Improving the Resilience of Transit Systems Threatened by Natural Disasters, Volume 1: A Guide (2017)

Below is the uncorrected machine-read text of this chapter, intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text of each book. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

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. Taking Stock Step 3. Moving Forward Step 4. Monitoring Progress

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. Step 2 covers the basics of risk and vulnerability assessment, describes the “domains” of resilience adoption and the processes that can be used to support resilience planning and implementation. It also provides some approaches and tools designed to help you understand the current status of resilience adoption in your agency. Step 3 is all about moving forward. Guidance includes: how to articulate a resilience vision, goals and desired short and longer-term outcomes for your agency; how to select and prioritize resilience strategies; how to develop strategy actions plans and how to mobilize commitment to resilience implementation in a way that creates lasting change. Step 4 will help you choose resilience-related performance metrics and put in place a system for monitoring progress and evaluating success over time. A resilient transit system is customer- focused, well maintained, safe, in a state of good repair and efficient even under adverse conditions.

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. This step borrows from traditional strategic planning approaches to help you understand the internal strengths and weaknesses of your agency as they relate to resilience adoption, as well the external influences that may shape your efforts. You will also identify who needs to be engaged in the resilience planning and adoption process; what opportunities there are to leverage ongoing resilience efforts both within and outside your agency; and what constraints may place limits on achieving greater resilience. Getting started on your path to resilience involves taking the following actions:  Understanding agency context  Engaging to plan  Identifying opportunities and barriers to greater resilience  Articulating a business case for resilience Key Quest ions

Chart Your Agency’s Path to Resilience - 2-4 i. Understand agency context Successful resilience programs are not one size fits all. The specifics of your agency’s circumstances will influence which approaches are best suited to the needs of your agency. Important considerations (summarized in Figure 2.1) include: Implementation of a resilience program should be compatible with existing short-term and long-term planning and reporting mechanisms and products, such as five-year capital plans, and special purpose plans such as safety and security plans. Incorporate resilience considerations within these existing planning processes rather than creating an entirely new process, and you will improve the effectiveness, efficiency and adoption of resilience programs.  Agency administrative structure  The assets your agency owns and the type of services it provides  Available f inancial resources  A range of external influences such state or local government policies, statutory and regulatory mandates, interagency relationships, regional partnership opportunit ies, and other resourcesFigure 2.1 . Agency Context

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. Agencies that are part of a local government structure may take direction from the elected mayor or local governing body. Internal decision making processes are also important, especially in terms of securing management and frontline worker buy- in as well as inter- unit coordination. ii. Key questions Key questions to consider include:  How are decisions made in your agency?  What role does your transit agency board play in operation and investment decisions?  Are decisions related to planning, operations, capital programming and finance made in silos?  How do silos impact system-wide decision making?  What existing coordination mechanisms exist within your agency that can be adapted to facilitate resilience planning and adoption?

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. This owned an ities’. inventory rt of Step re a prelim tions pote disaster a portant fo es are cri At the sam e limited ies, such e and cus ustry. Ho sibility. It c egral to a rt Your Age similar qu ovide a us ul resilien istrative st resilience tart. sit system nderstand services a ucture an may inclu d operate and risk a 2, but tak inary inv ntially vu nd climate undationa tical to re e time, f and agenc as state o tomer ser wever, res an and s ll of these ncy’s Path estions re eful foun ce initiativ ructures m planning resilienc ing of ho re current d using w de infrast d by your nd vulner ing time entory of lnerable to change d l exercise silience inancial re ies face m f good re vice –– pe ilience is hould be v and perh to Resilienc lated dation es. ay and e requires w all of ly hat assets ructure an agency, ability early in th transit extreme isruption . sources a any pair, safet rennial is not a new iewed as aps othe e - 2-6 TIP a d as e s t y, sues and r If your a an asset as part o asset ma and stat repair pl and impleme you can For resil i planning inventory your age managem system n include d asset pe in the co weather climate t If it does data can resil ience process. incorpora and cl ima inputs in systems gency ha invento f its nageme e of good anning ntation, start ther ence , the asse and/or ncy’s ass ent eeds to ata on rformance ntext of and hreats. , these help in th plannin If not, te weath te data to the over t ime s ry nt e. t et e g er .

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. If services are not resilient and disruptions are frequent, customer confidence can erode, leading to ridership decline over time. agency priorities. An important challenge for any new or ongoing resilience planning and adoption initiative is figuring out what financial and personnel resources are available to support implementation and over what time frame. As part of this step, you can prepare a preliminary assessment of potential funding sources and other resources that can be used to support resilience adoption. Thinking through available resources can help highlight the types of resilience measures you can/should pursue. Questions to consider include:  What existing programs, people, projects and procedures can be leveraged to enhance resilience while achieving other priorities and goals?  Does the agency face challenges or problems (e.g., poor customer communication, unreliable service, state of good repair, etc.) that might be concurrently addressed if resilience strategies are implemented?

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. Examples include FEMA hazard mitigation funds; green infrastructure and stormwater management funding from EPA; other sources such as HUD, which seeks to establish more resilient communities with special attention to vulnerable populations, which often overlap with communities dependent on transit for mobility. In addition, a range of external influences can play a role in how your agency pursues resilience adoption and integration. For example, some state and local governments have laws and policies that require or support resilience planning and climate adaptation. In other instances, government leadership may not make resilience a priority or may even be adversarial to pursuing a climate resilience and adaptation agenda. In some locales there may be ongoing resilience planning efforts at the state, regional or local levels that may give direction or lend credence to efforts by your agency to plan for a more resilient future. There may be considerable opportunity for collaboration and sharing of responsibilities and resources––or such opportunities may limited, or need to be developed.

