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From page 315... ... B‐19 Kansas City Transit Authority (KCATA) Case Study: Kansas City, MO Highlights: KCATA is a bi‐state transportation agency operating in the Kansas City Metropolitan area. The agency is in the preliminary stages of developing a comprehensive strategy to incorporate resilience into its management plan for both emergency situations and as an approach to mitigating the effects of climate change, in particular extreme temperatures. The agency's resilience efforts are focused on "preparedness" and "service restoration" when weather‐related disruptions occur. KCATA relies heavily on the knowledge of managers and front‐line workers to identify assets, infrastructure and services potentially vulnerable to extreme weather and works closely with the Mid‐America Regional Council (MARC) Read the entire page →
From page 316... ... B‐20  Development of a comprehensive strategy to address climate change is a broad effort that requires a multi‐pronged approach with both near‐term and long‐term considerations  Working with other local agencies such as police and fire, as well as outside contractors will provide key assistance during an event  Never sacrifice safety or security for meeting performance goals  Equipment maintenance and preparation when severe weather is anticipated is paramount to asset management  A diverse portfolio incorporating multiple funding sources and alternative energy sources ensures financial resiliency Agency Details Geographic Location Midwest Modes Operated MB, vanpool, paratransit Vehicles Operated (2013) 400 buses (31 BRT buses) Read the entire page →
From page 317... ... B‐21 beginning to move toward implementing a comprehensive approach that will help the system bounce back from shocks during natural disasters or weather‐related events. Policy and Administration Summary: Policy is set by the Board of Commissioners and implemented by the Chief Operations Officer (COO) , Chief Financial Officer (CFO) Read the entire page →
From page 318... ... B‐22 Lessons Learned:  While resiliency is in beginning stages of development, it is not yet implemented holistically.  A culture of joint decision making in all aspects makes pushing new and upcoming priorities such as resiliency more easily implemented. Read the entire page →
From page 319... ... B‐23  Consideration in the systems planning realm of linkages between interdependencies and critical systems outside the agency's control  Developed inter‐state relations over the years and have come together to provide service to the bi‐state area, overcoming various political barriers  Upgrade to alternative fuels, diversifying energy sources toward energy independence Lessons Learned:  Building relationships with outside agencies is helpful when expedient resources are needed in an emergency  The agency could build capacity to bounce back from events if metrics are developed to understand where deficiencies in the system lie and would help the agency set goals to improve systems planning  Sacrificing safety for expedient return to services after a disaster or event is not an option  Providing employees with opportunities for feedback and addressing their concerns and needs are paramount to a resilient company, as they are the resources that respond and perform during an event Asset Management The Kansas City area experiences extreme temperature fluctuations in summer and winter months, including ice and snowstorms, drought and ozone alerts. It is number one among cities with the most populous metro areas for unpredictable weather (3) . It is not uncommon for locals to experience freezing temperatures one day and leave home in short sleeves the next day––indicative of the local saying, "If you don't like the weather in Kansas City, just wait five minutes". In January 2013, temperatures dipped to 8 degrees, and the next day residents could be seen jogging without shirts on a sunny, 74‐degree afternoon (2) Read the entire page →
From page 320... ... B‐24 enough to flag potential vulnerabilities that may have not been previously identified. The system in place relies heavily on employee identification of infrastructure vulnerabilities. Successes:  The Asset Management Plan supplies guidelines for evaluating equipment, vehicles and facilities, providing a working system to predetermine where equipment failures may occur and to maintain equipment longevity.  Well‐documented assets and routine maintenance ensures maximum return on investments. Read the entire page →
From page 321... ... B‐25 Project Development, Infrastructure Design and Construction While KCATA has a strict program to maintain its facilities and equipment, they also take seriously the responsibility of ensuring safety and accessibility of their customers, as well as environmental protection. Recent green infrastructure initiatives and environmental planning standards in Kansas City have become an important focus of the city and its primary public transit agency has followed suit. With established ADA standards creating the need to readjust curb cuts, sidewalk corners, and access to properties, redesign of public infrastructure has become necessary. Recent improvements have begun in earnest, addressing safety hazards and environmental hazards in an effort to practice good customer service and environmental stewardship. While the benefits of these initiatives have only begun to be realized, the social and fiscal advantages are expected to multiply as more infrastructure projects are implemented. For example, a park‐and‐ride location in the urban core has recently undergone a high‐profile permeable pavement upgrade that includes native plants and trees in its design. Not only will these initiatives mitigate some flooding risk by decreasing the amount of surface runoff during major rain events, the beautification of a major urban intersection has made it a more pleasant place for passersby and public transit riders. Area residents take pride in this location and are more likely to respect public property such as bus stop shelters there, as well. Other initiatives include solar‐powered electricity at some stops, efficient HVAC systems and LED bulbs within 95% of facilities; all help build resilience into everyday operations. Successes:  Improvements incorporating ADA compliance are underway at bus stops and facility locations.  Green infrastructure and alternative energy sources have been a consideration at key points in the city and upgrades are underway. Read the entire page →
