Mainstreaming System Resilience Concepts into Transportation Agencies: A Guide (2021)

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154 AASHTO defines Transportation Asset Management (TAM) as a “strategic and systematic pro- cess of operating, maintaining, upgrading, and expanding physical assets effectively throughout their life cycle” (AASHTO 2013). In response to federal legislation that emphasized performance- based program management, the FHWA further defined a risk-based asset management process as an application of performance management principles with a long-term focus to manage the performance of infrastructure assets, the resources allocated to operate a transportation system, and the investments made to achieve the agency’s long-term goals and objectives. Importantly, TAM principles, data, and tools are to link to agency decisions and resource allocation in the following ways: • Inform agency resource allocation with respect to the degree to which policy objectives might be achieved. • Identify asset and system performance and condition targets. • Assess and evaluate tradeoffs among the targets at the appropriate stages of decision-making. • Promote the feedback information loop such that the impacts of resource allocation over time quantify the level of target achievement. The TAMP, TAM process, and asset management processes are important elements of an agency’s resilience program. In the context of this guide, Step 8D has many potential roles. First, given the federally required risk orientation of the TAM process, the results of the vulnerability assessment (Steps 5 to 7)—specifically the final vulnerability scores for each asset—can feed directly into the updates of the TAMP. There needs to be a strong linkage between these steps and Step 8D. Second, a TAM system, such as a pavement management system or bridge management system, can be used during and after an incident/event to inform post-incident inspections of those assets that might be potentially damaged because of a previously noted poor asset condition. Such assets could include not only those directly affected by an incident or event but also nearby assets that could also be affected. For example, the collapse of a culvert could cause additional damage as water flow now bypasses the culvert to arrive with potentially greater flow and force downstream. Similarly, the results of the inspections of damaged assets should be included in the agency’s asset management system so that appropriate longer-term action can be taken. Capability Factors and Levels of Maturity Factor 8D.1: What assets and asset attributes are included in your asset management process that relates to system resilience? The TAM process and database should include those assets and asset attributes required by federal law (e.g., bridge and pavements) and others desired by your agency (e.g., culverts and C H A P T E R   1 4 Integrate into Asset Management (Step 8D)

Integrate into Asset Management (Step 8D) 155   highway appurtenances). Performance and condition metrics and targets are included in the TAMP relating to the primary policy goals of your agency. This factor focuses on the level of attention your agency has given to identifying and implementing asset management actions to improve the agency’s capabilities in mainstreaming transportation system resilience into agency decision-making. • Level 1: In addition to the federally required TAMP data on bridges and pavements, we have added locational and condition data for other asset types such as culverts and other drainage treatments on a subset of the highway network considered to be most critical. In addition, we have added facility attribute data (e.g., first floor elevations and location of HVAC equipment) for our most critical buildings. • Level 2: We have achieved Level 1 maturity. In addition, we have added other asset types (e.g., geotechnical assets such as retaining walls) to the database along with attribute infor- mation that characterizes location and condition. For bridge data, we have added attribute data on bridge low chord elevation and deck thickness. Bridge, road, and culvert attribute data reflecting system disruption characteristics are available on all of our assets and facili- ties. Unit cost estimates based on historical data are available that will assist with estimating replacement costs. • Level 3: We have achieved Maturity Level 2. In addition to the assets in the Level 2 database, we have complete inventories of traffic control devices, signs, and guardrails that allow for faster replacement immediately after a major disruption. Good unit-cost data are available that will assist with estimating replacement costs. These cost data are updated at least every 2 years. In addition, the collection and updates of the attributes to these asset classes occur routinely and are used as part of a programmatic acceptance of data use. Factor 8D.2: Have you integrated vulnerability scores from Step 7 into your asset TAMP and TAM process? This factor focuses on the interrelationship between the systems-level vulnerability analysis and the TAMP and TAM process. As noted earlier, federal law and guidelines require trans- portation agencies to integrate risk management into their asset management plans relating to the NHS. A risk-based TAMP was to contain (1) a summary listing of the pavement and bridge assets on the NHS including a description of the condition of those assets; (2) asset management objectives and measures; (3) performance gap identification; (4) life cycle cost and risk management analysis; (5) a financial plan; and (6) investment strategies. With respect to the risk management analysis, the TAMP is intended to set the context for risk management; define key programmatic risks associated with the implementation of the TAMP (e.g., cost escalations, budget cuts, and environmental delays); define system risks that could adversely affect the NHS (e.g., asset failure and external events such as floods, earthquakes, and hurricanes); provide a map showing the NHS assets most at risk; and include a risk register that provides the likelihood of occurrence, consequences of occurrence, and mitigation activities for each programmatic risk (FHWA 2013). A systems-level vulnerability analysis could provide important input into the risk assess- ment component of the TAMP. The distinctions among the different levels of maturity reflect the degree to which this relationship exists and the types of information provided as part of Step 7. • Level 1: We have not used the results from our vulnerability assessment in our asset manage- ment process. Our TAMP presents the most important types of hazards and threats that have occurred in the past. • Level 2: We have used the results from our vulnerability assessment in our asset management process. Our TAMP summarizes all the types of natural disruptions that have occurred in