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. Ask  W  W to  W re TOOL The C descr quest found ngage t ou have a things th ’s resilienc identify t our agen of your a ted to su n process ers, partn lders bot (e.g., boa rs and ot agency (e ed officia , contract yourself: ho has a ho has k the disc ho can in silience? Cha onsider ibed in C ions for d in the D o plan basic sen at may sh e program hose indi cy and tho gency tha pport the . This may ers and o h internal rd membe her perso .g., electe ls, MPO re ors and o n interest nowledge ussion? fluence d rt Your Age Agency hapter 4, efining y atabase. se of age ape your , you wil viduals se t should resilience include ther to your rs, execut nnel) and d and presentat thers), as in transit , expertise ecisions r ncy’s Path Context f includes our conte Outs h ncy conte l ives, external ives, summariz system re and reso egarding to Resilienc or Resili suggesti xt. The c Front Line  Workers ide Stake  Holders Vend Contr Figure 2. r xt ed in Figu silience? urces to b transit e - 2-9 ence Pla ons and e omplete t Directors  Middle‐lev ors &  actors 2 . Who sho esi l ience a re ring nning to xample ool can b Board of  Trustees Ge Ma Chie Financ Offic &  el  Managerrs uld be eng dopt ions? ol, e neral  nager f  ial  er aged in & Public

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. Keep in mind too that the process that the process of pursuing transit system resilience will likely take a sustained effort over the long-term. Resilience planning and implementation may well be phased in over time. Therefore, individuals, stakeholders and partners can be invited to join as the process evolves. Having the commitment and involvement of the right people at the right time can be critical to success. Once you have identified key internal participants, consider establishing a resilience working group that meets regularly to consider matters of policy, planning and prioritization of resources. As an alternative, your agency may already have an existing committee or working group that can add resilience to its agenda. Ideally, the group would have representation from across domains of possible adoption, departments and modes, as appropriate. This will help to ensure synergies and linkages across domains are addressed. Externally, many potential local, regional and national partners can bring expertise and resources to the effort. External stakeholder activities may provide weather and climate change data and resources, expertise in vulnerability and risk assessment, or even policy and program expertise

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. measure d LA Met , the exp le the siz y of the c obility ne expansion e opportu pacts cli r could h change a necessary g the syst funding t have bee es and as omplianc SD) has fu complete plementa ough the ative build cy’s Path to ation of the Datab g inclusi rts. More external was appr ro’s transi ansion is e of its ra urrent sys tworks. In , LA Metr nity to th mate chan ave on its daptation in terms em expan hrough g n recogn a result, e and Sus ll backing d a numb tion of an FTA Clima ing upon Resilience Stakeho ase, pro ve in you informatio stakehold oved by t system. expected il network tem, and the cont o staff too ink throug ge and system, and resil of plannin sion, and rants. ized by LA the agenc tainability to conti er of pro EMS and te Chang the EMS. - 2-11 lders, de vides a c r invitatio n ers is to , ext k h iency g y’s nue jects a e scribed in hecklist ns.

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. Identifying at least some of the opportunities and barriers early in the planning and adoption process can help your agency chart a successful course. Key questions to ask include:  What opportunities exist to support change?  What do barriers to resilience look like in your agency?  What can you, your agency, and advocates within and outside your agency do to overcome these barriers? One way to identify opportunities and barriers to resilience adoption is to conduct a simple Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis. SWOT analysis is a structured planning method that evaluates the forces that can potentially affect a project, organization or initiative. Strengths and weaknesses capture influences internal to your agency, while opportunities and threats refer to external influences. iv.

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. Emergency Resilience anization n a perso ved––in th the inter favorable cess, it ca ortunities ntial adop roject nce and - 2-13 , a n. It is nal to n be and tion: Figure 2 a sampl potentia analysis the eme prepare domain. . e of l SWOT results for rgency dness 3 provides

Depend SWOT a or even involve knowle may ne differen analysis brainsto viewpo v. M Underst at your change risk and organiz employ cost. Th especia Starting busines substan creates TOOL A SW under in Ch ing on th nalysis ca a series o just a few dge of yo ed to incl t departm should b rming pr ints and p ake a b anding an agency c . Because uncertai ation’s va ees, the p e urge to lly compa with the s and con tial disrup the frame Char OT Analy take an i apter 4 an e culture n be acco f smaller, key pers ur agency ude a larg ents, divi e an open ocess that erspective usiness d shapin an be an the busin nty, it can rious pub eople wh focus on red to bu ordinary sidering t tion on a for discu t Your Agen sis Plan nformativ d can be and size o mplished discrete onnel with ’s process er conting sions and , cross-di brings to s. case fo g the bus important ess case f be a diffi lics, even o know be business- siness-as- requireme he impact chieving t ssing the cy’s Path to ning Gui e and pro located f your ag in a work meetings. crosscut es and op ent of ex modes. T visional, c gether a r resilie iness case motivatin or resilien cult case t to its own st what d as-usual i unimagina nts of you s of disas hose requ business Resilience de that c ductive a in the Da ency, the shop sett It might ting erations o perts from he SWOT ross-dom full range nce for resilie g force fo ce is tied o make t board an isruption s always g ble. r agency ter or eve irements necessity - 2-14 an help y nalysis is tabase. ing r it ain of nce r to o an d can reat, ’s n of our agenc describe y d