From page 322... ... B‐26 Operations and Maintenance Since KCATA serves multiple municipalities and is dependent upon those municipalities to provide basic infrastructure services, operations that exceed basic fleet and facility maintenance are dependent upon other city‐owned operations. The KCATA does not deploy its own emergency operations crew in the event of a major weather‐related disaster, nor does it have a system in place that temporarily hardens infrastructure during an event. For example, if major flooding occurs along a bus route, the agency does not work independently to mitigate flood hazards by either deploying sandbags or other temporary means; for this, other emergency management agencies may deploy flood mitigation strategies. KCATA will reroute bus service in the event of a disaster and resume regular operations after safety concerns are addressed. The agency does have in place a redundant energy and communications strategy in the event that power is interrupted. They have a backup communications tower with limited functionality, and use two‐way radios to dispatch and communicate with field crews. The main facility has a backup generator in case the building loses power during a storm or tornado event. The agency also applied for a grant that would provide a mobile emergency command center. The grant was initially denied, but there are plans to continue to search for other funding options. The mobile command center is a potential next step to improve resilient emergency operations. Maintenance procedures are recorded and kept on record for 2‐3 years within a system called "Fleet Watch". The data control system is a combination of hardware and software, providing accurate real‐ time control and data acquisition for vehicles, employees, fuel/fluids and tank monitoring systems. The system tracks vehicle mileage, monitors fuel and fluid usage, and helps schedule preventative maintenance. Data is recorded and available for analysis from any PC in a remote location. This system helps personnel maintain the fleet from a central data system, synchronizing data between multiple facilities, and provides diagnostic reports in a categorical format regarding vehicles, employees, and utilities. The program also provides real‐time digital shelter signage, conveniently allowing customers to track transportation times. Successes:  Redundant communications and energy generation  Seeking funding sources for mobile emergency command center  Hardware and software program implementation to ensure fleet maintenance and performance within a synchronized, real‐time system Lessons Learned:  KCATA relies on other agencies to perform some temporary infrastructure hardening which could pose challenges, but may also have benefits; challenges can arise by being dependent on other systems and their reliability, but benefits may be that other agencies have more available resources to take on necessary tasks  Emergency operations and redundant power/communications are a necessary component of transportation system operational resiliency Read the entire page →
From page 323... ... B‐27 Emergency Preparedness KCATA has an emergency management plan in case of severe weather, fire, and flood. Earthquakes are not common, but the New Madrid fault is in close enough proximity to warrant a contingency plan, as well. Currently, the agency is in the process of developing a pamphlet addressing these hazards. Additionally, other local agencies collaborate and perform drills with KCATA to prepare in the event that a major disaster occurs. The EMP is consistent with the Federal Government's National Incident Management System and the agency is considering providing classes to employees with ICS classes and training through the Transportation Safety Institute. The agency coordinates regularly with federal, state, and local agencies including the EOC, FBI and Homeland Security. There is nothing in writing, but the agency will institute the safe, orderly, and efficient shutdown of services in the event of a disaster or major weather event. However, since the transportation system operates within such a large land area, shut down and restoration of services would be evaluated on a case‐by‐case basis. Emergency system activation would depend upon Mayoral state‐of‐emergency declaration. The implementation of safety and emergency exercises regarding streetcar operations have been conducted and continue to be conducted until the new line is in operation. Restoration of services following an event depends upon severity of the event and the availability of mutual aid. KCATA contracts with other nearby agencies to provide/receive aid in an event in which additional resources are required. This mutual aid agreement ensures services can continue if an event causes loss of equipment and/or fuel. It would take an estimated week to ten days, for example, to receive aid from St. Louis, over two hundred miles away. Successes:  The EMP has been developed and a "quick‐guide" pamphlet is in process  Regular coordination with federal, state, and local agencies to maintain open dialogue  Mutual aid with partnering agencies has been established Lessons Learned:  EMP in place helps address a crisis with actionable items and agreed upon procedures  Established relationships with partners helps ensure system restoration following a major event on an as‐needed basis References 1. KCATA Organizational Chart. 2016. Print 2. Read the entire page →
From page 324... ... B‐28 4. "FLEETWATCH Fluid Management Systems." FLEETWATCH Fluid Management Systems. N.p., n.d. Read the entire page →

