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From page 22...
... Chart Your Agency's Path to Resilience - 2-1 CHAPTER 2 Chart Your Agency's Path to Resilience STEPS: Step 1. Getting Started Step 2.
From page 23...
... Chart Your Agency's Path to Resilience - 2-2 CHART YOUR AGENCY'S PATH TO RESILIENCE This chapter offers a basic four-step process intended to help you identify which path or paths to resilience make sense for your agency. Step 1 includes several "getting started" activities that should help you understand better the opportunities and constraints you may face as you seek to advance resilience adoption.
From page 24...
... Chart Your Agency's Path to Resilience - 2-3 Step 1: Get Started Agency Context P lan Oppor tun i t ies /Const ra ints Bus iness Case STEP 1. Get Started Whether planning for transit system resilience is new to your agency or you are looking for ways to move to the next level, the following initial activities can help ground your work in the circumstances special to your agency.
From page 25...
... Chart Your Agency's Path to Resilience - 2-4 i. Understand agency context Successful resilience programs are not one size fits all.
From page 26...
... Chart Your Agency's Path to Resilience - 2-5 In terms of administrative structure, it is important to think about who makes decisions and how. If your agency is an independent authority, final decisions may be made by a board of directors or trustees with input from the senior management team.
From page 27...
... The ans to agen on whic Underst influenc adoptio From th compre your ag operati and sup support well as A detai assessm process assets a weathe can be Financi implem most ag compet efficien for the or adde necessa wers to t cy structu h to build anding h e your ap n is an im ere, impr hensive a ency's mo ng, on wh port syst systems other ent led asset ent is pa to prepa nd opera r, natural a very im al resourc entation. encies ar ing priorit cy, revenu transit ind d respon ry and int Cha hese and re can pr successf ow admin proach to portant s oving tran nd clear u des and at infrastr ems.
From page 28...
... Chart Your Agency's Path to Resilience - 2-7 A resilient system can be key to maintaining and growing customer confidence that transit services will be there when needed, even in emergencies. This can lead to ridership gains and public support for further transit investments.
From page 29...
... Chart Your Agency's Path to Resilience - 2-8  Are there creative ways to bring new money and resources to the table? These might be grant funding, demonstration projects, and sources of funds not traditionally tapped into by transit agencies.
From page 30...
... iii. E Once y and the agency need to within y outside be enlis adoptio key lead stakeho agency manage to your appoint vendors 2.2.
From page 31...
... Chart Your Agency's Path to Resilience - 2-10  Who is or could demonstrate resilience leadership? The answer to these questions will help you to determine who needs to be involved and at what level.
From page 32...
... that can on the found i iv. TOOL CASE The t Chap and s enhance importanc n Chapter In 200 voters Once more increa expan of this advan the lo extrem decide strateg and co sough These Metro Enviro Depar and su includ pilot p Adapt Char ool Initia ter 4 and uggestion your age e of enga 3 of the 8, a ballot to expan completed than doub se capacit d active m planned tage of th ng-term im e weathe d climate ies were nstructin t external successes 's executiv nmental C tment (EC ccessfully ing the im roject thr ation Initi t Your Agen l Identific found in s on bein ncy's effo ging with Guide.
From page 33...
... Chart Your Agency's Path to Resilience - 2-12 Identify opportunities and barriers to greater resilience Many opportunities to advance resilience adoption likely exist both within your agency and in partnership with external stakeholders. There will also likely be barriers to adoption.
From page 34...
... A SWO service involves case tra and ext achieve useful t threats policy a develop operati Figure T analysis or produc specifyin nsit syste ernal fact that obje o conside in the con nd admin ment; cap ons; and e 2.3 SWO Char can be ca t, a place g the "ob m resilien ors that a ctive. At t r strength text of ea istration; ital progr mergency T Analysis t Your Agen rried out , an indus jective" to ce––and i re favorab his stage s, weakne ch doma systems p amming; prepared Results – cy's Path to for an org try, or eve be achie dentifying le and un in the pro sses, opp in of pote lanning; p maintena ness.
From page 35...
... Depend SWOT a or even involve knowle may ne differen analysis brainsto viewpo v. M Underst at your change risk and organiz employ cost.
From page 36...
... resilienc proactiv inaction of cour resilienc  B  F  E  C a  R (i There a and wo prioritiz you ma Protect Agencie Infrastru (INVEST rating s TOO e. Figure e measur .
From page 37...
... Chart Your Agency's Path to Resilience - 2-16 Step 2: Take Stock Threats & Impacts Risk Assessment Resilience SelfAssessment Infrastructure (https://sustainableinfrastructure.org/)
From page 38...
... Chart Your Agency's Path to Resilience - 2-17 4. What success have you had in addressing the consequences of severe weather events on your transit infrastructure and services?