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 . The disc se, but mo e in relat ottom line inance an xternal ex ustomer c nd other i egulatory ncluding i re a numb rthwhile p ation too ke the bu ion: An Al s (CAPTA cture Vo ), (FHWA ystem and A B can age supp Wor L Char 2.4 illustr es weighe ussions s st agenc ion to: costs d investm pectations onfidence ntangible pressures nsurers) er of test lanning a ls that hel siness cas l Hazards ) (NCHRP luntary Ev Operation process usiness C be locate ncy under lemented ksheet ca t Your Agen ates exam d against hould be t ies will be ent s ed nd p e. These i Guide for Report 52 aluation S s website from the ase Wo d in the D take an i by the o n be loca cy’s Path to Figure 2.4 resi l ience ple benef example ailored to nefit from nclude Co Transpor 5, Vol. 15 ustainabil ), and the Institute f rksheet i atabase nformativ nline too ted in the Resilience Bui ld ing t its from costs of each age discussin sting Ass tation ), ity Tool Envision or Sustain s describ . This wo e and pro ls noted a Databas - 2-15 he busines ncy, g et able ed in Cha rksheet c ductive a bove, if e. s case for pter 4 an an help y nalysis, desired. T d our he

Chart Your Agency’s Path to Resilience - 2-16 Step 2: Take Stock Threats & Impacts Risk Assessment Resilience Self- Assessment Infrastructure (https://sustainableinfrastructure.org/). These sources provide free online tools and guidance; these (and others) have been steadily improving methods to define and quantify risks and benefits, and better prioritize alternative strategies to protect critical infrastructure, assets and operations. In addition, as noted in the MARTA case study, asset management systems’ risk assessment components can contribute to resilience initiatives while improving the robustness of the asset management evaluation process. STEP 2. Take Stock Step 2 focuses on assessing which threats, vulnerabilities and risks your agency faces and determining the current status of resilience activity within your agency. The purpose of this step is to answer these key questions: 1. What threats may impact transit infrastructure and operations in your region? 2. How vulnerable are your agency’s infrastructure and operations to these threats? 3. How prepared is your agency to withstand, recover from and adapt to the threats?

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? The answers to these questions are a critical starting point on your path to resilience. The first two questions can be answered by conducting a vulnerability and risk assessment. Answers to the next two come from conducting a self- assessment to determine what plans, policies, procedures and projects may already be in place to mitigate and manage the identified risks. Before embarking on such an effort, it is a good idea to make sure you are familiar with some basic terminology. The box “Understanding Key Terms” provides some simple definitions to keep in mind. It is also important to remember that the terms threat, vulnerability and risk are not interchangeable. Threats/hazards generally cannot be controlled. Vulnerabilities can be identified and addressed proactively to manage or mitigate risk. As part of a vulnerability and risk analysis process you should:  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;

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);  Decide which assets, infrastructure, and services may be impacted;  Determine how likely and/or consequential the impacts might be; and  Summarize system vulnerabilities so that they can be proactively addressed over time. Key Terms in a Transit Resilience Context Assets are the personnel, property and physical infrastructure needed to achieve the core mission of the transit agency. Threats/Hazards are the events or condit ions that can negatively impact transportation assets and services. Vulnerabilities are weaknesses that may lead to damage/loss of transit system assets and disrupt services. Risk is the l ikelihood or probabil ity that a threat/hazard might occur and that if it occurs, transit assets might be impacted, together with an indication of how serious the impact could be.

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. Weathe and da entify th system atural dis hazards m in your r l also likel r both cu om chang .1 present al impacts include: atures; hig recipitatio earthqua ping and gencies r ety conce d facilitie . Weather , whether can have transit cu rtation m y efforts, r- and cl ta, includi Char reats an assets aster and ay impac egion. The y change rrent haza ing clima s a partia to transit high heat h winds a n, coasta kes, wildfi interrelate ange from rns to dam s to short /climate-r for a mat significan stomers, t odes, and as well as imate-rela ng histori t Your Agen d pote and op weather/c t public t se vary, b over time rds and f te conditi l summary infrastruc days; ext nd tornad l storms a res and ot d impacts worker a age/dest - and long elated dis ter of hou t cascadin he prope post-disa local and ted haza cal weathe cy’s Path to ntial imp eration limate-rel ransit infra ased on . It is imp uture thre ons. of threat ture and remely co oes; floo nd sea lev hers. Man . Potentia nd custo ruction of er-term d ruptions t rs, days, g effects r function ster comm regional rd/threat r, disaste Resilience acts s ated structure geograph ortant to ats that m s with the services. ld ding from el rise; w y have l impacts mer health rolling st isruption o transit months o on the da ing of oth unity economic informat r, and clim - 2-19 TIP and y, ay ir inter to ock of r ily er ion ate Region resil ien can inc climate projecti assess regiona hazards threats with reg sources diving i cl imate modelin scenari develop your own al ce efforts lude ons and ing l cl imate and . Check ional before nto science g and o ment on .

