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Suggested Citation:"Appendices." National Academies of Sciences, Engineering, and Medicine. 2020. A Pandemic Playbook for Transportation Agencies. Washington, DC: The National Academies Press. doi: 10.17226/25993.
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Suggested Citation:"Appendices." National Academies of Sciences, Engineering, and Medicine. 2020. A Pandemic Playbook for Transportation Agencies. Washington, DC: The National Academies Press. doi: 10.17226/25993.
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Suggested Citation:"Appendices." National Academies of Sciences, Engineering, and Medicine. 2020. A Pandemic Playbook for Transportation Agencies. Washington, DC: The National Academies Press. doi: 10.17226/25993.
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Suggested Citation:"Appendices." National Academies of Sciences, Engineering, and Medicine. 2020. A Pandemic Playbook for Transportation Agencies. Washington, DC: The National Academies Press. doi: 10.17226/25993.
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Suggested Citation:"Appendices." National Academies of Sciences, Engineering, and Medicine. 2020. A Pandemic Playbook for Transportation Agencies. Washington, DC: The National Academies Press. doi: 10.17226/25993.
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Suggested Citation:"Appendices." National Academies of Sciences, Engineering, and Medicine. 2020. A Pandemic Playbook for Transportation Agencies. Washington, DC: The National Academies Press. doi: 10.17226/25993.
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Suggested Citation:"Appendices." National Academies of Sciences, Engineering, and Medicine. 2020. A Pandemic Playbook for Transportation Agencies. Washington, DC: The National Academies Press. doi: 10.17226/25993.
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Suggested Citation:"Appendices." National Academies of Sciences, Engineering, and Medicine. 2020. A Pandemic Playbook for Transportation Agencies. Washington, DC: The National Academies Press. doi: 10.17226/25993.
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Suggested Citation:"Appendices." National Academies of Sciences, Engineering, and Medicine. 2020. A Pandemic Playbook for Transportation Agencies. Washington, DC: The National Academies Press. doi: 10.17226/25993.
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Suggested Citation:"Appendices." National Academies of Sciences, Engineering, and Medicine. 2020. A Pandemic Playbook for Transportation Agencies. Washington, DC: The National Academies Press. doi: 10.17226/25993.
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Suggested Citation:"Appendices." National Academies of Sciences, Engineering, and Medicine. 2020. A Pandemic Playbook for Transportation Agencies. Washington, DC: The National Academies Press. doi: 10.17226/25993.
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Suggested Citation:"Appendices." National Academies of Sciences, Engineering, and Medicine. 2020. A Pandemic Playbook for Transportation Agencies. Washington, DC: The National Academies Press. doi: 10.17226/25993.
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Appendices Appendix A: Emergency Support Functions Part of the National Response Framework, the Emergency Support Functions (ESFs) provide the structure for coordinating interagency support for response to an incident. They are a functional grouping that is used by the national and state governments. While transportation is the lead for ESF-1, it also supports the other ESFs and they also support transportation. The following provides an overview of all of the ESFs and the role of transportation in each. Emergency Support Functions (ESF) Overview Transportation Role 1 Transportation. Assist in management of transportation systems and infrastructure. Monitor and report damage and interruptions, identify alternative transportation solutions and coordinate prevention, preparedness, response, recovery, and mitigation activities among transportation stakeholders. 2 Communications. Supports the restoration of communications infrastructure, coordinates support for response and facilitates information delivery to decision makers. Coordinate, especially regarding priorities for restoring services. 3 Public Works and Engineering. Coordinates impact assessments for infrastructure, contracts for lifesaving and sustaining services, technical engineering assistance and emergency repairs of damaged public infrastructure. Coordinate about transportation infrastructure. 4 Firefighting. Detect and suppress wildland, rural and urban fires requiring coordinated inter-jurisdictional response. Coordinate, particularly about route closures, alternate routes, and evacuations. 5 Information and Planning. Collects, analyzes, and disseminates information about potential or actual incidents and conducts planning to facilitate assistance. Contribute information about transportation systems and participate in plan development to assure transportation priorities are considered. 6 Mass Care, Temporary Housing & Human Services. Provides life-sustaining resources and essential services for the needs to disaster survivors. Coordinate, particularly about evacuations and sheltering. 7 Logistics. Coordinates timely delivery of supplies, equipment, services, and facilities. Coordinate about route planning and provide resources as available for transportation of key materials. 8 Public Health and Medical Services. Assists in events that may lead to a public health, medical, behavioral, or human service emergency. Coordinate regarding transportation requirements for essential workers, locations of services such as testing centers or points of distribution for medicine or vaccine. A Pandemic Playbook for Transportation Agencies 63