From page 39...
... Chart Your Agency's Path to Resilience - 2-18  Identify how and where your agency's essential functions and services are dependent on infrastructure and services managed by other entities (e.g., roads, rails, power) ;  Decide which assets, infrastructure, and services may be impacted;  Identify the threats/hazards that could potentially impact your agency's transit assets, infrastructure and services;  Identify which of your assets and infrastructure are critical and essential to maintaining your agency's core functions;  Identify how and where your agency's essential functions and services are dependent on infrastructure and services managed by other entities (e.g., roads, rails, power)
From page 40...
... i. Id on Many n threats/ services and wil conside result fr Table 2 potenti Hazards temper heavy p storms, overlap transit a and saf and fixe services services longer, lives of transpo recover activity.
From page 41...
... Chart Your Agency's Path to Resilience - 2-20 data/ projections are usually available from a variety of sources. Internal sources may include: transit asset management systems; environmental management systems; departments responsible for emergency management, hazard mitigation, operations and maintenance, as well as sustainability.
From page 42...
... Table Char 2.1 Disast t Your Agen ers, Threat cy's Path to s, Hazards Resilience and Poten - 2-21 t ia l Impacts
From page 43...
... Chart Your Agency's Path to Resilience - 2-22 You will likely want to work with your region and/or state in terms of localized climate forecasts and credible scenarios. When you bring that information back into your agency, it is important to involve front- line operations and maintenance, systems planning, asset management, emergency management, and other domains.
From page 44...
... TOOL In addit conside services threats. Figure Sourc A Haz and av assess ion to ass r which p and how Char 2.5 Simpl e : TCRP R ards and ailable in ment.
From page 45...
... ii. C Once w identifie the dat Many r range o Climate involved Most m potenti propert personn experts comple include analysis Many r looks a hazard.
From page 46...
... TOOL impacts decide the ana made in used an of resili The ana at risk, severe conseq used an assets o cost of cultural Figure assessm compar conseq risks m attentio level of The dar . Regardle to use for lysis techn complet d its qua ence plan lysis shou how likely the conse uence, con asset is, r services replacem value, or 2.6 (below ent matri atively low uence/imp ight be co n.
From page 47...
... TOOL combin likeliho assets i iii. P a A succe will hig potenti guide w improve asses ation of p od of occu n this cate erform ssessm ssfully co hlight whi ally at risk here you transit s Revis as a s adapt Fram these and e Fig Char otential c rrence.
From page 48...
... Chart Your Agency's Path to Resilience - 2-27 risk assessment may not tell you is the extent to which your agency's assets are already protected and how prepared your agency is to withstand, recover from and adapt to the natural disaster, weather and climate-related threats you have identified. One way to figure this out is to perform a self-assessment to determine what resilience-related measures are already in place.
From page 49...
... Chart Your Agency's Path to Resilience - 2-28 STEP 3. Move Forward This step in the process uses the information and insights gained from the previous steps to create a shared sense of need within your agency that resilience is important and, from that, articulate a resilience vision that can guide future efforts.
From page 50...
... You sho success may co establis The re with a g vulnera to focu articula resilienc will foc and ma uld also es, as wel st to achie h. sults of st ood sens bility, risk s.
From page 51...
... Chart Your Agency's Path to Resilience - 2-30 i. Explore the shared sense of need People are often slow to embrace change unless they believe the need to change is real.
From page 52...
... and the not be disrupti recover mitigat similar help to hazard leaders data/fa either a If an ev state or address mid-Atl agencie highligh additio stakeho rebuildi CASE meager wasted. I on, transit y and reb ion and ad disaster ev break do mitigatio hip and a cts/probl verted or ent is larg local leve system-w antic agen s into act ted the n n, many fu lders to i ng projec Other signifi Hurric BART similar experi Char upside o n the mon agencies uilding, id aptation ents in th wn barrie n and gre gency pr ems, with on full di e enough ls provide ide vulne cies, rece ion.
From page 53...
... Chart Your Agency's Path to Resilience - 2-32 Most agencies don't have the experiential reference point of a major disaster to inspire agency leaders and personnel to embrace resilience. However, it is still important to create a shared understanding of the threats and a sense of need within the agency to motivate decision makers and others to integrate resilience into day-to-day workflows, project planning and other processes that can support improved resilience.
From page 54...
... will like is to fig Once a agency specific adoptio prepare and/or framew greater Effectiv SMART accepta be aspi enough TOOL CASE The A Chap engag ly vary so ure out w LA Me provid threat chang transit resilie levels, general v may wish goals tha n efforts. dness, pro adaptatio ork for id resilience e goals le : they are ble, releva rational, b to accom Char rticulati ter 4 and e in prod mewhat fr hat is righ tro‘s resi e their co s, and rec ing condit agency a nce plann agency-w ision state to establ t can guid Goals rela tection, r n can pro entifying s over time ad to actio specific, m nt/ realis ut realisti modate c t Your Agen ng a Res located i uctive di om agenc t for you lience visi re functio over quick ions.