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. External sources may include: the National Oceanic and Atmospheric Administration (NOAA); state climatologists; emergency management agencies and other state agencies; and universities. Utility companies may also be a potential information resource. The depth and detail of available data may vary among agencies, jurisdictions and locations; however, don’t not let gaps in available data discourage you from doing a vulnerability and risk assessment. Even without detailed data and analysis, expert knowledge from within your agency, including personal accounts and experiences, can provide valuable information about potential hazard impacts. This base of information and insights can form a preliminary threat/hazard assessment (for examples, see Table 2.1 below), which will be supplemented in your regional conversations.

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

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. Note that the analysis tools mentioned in the section Articulating the Business Case for Resilience (e.g., CAPTA, INVEST, Envision), as well as others mentioned in the chapter, will be useful in many steps of the analysis. More detailed tool profiles are included in Chapter 4. Concurrent with the threat/hazard assessment, you should build an inventory of which transit infrastructure and assets might be impacted by the threats/hazards you have identified. The inventory should include the vehicles, facilities, stations, fixed guideways and support systems necessary to operate your services. This list can and should tie into your asset management and capital asset inventories. For example, MARTA added a tab to its asset management system to provide a cross- link to the capital planning, and at the same time added fields to capture environmental factors, risks and resilience. Begin with the most critical infrastructure––what is absolutely needed to run service––and work from there.

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. et examp ersonnel a they may t Your Agen if ied Taxon eport 157, Threats the Data les (see F re essent be impa cy’s Path to omy of Tra Figure 1.1 Checklis base can igure 2.5 a ial to ope cted by th Resilience nsi t Asset t describ help you bove), als rating you e identifie - 2-23 ed in Cha with you o r d pter 4 r

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. techniq TOOL onduct eather- a d and as a you hav isk assessm f sources Change A a vulner ethods in al impact ies and in el; and e to solicit te the ass simulatio . isk assessm t a worst- These sce ues, which The F Extre (2011 vulne resou inform Char risk ass nd climate sets inven e compile ent met . For exam daptatio ability and volve som area (e.g., frastructu ngagemen the input essment. n and mo ents use case and narios are are then ederal H me Weat ) is a use rabil i ty a rces. Ch ation on t Your Agen essme -related t toried, the d as part hodologie ple, as pa n Initiative risk asse e type of flood zon re; survey t with ext and infor More sop deling, as a scenari likely-case analyzed associate ighway A her Vuln ful resou nd risk as apter 4 an a numbe cy’s Path to nt hreats hav next task of a risk a s are avai rt of the , every pi ssment. spatial an e) overla s and inte ernal stak mation ne histicated well as b o-based a scenario using va d with tra dminist erability rce for d sessmen d the Da r of these Resilience e been is to ana ssessmen lable from 2011 FTA lot study alyses of id with tra rviews of eholders eded to assessme enefit-cos pproach for each rious nsit syste ration ’s C Assessm efining th t that f its tabase in resourc - 2-24 lyze t. a nsit and nts t that m l imate C ent Fram e scope o agencies clude mo es. hange a ework f ' needs a re nd nd

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. The me risk and ker cells r The inclu perta prep https Char ss of whi the asses iques em ing the an lity. This d ning ld focus o it is that quences m sideratio the availa , and/or t ent, econo loss of lif ) present x. The ligh -level of act and/o nsidered dium-sha probably r epresent FTA Offic des more ining to t aredness ://safety. t Your Agen ch metho sment, cle ployed, a alysis, as ata will b n determ a threat w ight be. n can be g bility alter he value o mic loss, e). s a simpli ter cells risk, given r likelihoo “managea de cells r equire a a high lev e of Tran than 100 ransporta . The web fta.dot.go cy’s Path to dology yo arly docu nd assum well as th e useful in ining whi ill occur To determ iven to h native or f an asse environm fied nine- represent the natu d of occu ble” and epresent a higher lev el or risk, sit Safe resil ienc tion safe site can v/cms. Resilience u ment ptions e data many ar ch assets and how ine ow heavil redundan t (in term ental imp cell risk a re of rrence. T require les moderat el of atten given the ty and O e-related ty, secur be acces - 2-25 TIP eas are y t s of acts, hese s e tion. versight topic ch ity and em sed at D g c c fl o li a a c c th in e s a H d to c 2 N website ecklists ergency esign uideline hanging limate b ood pro n the us fe of the ssets an nticipate limate ondition at futur time. F xample, horter te sset like VAC sy oes not meet c ondition 060. (co Y MTA) s for ase tection eful d d s at e point or a rm an stem need limate s for urtesy

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. V gory sho a resilie ent mpleted v ch transit for disru r agency m ystem res i t the Re tart ing p for your ework wo can be e xternal s ure 2.6. S t Your Agen onsequen ulnerable uld be giv nce act ulnerabilit assets are ption. This ay need ilience. W silience L oint for a own use rksheets xtremely takehold imple Risk cy’s Path to ce/impact infrastruc en high p ivity se y and risk most vu knowled to take a hat a vuln ens Wor n agency the LA M in the Da useful fo eer review . Assessme Resilience and ture and riority. lf- assessm lnerable a ge can he ction to erability a ksheet d self-asse etro Res tabase, r an in-de nt Matr ix - 2-26 ent nd lp nd escribed ssment. i l ience In courtesy pth inter in Chapt Perhaps dicator of LA Met nal agenc er 4 ro; y

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. Cross-walking the results of the vulnerability/risk analysis with current agency activities can assist in providing a full understanding of current practice. The self-assessment should be systematic, and it should explore resilience activities in the context of all six domains of adoption introduced in Chapter 2, as well as the internal agency processes that can support resilience activities. The results can highlight where there is resilience activity on which to build and inform where more attention may need to be given. Your assessment will need to include agency, mode, facility, and threat-specific considerations. A host of checklist tools and guidance documents are available from a variety of sources.