Emergency Support Functions (ESF) Overview Transportation Role 9 Search and Rescue. Provides teams and resources for locating and rescuing disaster survivors. Coordinate about infrastructure collapses and support transportation needs of teams. 10 Oil and Hazardous Materials. Support response regarding potential discharge or release of hazardous substances. Coordinate if spill involves transportation infrastructure. 11 Agriculture and Natural Resources. Protects agriculture and natural and cultural resources during emergencies. Coordinate about protecting these resources during transportation disruptions. 12 Energy. Coordinates capabilities, services, technical assistance, and expertise regarding all the phases of energy production and use. Coordinate, especially about restoring damaged infrastructure. 13 Public Safety and Security. Coordinates law enforcement response. Coordinate regarding use of transportation for movements. Cooperate on crimes involving transportation. 14 Cross-sector Business & Infrastructure. Stabilization of key supply chains and lifelines among business and government. Coordinate about transportation systems. 15 External Affairs. Provide accurate, coordinated, timely and accessible information to affected audiences. Coordinate about transportation information and audiences. A Pandemic Playbook for Transportation Agencies 64

Appendix B: ICS Incident Action Plan An Incident Action Plan (IAP) is an oral or written plan that identifies general objectives that are part of the overall strategy for managing response activities according to the National Incident Management System – A Workbook for State Department of Transportation Frontline Workers (FHWA, 2009). The purpose of the IAP is to provide all incident supervisory personnel with direction for actions to be put into action during the operational period identified in the plan. All Incident Action Plans must have four elements: • Objectives (FORM ICS 202) - What do we want to do? What are the objectives to be accomplished? • Organizational Assignments (FORM ICS 203) - Who is responsible for doing what? • Communications (FORM ICS 205) - How do we communicate with each other? • Medical Plan (FORM ICS 206) - What is the procedure if someone is injured? Other elements may include: • Health and Safety Plan - Specifies safety procedures and messages, a health and safety analysis for hazardous on-scene tasks or tactical operations, personnel training requirements, medical monitoring requirements, site control measures, and an air monitoring plan as appropriate. • Traffic Management Plan - Describes procedures to direct and control the flow of traffic; determines the placement of barricades, warning lights, or signs for the duration of the highway incident impeding normal traffic flow. The following table provides the key activities for developing an Incident Action Plan. Phase Activity Understand the Situation Gather, record, analyze, and display situation and resource information (i.e., conduct incident briefing) - determine what happened, responding agencies and roles, and threats or risks to responders Obtain a clear picture of incident scale, complexity, and potential impact Ensure ability to accurately determine resources required to develop and implement an effective IAP Establish Incident Objectives and Strategy Formulate and prioritize incident objectives Identify, analyze, and evaluate reasonable alternative strategies (i.e., “what” has to be done) that will accomplish overall incident objectives and conform to the legal obligations and practice of all affected agencies A Pandemic Playbook for Transportation Agencies 65

