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HomeMy WebLinkAbout05-21-18 City Commission Packet Materials - C14. MOU with NIST for Community Resiliency Planning Guide Assistance Commission Memorandum REPORT TO: Honorable Mayor and City Commission FROM: Natalie Meyer, Sustainability Program Manager Chuck Winn, Assistant City Manager SUBJECT: Memorandum of Understanding with the National Institute of Standards and Technology for Technical Assistance Using the Community Resiliency Planning Guide for Buildings and Infrastructure Systems MEETING DATE: May 21, 2018 MEETING TYPE Consent RECOMMENDATION: Authorize the City Manager to sign a non-binding Memorandum of Understanding with the National Institute of Standards and Technology for technical assistance using the Community Resilience Planning Guide for Buildings and Infrastructure. STRATEGIC PLAN ALIGNMENT: This MOU supports the first phase required to address item 6.3 (d) Sustainable Environment - Climate Change Adaptation and Mitigation and will help support future Fire Department work under 3.2 (b) Health & Safety - Perform a Community Risk Assessment. BACKGROUND: The National Institute of Standards and Technology (NIST) selected Bozeman as one of three communities to receive technical assistance using the NIST Community Planning Resilience Guide for Buildings and Infrastructure Systems and support developing a resilience plan. The Guide was developed in 2015 to help communities improve their resilience through planning that addresses their physical, social, and economic systems. Communities may use the Guide as part of their comprehensive planning for hazards and changing climate conditions. NIST intends to provide the City of Bozeman technical support by its research staff and NIST Community Resilience Fellows for up to a total of 240 hours and two in-person meetings through the end of calendar year 2018. NIST will assist Bozeman in the use of the Community Planning Resilience Guide for Buildings and Infrastructure to improve community resilience. The City of Bozeman will provide NIST with a report on our use of the Guide and our resilience planning activities, a video recording of key community members discussing our community resilience lessons or accomplishments, and a community resilience plan. Prior to developing a resilience plan, Bozeman should first complete a Climate Vulnerability Assessment, which is the analysis of the expected impacts, risks, and the adaptive capacity of a 155 community or organization to the effects of climate change. The technical assistance provided by NIST will allow us to expand the scope of our Climate Vulnerability Assessment to include resiliency planning for municipal buildings and infrastructure systems. Following Commission approval of the MOU, the collaboration with NIST will be integrated into a separate Professional Services Agreement for a Climate Vulnerability Assessment & Resiliency Strategy. This Professional Services Agreement, with the Brendle Group, is also on this evening’s consent agenda for the Commission’s approval. UNRESOLVED ISSUES: None FISCAL EFFECTS: There will be no costs associated with the 240 hours of technical assistance and two site visits offered by the National Institute of Standards and Technology (NIST). ALTERNATIVES: As suggested by the City Commission. Report Compiled on: 05/10/18 Attachments: Non-binding Memorandum of Understanding NIST Community Resilience Planning Guide Overview NIST Community Resilience Fellows 156 Memorandum of Understanding BETWEEN NATIONAL INSTITUTE OF STANDARDS AND TECHNOLOGY ENGINEERING LABORATORY AND City of Bozeman, Montana For the Implementation of the Community Resilience Planning Guide for Buildings and Infrastructure Systems Article I. Scope, Objectives and Authorities The National Institute of Standards and Technology (NIST) plans to collaborate with three communities for development of resilience plans using the NIST Community Planning Resilience Guide for Buildings and Infrastructure Systems and, if desired, the NIST Economic Decision Guide for Buildings and infrastructure Systems. The community should lead the development of a resilience plan and define the scope of the planning process. NIST intends to provide technical support by its research staff, contractor (Applied Research Associates), and NIST Community Resilience Fellows for up to a total of 240 hours, including travel and preparation time, over a 12-month period defined by this agreement. The purpose of NIST’s involvement is to understand how the Community Resilience Planning Guide is implemented in different communities (process, form of final product), which aspects of the process work well, and which aspects may require revisions. NIST also plans to document the implementation process and publish the report on its website, since the experience of the community can encourage use of the Guide in other