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. It also includes selecting and prioritizing resilience strategies that can help your agency achieve its resilience vision, develop the detailed action plans needed to support implementation, and mobilize commitment that can make change last. Think about your pursuit of improved transit system resilience as a strategic planning process. A strategic planning framework can be helpful whether your agency is just starting out on its path to resilience or has been pursuing resilience approaches for some time. As shown in Figure 2.7 (below), strategic planning requires you to consider and answer several basic, straightforward questions. Step 3: Move Forward Shared Sense of Need Vision & Goals Prior i t ize S t rategies Action Plan Lead Change

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. The sec ting a clea e goals a us on mea king mid- Char consider h l as how l ve the re eps one a e of wher and exist tions in th rly define nd selecti suring su course co Fig t Your Agen ow you c ong it ma silience vi nd two ab e you are ing resilien is step wi d resilien ng resilien ccess, mo rrections ure 2.7. Re cy’s Path to an build o y take and sion and g ove shou today in ce practi ll walk yo ce vision, ce strateg nitoring im along the si l ience V Resilience n past how mu oals you ld provide terms of ces and w u through setting ies. Step plement way. is ion - 2-29 ch it you here 4 ation

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. It is critical that people planning for change understand why it’s important, what difference it will make, how they may be affected, and that their contributions will count. In the case of transit resilience, this will involve promoting a better understanding of system vulnerabilities across the business units and functions of your agency, quantifying––to the extent feasible––the potential magnitude of impact from different hazards and threats, and making the business case for why investing in resilience make sense to your agency’s bottom line. Increasingly, organizational management studies show that starting a vision process without establishing a shared sense of need, or what the vision will address, dramatically increases the risk of failure in the planning process. Common data and vulnerability assessments or risk scenarios can help prevent this kind of failure. Participants in the planning process may come to the process with varying ideas about the goal. For agencies that have experienced serious weather-related disruptions or a natural disaster, the need for change may be very clear. For those that have not, making the case for change may require more effort. Disaster experience provides both a unique opportunity to move in the direction of improved transit resilience,

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. Dama eed to im nding pro ncorporate ts. agencies cant flood ane Katrin after eart ly catalyz ence. t Your Agen f such “o ths and y are likely eally with to guard e future. rs across ater resi iority, as the suffe splay. , funding near-im rabilities. nt hurrica ge caused prove tra grams re resilienc such as N ing in 201 a in 2005 hquakes i ed into ac cy’s Path to pportunit ears follo to be foc an eye to against th Adverse e transit a lience bec all view t ring and c mechanis mediate re In the cas nes force by the s nsit system quired gra e into rec ashville M 0, NORTA and SFM n 1989 an tion by d Resilience ies” shou wing a m used on ward haz e impacts vents ca gencies a ome a he same onsequen ms at fed sources t e of many d transit torms resilienc ntees and overy and TA after /RTA aft TA/Muni d 1994 w isaster - 2-31 ld ajor ard of n s ces eral, o e. In er and ere

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. The shared stories and lessons learned by agencies that have experienced disaster and those that have made the decision to implement resilience approaches (such as those profiled in this guide) can help to build the case for greater transit system resilience at your agency. That case can be made even stronger by linking the experiences of other agencies to the findings of your agency’s vulnerability and risk assessment, which can highlight the unique needs of your agency and the potential benefits of adopting resilience approaches to address those needs. ii. Articulate a resilience vision and goals Closely related to creating a shared sense need is figuring out where your agency wants to go in terms of achieving greater resilience. Articulating the vision can be as simple as developing a definition of resilience that works for your agency. Figure 2.8 illustrates example resilience vision components. Remember, definitions of resilience can and

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. This nd resilien ing activit ide. ment is i ish one o e resilien ted to apid reco vide a use trategies . n. They a easureab tic and tim c, and to hanging cy’s Path to i l ience V n the Dat scussion. y to agen r agency. on is to b ns in the ly from m vision of t transit s ies and de n place, yo r more ce very ful to achieve re also le, attaina e-limited some exte circumstan Resilience ision Wo abase ca Fi cy. The tr e able to face of ajor shoc a resilient ervices g cisions at ur ble/ . They sho nt flexible ces. - 2-33 rksheet d n help yo RE gure 2.8 I l resi l com ick ks or uides all uld escribed ur agency SILIENCE lustrates e ience vis io ponents. in xample n

