches to emergency management and homeland security. This is accomplished by working in partnership with: > State Emergency Operations Center - merges the State Incident Response Center, IEMA 24-hour Communications Center, Statewide Terrorism and Intelligence Center, and the Radiological Emergency Assistance Center under one roof. > Illinois Terrorism Task Force - created to further disaster preparation efforts to specifically address the State's role in weapons of mass destruction (WMD) preparedness and to coordinate the response to WMD events throughout the state, using local, state, federal levels of expertise across many different disciplines. The Task Force includes 70 entities and has 15 committees. A key contribution was the development of the Illinois Law Enforcement Alarm System (ILEAS) and Mutual Aid Box Alarm System (MABAS), which have become statewide law enforcement and fire models for mutual aid. > Illinois Mitigation Program - designed to identify hazards, assess vulnerabilities, and to implement a strategy to mitigate effects of the hazards. > Division of Nuclear Safety - protects the state from the effects of radiation releases and is recognized as a leader in radiation safety. > Disaster Assistance and Preparedness Programs - provided to lessen overall impacts on the lives of residents. EdBuikema, Director, Region V, Federal Emergency Management Agency, U.S. Department of Homeland Security The Federal Emergency Management Agency (FEMA) Region V office works with emergency management stakeholders to deliver disaster assistance in the form of response, recovery, and mitigation. Region V is the second most populated of the 10 FEMA regions, serving more than 49 million people. It also has the highest volume of shipped hazardous materials and is home to 16 of the nation's nuclear power plants. Regional responsibilities include: > Developing more robust disaster response teams and capabilities to provide the critical support needed to help state, local, and tribal governments respond to disasters NOVEMBER 2008 10 ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT > Providing financial assistance as a direct result of a major disaster > Managing the National Flood Insurance Program designed to reduce future losses to homes, businesses, schools, public buildings and critical facilities from floods, earthquakes, tornadoes and other natural disasters Holmes Walters, Disaster Program Manager, U.S. Army Corps of Engineers Headquarters, Office of Homeland Security Under the National Response Framework*, DHS's guide to how the Nation conducts all-hazards response, the U.S. Army Corps of Engineers (USAGE) is the primary agency for providing Emergency Support Function (ESF) #3 technical assistance, engineering, and construction management resources and support during response activities. As ESF #3 coordinator, USAGE coordinates meetings, plans, exercises, training, and other activities with DHS/FEMA, the private sector, and the ESF #3 support agencies. USAGE provides emergency repair of damaged infrastructure and critical public facilities (temporary power, emergency water, sanitation systems, etc.), and supports the restoration of critical navigation, flood control, and other water infrastructure systems, including drinking water distribution and wastewater collection systems. Additional coordination responsibilities under ESF #3 may include managing, monitoring, and/or providing technical advice in the clearing, removal, and disposal of debris from public property and the reestablishment of ground and water routes into impacted areas. During a disaster, USAGE provides temporary power generators at public facilities such as fire station, hospitals, and water treatment plants; staging areas for meals, bottled water and cots; and levee and flood control. USAGE would like to continue public-private sector networking in efforts to improve communication and understanding of all roles and responsibilities. The private sector owns or operates a large proportion of the Nation's infrastructure and is a partner and/or lead for the rapid restoration of infrastructure-related services. Through ongoing planning and coordination, the private sector provides critical details for incident action planning and decision making processes during an incident. Also, private-sector mutual aid and assistance networks facilitate the sharing of resources to support response and recovery. Debbie Newberry, Chief, Security Assistance Branch, Water Security Division, OGWDW, U.S. EPA The Public Health Security and Bioterrorism Preparedness and Response Act (Bioterrorism Act) of 2002 and HSPDs specifically delineate the responsibilities of EPA and the water sector in: > Assessing vulnerabilities of water utilities > Developing strategies for responding to and preparing for emergencies and incidents > Promoting information exchange among stakeholders > Developing and using technological advances in water security 8 National Response Framework (January 2008), including Emergency Support Function Annexes and Support Annexes, is available at the NRF Resource Center, http://www.fema.gov/NRF. NOVEMBER 2008 11 ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT These directives and laws supplement existing legislation, such as the Safe Drinking Water Act and the Federal Water Pollution Control Act (Clean Water Act), which have always had the goals of promoting a clean and safe supply of water for the nation's population and protecting the integrity of the nation's waterways. These directives and laws affect the actions and obligations of EPA, the Water Security Division, and water utilities. For example, HSPD-7 designates EPA as the SSA for the drinking water and wastewater sector. Other HSPDs specific to the Water Security Division include HSPD-8: National Preparedness, HSPD-9: Defense of United States Agriculture and Food, and