communities. NIST and City of Bozeman, Montana intend to document, in writing, the scope of the intended collaboration and accomplishments prior to starting the joint effort. If necessary, binding agreements may be established for access to confidential information (e.g., nondisclosure agreement). NIST enters into this Agreement under the authorities granted by: • Title 15 United States Code Section 272(b)(10), which authorizes NIST to cooperate with other departments and agencies of the Federal Government, with industry, with State and local governments, with the governments of other nations and international organizations, and with private organizations in establishing standard practices, codes, specifications, and voluntary consensus standards. • Title 15 United States Code Section 272(b)(11), which authorizes NIST to advise government and industry on scientific and technical problems. 157 Article II. Background NIST published the Community Resilience Planning Guide for Buildings and Infrastructure Systems (Guide) and the companion document, the Economic Decision Guide (EDG), in 2015 to help communities improve their resilience through planning that addresses their physical, social, and economic systems. Since then, communities have been using the Guide and EDG as part of their comprehensive planning for hazards and changing conditions (economic, climate, etc.). NIST would like to conduct detailed studies of how the Guide and EDG are used by communities as part of ongoing resilience research. NIST is primarily interested in how the Guide process is applied: what works well, where difficulties are encountered, gaps in guidance, policies, or standards that inhibit resilience planning, the form of the final community resilience plan, and how it is communicated with stakeholders. NIST is also interested in documenting the process to provide examples of how the Guide is implemented to encourage greater adoption and use. Accordingly, NIST intends to collaborate with three communities that use the Guide (and EDG if desired) to improve their community resilience. The goals are to learn about the experiences of the communities and the pros/cons of using the Guide. This information will inform potential updates or revisions to the Guide and the Economic Decision Guide. The community will determine the scope of its resilience planning effort, and how to use the Guide in support of their planning effort. Possible options for how the Guide may be used include, but are not limited to: • To develop a standalone resilience plan • To integrate resilience into existing plans (e.g., comprehensive plan) • To support the development of a tool to evaluate possible resilience projects (e.g., a resilient performance standard that ties projects to community resilience goals) The scope may also include the use of the EDG to support development of the resilience plan as the community evaluates options for meeting their resilience goals. At the completion of the collaboration, NIST and the community will document and share the lessons learned so that the Guide can be improved and other communities can benefit from their experience and Guide use. Candidate communities will be asked to describe their interest and for improving community resilience and the major challenges that will be addressed in the next year. Three communities will be selected by NIST to participate based on: • Diversity - prevailing hazards, location and size, governance (city/county), and demographics • Commitment to using the Guide in a meaningful way in their resilience planning • Agreement on specific, measurable outputs and outcomes 158 Article III. Forms and Areas of Cooperation A. NIST intends to: 1. Provide technical support by NIST Community Resilience Fellows, NIST research staff, NIST contractor staff 2. Hold up to two (2) in-person meetings with the community’s collaborative planning team 3. Provide additional technical support by e-mail, telephone as needed and as permitted by budget. B. Community commits to: 1. Establish scope of resilience planning effort 2. Assemble collaborative planning team to develop resilience plan 3. Lead the resilience planning process C. Forms / Areas of cooperation may include but are not necessary limited to: [ or other information] 1. Technical support by NIST and its representatives to assist the community in development of its resilience plan. 2. Providing technical support on the use of NIST guidance. 3. Providing guidance on other resources that can support the community’s Planning effort. Article IV. Anticipated Results 1. Final NIST report on community use of the Guide and its resilience planning activities. The community also will provide a similar, but separate, written summary. 2. 2-page summary of community key resilience plans and accomplishments, using a NIST template. 3. Video recording of key community members discussing their community resilience lessons or accomplishments. 