There are two major measurements of success that floodplain mapping professionals deal with. The first is the actual creation of the maps, and the second is the adoption of the maps into legislation. Traditionally, we've put our trust in the old adage, "Knowledge is power," trusting that the simple existence of the maps will spur action. Under normal circumstances, this formula would work: create the maps, know the risks, take action.

However, these maps tend to show situations in their worst light, and those situations can influence other factors within the community - factors that homeowners and local leaders alike simply can't endorse. In situations like these, the knowledge that comes from the maps leads not to action, but rather to inertia. In one northeast American city, floodplain maps have been sitting idle for six years.

NYC's Local Law 96 - A Success Story

In our line of work, we don't necessarily predict when the 100 year storms will happen, but we do predict the likelihood of a community's resilience - and while we don't like considering the unthinkable, we do like contributing to a community's safety. So if our maps positively influence one law, even something as simple as a building code, then the process can demonstrate some success.

As part of RAMPP in support of a federal agency, my team and I found success in New York City when they incorporated our floodplain maps into Local Law 96. The law amended "the administrative code of the city of New York and the New York city building code, in relation to the adoption of best available flood maps." In an effort to help other hazard engineers improve resiliency, I'll share with you the key to our success: communication.

Post-Katrina and Sandy, more communities are investing in flood maps. It comes with a tall order though, and one that's normally not considered until after the maps are created; the task of helping communities and leaders understand the dangers of a 100-year natural disaster. Facing the reality that some places aren't built to resist the next big one is no easy thing. We're talking about homes, schools, churches, and every physical manifestation of what "community" stands for. So, how do you explain to somebody that what they love, value, and cherish might not be standing if the unthinkable blows through town?

Communication is Key

Communicate early, often, and with purpose. This is what helped make New York City's Local Law 96 a reality. The more you open the lines of communication, the more their understanding will grow with your findings. Step by step this shifts the state of focus from simply trying to comprehend an overwhelming situation to actually finding a solution to the problem.

For example, let's say things are done traditionally. A consultant will hold an initial meeting with local leadership, outlining what the maps will likely show. Following public policy, a notice is sent to every homeowner in the community, covering only the basic information. Months later, the maps are revealed and as they often do, they show more shocking situations than anyone anticipated. The community and leadership, unprepared for the information dump and the consequences that come with it, simply can't digest it. Local, state, or even national leadership vehemently express their concerns as to the maps' accuracy and a period of idleness begins.

The Less You Communicate, The Harder Adoption Will Be

We've proven that the earlier the conversation starts between contractors, local leaders, and municipalities, the better the buy-in. Think about it like a hot bath. If you let the tub fill up before sliding in, it'll be too hot to touch and you'll jump right out. If you get in first and gradually turn the water hotter as it fills, your body will adjust to the rising temperatures.

Approach your findings in the same way. Keep leadership involved with the creation of the maps as much as possible. Give them a heads up as soon as you come across unusual or unexpected findings, and don't talk down to them. Make their familiarity with the maps your goal. Prepare them for the final product so that they're expecting it. We supported the federal agency in working with New York City's mayoral office for more than a year to help them understand how our maps were created. Once they were comfortable with the accuracy they recommended them to the city council for legislative purposes.

When it comes to the community, start reaching out as soon as the project is funded and don't stop. Gauge your success not by the number of letters sent out, but rather by their collective awareness and attitude. This attitude shift will eventually influence their behavior, which in this case is simply their support. In New York City, our communication efforts exposed residents' existing attitude towards Hurricane Sandy. Everyone wanted to make sure they were still standing after the next Sandy, and these maps were part of the solution.

By focusing on communication, you will have the opportunity to turn knowledge into power. The power to recover from the next storm, whenever it may come.

To watch Andrew Martin's Peace Islands Institute discussion on post-Sandy response and long-term recovery efforts, click here.