HSPD-10: Biodefense for the 21st Century. The Water Security Division has been tasked with developing the Water SSP as input to the DHS's NIPP. The SSP addresses processes for: 1. Identifying assets within the sector 2. Identifying and assessing vulnerabilities, and prioritizing assets within the sector 3. Developing sector specific strategic protective programs 4. Measuring the effectiveness of the sector specific critical infrastructure protection program EPA is the primary agency coordinator for ESF #10 (Oil and Hazardous Materials Response) and provides support in response to an actual or potential discharge and/or uncontrolled release of oil or hazardous materials when activated. Specific responsibilities include: > Providing damage reports, assessments, and situation reports to support ESF #5 (Emergency Management) > Providing technical, coordination, and administration support and personnel, facilities, and communications > Providing On-Scene Coordinators for incidents within its jurisdiction Coordinates, integrates, and manages the overall federal effort to detect, identify, contain, decontaminate, clean up, dispose, or minimize discharges of oil or releases of hazardous materials, or prevent, mitigate, or minimize the threat of potential releases EPA's supporting agency role under ESF #3 during an emergency response includes: > Conducting infrastructure protection activities for drinking water and wastewater agencies in the water sector, in its responsibilities as the designated SSA > Assisting in determining the suitability of water for human consumption and in identifying hazardous materials that may affect water supplies > Assisting in identifying resources for critical water sector needs > Assisting in determining the operating status of drinking water and wastewater systems EPA is also engaged in encouraging utilities to prepare for an emergency by joining water sector associations, using WaterlSAC, and understanding the benefits of mutual aid and assistance agreements. NOVEMBER 2008 12 ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT Cortez Trotter, Vice President and Director for Midwest Region, James Lee Witt Associates, a part of GlobalOptions Group James Lee Witt Associates (JLWA) provides emergency management and preparedness expertise to the GlobalOptions Group. JLWA builds coalitions that link agencies, first responders, and communities in planning for an all hazards approach. Collaboration, coordination, and communication are critical to developing an effective emergency response plan regardless of the crisis, emergency, or disaster. All three "C's" must be included to contribute to a successful outcome. Elements of a crisis communication plan should include strategic message development, and dissemination of information using a multi-media approach, rapid response, and media monitoring. Preparedness training should include tabletop and full-scale exercises for a comprehensive understanding of how to respond to an all-hazards or hazard-specific event. "All Hazards - All Hands" should be involved in planning at the state, local, and federal levels. Town Hall Meeting: Questions and Answers 1) How can the private sector participate in exercises conducted by the City of Chicago? Interested parties should contact Earl Zuelke. OEMC can look for ways to incorporate the private sector into training programs with common objectives. 2) What steps are needed to recover from an incident? Participants should begin by conducting a vulnerability assessment and develop/update their emergency response plan. This process will help organizations better understand potential threats, their own vulnerabilities, and how best to quickly respond to, and recover from, an incident. 3) What type of training makes the most sense in today's environment? It is very important to host internal exercises and give personnel hands on experience. Templates for conducting tabletop exercises are available. Running through a simulated event, assessing who is in charge, and identifying roles and responsibilities of key personnel are invaluable. In addition, private sector organizations can refer to the National Fire Protection Association (NFPA) 1600, Standard on Disaster/Emergency Management and Business Continuity Programs9, for criteria used to assess programs or to develop, implement, and maintain aspects for prevention, mitigation, preparation, response, and recovery from emergencies. 4) Can preparedness be regulated as an industry requirement? On November 20, 2007, DHS published Appendix A of the Chemical Facility Anti-Terrorism Standards (CFATS) rule requiring a facility to submit and complete a Top Screen questionnaire if it possesses any chemical of interest in a quantity that equals or exceeds an applicable screening threshold quantity. DHS 9 NFPA 1600 is available at www.nfpa.org/assets/files/pdf/nfpal600.pdf. NOVEMBER 2008 13 ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT will review these questionnaires and use the responses contained as part of its screening process to determine which facilities should be required to prepare Security Vulnerability Assessments and to prepare and implement Site Security Plans under the Department's CFATS rule. Facilitated Breakout Group Discussion: Coming Full CircleEnsuring Business Resiliency Participants (see Appendix C) were separated into four groups, based on their sector experience, to exchange information on potential effects of disruptions in drinking water and wastewater service. The resiliency of the Chicagoland region depends on giving careful thought to sector interdependency, and how best to protect the public welfare and the regional economy. Participants were asked to imagine drinking water and wastewater service disruptions of 3 days, 3 weeks, and 3 months. For drinking water, disruption could mean no water, reduced pressure, or water that