4. Community resilience plan. Article V. MISCELLANEOUS A. No Funding. Cooperative activities under this Agreement are subject to and dependent upon the availability of appropriated funds, personnel, and resources. Nothing in this Agreement should be interpreted to constitute an obligation of funds. Each Participant should pay all its own expenses and costs related to activities pursued under this Agreement, unless some other 159 arrangement is to be mutually decided upon in advance be separate written and binding agreement. Any financial arrangements should be negotiated on a case by case basis, as permitted by relevant law and regulation, and should be detailed in separate written agreements. B. Confidential Information. No confidential or proprietary information will be shared under this Agreement. If at some point the parties wish to exchange such information, such exchange shall occur pursuant to a separate written and binding non-disclosure agreement. C. Non-Binding Agreement. This Agreement is a statement of intent of the parties to cooperate and collaborate as outlined. This Agreement is not legally binding and does not create legally binding duties or obligations. This Agreement shall not be the basis of any legal claim between the parties. Article VI. Duration of Agreement and Discontinuation This Agreement is to commence on the date of the last signature for a period of one (1) year, unless discontinued earlier by either Party in writing. A Party should endeavor to provide advanced notice of its intent to discontinue its participation in the Agreement. This Agreement may be modified by mutual written consent of the Parties. The Parties may review and decide to continue their cooperation at regular intervals Signatures For the Engineering Laboratory of the National Institute of Standards and Technology of the USA _____________________ (signature) Dr. Howard Harary Director
Engineering Laboratory
 National Institute of Standards and Technology 100 Bureau Drive Gaithersburg, Maryland 20899 United States of America Date: __________ For the City of Bozeman _____________________ (signature) 160 Name Title Organization Location Country Date: __________ 161 A GUIDE TO COMMUNITY RESILIENCE FORM A COLLABORATIVE PLANNING TEAM • Identify leader • Identify team members • Identify key stakeholders Social Dimensions • Characterize social functions & dependencies • Identify support by built environment • Identify key contacts Built Environment • Identify and characterize built environment • Identify key contacts • Identify existing community plans Link Social Functions & Built Environment • Define clusters PLAN DEVELOPMENT • Evaluate gaps • Identify solutions • Develop implementation strategy PLAN IMPLEMENTATION AND MAINTENANCE • Execute approved solutions • Evaluate and update • Modify strategy as needed SIX-STEP PROCESS TO PLANNING FOR COMMUNITY RESILIENCE 2. UNDERSTAND THE SITUATION DETERMINE GOALS & OBJECTIVES • Establish long-term community goals • Establish performance goals • Define community hazards • Determine anticipated performance • Summarize results PLAN PREPARATION, REVIEW, AND APPROVAL • Document plan and strategy • Obtain feedback and approval • Finalize and approve plan 1. 3. 6. 5. 4. 162 YES, IT CAN HAPPEN HEREExtreme weather, earthquakes, and other hazards inflict tremendous costs on commu-nities and the nation. Every year, people are injured or killed, and property is destroyed, leaving disrupted lives and livelihoods in their wake. All communities are susceptible to hazard events, and although communities can’t stop natural hazards and have only limited ability to stop technological and human-caused hazards from occurring, they can minimize disastrous consequences.The Community Resilience Planning Guide for Buildings and Infrastructure Systems provides a six-step planning process that towns, cities, and counties can apply to better withstand hazard events and recover more quickly. It provides a practical approach to help communities set priorities and allocate resources to reduce risks by improving their resilience.Using the Guide, communities will be able to integrate resilience plans into their economic development, zoning, mitigation, and other local planning activities that im-pact buildings, public utilities and other infrastructure systems. RESILIENCE PAYSThink of resilience planning as preventive and restorative care, but for the buildings and infrastructure —the “built environment”—facing disaster risks. These are the structures and technological “systems” that residents rely on for essential services and most activities of daily living that underpin the social and economic fabric of their community. By planning, prioritizing, and acting, communities can improve their resil-ience over time, in a cost-effective manner consistent with their long-term develop-ment goals.If a disruptive