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 weather- related service delays and disruptions (within 5 years). A common acronym for defining “good” goal statements is SMART: Specific: The goal statement should indicate what should be accomplished. It should be phrased using action words (like “design,” “build,” “implement,”). Measurable: The goal statement should clearly state what will be achieved and when it will be achieved. If you can measure the goal, you can determine if you have accomplished it. If the goal is accomplished, the project is a success. Acceptable: Does everyone in the organization agree that the goal is necessary and desirable? Is the objective acceptable to managers and KEY stakeholders? Realistic: This means the goal can be accomplished, but it is probably challenging. Is the goal/objective achievable? Time bound: A goal should specify a deadline and time horizon. Additional criteria for evaluating goals and objectives include: Flexible - Is the objective adaptable to unforeseen changes in the firm’s environment? – especially relevant in the resilience realm, facing climate and extreme weather). Suitable - Does the goal/objective fit with the mission statement/purpose and with other important long-term objectives? Understandable - Will managers at all levels understand what senior managers are trying to accomplish and achieve by setting the specific long-term objective? (Source: Askdan, 2016). Protection Minimize damage by taking preventive action (larger scale, fleet de-carbonization or smaller scale, equipment relocation) . Mitigation and Adaptation Strengthen, harden, elevate, or move critical assets to reduce or eliminate damage to critical infrastructure from severe weather events. (Complete initial steps within 5 years, full program as life cycle updates take place or within 15 years.) (May also be part of Protection.) Strengthen, harden, elevate or move facilities and equipment to protect people and equipment and reduce or eliminate damage and personal injury. (Complete initial steps within 5 years, full program as life cycle updates take place or within 15 years.) (May also be part of Protection.) Rapid Recovery Restore safe service as quickly as is safely possible: safe for staff, passengers, equipment and facilities. (Establish and train for exceptional standard operating procedures within one year; implement additional protocols as preparedness, protection, and adaptation projects and procedures are brought on board.) Table 2.2 . Resi l ience goal examples

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. With th he proces es to imp e goals is delays an ent a suit is stabilizi od proofin in place r cedures f . Nashvill ervices de which is l rage when lude requ ment. LA Bus Statio y identific will take t e needs e process asures to Char d prior ilience vis cy wants t at vision s of select lement. Fo to reduc d disrupti e of strate ng rail em g vulnera edundant or implem e MTA si partment ocated ou flooding iring resil Metro re n. The ne ation and o achieve and const of identify pursue sh t Your Agen itize imp ion and g o go in te as a guid ing and p r exampl e or elimi ons, your gies. bankmen ble infras power su enting te gned an M to use a tside of fl is anticip ient desig vamped a w transit c prioritizat the goals raints of y ing which ould con cy’s Path to lement oals poin rms of im e, your ag rioritizing e, if one o nate weat agency m ts and slo tructure a pplies, an mporary OU with parking lo ood pron ated. Stra n as part nd expan enter is L ion shoul you have our agen resilienc sider the i Resilience ation t to proved ency can resilience f your her-relate ight need pes, eleva nd equipm d develop substitute the Nash t at their e areas–fo tegies mig of project ded its El EED-certif d focus o identifie cy. Toward e strategie nformatio - 2-35 TIP d to ting ent, ing ville r ht ied. n d, this s n Think ab strategy screening priorit iza process a basic dec matrix th includes dimensio often-use priorit iza criteria a impleme ease and potentia (Figure 2 out the / t ion s a ision at mult iple ns. Two d t ion re ntation l impact . .9)

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. assembled as part of the Step 1 SWOT analysis, as well as the results of vulnerability and risk assessment and the resilience self-assessment conducted as part of Step 2. In particular, the Resilience Strategy Planning Worksheet can be instructive. The checklist is a compilation of some leading resilience practices––and a partial inventory of strategies and measures that can be implemented to improve transit system resilience over time. Some basic criteria might include:  Does the strategy contribute to achieving one or more resilience goals?  Is the strategy within the authority of agency to implement? If not, is it reasonable to think it falls within the jurisdiction of a potential resilience partner?  Is the strategy technically feasible?  Is the strategy politically feasible?  Is the strategy acceptable to the public and your customers?

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. cores can red. The p ursued. imple Deci t Your Agen ch can be ritization impleme ally involv ith varyin iew the id ed criteria and subm to the per be tabula rocess yie sion Matr ix cy’s Path to expande criteria su nt, and o es obtain g perspec eas being . Each rev its their son or co ted, avera lds a prio Resilience d to ch as cost thers. This ing input tives. consider iewer ass scores and mmittee i ged and ritized list High i strate quick can be impac strate fruit , with n impac strate pursu to imp includ projec becau achiev - 2-37 , from ed igns any n of mpact/eas gies repre wins . Thi a good p t/easy to i gies can b pursued w ot much re t/hard to i gies may n ing ; whi le lement str e some “m ts that ca se they ar ing impro y to imple sent poten s type of s lace to st mplement e low-han i th l i t t le r ward ei th mplement ot be wo high impa ategies m ust have nnot be ig e cri t ical ved resi l ie ment t ial trategy art. Low ging isk, but er. Low rth ct/hard ight ” nored to nce.