Phase Activity Develop the Plan Determine tactical direction (i.e., how, where, and when) and the specific resource, reserves, and support requirements for implementing selected strategies for one operational period Select operational period—shorter for escalating and complex incidents and longer for less complex incidents Identify resource needs and availability Configure ICS organizational structure to execute tactics, and determine work assignments and resource requirements specific to ICS (Operations Section) organizational elements Determine need to develop IAP attachments (e.g., Communications Plan, Medical Plan, Health and Safety Plan, Traffic Management Plan) Transportation specific activities that emphasize that transportation must be involved in the development of the plan Prepare and Disseminate the Plan Format IAP in accordance with the level of complexity of the incident—well- prepared outline for oral briefing or written plan Obtain IAP attachments and review for completeness and approval Ensure the IAP is up-to-date and complete in relation to the incident situation Reproduce IAP and distribute before the start of the next operational period Evaluate and Revise the Plan Compare planned progress with actual progress on a regular basis and identify deviations—changes in resource availability, mission failure or unexpected success, and new safety/cost/political/environmental considerations Input new information and situation changes into the first step of the planning process as necessary to modify the IAP for the current or subsequent operational period Source: Simplified Guide to the Incident Command System for Transportation Professionals, FHWA 2006 A Pandemic Playbook for Transportation Agencies 66

Appendix C: Pandemic Playbook Interviewee List The following table provides a summary of the agencies and interviewees that were interviewed in the development of the Pandemic Playbook. Organization People Interviewed California Department of Transportation (Caltrans) Maintenance Division Liaison Chief, Office of Emergency Management Homeland Security Liaison Charlevoix County Transit, Boyne City, MI Director Colorado Department of Transportation Office of Emergency Management, Plans Section Chief Florida Department of Transportation Chief Engineer Emergency Coordination Officer Kansas Department of Transportation Operations Manager Assistant to the Director of Operations Louisiana Department of Transportation and Development Secretary of Transportation Maryland Department of Transportation Maryland Transit Administration Chief Safety Officer Deputy Safety Officer for Emergency Management SMS Manager Senior Director, Operations Compliance Oahu Transit Services, Inc., HI President & General Manager Deputy General Manager Rogue Valley Transit, Medford OR Operations Manager Planning and Strategic Programs Manager Central Midlands Regional Transit Authority (The COMET), Colombia, SC Executive Director Marketing and Public Information Manager Planning and Development Specialist Customer Experience and Contract Compliance Manager Utah Department of Transportation Emergency Manager Risk Manager Utah Transit Authority Director, Safety and Security Emergency Management Program Manager Vermont Agency of Transportation Emergency Management Director (EMD), Highways Division Westchester County Government, Westchester County, White Plains, NY County Director of Operations A Pandemic Playbook for Transportation Agencies 67

Appendix D: Quick Response Grant Preliminary Results The Natural Hazards Center at the University of Colorado partnered with the research team to facilitate advertisement and award of three Quick Response Grants on timely topics relevant to this Playbook. Preliminary results are summarized below, as some of the research projects are still under way. RESEARCH PROJECTS AND TEAMS Topic Researchers Organizational Affiliation Equitable Mobility in Times of Pandemic Chris Wyczalkowski, Deirdre Oakley, Karen Johnston, Stacie Kershner, Fei Li, Niklas Vollmer, Prentiss Dantzler Georgia State University Content Analysis of Web-based Communication Strategies used by Public Transit Agencies in Major US Cities during the COVID-19 Pandemic Jessica Franks Erin Vinoski Thomas Georgia State University Adapting Transportation to Accommodate Populations Vulnerable to COVID-19 in Hazardous Settings Nicole Hutton Jennifer Whytlaw Saige Hill Old Dominion University RESEARCH RESULTS TRANSIT CUTBACKS AND COVID-19 BOTH DISPROPORTIONATELY AFFECT LOWER INCOME COMMUNITIES IN ATLANTA Source: Equitable Mobility in Times of Pandemic • The COVID-19 Pandemic has reduced the number of transit riders by as much as 80%. In response, the agencies have drastically reallocated service and eliminated routes to operate with higher frequencies on other, more essential routes. As states and cities reopen, ridership may remain low in the face of service sector unemployment, social distancing, and perceptions of public transit as a super-spreader of COVID-19, leading riders to seek alternative modes of transit. Yet, there is a subgroup of mostly essential, low-income workers who remain dependent on public transit. • Reduced ridership and resulting service cutbacks have exacerbated accessibility problems long facing lower income communities in Atlanta, even as evidence emerges that low-income African American communities are more affected by COVID-19 than the rest of the population. • Rider concerns for transit include cleanliness of stations and transit vehicles, elimination of bus routes necessary for essential workers, and improving communication about both system and expected passenger responses. Riders are willing to walk to bus stops, but barriers like lack of sidewalks or high traffic areas impede them. TRANSIT AGENCIES’ COMMUNICATIONS ARE GENERALLY GOOD BUT COULD BE IMPROVED REGARDING VULNERABLE POPULATIONS Source: Content Analysis of Web-based Communication Strategies • Transportation is considered one of the most important social determinants of health. Particularly in the United States, access to affordable, accessible, and reliable transportation increases access to A Pandemic Playbook for Transportation Agencies 68