may not be drinkable due to contamination or treatment failure. For wastewater, disruption could mean inability to discharge. Participants provided input on how each of these situations would affect their business, broader sector, or agency. In addition, the breakout groups developed recommendations on specific actions needed to increase water sector preparedness and business resiliency. Appendix D presents a summary of some of the major interdependent sector impacts and a list of recommendations. Group Report-Outs Patrick Crawford, Director of Disaster Services for America's Second Harvest, and Drew Orsinger, DHS, moderated the report-out and open discussions. Each breakout group was asked to report out on two sectors across each service disruption time frame. Key points included: Water is often taken for granted. People assume that it is infinite and always accessible. Many businesses/organizations do not realize how much they rely on water for manufacturing and transporting products. For all sectors, a loss of water may result in the inability to run heating and cooling systems. In addition, products that are made with water may not be bought or distributed because of potential contamination issues. Many participants understood interdependencies and cascading impacts to multiple sectors much better as a result of the Summit presentations and discussions. For most government agencies, associations, and consulting organizations, a short-term (3 day) loss of drinking water and/or wastewater would have a minimal impact on their operations. Employees could telecommute from remote locations. If the outage continued for 3 weeks or longer, companies suffer from a loss of productivity and may need to consider relocating. The situation was much more severe for manufacturers. Without immediate access to water, the chemical, manufacturing, pharmaceutical, and food processing industries would have to stop production. An extended outage would result in a loss of revenue and customer confidence. Eventually, companies would be forced to go out of business or relocate their operations. NOVEMBER 2008 14 ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT A recurring theme throughout the Summit was the necessity of continuity of operations planning for both the public and private sectors. The loss of water service can bring operations to a halt, thus potentially shutting down operations. This could cause great financial losses to businesses, such as manufacturing and chemical industries. A disruption to water supplies may drastically impact the ability of the public and medical sectors to meet the needs of the community. Specific recommended actions included: Operational: > Increase drinking water and wastewater system redundancy. This redundancy may include, but is not limited to, backup generators at treatment plants and pumping stations, water interconnection pipelines, and reliable power sources. > Secure alternate sources of water, such as storage tanks, mobile water treatment units, and bottled water. Contractual agreements could be used to secure alternate sources of water prior to a disruption in service. > Consider increasing rates (real cost pricing) to recover costs for repairing and replacing water infrastructure. Proactively repairing and replacing aging infrastructure will result in increased preparedness, lessen the likelihood of a disaster, and reduce long-term costs. > Develop or update emergency response plans for all-hazards. These plans should be regularly tested and updated as needed. Internal and External Communication: > Build public-private partnerships in advance. Do not wait until an event occurs to build these relationships. > Develop and regularly update contact lists for both employees and clientele. A stoppage or reduction in business operations could have a negative financial impact on businesses. > Implement a system for communicating with employees during and after an incident. Key staff should be identified in advance. > Implement telecommuting practices to continue with business as usual in the short term. This may involve providing staff with laptops (with e-mail access) and other necessary devices. Educational: > Promote the importance of water, water conservation, and the interdependencies with other sectors. > Provide information on how to secure funding to implement additional water preparedness measures. Education is needed on how federal funding is distributed to the states and then to local governments. > Provide incentives, or a business case, that organizations can use to promote implementation of water sector preparedness measures. If these preparedness measures could favorably affect a company's bottom line, businesses would be more likely to implement such measures. This could be as simple as enhancing water conservation efforts (e.g., preventing open valves or leaks). > Provide additional training, drills, and exercises to test emergency response plans and identify areas for improvement. The public sector often conducts exercises to test their plans and improve interagency communication and coordination and should include private industries in these exercises. NOVEMBER 2008 15 ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT Closing Remarks Mary Gade, Richard Lanyon, John Spatz, and Demetria Giannisis thanked everyone for participating in the Chicagoland Water and Wastewater Preparedness and Business Resiliency Summit. The discussions and enthusiasm created by participants more than met their expectations. All agreed that the Summit helped raise awareness of the importance of drinking water and wastewater services and the potential consequences of service disruptions. This Summit brought the public and private sectors together to address a common interestprotecting the water infrastructure that helps deliver goods and services to the community and drive our