event does strike, communities with resilience plans in place will be ready to move quickly and effectively to respond, recover, and then rebuild if necessary. Beyond equipping them to maintain and restore vital services after an event, commu-nities that plan and carry out resilience strategies will be better prepared for future events, making them more attractive to businesses and residents alike.A SIX-STEP PROCESSThe Guide was developed by the National Institute of Standards and Technology (NIST) in collaboration with public and private stakeholders from state, local, and fed-eral governments, utilities, regulators, standards developers, industry, and academia. The Guide is an adaptable, flexible method that allows any community to develop individualized long-term resilience plans and goals based on available resources and needs. It details the following six-step planning process that a community can use and tailor to its particular circumstances:1. Form a collaborative planning team with strong, inclusive leadership to engage public and private stakeholders, and community members.2. Understand the situation by characterizing the existing social func-tions, buildings and infrastructure systems of the community, and how they are linked.3. Determine goals and objectives based on long-term community goals and desired social functions, recognizing that community resilience is built over time and that social needs should drive performance goals for buildings and physical infrastructure systems.4. Plan development includes evaluating gaps between the desired, future performance and the anticipated current performance of buildings and infrastructure systems following a disruptive event, and identifying and prioritizing solutions to address the gaps.5. Plan preparation, review, and approval depends on broad dissem-ination and transparent engagement with all stakeholders, community leaders and members.6. Plan implementation and maintenance requires regular, transparent reviews and updates to the implementation strategy and solutions. MOVING FORWARDThe Guide will be updated as we learn from the experiences of communities and through research. The Guide can be downloaded at http://www.nist.gov/el/ resilience.NIST is convening a Community Resilience Panel for Buildings and Infrastruc-ture Systems of experts and stakeholders that will recommend approaches and best practices that communities can use as they develop their resilience plans and proceed with their implementation strategies. For more information see www.CRPanel.org.LEARN MOREThe NIST Community Resilience Program complements disaster-focused programs and activities carried out by federal, state and local governments as well as by the private sector, including non-profit organizations.To learn more about NIST’s multi-faceted efforts to withstand and bounce forward from hazard events, go to: http://www.nist.gov/disaster-resilience.Top Cover Photos: msnbcmedia.msn.com (used with permission) Bottom Cover Photos: FEMA, fema.gov/photodata (used with permission)163 NIST Community Resilience Fellows August 2017 The Community Resilience Fellows are nationally recognized leaders in their field of expertise and bring a breadth and depth of knowledge and experience to advance the Community Resilience Planning Guide for Buildings and Infrastructure Systems (Guide) and Community Resilience Panel (Panel). They provide support through participation in workshops, meetings, and development activities for the Guide and Panel. Their exceptional expertise in the areas critical to community resilience is expected to lead to substantial contributions. They are a highly valued addition to the Community Resilience team at NIST. Community Resilience Planning Chris Poland, Chris D. Poland Consulting Engineer, is a world renowned authority on earthquake engineering and a leader of community disaster resilience planning. His passion for vibrant, sustainable, and healthy communities drives his focus on community resilience based on his 40 years of experience in consulting on engineering, standards development, and the development of resilience plans. He is a member of the Board of Directors for SPUR, co-chairs their Resilient City Initiative and led the publication of “The Disaster Resilient City”. He is a member of the National Academy of Engineering, the past Chair of the Advisory Committee to the National Earthquake Hazards Reduction Program, and served as chair of the American Society of Civil Engineers Seismic Rehabilitation of Existing Buildings Standards Committee completing both ASCE 31 and ASCE 41, standards for the evaluation and rehabilitation of existing buildings that are used worldwide. Donna Boyce, Solix Inc, serves as the Director of Recovery and Resilience Programs where she develops and manages programs related to disaster recovery and resiliency. Her responsibilities also include providing subject