essential services, resources, and opportunities, such as jobs, health care, and education. On the other hand, transportation barriers prevent 3.6 million Americans from receiving medical care each year. • Those most affected by transportation barriers are vulnerable populations who are more likely to rely on public transit, including individuals from low-resource communities, racial and ethnic minorities, and people with disabilities. As the nation simultaneously navigates a global pandemic and a powerful and complex civil rights movement to combat racial inequities and disparities, access to transportation is an important part of the discussion. • Analysis of 16 nationally distributed transit agencies’ (with largest ridership) websites and Twitter feeds, assessed between March 1 and August 31, 2020 reveals: » 100% covered COVID-19 in their communications, and the majority were well organized » 94% provided adjusted schedule information due to COVID-19 » 94% targeted vulnerable populations through media channels such as print, TV, radio, websites, Facebook, Twitter, and other social media » 91% provided information about what customers should do and how to behave for safety » 85% described how facilities and equipment are being sanitized for safety » 82% used images in COVID-19 related messages to reflect racial/ethnic diversity, but only 21% reflected disability diversity » 73% provided text alternatives for graphics, although only 36% were considered adequate » 69% messaged that social distancing and other protective measures will protect both riders and operators » 66% provided clearly marked information about COVID-19 schedule changes and safety information » 38% recognized that vulnerable populations are more likely to use public transit, or described actions specifically taken to keep vulnerable populations safe » 32% provided messages specifically for individuals with disabilities/mobility needs This suggests that as of August 31, 2020, public transit agencies may not be disseminating information optimally and should consider improvements for helping vulnerable populations to be adequately informed during times of an emergency, such as COVID-19. EVACUATIONS ARE MORE DIFFICULT DURING PANDEMICS Source: Adapting Transportation to Accommodate Populations • Studies of evacuation behavior within Hampton Roads, VA in response to Hurricanes Irene and Florence indicate that vulnerable and medically fragile populations have lower propensity to evacuate relative to non-vulnerable populations. • Surveys show the intent to evacuate and shelter is elevated above previous behavior in Hampton Roads, but COVID-19 related financial concerns are preventing some from considering it. 72% of those that did evacuate and 40% of those that went to public shelter plan to evacuate for a major hurricane in 2020. 29% of those that did not evacuate in 2018 would in 2020. Of those who evacuated for Hurricane Florence but would not in 2020, 73% cited insufficient cash or credit on hand as a A Pandemic Playbook for Transportation Agencies 69