economy. Mary Gade announced that to sustain momentum gained from the Summit, a forum or water users group would be created to build regional capacity and establish a continuing water emergency preparedness network. Participants were invited to sign up for membership in the users group. By drawing upon the collective knowledge and resources of the public and private sectors, this group will be able to positively impact water preparedness and business resiliency in the Chicago metropolitan area. CONCLUSION Building on the knowledge of business and public sector leaders, the Chicagoland Summit was the first of its kind to focus on public-private sector perspectives emphasizing the value of the area's water infrastructure and focusing on business resiliency as a competitive strategy. Participants left with a better understanding of the interdependencies between water and other critical sectors. In addition, they gained insight on how to make a business case to build stronger public-private partnerships on water preparedness issues, and identified next steps to enhance regional water preparedness. The Summit was a very successful first step and the outputs of this collaboration can help other communities across the country replicate the methodology on their own. As a follow-up to the Chicagoland Summit, EPA Region 5 and the Metropolitan Chicago Healthcare Council co-sponsored the Hospital and Water Sector Interdependency Summit - Keeping Patients Safe on September 18, 2008. Approximately 75 people attended the day-long summit designed to promote a better understanding of public-private sector interdependencies, foster a greater understanding of water infrastructure loss and potential impacts on critical healthcare facilities; and identify resources needed to respond to, and recover from, a water emergency. In addition, the summit offered participants an opportunity to discuss water usage and conservation methods, water discharge, and preparedness planning in healthcare facilities. NOVEMBER 2008 16 ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT APPENDIX A: MEMBERS OF THE CHICAGOLAND DRINKING WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT PLANNING TEAM Irene Schild Caminer, City of Chicago, Department of Demetria Giannisis, Chicago Manufacturing Center's Water Management (CMC's) - Great Lakes Partnership (GLP) Program Joyce Coffee, City of Chicago, Department of the Roger Kanerva, U.S. EPA Region 5 Environment Patrick Crawford, America's Second Harvest (formerly Drew Orsinger, Protective Security Advisor for Chicago of James Lee Witt and Associates) Great Lakes District, U.S. Department of Homeland Security Nicholas Damato, U.S. EPA Region 5, Water Division Antonio Quintanilla, Metropolitan Water Reclamation District of Greater Chicago Charlene Denys, U.S. EPA Region 5, Water Division Marc Santora, U.S. EPA Office of Ground Water and Drinking Water, Water Security Division James Duncan, U.S. Federal Emergency Management Earl Zuelke, Jr., City of Chicago, Office of Emergency Agency, National Preparedness Division Management and Communication Laura Flynn, U.S. EPA Office of Ground Water and Drinking Water, Water Security Division Summit Facilitation Team Yolanda Bouchee, U.S. EPA Region 5 Patricia Krause, U.S. EPA Region 5 Marcia Damato, U.S. EPA Region 5 Jan Tarpey, U.S. EPA Region 7, Lead Morgan Jencius, U.S. EPA Region 5 Kenneth Westlake, U.S. EPA Region 5 Summit Logistics Team Aaron George, CSC Rebecca Tirrell, CSC, Lead Becky McCarthy, CSC NOVEMBER 2008 17 ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT APPENDIX B: SUMMIT AGENDA CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT A Community Forum on Interdependences Ralph H. Metcalfe Federal Building General Services Administration Conference Center, 3rd Floor Room 331 77 West Jackson Boulevard, Chicago, IL 60604 NOVEMBER 28, 2007 Agenda 8:00 - 8:30 Registration and Informal Networking 8:30 - 8:45 Welcoming Remarks Mary A. Gade, Regional Administrator, U.S. Environmental Protection Agency Region 5 8:45 - 10:00 Panel Discussion #1 Moderator Mary A. Gade, U.S. Environmental Protection Agency Government Perspectives on Interdependences and the Value of Water Infrastructure Speakers Irene Schild Caminer, Assistant Commissioner/Director of Legal Services, City of Chicago Department of Water Management Richard Lanyon, General Superintendent, Metropolitan Water Reclamation District of Greater Chicago Pamela Turner, Assistant Director of Water Supply Operations; and George Ellenwood, Assistant Director of Public Affairs; City of Detroit Water and Sewerage Department Drew Orsinger, Protective Security Advisor for Chicago Great Lakes District, U.S. Department of Homeland Security Questions and Answers NOVEMBER 2008 18 ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT 10:00-10:15 Break 10:15-11:45 Panel Discussion #2 Moderator Demetria Giannisis, President and CEO, Chicago Manufacturing Center and Managing Director of the Great Lakes Partnership Program Building a Business Case for Private Sector Involvement in Water Preparedness - Learning from Past Experiences and Planning for the Future Speakers Jenni Cawein, Corporate Environmental, Health, and Safety Engineering Manager, Baxter Healthcare Corporation Dr. Linda Bowles, Manager Quality Systems, Corn Products International Sean Ahrens, Senior Security Consultant, Schirmer Engineering, an Aon Subsidiary Ed Collins, National Director, ProtectingAmerica.org; and Managing Counsel, The Allstate Corporation Questions and Answers 11:45 - 12:30 Lunch and Networking - On your own at the Metcalfe Building Food Court, seating available in the GSA conference rooms 12:30 - 12:50 Keynote Speaker Benjamin H. Grumbles, Assistant Administrator for Water, U.S. Environmental Protection Agency NOVEMBER 2008 19 ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT 12:50 - 2:00 Town Hall Meeting