NCHRP 20-59(54) [Completed]
Transportation System Resilience: Research Roadmap and White Papers
| Project Data
|Funded under NCHRP 20-24(109)A
||Geographic Paradigm Computing Inc. |
||Mr. David R. Fletcher |
The objectives of this project are to develop a research roadmap and three white papers for senior executives on transportation resilience. Together with the resilience CEO primer and engagement activities developed under NCHRP Project 20-59(55), this series of products and activities will lead into and inform the research in NCHRP Project 20-59(117) that will culminate in a national summit and peer exchange on transportation resilience to be held in late 2018. Accomplishment of the project objectives will require at least the following tasks.
Task 2. Develop a 5-year research roadmap for use in focusing the efforts of the transportation community in implementing a broad based program addressing a resilient transportation system. The work will inform, complement, enhance, and augment work and conclusions arising from NCHRP Project 20-59(117).
The white papers will address the questions: To be resilient in these areas, what can I do now? What should I worry about? Systems interdependencies and lifelines will be emphasized across all three white papers. White papers are pre-summit only; focused on specific actions; designed to initiate discussion; and may address some of the same topics as the CEO primer. The CEO primer is intended to guide specific actions. Both the white papers and the CEO primer have as their primary audiences state DOT CEOs and senior executives. The CEO primer should, in addressing topics such as those enumerated below, complement the three white papers that are anticipated to provide responsive overviews to the questions following the first three topics below:
- Cyber systems resilience (including unintentional effects such as space weather): What can a state DOT do now or worry about when it comes to resilient cyber systems with respect to critical functions, assets, networks, systems and people?
- Economics (both ways), maintaining a viable tax base, using DOT purchasing power to help recover the local economy (economic function of resilience, national security): What can a state DOT do now or worry about when it comes to a resilient economy where a state DOT not only contributes to but benefits from a vibrant commerce environment? What are the functions, assets, networks, and systems that are enhanced through this resiliency?
- Sea level rise/extreme weather (climate change issues, uncertainty, non-urgent): What can a state DOT do now or worry about when it comes to creating resiliency against extreme weather and/or sea level rise, and how does that DOT harness and augment its functions, assets, networks, assets, systems, and people to sustain operations through changes in weather?
- Earthquakes (including New Madrid and Northwest Subduction Zone)
- Choke points/single points of failure
- Human factors/COOP, succession planning
- Automated/connected vehicles
- Workforce development
For the purposes of this project’s construct, “functions” refers to the assignments, tasks, and positions in a state DOT that are critical to the performance of continued transportation service through any hazard or disruption; “assets” refers to the infrastructure, equipment, resources, tools, vehicles, hardware, roadways, tunnels, and facilities owned and operated by a state DOT to ensure the continued safe transport of goods and people through any hazard or disruption; “networks” refers to the relationships maintained by a state DOT with local municipalities, contractors, the private sector, and other branches of local, state and federal government to ensure continuity of transportation operations through any hazard or disruption; “systems” refers to the variety of critical technology platforms and applications, including all software utilities and electronic forms of data, utilized by state DOT personnel to operate assets and infrastructure, support functional continuity, and enable network communication and reliability through any hazard or disruption; “people” refers to the inherently necessary human resources and personnel needed by a state DOT to ensure transportation service is provided through any hazard or disruption.
Supplementary materials to the report include a Road Map Ratings and Rankings Workbook (Appendix B) and a Resilience Research Roadmap and White Papers Presentation.
For the TRB Annual Meeting in January 2017, the contractor prepared two items:
Other useful resources for this project include:
Fundamental Capabilities of Effective All-Hazards Infrastructure Protection, Resilience, and Emergency Management for State Departments of Transportation (September 2015), AASHTO http://scotsem.transportation.org/Documents/SCOTSEM/Fundamental%20Capabilities%20of%20Effective.pdf
Managing Catastrophic Transportation Emergencies: A Guide for Transportation Executives (September 2015), AASHTO http://scotsem.transportation.org/Documents/SCOTSEM/Managing%20Catastrophic%20Transportation%20Emergencies.pdf
National Infrastructure Protection Plan (2006), DHS https://www.dhs.gov/xlibrary/assets/NIPP_Plan_noApps.pdf
Transportation Systems: Critical Infrastructure and Key Resources Sector-Specific Plan as input to the National Infrastructure Protection Plan (May 2007), DHS https://www.dhs.gov/xlibrary/assets/Transportation_Base_Plan_5_21_07.pdf
Sendai Framework for Disaster Risk Reduction 2015-2030, The United Nations Office for Disaster Risk Reduction http://www.unisdr.org/we/coordinate/sendai-framework