contributor to the decision. This means more people with limited resources may remain in high risk areas in the 2020 hurricane season unless alternative transportation and sheltering options are available. • 50% of those that did evacuate and 60% of those that went to public shelter in 2018 are considering going to a public shelter in 2020. 12% of those that did not evacuate in 2018 would go to a public shelter in 2020. Of those who would not consider going to a public shelter, 70% reported that concerns of COVID-19 transmission contributed to the decision. • Under the compound pandemic-hurricane scenario, both the demands for evacuation assistance will be increased and the capacity to meet these demands will be truncated (e.g., furloughs, budget shortfalls, and ridership limits). • Evacuation contracts require renegotiation to account for bus company closures associated with financial strain during the pandemic and to implement new COVID-19 health and safety protocols. • New and expanded partnerships were established in some states to meet demand and account for heightened staff needs to increase route frequency and expected failure of staff to report for shifts due to their own vulnerability to or anxiety about COVID-19 transmission. TNCs agreed to contract with emergency management between 72-48 hours before a storm to speed evacuation and provide non-congregate transportation options. Riders would either receive a voucher to use in the appropriate app or have their vehicle booked for them directly in the company’s portal. Rides could either go to a friend or relative’s home or a public shelter. • Thinking of the future, participants suggested infrastructural changes including alternative pick-up points, retrofitting, and identification of shelters of last resort. • Evacuation guidance during a pandemic is to stay locally with friends or family with a residence that can withstand expected winds and is above expected flood levels rather than evacuating outside the region. • Another strategy is, “outside storm surge zones, we are promoting ‘Know your home’ --if built to code and in a safe space, maybe stay home.” A Pandemic Playbook for Transportation Agencies 70

Appendix E: Pandemic Playbook Resources This appendix provides additional resources on emergency management and on pandemic response. General Resources Emergency Management Resources NCHRP Research Report 931: A Guide to Emergency Management at State Transportation Agencies. National Academies of Sciences, Engineering, and Medicine, Transportation Research Board, Washington, DC. (2019). Available at: https://www.nap.edu/catalog/25557/a-guide-to-emergency- management-at-state-transportation-agencies Coordination in Crises: Implementation of the National Incident Management System by Surface Transportation Agencies, Hambridge, N. B., Howitt, A. M., & Giles, D. W. (2017). Homeland Security Affairs, 13(2), 38-42. NCHRP Web-Only Document 206: Managing Catastrophic Transportation Emergencies: A Guide for Transportation Executives. Frazier, E. R., Ekern, D. S., Smith, M. C., Western, J. L., Bye, P. G., & Krentz, M. A. (2014). National Academies of Sciences, Engineering, and Medicine, Transportation Research Board, Washington, DC. NCHRP Report 753: A pre-event recovery planning guide for transportation. Bye, P. (2013). National Academies of Sciences, Engineering, and Medicine, Transportation Research Board, Washington, DC. Role of Transportation Management Centers in Emergency Operations Guidebook. Krechmer, D., Samano III, A., Beer, P., Boyd, N., & Boyce, B. (2012). Federal Highway Administration, Washington, DC. (No. FHWA-HOP-12-050). The National Incident Management System (NIMS): A Workbook for State Department of Transportation Frontline Workers, (2012). Federal Highway Administration, Washington, DC. Available: https://www. fhwa.dot.gov/security/emergencymgmt/profcapacitybldg/docs/nims/nims_wkbk.pdf MTI Report 09-10: Handbook of Emergency Management for State-Level Transportation Agencies. Edwards, F. L., & Goodrich, D. C. (2010). Mineta Transportation Institute, San Jose, California. Training Resources MTI Report 12-70: Emergency Management Training for Transportation Agencies. Edwards, F., Goodrich, D., & Griffith, J. (2016). Mineta Transportation Institute, San Jose, California. NCHPR Synthesis 468: Interactive Training for All-Hazards Emergency Planning, Preparation, and Response for Maintenance and Operations Field Personnel. Nakanishi, Y. J., & Auza, P. M. (2015). National Academies of Sciences, Engineering, and Medicine, Transportation Research Board, Washington, DC. MTI Report 12-08: Exercise Handbook: What Transportation Security and Emergency Preparedness Leaders Need to Know to Improve Emergency Preparedness. Edwards, F., & Goodrich, D. C. (2014). A Pandemic Playbook for Transportation Agencies 71