Moderator Nanci Gelb, Deputy Director, U. S. Environmental Protection Agency Office of Ground Water and Drinking Water Theory and Real World Practice of Water Emergency Response Speakers Earl Zuelke, Deputy Director, City of Chicago Office of Emergency Management and Communications Andrew Velasquez, Director, Illinois Emergency Management Agency Edward Buikema, Director, Region 5, Federal Emergency Management Agency, U.S. Department of Homeland Security Holmes Walters, Disaster Program Manager, U.S. Army Corps of Engineers Headquarters, Office of Homeland Security Debbie Newberry, Chief, Security Assistance Branch, Office of Ground Water and Drinking Water, Water Security Division, U. S. Environmental Protection Agency Cortez Trotter, Vice President and Director for Midwest Region, James Lee Witt Associates, a part of GlobalOptions Group Questions and Answers 2:00-2:10 Break 2:10 - 3:35 Facilitated Breakout Group Discussions Coming Full Circle - Ensuring Business Resiliency Questions As context for the questions below, participants will be asked to imagine water and wastewater service disruptions of 3 days, 3 weeks, and 3 months. For drinking water, disruption can mean no water, reduced pressure, or water that may not be drinkable due to contamination or treatment failure. For wastewater, disruption can mean inability to discharge. How would each of these situations affect my business, my broader sector, or my agency? NOVEMBER 2008 20 ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT What specific actions would you recommend to increase water sector preparedness and business resiliency? 3:35 - 3:45 Break 3:45 - 4:40 Report-Outs and Open Discussion Moderators Patrick Crawford, Director of Disaster Services, America's Second Harvest Drew Orsinger, U.S. Department of Homeland Security Speakers Breakout Group Leaders Questions and Answers 4:40 - 5:00 Closing Remarks Speakers Mary A. Gade, U.S. Environmental Protection Agency John Spatz, City of Chicago Department of Water Management Richard Lanyon, Metropolitan Wastewater Reclamation District of Greater Chicago Demetria Giannisis, Chicago Manufacturing Center NOVEMBER 2008 21 ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT APPENDIX C: PARTICIPANTS LIST Sean Ahrens Senior Security Consultant Schirmer Engineering, an AON Insurance Services Company 707 Lake Cook Road Deerfield, IL 60015-4997 sean_ahrens@schirmereng .com Ray Ames Water Plant Superintendent Wilmette Water Plant 200 Lake Avenue Wilmette, IL 60091 Tel: 847-853-7531 Fax: 847-853-7702 amesr(S>wilmette.com Sara Alexander ChicagoFirst One North Wacker Drive Suite 500 Chicago, IL 60606 sara.alexander@chicagofirst.org Libby Allen Augustine Community Resilience Coordinator Chicago Manufacturing Center 247 South State Street Suite 1000 Chicago, IL 60604 Tel: 312-542-0496 lallen@cmcusa.org Lauren Bean Manager of Communications & Research National Strategy Forum 53 West Jackson Boulevard Suite 516 Chicago, IL 60604 Tel: 312-697-1286 Fax:312-697-1296 bean@nationalstrategy.com Anthony Bilotti Environmental Services Manager Kowalenko Consulting Group, Inc 118 North Peoria Street Suite 5N Chicago, IL 60607 Tel: 312-853-0500 Fax:312-853-0311 abilotti@kowalenkogroup .com Sam Borries Regional Security Advisor U.S. EPA Region 5 77 West Jackson Boulevard SE-5J Chicago, IL 60604 Tel: 312-353-8360 borries.samuel@epa.gov Yolanda Bouchee U.S. EPA Region 5 77 West Jackson Boulevard P-19J Chicago, IL 60604 Tel: 312-353-3209 bouchee .yolanda@epa.gov Linda Bowles Manager Quality Systems Corn Products International 5 Westbrook Corporate Center Westchester, IL 60154 linda.bowles@cornproducts.com William Bresnahan First Deputy Commissioner City of Chicago, Dept. of Water Management 1000 East Ohio Chicago, IL 60611 Tel: 312-744-7001 Fax:312-744-9631 NOVEMBER 2008 22 ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT Edward Buikema Region 5 Administrator DHS FEMA 536 South Clark Street Sixth Floor Chicago, IL 60605 Katherine Burns Intern U.S. EPA - Water Security Division 1200 Pennsylvania Avenue, NW MC: 4608T Washington, DC 20460 Tel: 202-564-2106 Fax: 202-566-0055 burns.katherine@epa.gov Willie Cade CEO PC Rebuilders & Recyclers 3642 North Springfield Avenue Chicago, IL 60618-4029 Tel: 773-583-7575 Fax: 773-583-7585 willie@pcrr.com Jenni Cawein Senior Manager, Environmental Health & Safety Baxter International One Baxter Parkway 4-3W Deerfield, IL 60015 Tel: 847-948-4044 Fax: 847-948-3660 j enni_cawein@baxter.com Tressa Chambers-Milton Director, Environmental Health and Safety W. W. Grainger, Inc. 100 Grainger Parkway Lake Forest, IL 60045 Tel: 847-535-0662 Fax: 847-535-4005 tressa.chambers-milton@grainger.com William Christiansen Program Planner Alliance for Water Efficiency P.O. Box 804127 Chicago, IL 60680-4127 Tel: 773-360-5100 Fax: 773-345-3636 william@a4we.org Ed Collins National Director - ProtectingAmerica.org Managing Counsel - The Allstate Corporation 2775 Sanders Road Northbrook, IL 60060 Patrick Crawford Director of Disaster Services America's Second Harvest 35 East Wacker Drive Suite 2000 Chicago, IL 60601 Tel: 312-641-6846 pcrawford@secondharvest.org Kevin Connell Director Science, Engineering, & Mission Support CSC 6101 Stevenson Avenue Alexandria, VA 22304 Tel: 703-461-2394 Fax: 703-461-2020 kconnell2(S>,csc.com Rita Culp Water Division U.S. EPA Region 5 77 West Jackon Boulevard MCWC-15J Chicago, IL 60604 Tel: 312-886-7454 culp.rita@epa.gov NOVEMBER 2008 23 ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT Marcia Damato U.S. EPA Region 5 77 West Jackson Boulevard MC: G-17J Chicago, IL 60604 Tel: 312-886-0266 damato .marcia@epa.gov Jenny Davison U.S. EPA Region 5 77 West Jackon Boulevard Water Division, MC: WC-15J Chicago, IL 60604 Tel: 312-886-0184 davison.jenny@epa.gov Nick Damato Program Analyst U.S. EPA Region 5 77 West Jackson Boulevard WG-15J Chicago, IL 60604 Tel: 312-886-0190 