Here is what one emergency manager said of what many of our interviewees treated as an inevitable Magnitude 9 earthquake on the Cascadia Subduction Zone off the shores of the US Pacific Northwest:
A lot of my contemporaries and planners on the emergency side have all said that the devastation is going to be so great that the ability to get resources in to help out survivors is going to be so limited that this thing is going to be so protracted that there is not going to be enough preparation in the homes of people—the individual communities are not prepared enough to last long enough and there’s going to be a lot of subsequent deaths after day-7 of the event. There’s not going to be enough response ability to come in because infrastructure is so broken. There’s no roads, no bridges, no airports, no shipping ports, no communication, no electricity, no freshwater, all that stuff. It’s going to be one of those biblical proportions kinds of disaster.
(A federal emergency manager working in the two states.)
This is not hyperbole to interviewees. An M9 Cascadia earthquake (when combined with magnitude 8.0 aftershocks and massive tsunami impacts) will be unimaginably catastrophic precisely in light of prior experience and training with lesser emergencies such as wildfires, winter storms and flooding.
Given these many uncertainties, isn’t anyone’s guess as good as the next? “Why are we even planning? It’s going to be that bad,” one interviewee reported county officials asking. It can feel like an avalanche you’re just not going to get ahead of, reflected a state senior emergency management official.
Given so much uncertainty that comes with the M9 earthquake, it is no surprise emergency managers rely on their pre-disaster plans and processes as a starting point. The importance of activating the federal an state Incident Command System was repeatedly mentioned. This means that instead of concluding you can’t really be prepared for something as unimaginable as the unfolding M9 events, what concerns most of the emergency managers we interviewed is the lack of further preparedness in respect to what can still be prevented regardless.
Some fires are clearly preventable, e.g., through prior vegetation management. So too if pre-disaster efforts such as mitigations, two-week ready supply programs of essential materials including food and water for households, and other preparedness planning can help reduce the pressure for immediate response. Or reduce the recovery period after events through the reduction of damage that would have otherwise been incurred in the absence of such measures, these too should not be neglected.
The insight here is that, for those interviewed, the real-time unpredictability and unexpected contingencies ahead in the M9 events carry their own information about interconnected infrastructure systems in failure and that information can be useful for managing or coping ahead. This is especially true for those real-time professionals whose core competencies revolve around systemwide failures: They are likely to know beforehand something about how the system in failure will affect other interconnected infrastructures.
Interviewees stressed the need to focus on infrastructure components and facilities they know will fail in the M9 events, whether or not the knowledge has been formalized into an agency’s risk register and risk assessments. That there are no guarantees pre-disaster efforts will actually mitigate is beside the point for experienced emergency managers who have witnessed or been directly involved in disasters elsewhere.
They have seen how better pre-disaster efforts would have made a difference there. That is their job. One core competency of emergency managers is to identify pre-disaster opportunities—including new options and strategies for increased requisite variety to improve real-time disaster response, and not just in their own infrastructures. Seismically strengthening a water infrastructure, as one interviewee confirmed, would better inform emergency planning and projects for the road and wastewater infrastructures adjacent to the water lines.
Source: The above is a slightly edited extract from E. Roe and P.R. Schulman (2025). The Centrality of Restoration Resilience Across Interconnected Critical Infrastructures for Emergency Management: A Framework and Key Implications. Oregon Research Institute: Springfield, OR (accessed online at https://www.ori.org/wp-content/uploads/2025/08/FinalReport_10Aug2025.pdf). Research design, references and other particulars can be found there.