Emergency Management Training and Exercises for Transportation Agency Operations. Edwards, F. L., & Goodrich, D. C. (2010). MTI Report 09-17. Mineta Transportation Institute, San Jose, California. Pandemic Resources Non-medical Interventions: A Desk Reference to Help Planners Recover from COVID-19 and Other Pandemics, DHS S&T, June, 2020 Transportation During Coronavirus in NYC, Wagner Rudin Center for Transportation, and Sam Schwartz Transportation Consultants (2020). New York University, New York, New York. Pandemic Planning/Training NCHRP Report 769: A Guide for Public Transportation Pandemic Planning and Response. Fletcher, K., Amarakoon, S., Haskell, J., Penn, P., Wilmoth, M., Matherly, D., & Langdon, N. (2014). National Academies of Sciences, Engineering, and Medicine, Transportation Research Board, Washington, DC. NCHRP Report 777: A Guide to Regional Transportation Planning for Disasters, Emergencies, and Significant Events. Matherly, D., Langdon, N., Wolshon, P. B., Murray-Tuite, P. M., Thomas, R., Mobley, J., & Reinhardt, K. (2014). National Academies of Sciences, Engineering, and Medicine, Transportation Research Board, Washington, DC. Comprehensive Preparedness Guide 201, Second Edition (2013) Federal Emergency Management Agency, Washington, DC. TCRP Report 86/NCHRP Report 525 Volume 8: Continuity of Operations (COOP) Planning Guidelines for Transportation Agencies, National Academies of Sciences, Engineering, and Medicine, Washington, DC. 2005. Employee Impact Management of COVID-19: Potential measures to restore confidence in rail travel following the COVID-19 pandemic, International Union of Railways (UIC). UIC COVID-19 Task Force, April 2020. “Coping with Stress”, Center of Disease Control (CDC), COVID-19 Website, https://www.cdc.gov/ coronavirus/2019-ncov/daily-life-coping/managing-stress-anxiety.html#responders Protective Actions Cleaning and Disinfecting Transit Vehicles and Facilities During a Contagious Virus Pandemic. American Public Transportation Association (APTA), Standards Development Program. 2020a. APTA-SS-ISS- WP-001-20. The COVID-19 Pandemic Public Transportation Responds: Safeguarding Riders and Employees. American Public Transportation Association (APTA). 2020c. April 13, 2020 “Yale students research train safety during pandemic”, Maya Geradi, October 4, 2020, Yale Daily News, Yale Daily News Publishing Co. New Haven, CT. Available at https://yaledailynews.com/blog/2020/10/04/yale- students-research-train-safety-during-pandemic/ A Pandemic Playbook for Transportation Agencies 72