Fax:312-886-6171 damato .nicholas@epa.gov Charlene Denys Senior Water Security Program Advisor U.S. EPA Region 5 77 West Jackson Boulevard WG-15J Chicago, IL 60604 Tel: 312-886-6206 Fax:312-886-6171 deny s. charlene @epa.gov Dave Dickinson Protective Security Advisor for Chicago U.S. Dept. of Homeland Security 525 West Van Buren Chicago, IL 60607 Tel: 630-967-4776 david. dickinson 1 @dhs .gov James Duncan Division Director DHS FEMA National Preparedness Division 536 South Clark Street Sixth Fir Chicago, IL 60605 Tel: 312-408-5592 Fax:312-408-5572 j ame s .duncan@dhs .gov Steven Edwards Safety Officer University of Chicago Hospital & Health Systems 5841 South Maryland Avenue Chicago, IL 60637 Tel: 773-702-1733 Fax: 773-834-0037 steve.edwards@uchospitals.edu Charna Epstein Associate Director, Crisis Prevention & Distaster Recovery Heartland Alliance for Human Needs & Human Rights 4411 North Ravenswood Avenue Chicago, IL 60604 Tel: 773-728-5960 ext. 6220 Fax: 773-728-4907 cepstein@heartlandalliance.org George Ellenwood Assistant Director of Public Affairs City of Detroit, Water and Sewerage Department 735 Randolph Street Detroit, MI 48226 Laura Flynn Team Lead, Active & Effective Security Programs U.S. EPA - Water Security Division 1200 Pennsylvania Avenue, NW 4608T Washington, D.C. 20460 Tel: 202-564-4611 Fax: 202-566-0055 flynn.laura@epa.gov NOVEMBER 2008 24 ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT Michael Foley Deputy Commissioner City of Chicago, Department of Water Management 1000 East Ohio Street Chicago, IL 60611 Tel: 312-744-5070 mfoley@cityofchicago.org Mary A. Gade Regional Administrator U.S. EPA Region 5 77 West Jackson Boulevard MC: R-19J Chicago, IL 60604 Tel: 312-886-3000 gade .mary@epa.gov Nanci Gelb Deputy Director U.S. EPA Office of Ground Water & Drinking Water 1200 Pennsylvania Avenue, NW MC: 4601M Washington, D.C. 20460 Tel: 202-564-6817 Fax: 202-564-3753 gelb.nanci@epa.gov Demetria Giannisis President & CEO, Chicago Manufacturing Center Managing Director, Great Lakes Partnership Program 247 South State Street, Suite 1000 Chicago, IL 60604 Tel: 312-542-0444 Fax:312-922-8557 dgiannisis@cmcusa.org Ben Grumbles Assistant Adminstrator for Water U.S. EPA Office of Water 1200 Pennsylvania Avenue, NW MC4101M Washington, D.C. 20460 Tel: 202-564-5700 grumble s .benj amin@epa.gov Aaron George Senior Environmental Scientist Professional CSC 6101 Stevenson Avenue Alexandria, VA 22304 Tel: 703-461-2381 Fax: 703-461-2020 ageorge22@csc.com Thomas Gray Consulting Editor, Property Risk Control CNA Insurance 333 South Wabash Avenue Chicago, IL 60604 Tel: 312-822-6862 Fax:312-817-2322 thomas.gray@cna.com Jacob Hassan Environmental Scientist U.S. EPA Region 5 77 West Jackson Boulevard Chicago, IL 60604 Tel: 312-886-6864 hassan.jacob@epa.gov Duane Heaton U.S. EPA Region 5 77 West Jackon Boulevard Water Division, MC: WC-15J Chicago, IL 60604 Tel: 312-886-6399 heaton.duane@epa.gov Mark Hilty Director,Water Department City of Franklin Water Management Dept. 405 Hillsboro Road Franklin, TN 37064 Tel: 615-794-4554 Fax: 615-790-1340 mark .hilty @franklin-gov. com NOVEMBER 2008 25 ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT Allan Hug President InnerGuide Technologies 1050 North State Street Suite 201 Chicago, IL 60610 Tel: 800-856-5571 Brian Jack Water & Sewer Superintendent Village of Oak Park 201 South Boulevard Oak Park, IL 60302 Tel: 708-358-5700 Fax:708-358-5711 jackb@oak-park.us Debra Jacobson IDNR Waste Management & Research Center 1010 Jorie Boulevard Suite 12 Oak Brook, IL 60523 Tel: 630-472-5019 Fax: 630-472-5023 djacobso@wmrc.uiuc.edu Osoth Jamjun Chief of Maintenance and Operations Metropolitan Water Reclamation District of Greater Chicago 100 East Erie Street Chicago, IL 60611 Tel: 312-751-5101 osoth.jamjun@mwrd.org Morgan Jencius U.S. EPA Region 5 77 West Jackson Boulevard MC: R-19J Chicago, IL 60604 Tel: 312-886-2407 j encius .morgan@epa.gov Anna Jozefowski Chief Financial Officer Chicago Manufacturing Center 247 South State Street Suite 1000 Chicago, IL 60604 Fred Kaehler Lieutenant Colonel U.S. Army Corps of Engineers, Chicago District 111. North Canal Street Chicago, IL 60606 Tel: 312-846-5301 fredric.kaehler@usace .army.mil Roger Kanerva Special Assistant for Homeland Security U.S. EPA Region 5 77 West Jackson Boulevard MC: R-19J Chicago, IL 60604 Tel: 312-353-9390 Fax:312-353-1120 kanerva.roger@epa.gov Patti Krause U.S. EPA Region 5 77 West Jackson Boulevard MC: P-19J Chicago, IL 60604 Tel: 312-886-9506 krause.patricia@epa.gov Richard Lanyon General Superintendent Metropolitan Water Reclamation District of Greater Chicago 100 East Erie Street Chicago, IL 60611 NOVEMBER 2008 26 ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT Mary Lee Staff Engineer, Safety, Health & the Environment Nalco Company 1601 West Diehl Road Naperville, IL 60563 Simon Manoyan U.S. EPA Region 5 77 West Jackon Boulevard Water Division, MC: WW-16J Chicago, IL 60604 Tel: 312-353-2681 manoyan.simon@epa.gov Dean Maraldo U.S. EPA Region 5 Water Division 77 West Jackon Boulevard Chicago, IL 60604 Tel: 312-353-2098 Fax:312-886-7804 maraldo.dean@epa.gov Robert Martin General Manager Dupage Water Commission 600 East Butterfield Road Elmhurst, IL60126 Tel: 630-834-0100 Fax: 630-834-0120 martin@dpwc.org James McBride V.P. of Quality Assurance Schulze & Burch Bisc. Co. 1133 West 35th Street Chicago, IL 60609 Tel: 773-927-6622 ext. 6030 j ames .mcbride@schulzeburch.com Becky McCarthy Senior Environmental Scientist Professional CSC 6101 Stevenson Avenue Alexandria, VA 22304 Tel: 703-461-2409 Fax: 703-461-2020 rdohse@csc.com Terry McGhee Manager of Water Operation Dupage Water Commission 600 East Butterfield Road Elmhurst, IL 60126 Tel: 630-834-0100 Fax: 630-834-0120 mcghee @dpwc. org Rick McPeak Water Distribution Superintendent City of Franklin Water Management Dept. 405 Hillsboro Road Franklin, TN 37064 