National Academy of Sciences | 150 Year Anniversary

Questions? Call 800-624-6242

| Items in cart [0]

The National Academies Press

Rights & Permissions

topleft topright

NCHRP Report 525 Volume 6: Guide for Emergency Transportation Operations (2005)
National Cooperative Highway Research Program (NCHRP)

Citation Manager

Transportation Research Board. "Strategy 3: Allocate Adequate Resources." NCHRP Report 525 Volume 6: Guide for Emergency Transportation Operations. Washington, DC: The National Academies Press, 2005.

Please select a format:

BibTeX EndNote RefMan


Page
28
bottomleft bottomright
Page
28
Front Matter (R1-R10)
The Call to Action (1-1)
The Challenges (2-2)
A Serious Commitment to ETO (3-3)
Self-Assessment Against Best Practice (4-4)
The Importance of Executive Leadership (5-5)
The Guide (6-7)
Driving Forces (8-13)
Technology (14-14)
Institutions (15-16)
Basic Improvement Strategies (17-19)
The Bottom Line: Degree and Type of Change Needed (20-21)
The Guidance Framework (22-22)
The Institutions and Leadership Self-Assessment (23-24)
The Institutions and Leadership Guidance (25-25)
Strategy 1: Develop Interagency Preparations for Complete Array of Incidents and Emergencies (26-26)
Strategy 2: Establish Formal Program with Senior Responsibility, Organization, and Reporting (27-27)
Strategy 3: Allocate Adequate Resources (28-28)
Strategy 4: Establish Objectives with Related Performance Measures and Accountability (29-29)
Strategy 5: Develop Agency Policy, Laws, and Regulations (30-30)
Improvement Strategies as Part of Agency Strategic Planning and Programming (31-31)
Moving Forward - the Importance of Executive Leadership (32-32)
The Operations and Technology Self-Assessment and Guidance (33-33)
Strategy 1: Make Hazard-Specific/Proactive Preparations (34-36)
Strategy 2: Develop and Implement Coordinated Protocols, Procedures, and Training (37-39)
Strategy 3: Deploy Advanced Technology/Equipment (40-42)
Strategy 4: Measure/Benchmark Performance Against Best Practice (43-45)
Moving Forward - Ideal State of the Practice for ETO (46-46)
Operations - State of the Practice (47-48)
Operations - Strengths and Weaknesses (49-50)
Technology - Strengths and Weaknesses (51-52)
Institutions - State of the Practice (53-53)
Institutions - Strengths and Weaknesses (54-56)
Abbreviations used without definitions in TRB publications (57-57)

Below are the first 10 and last 10 pages of uncorrected machine-read text (when available) of this chapter, followed by the top 30 algorithmically extracted key phrases from the chapter as a whole.
Intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text on the opening pages of each chapter. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

Do not use for reproduction, copying, pasting, or reading; exclusively for search engines.

OCR for page 28
GUIDE FOR EMERGENCY TRANSPORTATION OPERATIONS STRATEGY 3: ALLOCATE ADEQUATE RESOURCES Few states account for ETO activities beyond snow and ice control. Resources support- ing a state DOT's ETO activities (including TMC operations, service patrols, mainte- nance staff response, administrative management, and related ITS infrastructure) are typically buried in other programs. Expanded responsibilities imply the need for addi- tional resources (see Table 6). Table 6. Tactics for Institutions and Leadership Strategy 3 Location in Tactics Agency Planning Develop Department Budget Business planning · Roll up current fully allocated costs as the basis for improvement- and annual oriented ETO business planning. budgeting and · Establish line items for activities and system improvements to ensure programming adequate and appropriate funding less subject to the individual discretion of units with other priorities. · Establish budget for deployment of improved TMC and field hardware and software. · Consider coordinated approach to multisource funding from all relevant state and federal sources. Develop District/Division-Level Allocation Scheme Business planning · Ensure allocation of resources as necessary and available that are and annual appropriate at the district level. budgeting and programming Consider Joint Project Strategies with Public Safety Partners State-level and · Look for opportunities to link ETO-related interagency programs to district/division- reduce procurement burdens and improve multi-use efficiency. level program · Look for opportunities to support joint activities in a fashion that administration encourages public safety participation, given the relative constraint on public safety agency resources. Consider Co-location State-level and · Consider evolution of improvements in emergency management centers, district/division- traffic management centers, and police dispatching centers toward co- level program location to improve familiarity and coordination. administration Identify and Secure Federal/State Emergency and Security Funds State-level and · Seek funds that are available from DHS and other sources to fund first district/division- responder and related needs such as communications. These funds level program typically require application. administration Readiness to Advance The ETO program has adequate and predictable resources ­ staff, equipment, and infrastructure ­ to meet its responsibilities. 28