From page 315...

... B‐19 Kansas City Transit Authority (KCATA) Case Study: Kansas City, MO Highlights: KCATA is a bi‐state transportation agency operating in the Kansas City Metropolitan area. The agency is in the preliminary stages of developing a comprehensive strategy to incorporate resilience into its management plan for both emergency situations and as an approach to mitigating the effects of climate change, in particular extreme temperatures. The agency's resilience efforts are focused on "preparedness" and "service restoration" when weather‐related disruptions occur. KCATA relies heavily on the knowledge of managers and front‐line workers to identify assets, infrastructure and services potentially vulnerable to extreme weather and works closely with the Mid‐America Regional Council (MARC)

Read the entire page →

From page 316...

... B‐20  Development of a comprehensive strategy to address climate change is a broad effort that requires a multi‐pronged approach with both near‐term and long‐term considerations  Working with other local agencies such as police and fire, as well as outside contractors will provide key assistance during an event  Never sacrifice safety or security for meeting performance goals  Equipment maintenance and preparation when severe weather is anticipated is paramount to asset management  A diverse portfolio incorporating multiple funding sources and alternative energy sources ensures financial resiliency Agency Details Geographic Location Midwest Modes Operated MB, vanpool, paratransit Vehicles Operated (2013) 400 buses (31 BRT buses)

Read the entire page →

From page 317...

... B‐21 beginning to move toward implementing a comprehensive approach that will help the system bounce back from shocks during natural disasters or weather‐related events. Policy and Administration Summary: Policy is set by the Board of Commissioners and implemented by the Chief Operations Officer (COO) , Chief Financial Officer (CFO)

Read the entire page →

From page 318...

... B‐22 Lessons Learned:  While resiliency is in beginning stages of development, it is not yet implemented holistically.  A culture of joint decision making in all aspects makes pushing new and upcoming priorities such as resiliency more easily implemented.

Read the entire page →

From page 319...

... B‐23  Consideration in the systems planning realm of linkages between interdependencies and critical systems outside the agency's control  Developed inter‐state relations over the years and have come together to provide service to the bi‐state area, overcoming various political barriers  Upgrade to alternative fuels, diversifying energy sources toward energy independence Lessons Learned:  Building relationships with outside agencies is helpful when expedient resources are needed in an emergency  The agency could build capacity to bounce back from events if metrics are developed to understand where deficiencies in the system lie and would help the agency set goals to improve systems planning  Sacrificing safety for expedient return to services after a disaster or event is not an option  Providing employees with opportunities for feedback and addressing their concerns and needs are paramount to a resilient company, as they are the resources that respond and perform during an event Asset Management The Kansas City area experiences extreme temperature fluctuations in summer and winter months, including ice and snowstorms, drought and ozone alerts. It is number one among cities with the most populous metro areas for unpredictable weather (3) . It is not uncommon for locals to experience freezing temperatures one day and leave home in short sleeves the next day––indicative of the local saying, "If you don't like the weather in Kansas City, just wait five minutes". In January 2013, temperatures dipped to 8 degrees, and the next day residents could be seen jogging without shirts on a sunny, 74‐degree afternoon (2)

Read the entire page →

From page 320...

... B‐24 enough to flag potential vulnerabilities that may have not been previously identified. The system in place relies heavily on employee identification of infrastructure vulnerabilities. Successes:  The Asset Management Plan supplies guidelines for evaluating equipment, vehicles and facilities, providing a working system to predetermine where equipment failures may occur and to maintain equipment longevity.  Well‐documented assets and routine maintenance ensures maximum return on investments.

Read the entire page →

From page 321...

... B‐25 Project Development, Infrastructure Design and Construction While KCATA has a strict program to maintain its facilities and equipment, they also take seriously the responsibility of ensuring safety and accessibility of their customers, as well as environmental protection. Recent green infrastructure initiatives and environmental planning standards in Kansas City have become an important focus of the city and its primary public transit agency has followed suit. With established ADA standards creating the need to readjust curb cuts, sidewalk corners, and access to properties, redesign of public infrastructure has become necessary. Recent improvements have begun in earnest, addressing safety hazards and environmental hazards in an effort to practice good customer service and environmental stewardship. While the benefits of these initiatives have only begun to be realized, the social and fiscal advantages are expected to multiply as more infrastructure projects are implemented. For example, a park‐and‐ride location in the urban core has recently undergone a high‐profile permeable pavement upgrade that includes native plants and trees in its design. Not only will these initiatives mitigate some flooding risk by decreasing the amount of surface runoff during major rain events, the beautification of a major urban intersection has made it a more pleasant place for passersby and public transit riders. Area residents take pride in this location and are more likely to respect public property such as bus stop shelters there, as well. Other initiatives include solar‐powered electricity at some stops, efficient HVAC systems and LED bulbs within 95% of facilities; all help build resilience into everyday operations. Successes:  Improvements incorporating ADA compliance are underway at bus stops and facility locations.  Green infrastructure and alternative energy sources have been a consideration at key points in the city and upgrades are underway.