Tel: 615-794-4554 Fax: 615-790-1340 rickm@franklin-gov. com Tanya Mottley Associate Director U.S. EPA - Water Security Division 1200 Pennsylvania Avenue, NW MC: 4608T Washington, DC 20460 Dick Mulvihill Managing Partner HexiSTOR Data Protection Services, LLC 2132 West Moffat Street Suite 300 Chicago, IL 60647 Tel: 312-593-6100 ext. 102 dick@hexistor.com NOVEMBER 2008 27 ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT Barrett Murphy Managing Deputy, Bureau of Operations & Distribution City of Chicago, Dept. of Water Management 1000 East Ohio Chicago, IL 60611 Debbie Newberry Chief, Security Assistance Branch U.S. EPA - Water Security Division 1200 Pennsylvania Avenue, NW MC: 4608T Washington, DC 20460 Tel: 202-564-1415 Fax:202-564-8513 Virginia Narsete Public Information Officer U.S. EPA Region 5 77 West Jackon Boulevard MC: SE-5J Chicago, IL 60604 Tel: 312-886-4359 narsete .virginia@epa.gov Robert Newport U.S. EPA Region 5 77 West Jackson Boulevard MC: WW-19J Chicago, IL 60604 Tel: 312-886-1513 newport.bob@epa.gov John Norton, Jr. Senior Consulting Engineer MWH, Inc. 175 Jackson Boulevard Suite 1900 Chicago, IL 60604 Tel: 312-831-3440 Fax:312-831-3889 john.norton@mwh.global.com Drew Orsinger Protective Security Advisor for Chicago DHS Great Lakes District 525 West Van Buren Suite 900 Chicago, IL 60607 Tel: 312-469-1547 drew.orsinger@dhs.gov Rob Pepin U.S. EPA Region 5 77 West Jackon Boulevard Water Division, MC: WN-16J Chicago, IL 60604 Tel: 312-886-1505 pepin. robert@epa.gov Andrea Putz Director of Water Research City of Chicago, Dept. of Water Management 1000 East Ohio Chicago, IL 60611 Tony Quintanilla Assistant Chief Engineer Metropolitan Water Reclamation District of Greater Chicago North Side Water Reclamation Plant 3500 West Howard Street Chicago, IL 30076-4078 Tel: 773-256-3503 Fax: 773-256-3888 antonio .quintanilla@mwrd. org Sean Ramach U.S. EPA Region 5 77 West Jackon Boulevard Water Division, MC: WN-16J Chicago, IL 60604 Tel: 312-886-5284 ramach.sean@epa.gov NOVEMBER 2008 28 ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT Roger Remblake Regional Director - Security and Life Safety Tishman Speyer Properties 10 South Wacker Drive Suite 1200 Chicago, IL 60606 Tel: 312-869-8809 Fax:312-869-8761 rremblak@tishmanspeyer.com Marc Santora Project Lead, Active & Effective Security Programs U.S. EPA - Water Security Division 1200 Pennsylvania Avenue, NW 4608T Washington, D.C. 20460 Tel: 202-564-1597 Fax: 202-566-0055 santora.marc@epa.gov Bobby Roberson Site Coordinator The Inner Voice Inc. 1639 West Walnut Street Chicago, IL 60612 Tel: 312-226-2730 Fax:312-226-4697 broberson@innervoicechicago.org Irene Schild Caminer Asst. Commissioner/Director of Legal Services City of Chicago, Dept. of Water Management 1000 East Ohio Chicago, IL 60611 Tel: 312-745-1028 Fax:312-744-9631 icaminer@cityofchicago.org Roger Selburg Manager, Division of Public Water Supplies Illinois EPA P.O. Box 19276 Springfield, IL 62794 Tel: 217-785-8653 Fax: 217-782-0075 roger.selburg@illinois.gov John Spatz Commissioner City of Chicago, Dept. of Water Management 1000 East Ohio Chicago, IL 60611 j spatz@cityofchicago.org Charles Stack Vice President Constant Compliance Inc. 140 South Dearborn Street Suite 411 Chicago, IL 60603 Tel: 630-841-8706 Fax:312-782-0936 cstack(o)2ci .com David Stoneback Superintendent -Water & Sewer City of Evanston 555 Lincoln Street Evanston, IL 60201 Tel: 847-866-2942 Fax: 847-475-8851 dstoneback@cityofevanston.org James Sullivan General Counsel Water Environment Federation 601 Wythe Street Alexandria, VA 22314 Tel: 703-684-2436 j sullivan@wef.org Russell Sullivan Water Treatment Superintendent City of Franklin Water Management Dept. 405 Hillsboro Road Franklin, TN 37064 Tel: 615-794-4554 Fax: 615-790-1340 russell_s@franklin-gov.com NOVEMBER 2008 29 ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT Jan Tarpey U.S. EPA Region 7 901 North Fifth Street MC: PLMGHROD Kansas City, KS 66101 Tel: 913-551-7223 tarpey.jan@epa.gov Dileep Thatte Senior Business Advisor Chicago Manufacturing Center 247 South State Street Suite 1000 Chicago, IL 60604 Tel: 312-542-0492 Fax:312-922-8557 dthatte@cmcusa.org Rebecca Tirrell Project Manager CSC 6101 Stevenson Avenue Alexandria, VA 22304 Tel: 703-461-2321 Fax: 703-461-2020 rtirrell@csc.com Robert Tolpa Acting Director, Water Division U.S. EPA Region 5 77 West Jackson Boulevard Chicago, IL 60604 Tel: 312-353-3121 tolpa.robert@epa.gov Cortez Trotter Vice President & Director for Midwest Region James Lee Witt Associates 161 North Clark Street Suite 2070 Chicago, IL 60601 ctrotter@wittassociates.com Diane VanDe Hei Executive Director Association of Metropolitan Water Agencies 1620 I Street, NW Suite 500 Washington, D.C. 20006 Tel: 202-331-2820 Fax: 202-785-1845 vandehei@amwa.net Pamela Turner Assistant Director of Water Supply Operations City of Detroit, Water & Sewerage Department 735 Randolph Street Detroit, MI 48226 George Vander Velde Director State of IL-Waste Management & Research Center 1 Hazelwood Drive Champaign, IL 61820 Tel: 217-333-8569 Fax: 217-333-8940 gvvelde@wmrc .uiuc. edu Andrew Velasquez, III Director Illinois Emergency Management Agency 2200 South Dirksen Parkway Springfield, IL 62703 Tel: 217-782-2700 Fax: 217-524-7967 andrew.velasquez@illinois.gov John Walsh U.S. Dept. of Homeland Security 525 West Van Buren Suite 900 Chicago, IL 60607 Tel: 312-469-1503 Fax:312-353-1225 john.m.walsh@dhs.gov NOVEMBER 2008 30 ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT Holmes Walters Kenneth Westlake Disaster Program Manager U.S. EPA Region 5 U.S. Army Corps of Engineers 77 West Jackson Boulevard 441 G Street, NW MC: E-19J Washington, DC 20314 Chicago, IL 60604 Tel: 202-439-8446 Tel: 312-886-2910 holmes.w.walters@us.army.mil westlake.kenneth@epa.gov Earl Zuelke, Jr. Deputy Director City of Chicago, Office of Emergency Management and Communications 