In the wake of absolutely historic, devastating flooding of New York and its infrastructure in particular, it’s worth revisiting a piece from the New York Times: “Hurricanes on the Hudson.” A report released by the Army Corps of Engineers, it explores the potential impacts of a Category 4 hurricane on the city of New York.
When researchers with the National Weather Service, working with the Army Corps, applied the [“SLOSH”] model to New York City they discovered, to their great surprise, that the slope of the sea bed and the shape of the New York Bight, where the coasts of New York and New Jersey meet, could amplify a surge to a depth far greater than if the same surge had occurred elsewhere…
To reinforce its observations, the corps doctored photographs to show flood waters submerging the doors to the South Ferry subway station and the World Trade Center, and the entrance to the Brooklyn-Battery Tunnel…
For anyone familiar with city landmarks, the report makes good, if macabre, reading. The peak storm surge at the Lincoln Tunnel would top 28 feet. Kennedy Airport would be submerged. Even a category 1 hurricane would flood the Brooklyn-Battery Tunnel and the PATH tunnels at Exchange Place and Hoboken Station in New Jersey, and launch water into the city’s subways through vents at 14th Street in Manhattan and at Montague and Joralemon Streets in Brooklyn, and many other points. [emphasis mine]
And now I direct you to a recap of the aftermath of Hurricane Sandy:
Tunnels under the East River were all flooded and pumping had begun at some of them. Mr. Lhota said that flooding was “literally up to the ceiling” at the South Street subway station in Lower Manhattan. Long Island Railroad remained closed due to flooding on the tracks. Two Metro-North lines north of 59th Street continued to be without power, and Mr. Lhota estimated that there were at least 100 trees downed on the tracks. Staten Island ferry and railway service were also still suspended. In New Jersey, Gov. Chris Christie said there was “major damage on each and every one of New Jersey’s rail lines.” New Jersey Transit and PATH service remained suspended.
By now you’ve also all seen the video of South Ferry-Whitehall station, and the photos of Ground Zero and the Brooklyn-Battery Tunnel:
But back to that report: it was released by the ACE in 1995. By the time the perfectly thinkable happened, predictions of it were nothing new. We have the technology and the ingenuity to anticipate catastrophe. We’ve been red-teaming for years (perhaps not taken seriously enough), and our brightest minds have also met with commercial success in thinking the (formerly) unthinkable. But all the creativity and brilliance and conclusions are meaningless unless they result in action. The Corps of Engineers got it right in 1995; New York did some to prepare, but could have and perhaps should have done more.
Obviously there was no way for the MTA to prevent this from happening. Hurricanes happen, floods happen, and by all accounts Joe Lhota has done a masterful job preparing for and now recovering from the storm (I shudder at the thought of WMATA here in DC struggling to cope with a disaster of similar scope. That disaster has also been anticipated). But there are ways to mitigate it. In this case, solutions range from the macro – i.e., constructing New York’s own version of the Thames flood barrier – to the micro, e.g., waterproofing switches and as much of the sensitive equipment in the East River tubes as possible. Of course, these cost vast amounts of money and most of the time they’ll not be necessary or used – until they’re both.
The problem here is again, for all our planning, building resilience into a system and planning for the worst are completely at odds with an efficient system. Resilience, after all, is the opposite of efficiency. All too often, we find ourselves proscribing solutions – and frequent good solutions at that – only to take no action for fear of the cost or the political will necessary or the “what’s-the-point” strain of defeatism. As Adam Serwer wrote today, there’s no benefit in disaster prevention – politicians’ time to shine is in disaster relief. But somehow we’ve got to overcome our total lack of foresight and find a way to adequately prepare for future catastrophic events.
That goes double for non-natural disasters. The danger in preparing for outlandish ideas is that preventing them would require too much in the way of singular assets dedicated to a niche capability. The constant array of new security theater measures that always seem to be deployed in a wake of a new air travel-based attack vector are proof alone of a) our adversaries’ own ingenuity, and b) the futility of locking the barn door after the horse is out. But if a threat is too remote to have a dedicated counter-team, then we can at least mitigate its potential impacts. Passive measures – building hardening qualities into landscape design, redundant lines and connections (applicable to any sort of network), a general mindset of resilience – these are what we’re missing. New York will rebuild and move on, the subways will be repaired, and the Great American Metropolis will sort itself out as it always does. But we can do it faster, and we can do it better.
About the PS-Prep™ Program: In 2007, Congress directed the Department of Homeland Security (DHS) to establish and implement the voluntary private sector preparedness accreditation and certification program. The result of this directive, PS-Prep™, was designed to improve the preparedness of private sector and not-profit organizations through conformance to consensus-based preparedness standards and best practices. The goal of PS-Prep™ is to enable organizations to identify and implement the necessary steps for instituting and maintaining a comprehensive management system that addresses business continuity, organizational resilience, emergency, and disaster management. In addition, DHS will provide recognition for those entities, which certify to the adopted preparedness standards. Learn more about the PS-Prep™ program .