Read the entire page →

From page 322...

... B‐26 Operations and Maintenance Since KCATA serves multiple municipalities and is dependent upon those municipalities to provide basic infrastructure services, operations that exceed basic fleet and facility maintenance are dependent upon other city‐owned operations. The KCATA does not deploy its own emergency operations crew in the event of a major weather‐related disaster, nor does it have a system in place that temporarily hardens infrastructure during an event. For example, if major flooding occurs along a bus route, the agency does not work independently to mitigate flood hazards by either deploying sandbags or other temporary means; for this, other emergency management agencies may deploy flood mitigation strategies. KCATA will reroute bus service in the event of a disaster and resume regular operations after safety concerns are addressed. The agency does have in place a redundant energy and communications strategy in the event that power is interrupted. They have a backup communications tower with limited functionality, and use two‐way radios to dispatch and communicate with field crews. The main facility has a backup generator in case the building loses power during a storm or tornado event. The agency also applied for a grant that would provide a mobile emergency command center. The grant was initially denied, but there are plans to continue to search for other funding options. The mobile command center is a potential next step to improve resilient emergency operations. Maintenance procedures are recorded and kept on record for 2‐3 years within a system called "Fleet Watch". The data control system is a combination of hardware and software, providing accurate real‐ time control and data acquisition for vehicles, employees, fuel/fluids and tank monitoring systems. The system tracks vehicle mileage, monitors fuel and fluid usage, and helps schedule preventative maintenance. Data is recorded and available for analysis from any PC in a remote location. This system helps personnel maintain the fleet from a central data system, synchronizing data between multiple facilities, and provides diagnostic reports in a categorical format regarding vehicles, employees, and utilities. The program also provides real‐time digital shelter signage, conveniently allowing customers to track transportation times. Successes:  Redundant communications and energy generation  Seeking funding sources for mobile emergency command center  Hardware and software program implementation to ensure fleet maintenance and performance within a synchronized, real‐time system Lessons Learned:  KCATA relies on other agencies to perform some temporary infrastructure hardening which could pose challenges, but may also have benefits; challenges can arise by being dependent on other systems and their reliability, but benefits may be that other agencies have more available resources to take on necessary tasks  Emergency operations and redundant power/communications are a necessary component of transportation system operational resiliency

Read the entire page →

From page 323...

... B‐27 Emergency Preparedness KCATA has an emergency management plan in case of severe weather, fire, and flood. Earthquakes are not common, but the New Madrid fault is in close enough proximity to warrant a contingency plan, as well. Currently, the agency is in the process of developing a pamphlet addressing these hazards. Additionally, other local agencies collaborate and perform drills with KCATA to prepare in the event that a major disaster occurs. The EMP is consistent with the Federal Government's National Incident Management System and the agency is considering providing classes to employees with ICS classes and training through the Transportation Safety Institute. The agency coordinates regularly with federal, state, and local agencies including the EOC, FBI and Homeland Security. There is nothing in writing, but the agency will institute the safe, orderly, and efficient shutdown of services in the event of a disaster or major weather event. However, since the transportation system operates within such a large land area, shut down and restoration of services would be evaluated on a case‐by‐case basis. Emergency system activation would depend upon Mayoral state‐of‐emergency declaration. The implementation of safety and emergency exercises regarding streetcar operations have been conducted and continue to be conducted until the new line is in operation. Restoration of services following an event depends upon severity of the event and the availability of mutual aid. KCATA contracts with other nearby agencies to provide/receive aid in an event in which additional resources are required. This mutual aid agreement ensures services can continue if an event causes loss of equipment and/or fuel. It would take an estimated week to ten days, for example, to receive aid from St. Louis, over two hundred miles away. Successes:  The EMP has been developed and a "quick‐guide" pamphlet is in process  Regular coordination with federal, state, and local agencies to maintain open dialogue  Mutual aid with partnering agencies has been established Lessons Learned:  EMP in place helps address a crisis with actionable items and agreed upon procedures  Established relationships with partners helps ensure system restoration following a major event on an as‐needed basis References 1. KCATA Organizational Chart. 2016. Print 2.

Read the entire page →

From page 324...

... B‐28 4. "FLEETWATCH Fluid Management Systems." FLEETWATCH Fluid Management Systems. N.p., n.d.

Read the entire page →

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