1411 West Madison Street Chicago, IL 60607 Tel: 312-746-1828 Fax:312-746-6456 ewzuelkej r@cityofchicago.org NOVEMBER 2008 31 ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT APPENDIX D: BREAKOUT GROUP DISCUSSIONS Objective: The purpose of the breakout group was to exchange information on the potential effects of drinking water and wastewater service disruptions in order to prevent, minimize, and if all else fails, recover from service disruptions. The resiliency of the region depends on giving careful thought to sector interdependency, and how best to protect the public welfare and the economy of the region. Each group was tasked with "brainstorming" the effects and necessary preparedness action associated with water and wastewater service disruptions in their sector. The following questions were presented to the participants: 1. Imagine a water and wastewater disruption to your facility or business. For drinking water, disruption can mean no water, reduced pressure, or water that is not potable due to contamination or treatment failure. For wastewater, disruptions can mean inability to discharge. Specifically, how would each of these situations affect your business, sector, or agency for 3 days, 3 weeks, or 3 months? Water Service Impacts The perceived effects of water service disruptions varied widely, depending on the water needs of the private sector enterprises. For companies that have the option of having their work force telecommute, the general feeling was that operations would be less than ideal, but they could operate. One factor that might make that impossible, however, is if they require cooling water for computer banks that are essential to business operations. Without cooling water, the computers would have to be shut down, and operations might need to stop. If the service disruption extended to employees' homes, participants thought that the disruption to home life would be extensive and would adversely affect telecommuting work productivity. For companies that depend on water for production of a product, a water disruption as short as 3 days could shut down the operation. Adjunct water needs, such as the need to sanitize food-grade tanker trucks, could also slow or stop operations by making it impossible to transport already-existing product. The consequence of having to stop operations even temporarily could mean long-term loss of revenue because clients will get their product from elsewhere. In the worst case scenario, a company would have to close down, or move operations to another location. In addition to cooling water needs for computers, water is also extensively used for general building cooling, heating, and for steam sterilization. Hospitals, for example, are vulnerable because they have interior temperature requirements; if they can't stay within a specified temperature range, they cannot stay open. Alternative forms of sterilization are slower, producing another cascading effect from the initial direct effects of water service disruption. Other water-dependent operations include laboratories for medical diagnostics and for research and development, food preparation, sanitation, and of course, firefighting. In the event that water is available, but is contaminated, some companies would have to stop operations because they depend on a source of potable water. Other companies already have additional water NOVEMBER 2008 32 ------- CHICAGOLAND WATER AND WASTEWATER PREPAREDNESS AND BUSINESS RESILIENCY SUMMIT treatment systems as part of their manufacturing processes, and could use contaminated water as an acceptable source for their manufacturing. Depending on local requirements, buildings may be considered unfit for occupation due to either a water or wastewater service disruption, regardless of the availability of alternative water supplies for drinking. Wastewater Impacts If there is no water service for about 3 weeks, wastewater plant operations could be severely affected. If there is no sewage flow, the waste water treatment plant biological treatment processes would be damaged. Once water flow resumed, it would take a minimum of 6 weeks for the biological processes to be functional, and in the meantime, wastewater flows to the environment would be essentially untreated wastewater. If there is no water flow for 3 months, it could take 6 months for the wastewater treatment processes to be fully functional. The effects of a disruption in waste water services, i.e., an inability to discharge to the sewer system, also varied, depending on the water-dependence of the particular enterprise. For companies that are not major water users, it may be possible to store and then transport waste water off site. For companies that are major water users, the inability to discharge to a sewer would immediately cause at least a production slow-down, rapidly escalating to a production stoppage. Supply Chains As part of the discussions about the effects of water and/or waste water service disruptions, participants also discussed the need to look at the water dependencies of supply chains both upstream and downstream, since no enterprise operates entirely independently. 2. What specific actions would you recommend to increase water sector preparedness and business resiliency? Activity Operations Communications Education Recommendation Ensure redundancy of key operations within drinking water and wastewater systems Secure alternate sources of water Implement real-cost pricing Update emergency action plans Build public-private partnerships Develop, exercise, and update call down lists Develop and exercise telecommuting practices Promote understanding of importance of conservation and interdependencies between related sectors Develop incentives and business cases for implementing water sector preparedness measures Provide additional training, drills, and exercises NOVEMBER 2008 33 ------- |