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. Thes n of strat ward vailability mplete th ctions complet t responsi er the q strategy c vides the re 2.10. It propriate lans help s monitor ich can c ccess of y build in a monitorin s with a c t Your Agen action identified ogram of lso highli e action p egies and e chosen e the acti bility with uestions a an and w basis for should b for your a to guide ing, and b ontribute our progr ccountab g respon lear unde cy’s Path to plans and prio actionable ght gaps lans shou tactics fo ons in the age bout wha ill be the action e as speci gency. implemen uild in significan am. Detai ility for ou sibility. Pe rstanding Resilience ritized, it next ste that ld r ncy t, who, plan as fic as tation, tly to led tcomes ople of what - 2-38 Fig De is a ps. ure 2.10. D tailed Act eveloping ion Plans

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? Who manages it? Who consults on it? Who signs off on it? Who produces (or delivers) it? v. Lead change and mobilize commitment to support implementation While detailed action plans provide the basis for accountability, the process of advancing implementation and “mainstreaming” transit resilience at your agency –– whether agency-wide or in a single domain of adoption –– is likely to be challenging and will take time. Two important factors that can make or break your agency’s resilience adoption efforts are leadership and commitment to making change happen. It is also important to identify potential points of resistance and devise a strategy to overcome them. However, as noted in Chapter 1, leadership need not always start at the top and be comprehensive. It can begin within a single manager, department or mode and grow from there. If efforts to improve resilience are not immediately endorsed Successful resilience adoption efforts require active, visible leadership. When top management buys in to resilience planning and makes the case for change, it motivates all levels of agency personnel. Their motivation is magnified when top management personally commits time and resources to get things done.

by the change reach a the effo phased leaders Key que to impl 1. W a c 2. W CASE TOOL top leade can/shou nd respon rt. It may approach hip are br For ex by LA small one o bring the or This m visible mome stions to ementatio hat areas ffect and/ hanges? hat is the A Str plans pursu Chart Your A rship of th ld be alig sibilities o also be a under wh ought in o ample, as Metro, it with a pilo r more bu in the lead ganization ay allow successe ntum. ask when n include of busine or may be nature o ategy Pl for each e is desc gency’s Pa e agency, ned to the f the unit ppropriat ich succe ver time. was the a may be p t project siness un ers of dif as a who an agency s that can mobilizin : ss at you affected f those ef anning W priority r r ibed in th to Resilie the scop organiza or units e to consi ssive laye pproach rudent to that invol its, and th ferent un le over ti to gener help to b g commit r agency by propo fects? orkshee esil ience Chapter 4 nce - 2-40 e of tional leading der a rs of taken start ves en its and me. ate uild ment may sed t to prepa strategy and loca No mat leaders agency top ma individu departm both––a coalitio –and in externa stakeho needed implem resilien approa plan to re detai l your age ted in th ter whe hip at y comes nageme al ents, o comm n of inte some c l–– lders w to ent the ce ches yo adopt. ed action ncy plans e Databa re our from nt, r itted rnal– ases ill be u s to se.

Chart Your Agency’s Path to Resilience - 2-41 3. Who at your agency will be most impacted by the proposed changes? 4. Who will and won’t be on board with the proposed changes and why? The answers to these questions can help you to identify key constituencies that have a stake in improved transit resilience and can also help to highlight where resistance to change may arise. Understanding key constituencies and their possible attitudes (both positive and negative) toward the proposed resilience strategies and approaches can help make clear what it will take to build a coalition committed to implementation. To create lasting change, agencies can:  Invite transparency and innovation to tackle organizational capacity constraints and competing demands for limited resources.  Break open siloed business units that too often focus on one mode, one function, or one program.  Formalize informal resilience practices by making them standard operating procedures.  Value and capitalize on the knowledge of frontline workers and guard against the loss of

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. Mon ost effec s toward encies: se that can nd longer e improve basis so t circumsta track. Seve agenc chang addre toolk Chart Your A l expertise w-to” gu es. correct m ilience pr ate differ entation out the p e. itor Pr tive, agen their resili lect perfor be used to term; col ment; and hat mid-c nces cha ral tools i y identify e and wh ssed. NO it. gency’s Pa when wo idance on ispercep ojects and ences in p timeframe otential lo ogress cies shou ence goa mance m track pr lect the da evaluate ourse cor nge or if i n Chapte the con at areas TE: Thes th to Resilie rker attrit how to a tions abo practices lanning h s. ng-term b ld actively ls. This wi easures a ogress ov ta neede progress rections c mplement r 4 and th stituencie of resista e can/ sh nce - 2-42 ion dopt ut the . orizons enefits monitor ll require nd er the d to on a an be ation e Databa s l ikely to nce may ould be a se can h be key need to dapted f elp your to bring a be rom the C bout AP

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. Performance measures usually are broad and may not be directly measurable. A metric is more narrowly defined and measurable, typically with a unit of measure. For example, for the performance measure “service reliability,” a metric might be “minutes of passenger delay due to weather-related events.” Performance metrics can measure process steps and inputs, outputs as well as outcomes. Examples of all three are presented in Table 2.3.

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. Metrics may also provide more detail to support the understanding of how effective activities are. Metric Type Process & Input Metrics Routine maintenance protocols are in place and are regularly completed Standard Operating Procedures (SOPs) are in place to permit the safe shutdown of services when needed Infrastructure design criteria address resilience issues and risk Resilience considerations are included in asset management systems Long range capital plans include strategies to improve system resilience to extreme weather and potential climate change threats Output Metrics Dollars invested in resilience projects Percent of sensitive electrical/signal systems located in 100 year flood plain Percent of personnel trained in emergency management plan procedures Outcome Metrics Repair costs resulting from extreme weather events Passenger hours of delay associated with weather events Hours/days to return to full service after an event Customer satisfaction with service performance under adverse conditions Table 2.3. Resil ience-Related Input, Output and Outcome Metric Examples Metric