matter expertise regarding Solix government funded programs and representing Solix in the practice areas of disaster recovery and resilience. She has participated in several resilience initiatives such as the NJ/NY FEMA Elevation Summit as a panelist member and the NYSERDA Low-Income Forum on Energy (LIFE) Steering Committee. Donna previously served as the Director of the Sandy Housing Recovery Program with the Community Development Corporation of Long Island where she developed and managed programs related to Superstorm Sandy housing recovery. Donna’s community service includes membership on the board of Community Advocates, Inc. Electrical Power Infrastructure Stuart McCafferty, Hitachi Consulting, provides an innovative technological vision for a variety of industries based on 30 years of experience. He developed the first Smart Grid Maturity Model and scoring tool for the first DOE Smart Grid project; the 7 Principle Characteristics remain the primary tool to evaluate a grid’s “smartness”. He was Program Manager on NIST’s Smart Grid Interoperability Panel (SGIP) for 4 years, managing a diverse team of standards development, testing and certification, architecture, and cyber security experts. The project received the Project Management Institute’s 2013 International Distinguished Project Award. He was the lead Subject Matter Expert for the City of Huntington Beach’s California Local Energy Assurance Planning (CaLEAP) project, providing resiliency planning support. He also co-Chairs the Open Field Message Bus (OpenFMB) committee, which is an industry standard community of practice promoting interoperability using internet of things (IoT) technologies and distributed intelligence in the field. 164 Societal Dimensions of Disasters Liesel Ritchie, University of Colorado Natural Hazards Center, is Associate Director at the University of Colorado’s (CU) Natural Hazards Center and a research professor with joint appointments in CU Boulder’s Institute of Behavioral Science and Environmental Studies Program. During her career, Dr. Ritchie has studied a range of disaster events, including the Exxon Valdez and BP Deepwater Horizon oil spills; the Tennessee Valley Authority coal ash release; Hurricane Katrina; and earthquakes in Haiti and New Zealand. Since 2000, her focus has been on the social impacts of disasters and community resilience, with an emphasis on technological disasters, social capital, and renewable resource communities, and she has published widely on these topics. Dr. Ritchie currently serves as a member of the National Academy of Sciences Gulf Research Program Advisory Board. Communications Infrastructure Steve Poupos, AT&T’s Director of Global Network Operations, is a recognized leader in the telecommunications field with over three decades of experience in network operations. He has led business continuity program development and implementation, directed the development of network emergency management, national security emergency preparedness, and network disaster recovery preparedness and response plans, and managed network disaster recovery teams across numerous recovery deployments. His expertise includes Network Emergency Management (NEM), Network Disaster Recovery (NDR), Risk and Vulnerability Assessments, National Security Emergency Preparedness and Network Business Continuity, including contingency planning. Steve has led AT&T’s Network Disaster Recovery Organization during recovery from Hurricane Sandy, Hurricane Katrina, and many other hazard events. Previous Community Resilience Fellows Emergency Planning and Response Jay Wilson, Hazard Mitigation Program Coordinator for Clackamas County, is the Chair of the Oregon Seismic Safety Policy Advisory Commission (OSSPAC) and participates in the Oregon Governor’s Resilience Plan Implementation Task Force. He leads development and implementation of risk management, hazard mitigation and recovery plans for flood, earthquake, wildfire, volcano, and tsunami hazards, and climate change impacts. Mr. Wilson participated as a local emergency management practitioner on an EERI reconnaissance team for the Tohoku, Japan Tsunami disaster. He has provided invited testimony to the US House Science Committee on the Tsunami Warning and Education Act. As a FEMA Disaster Reservist Branch Chief, he supported Hazard Mitigation Programs and was an earthquake policy analyst for Berkeley and Oakland, CA. 165 Electrical Power Infrastructure Erich Gunther, EnerNex, and his team developed energy system resiliency strategies through multiple projects for utilities, Fortune 500 companies, municipalities, and non-profit institutions. In 2013 he was retained by the New York/New Jersey Super Bowl Host Committee and PSE&G to provide independent engineering consulting support to ensure that the power systems performed under arrange of contingencies, including storms and emergency scenarios. Mr. Gunther