From page 55...
... Chart Your Agency's Path to Resilience - 2-34 Table 2.2 provides some example goals to consider. Vision Component Example Goal What makes a good goal Preparedness Implement operations changes and asset investments to reduce or eliminate weatherrelated service delays and disruptions (within 5 years)
From page 56...
... iii. S st Your ag where y resilienc begin t strategi resilienc service implem SEPTA and flo putting new pro services water s facility– bus sto also inc develop Monte Strateg what it given th end, th and me elect an rategies ency's res our agen e.
From page 57...
... Chart Your Agency's Path to Resilience - 2-36 Initial screening of strategy ideas can help weed out any that do not meet basic threshold criteria. The strategies that remain can be further screened and prioritized for implementation.
From page 58...
... The dec incorpo agency more co multiple Reviewe based o rating s comme charge Once r weighte strategi Fig ision mat rate addit capabilitie mplex pr reviewer rs are ask n a set o cores for nts they m of the pro eceived, s d as desi es to be p ure 2.9 . S Char rix approa ional prio s, time to ocess usu s, often w ed to rev f establish each idea ay have cess.
From page 59...
... iv. D Once st good id Detailed that ne include  Id m  R  T st  S  A The effo when a implem illustrat necessa Detailed facilitat account the lon action p by assig and org evelop rategies h ea to dev action p ed to be f : entificatio oving for esource a asks to co rategies/a chedule to ssignmen rt to answ nd how a ented pro ed in Figu ry and ap action p e progres ability, wh g-term su lans also ning and anization Char detailed ave been elop a pr lans can a illed.
From page 60...
... Chart Your Agency's Path to Resilience - 2-39 is expected of them are likely to deliver it. Every plan should end with a responsibility chart for every element: Who owns it?
From page 61...
... by the change reach a the effo phased leaders Key que to impl 1.
From page 62...
... Chart Your Agency's Path to Resilience - 2-41 3. Who at your agency will be most impacted by the proposed changes?
From page 63...
... in o  P n  E c  A a  E o To be m progres that ag metrics short a measur regular made if gets off TOOL stitutiona ccurs. rovide "ho ew practic xplore and osts of res ccommod nd implem ducate ab f resilienc STEP 4.
From page 64...
... Chart Your Agency's Path to Resilience - 2-43 i. Choose performance measures and metrics A performance measure is used to predict, evaluate, and monitor the degree to which stated goals and objectives are being achieved.
From page 65...
... Chart Your Agency's Path to Resilience - 2-44 Some metrics may be binary, with only two possible values given, such as Yes or No, or Present or Absent. These metrics may be used to answer simple evaluation questions such as whether an activity is being done.
From page 66...
... Corresp Much" provide activity A good narrowe worth k numeric Qualita conside progres be mos  R re  A st im  M d re  A q  S a onding q yield num a better is being d metric m d numeri nowing c ally or th tive input r for a we s. As illus t useful, m elevant an silience o cceptable akeholde plement easurable ata that is asonable ccurate a uality and ensitive e nd measu Chart Your A uestions s eric respo picture of one.
From page 67...
...  A th m m th a CASE ppropriat e level of easured. etric shou at it can nalysis.
From page 68...
... Chart Your Agency's Path to Resilience - 2-47 indicators measure the agency's capacity to take actions and make decisions. This assessment may be completed for a division, department or the agency as a whole.
From page 69...
... Chart Your Agency's Path to Resilience - 2-48  Frontline Worker Observations – Firsthand accounts help identify repetitive problems, best practices for incorporation into procedures, difficulties in completing maintenance or normal tasks under extreme events, safety concerns and historical perspectives.  Performance Monitoring of Operations – This data could include delays, cancellation of service, closure of infrastructure, performance of infrastructure over time, number of incidents over time (e.g.
From page 70...
... Chart Your Agency's Path to Resilience - 2-49 data, and costs associated with maintenance and assets.  Self-assessments – This includes assessment conducted for one or all business units of an agency that highlights gaps, points to areas for improvement and helps agency managers decide where to begin.
From page 71...
... Chart Your Agency's Path to Resilience - 2-50  Stakeholder Input – Stakeholders who have a role in response to incidents or ones with which the system has an interdependency could provide critical data to understand where the system really stands in the face of an event. These could include external AARs or vulnerability and impact analyses.
From page 72...
... Chart Your Agency's Path to Resilience - 2-51 2. What specific progress has been made on implementing each of the items called for in the resilience strategy action plans?

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