Policies

Relevant city context

This case study is likely to apply to cities, regional authorities, and large towns.

Goal: Ensure continuity of critical services in the case of crisis or emergency

The operational goal of ensuring continuity of critical services requires a strategic understanding of the interdependency between different infrastructure systems at a strategic level.

The identification of interdependencies is being achieved through the mapping of interdependencies relating to infrastructure systems of transport, communications, waste management, water, and energy.

Modelling tool (HAZUR®) is used to simulate the cascade effects of specific crises or emergencies. Effectiveness of the modelling tool is dependent upon the supply of input data from critical infrastructure providers, and addressing any concerns about data security.

In Bristol the water sector has been the starting point for this multi-sectoral analysis. Water-related risks, namely flooding and drought, have a potential impact on a wide range of inter-connected urban services.

The Preliminary Resilience Assessment, which informed Bristol’s Resilience Strategy, flagged-up issues which will be common to many cities regarding the fragmented nature of city asset management, the lack of transparency on performance data and vulnerable assets for critical infrastructure, the absence of mechanisms for bringing stakeholder and information together; and lack of information on how Bristol’s critical infrastructure operates within a wider national framework. Effectiveness of the modelling tool is dependent upon good data input and providing assurances on the use of sensitive data. There can be difficulties in collecting reliable data: adding interdependencies depends upon bringing multiple stakeholders together to cooperate, and this can often be difficult, for example, in England the privatisation of water, energy, telecoms and transport has meant that it is not always easy for organisations to provide the data required for a good model.

Further details of the approach and cases can be found:

www.resccue.eu for details of the EU project sponsoring the work.

http://opticits.com/city-study-cases/ for other cases using the modelling tool, and for details of the modelling tool

https://www.bristol.gov.uk/documents/20182/1308373/Bristol+preliminary+resilience+assessment+November+2015/70751e3c-e1ec-47af-94a0-3562833e9d40 for details of the Bristol Resilience Preliminary Assessment

Assessment of Effectiveness

This case study illustrates the use of interdependencies modelling as a way of exploring the cascade impact of climate change risks and other threats on interconnected critical services. Although it remains to be seen how much this tool supports the continuity of critical services at an operational level early experience indicates that the use of such a model should build a better understanding on the performance of these systems when exposed to specific shocks.  

Resource Requirements

In order to implement use of the modelling tool it is likely that 20-40% of a person would be required within a local authority depending on factors such the initial starting point and scope of the interdependencies analysis, level of stakeholder engagement, and supporting resources. For Bristol this resource was provided through EU H2020 funding (see above link to the project web sitehttp://opticits.com/city-study-cases/) and it is unlikely that they could pursue this initiative without additional funding of this nature.

However, the potential identified through this and other case studies provides evidence for the need to introduce a legislative framework which supports data sharing and cooperation between infrastructure providers.

Relevant city context

The case study is of relevance to cities seeking to engage a wide range of stakeholders as part of the cities crisis preparedness team. Donostia / San Sebastian is a medium size city (186.377 inhabitants) and the capital of Gipuzkoa, a well-developed industrial and tertiary region of the Basque Country. As a coastal and riverside city, Donostia / San Sebastián is aware of climate change risks and suffers from natural disasters like floods, severe storms and other environmental disruptions.

Goal

The case study supports the following policies:

L1M1 Establish a resilience department or committee and a cross departmental coordination board and procedures with the goal of (L4M1) Developing a resilience action plan to respond to shocks and long term stresses

C1A1: Align the objectives of a different stakeholder and develop a common understanding of resilience with  the goal of (L3S1) Developing a strategy to create a resilience culture

The Crisis Board allows dealing with the different crisis, emergencies or threats that may arise in the municipality. It is the main emergency management body in the city, with executive capacity. The profile of this structure allows involved (local and supralocal) stakeholders´coordination in a unified and efficient way, with flexibility enough to adapt to changing situations. When the alert situation reaches the level of severity that requires it, the Crisis Board is activated; the alert levels are regulated by the Municipal Emergency Plan-PEMDSS.

Cooperation among stakeholders

The Crisis board has a strategic command (political) and a tactical command (technical operations). It also has an Information Office (which manages communication with citizens and the media) and an operational structure: Officials from the Prevention, Fire and Rescue Service, the Municipal Police, the Urgency Service of Osakidetza (Basque Health Service), DYA, Red Cross, Department of Social Welfare (SMUS), Department of Maintenance and Urban Services and the Department of Mobility-DonostiaBus (Dbus).

The Crisis Board is responsible of managing the crisis during and following an event. The board carries out an analysis and evaluation of the event to improve for future experiences.

Outcomes 

The Crisis Board is a key element in managing a crisis for a resilient city. It facilitates responsibilities settlement, decision-making, as well as response services improvement.

Other

For more information, please contact Office of Strategy of DSS. Kepa Korta (estrategia@donostiafutura.net ).