and his team completed a study for the California Local Energy Assurance Program (CaLEAP) where a variety of scenarios, architectures and potential implementation technologies were evaluated to ensure energy system resilience of cities during a large scale catastrophic event such as a flood, wildfire, or earthquake. His team also developed methods to ensure that a Fortune 10 technology company campus maintained business continuity through a layered system of energy resiliency methodologies. Transportation Infrastructure Joseph Englot, HNTB, is the National Director of Infrastructure Security. He has more than 40 years of experience in the design and management of transportation infrastructure projects. Mr. Englot oversees projects to retrofit bridges, tunnels, and transit facilities against the effects of natural hazards and structural deterioration. As Chief Structural Engineer and Assistant Chief Engineer for Design at the Port Authority of New York & New Jersey, Mr. Englot led all multi-disciplinary engineering and architectural design, including facilities and infrastructure systems for subways, monorails, airports, ports, tunnels, roads, and bridges. He also directed damage assessment and disaster recovery projects for the 2001 destruction of the World Trade Center and the 1993 bombing of the World Trade Center. Theodore Zoli, HNTB, is the Technical Director of HNTB’s nationwide bridge practice. Mr. Zoli has led the design of many award-winning bridges throughout the US and abroad. Mr. Zoli’s work has been informed by his research into bridge safety and reliability with a focus on the design of structural systems against member loss and structural behavior under unforeseen extreme events. He leads HNTB’s infrastructure security practice and has developed innovative protective measures for some of our nation’s largest and most important bridges. Mr. Zoli has received national recognition for his work in bridges including the Engineering News Record Award of Excellence in 2012, the industry’s most prestigious honor. In September 2009, Mr. Zoli was made a MacArthur Fellow by the John D. and Catherine T. MacArthur Foundation. This prestigious award was granted for major technological advances to protect transportation infrastructure and for his innovative designs. Water Infrastructure Donald Ballantyne, Ballantyne Consulting LLC, has become a national leader over the last three decades on seismic performance of water and wastewater systems. He has extensive experience in applied research and assessment of the resilience of water and wastewater systems. He has provided significant expertise and leadership to the ANSI/AWWA J100 standard on Risk and Resilience of Water and Wastewater Systems, water supply systems for fire suppression and drinking, the Water and Wastewater Committee for the Oregon Resilience Plan, conducted seismic resilience assessments, and developed mitigation plans for 75 utilities. He is a past chair of the ASCE Technical Council on Lifeline Earthquake Engineering Executive Committee, and a past director of the Earthquake Engineering Institute. He has conducted post- earthquake studies for 13 earthquakes in the US and abroad, focusing on water and wastewater systems. 166 Kevin M. Morley, AWWA, is the Security & Preparedness Program Manager for the American Water Works Association (AWWA). He works closely with a variety of organizations to advance the security and preparedness of national critical infrastructure. Dr. Morley conducted research assessing the resilience of the water sector through the development of the Utility Resilience Index (URI). He has facilitated the expansion of mutual aid and assistance via the Water/Wastewater Agency Response Network (WARN) initiative and the development of water sector standards: ANSI/AWWA G430: Security Practices for Operations and Management, ANSI/AWWA G440: Emergency Preparedness, and ANSI/AWWA J100 Risk and Resilience of Water and Wastewater Systems. Business Continuity Planning George B. Huff Jr., The Continuity Project, is the founder and director of The Continuity Project in Alexandria, Virginia. He advises businesses and other organizations on emergency preparedness and response, business continuity management, and information technology security. Previously, he served as attorney-advisor to the Office of Security and Facilities/Judiciary Emergency Preparedness Office of the Administrative Office of the U.S. Courts. Mr. Huff is a member in good standing of the bar of the Supreme Court of Indiana, Supreme Court of the United States, and other federal courts. He also participates in the development of business continuity standards in the International Organization of Standards (ISO). George has served on project teams that developed ISO 22313 Business Continuity Management Systems Guidance, ISO 22316 Organizational Resilience, and ISO 22317 Business Impact Analysis. 167