Situational Awareness and Reporting Role of Transportation Management Centers In Emergency Operations Guidebook, Federal Highway Administration, 2012. Available: http://www.ops.fhwa.dot.gov/publications/fhwahop12050/fhwahop12050. pdf Information sharing guidebook for transportation management centers, emergency operations centers, and fusion centers. Houston, N., Wiegmann, J., Marshall, R., Kandarpa, R., Korsak, J., Baldwin, C., & Vann Easton, A. (2010). Federal Highway Administration. (No. FHWA-HOP-09-003). Communications NCHRP Project 25-25, Task 105, A Guidebook for Communications between Transportation and Public Health, (2019) National Academies of Sciences, Engineering, and Medicine, Transportation Research Board, Washington, DC. http://onlinepubs.trb.org/onlinepubs/nchrp/docs/NCHRP25-25Task105/ NCHRP25-25Task105Guidebook.pdf TCRP Report 150, Communications with Vulnerable Populations- A Transportation and Emergency Management Toolkit (2011) National Academies of Sciences, Engineering and Medicine, Transportation Research Board, Washington, DC. Available: http://www.trb.org/Publications/Blurbs/166060.aspx NCHRP Report 690: A Guidebook For Successful Communication, Cooperation, And Coordination Strategies Between Transportation Agencies And Tribal Communities, (2011) National Academies of Sciences, Engineering, and Medicine, Transportation Research Board, Washington, DC. Available: http:// www.trb.org/main/Blurbs/165472.aspx CDC Crisis & Emergency Risk Communication (CERC) framework, Center of Disease Control (CDC), CDC Website, Available at https:// emergency.cdc.gov/cerc CDC communications tools, Center of Disease Control (CDC), CDC COVID-19 Website, https://www.cdc.gov/ coronavirus/2019-ncov/communications The American Speech, Language and Hearing Association (ASHA) Website https://www.asha.org/public/ communicating-effectively-while-wearing-masks-and-physical-distancing/ Response Actions Public Transit and COVID-19: Global Research and Best Practices¸ Sam Swartz Consulting, September 2020 COVID-19 – Emergency Management Tips and Practices for Bus Transit Systems, Center for Urban Transportation Research, Published April 1, 2020, Revision, August 26, 2020 Federal Highway Administration Emergency Transportation Operations Website, Available: http://ops. fhwa.dot.gov/eto_tim_pse/index.htm National Special Security Events: Transportation Planning for Planned Special Events, Houston, Nancy, Baldwin, C, Vann Easton, A. & Sangillo, S. Federal Highway Administration, 2011. (FHWA-HOP-11-012) NCHRP Report 525: Surface Transportation Security, Volume 10: A Guide to Transportation’s Role in Public A Pandemic Playbook for Transportation Agencies 73

Health Disasters. (2006) National Academies of Sciences, Engineering, and Medicine, Transportation Research Board, Washington, DC. Available: http://www.trb.org/Main/Public/Blurbs/156474.aspx Evacuation/Shelter-In-Place/Quarantine NCHRP Report 740: A Transportation Guide for All-Hazards Emergency Evacuation. Matherly, D. (2013). National Academies of Sciences, Engineering, and Medicine, Transportation Research Board, Washington, DC. Financial NCHRP Synthesis 472: FEMA and FHWA Emergency Relief Funds Reimbursements to State Departments of Transportation. Nakanishi, Yuko J. and Auza, Pierre M., (2015) National Academies of Sciences, Engineering, and Medicine, Transportation Research Board, Washington, DC. Availableat http://onlinepubs. trb.org/ onlinepubs/nchrp/nchrp_syn_472.pdf Resiliency Stabilization/Reconstitution Developing a Pandemic Virus Service Restoration Checklist. American Public Transportation Association (APTA), Standard Development Program. 2020b. APTA-SS-SEM-WP-016-20. ESF-1/Community Support National Response Framework, Third Edition – Information Sheet, Emergency Management Agency (FEMA), Washington, DC, 2016. https://www.fema.gov/emergency-managers/national-preparedness/ frameworks/response National Disaster Recovery Framework, Second Edition – Information Sheet, Federal Emergency Management Agency (FEMA), Washington, DC, 2016 Multiple Events Dual Disaster Handbook, American Public Health Association and the American Flood Coalition, 2020 A Pandemic Playbook for Transportation Agencies 74

A Pandemic Playbook for Transportation Agencies Get This Book
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Understanding pandemics, their impacts to transportation, and potential effective response has become more important, not only for the response to COVID-19, but also if, as the World Health Organization warns, we are now “living in a time of viruses.”

TRB's National Cooperative Highway Research Program and Transit Cooperative Research Program have jointly issued this pre-publication draft of NCHRP Research Report 963/TCRP Research Report 225: A Pandemic Playbook for Transportation Agencies, which was created to improve transportation agency responses to a pandemic.

The Playbook concentrates on what needs to be done, when and by whom. It briefly addresses planning for a pandemic, a topic addressed in greater depth in NCHRP Report 769: A Guide for Public Transportation Pandemic Planning and Response. It summarizes effective practices currently used by transportation agencies based on interviews with state departments of transportation and transit agency leaders and operational personnel, supplemented with national and international research results.

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