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. ay not ne c metric. an be cap rough bin is also im ll-rounde trated in F etrics sho d easily r bjective(s to the ag rs that wil ation; and usin collectib cost/leve nd based origin; nough to re trends; gency’s Pa uch as “H nses and how well cessarily a Not every tured ary answe portant to d assessm igure 2.1 uld be: elated to ) being m ency pers l play a ro g already le/calculab l of effort; on inform detect ch and th to Resilie ow may an thing rs. ent of 1, to the easured; onnel and le in available le at a ation of k anges ove nce - 2-45 other data or nown r time Figure 2.11 Desir of Resi l able Chara ience Metric cter is t ics s

 A th m m th a CASE ppropriat e level of easured. etric shou at it can nalysis. An ag adopt Metro compl Indica series mecha measu action netwo chang events “organ techni indica of me agenc resilie planni scalab on ind that co Chart Your A e and spe detail ne To the ex ld be bot be used f ency at th ion monit . In Decem eted deve tor Frame of metrics nism thro re and pr s to ensur rks are re e and rela .” It consi izational” cal and 41 tors. The R trics that c y’s overall nce and id ng. The to ility. Tech ividual as mplete a gency’s Pa cific enou cessary fo tent feasib h flexible or differen e forefron oring and ber of 2 lopment work (RIF) “designe ugh whic ioritize th e that [M silient in t ted extre ders both resiliency organiza IF output an be us progress entifies g ol has be nical indic sets or a system. T th to Resilie gh to be r what is le/approp and scala t levels o t of resili evaluatio 015, LA M of a Resili that inclu d to prov h Metro c e necessa etro’s] ass he face of me weath “technica , including tional res provides ed to trac in increas aps in sys en develo ators can group of a he organ nce - 2-46 used at being riate, a ble so f ence n is LA etro ency des a ide a an ry ets and climate er l” and 20 ilience a series k an ing tem ped for be used ssets izational

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. More information on LA Metro’s RIF can be found in Chapter 4 and in the Database. ii. Track data Many potential sources of data to assist with monitoring resilience implementation are available. The sources of information, like the data needed for the vulnerability and risk assessment, may come from both internal and external sources. Examples of internal sources include:  Customer Surveys – Surveys include satisfaction surveys, ridership surveys, and others.  Inspection and Maintenance Records – These records could indicate repetitive problems, system impacts, restoration times, short-term solutions, fixes or best practices to resolve maintenance problems, infrastructure deterioration over time compared to expectations, and more.

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. power failures, rail buckling) and the time to restore service and repair damages.  Personnel and payroll databases – This could include tracking of absences of critical staff during weather events, evaluation of business continuity readiness and overtime costs in response to system incidents.  Financial management systems – These include systems that track one-time and recurring expenses across agency business units. These data are particularly important when seeking reimbursement from Federal agencies for activities undertaken before during and after a disaster.  Asset Management Database(s) – This could include frequency of repair to assets, vulnerability based on geographic and elevation

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. Assessments may also be program specific such as a system safety plan audit.  After Action Reports (AAR) – These reports generally developed out of an emergency management department are conducted in response to training, exercises or incidents. The incident could be system failures, disasters, weather impacts, or other disruptions. They generally identify the good and bad aspects of an agency’s response and outline planning, equipment, operational or training pathways and recommendations to improvement. Tracking progress of recommendations is one possibility. Examples of external sources include:  Weather and Climate Data – As mentioned under section 2.1, a number of external stakeholders from local to federal government to private sector can provide support and tools for collecting and tracking this type of data.

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. iii. Evaluate success As with any planning and implementation process, transit agencies should monitor and regularly evaluate the progress being made. A comprehensive approach to monitoring and evaluation will likely include an assessment of process and inputs that impact policies, procedures, system components and personnel in a way that can improve resilience outcomes over time. The overall evaluation can highlight how well your agency is doing in terms of achieving its resilience goals, whether the goals are still realistic and whether timeframes for implementation can still be achieved. If progress is being made, and especially if goals/objectives are being achieved, those successes should be acknowledged, rewarded and communicated broadly within the organization. If progress is slow or not being made, the evaluation can help you to identify why and what can be done to improve the results of your efforts. In terms of process/input evaluation, consider these and similar questions: 1. Has your agency/department leadership consistently demonstrated an active and visible commitment to the resilience adoption process?

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? 3. Do personnel have adequate resources (money, equipment, facilities, training, time) to advance implementation and to achieve the goals? 4. Should priorities be changed to put more focus on achieving certain implementation steps over others? When assessing the impact of your resilience adoption efforts, consider these and similar questions: 1. Have policies, procedures and other supportive processes been changed to reflect resilience considerations? 2. Are infrastructure and other critical systems being made more resilient? 3. Are a greater number of personnel trained in emergency management plan procedures? Finally, the evaluation should consider whether and how the changes put in place have improved transit resilience. In this regard, it may only be possible to assess resilience outcomes during and/or after a weather-related event or natural disaster. However, concurrent benefits can often suggest resilience improvement absent the impact of an event. For example, improved communication protocols may lead to higher customer satisfaction during everyday operations, or upgraded switching technology may lead to higher on-time performance on an everyday basis. The results of this type of comprehensive evaluation process not only highlight the impact resilience adoption efforts are having, they also can help determine what, if any, mid- course corrections might be needed to enhance and further improve resilience outcomes.