156 Mainstreaming System Resilience Concepts into Transportation Agencies: A Guide the past on our transportation system. It also summarizes likely future causes of disruptions. Estimated costs to our agency of such disruptions are also reported. • Level 3: We have used the results from our vulnerability assessment in our asset management process. Our TAMP summarizes all the types of human-caused and natural disruptions that have occurred in the past on our transportation system. It also summarizes likely future causes of disruptions. Estimated costs to our agency, system users, and societal costs are also reported. Factor 8D.3: Does your TAMP use asset condition and performance measures/targets relating to natural and human-caused disruptions? TAM systems are to be based on performance and condition measures that provide the foundation for monitoring over time. Typical measures report on such things as the physical condition of bridges and pavements. This factor examines the degree to which the TAM process considers the types of assets that will likely be exposed to disruptions and the existence of asset levels of service related to system resilience. • Level 1: Our TAMP identifies the types of assets or network segments that will likely be exposed to natural hazard disruptions. We have established condition targets for assets considered to be exposed. • Level 2: Our TAMP identifies the types of assets or network segments that will likely be exposed to natural hazards and human-caused disruptions. We have established condition targets for assets considered to be exposed. • Level 3: Our TAMP identifies the types of assets or network segments that will be exposed to natural and human-caused disruptions. Short- and long-term condition targets for resiliency have been established for asset or asset categories that are exposed. Desired levels of service relating to redundancy, evacuation, and recovery have also been identified. Factor 8D.4: Does your risk-based, performance gap assessment for your TAMP include risks associated with system resilience? Part of the TAMP development process includes identifying the gaps between desired system performance and the actual performance of the system. This includes identifying the types of risks that might disrupt system performance. This factor emphasizes the inclusion of risks relating to system resilience in the determination of performance gaps. An important consid- eration is not only whether asset risks are identified but also whether the information is used in decisions on investments. (This consideration is further discussed in Factor 8D.8, which focuses on the TAMP financial plan.) The major distinctions among the three maturity levels are the time horizons for risks considered in this assessment and the level to which all types of resilience risks are considered. For example, Level 3 maturity includes the consideration of all the relevant system risks (including climate change impacts) on system performance. • Level 1: We consider a short-term asset management planning horizon in our performance gap analysis as it relates to hazards and their impact on system performance. The existing perform ance gaps for the most important current types of hazards are described in the TAMP. • Level 2: We consider a short-term asset management planning horizon in our performance gap analysis as it relates to hazards and their impact on system performance. The existing performance gaps for all current types of hazards are described in the TAMP. In addition, a longer-term planning horizon has been used to determine expected performance gaps with respect to some of the most important future hazards. • Level 3: We include both short- and long-term asset management planning horizons in our performance gap analysis as they relate to hazards and their impact on system performance.

Integrate into Asset Management (Step 8D) 157   The longer-term planning horizon includes potential climate change-related disruptions and their impact on system performance. The existing and future performance gaps for all types of hazards are described in the TAMP and used in allocating investment funds. Factor 8D.5: Does your TAMP and TAM process use life cycle costs that reflect potential system disruptions? Asset management best practice includes the use of life cycle costs over the expected useful life of an asset. Such costs include all sources of potential costs, including, in this case, the potential costs associated with system disruptions. The major distinction among the three maturity levels for this factor is the extent to which different types of costs—agency, user, and societal—are considered in the life cycle cost assessment. • Level 1: Our TAMP and asset management process use life cycle costs that consider the possibility of system disruptions. The costs considered are agency costs. • Level 2: Our TAMP and asset management process use life cycle costs that consider the possibility of system disruptions. The costs considered are both agency and user costs. • Level 3: Our TAMP and asset management process use life cycle costs that consider the possibility of system disruptions. The costs considered are agency, user, and societal costs. Factor 8D.6: Does your TAMP risk management analysis include risks associated with natural hazards? This factor relates to the use of vulnerability data produced in Step 7. In essence, this factor assesses the linkage between the information produced as part of the agency’s vulnerability assessment and how this information is used in other functional area responsibilities, in this case, asset management. The types of actions/strategies that can be considered in the prepa- ration of the risk management analysis are discussed in the TAMP with input from Steps 8A, 8B, and 8C as appropriate. Two key distinctions are reflected in the different maturity levels: (1) the breadth of consideration of likely hazards and (2) the entity or entities most affected. For example, a Level 1 maturity examines the most likely hazards and risks directly affecting the agency. In comparison, Level 3 focuses on all possible hazards and the risks directly affecting the agency, system users, and society in general. • Level 1: Our risk management analysis focuses on the most likely hazards currently faced in our agency’s area of responsibility as identified in Step 5. Risks are defined solely as those directly impacting our agency. • Level 2: Our risk management analysis focuses on all of the hazards identified in Step 5. In addition, expected risks associated with some of the most important future hazards (including hazards affected by climate change) are considered. Risks consider impacts to our agency and those relating to the users of the transportation system. • Level 3: Our risk management analysis focuses on all the hazards identified in Step 5. In addition, expected risks associated with all the future hazards (including all hazards affected by climate change) are considered. Risks consider impacts to our agency, those relating to the users of the transportation system, and to society in general. Factor 8D.7: Is your TAM process linked to your agency’s maintenance program such that it considers the trade-offs between today’s capital investment and tomorrow’s operations and maintenance costs? One of the key trade-offs inherent in asset management is the use of dollars today to invest in asset improvement versus investing in periodic maintenance and restoration costs over time

158 Mainstreaming System Resilience Concepts into Transportation Agencies: A Guide to bring the asset up to some targeted performance/condition threshold. This is especially true for resilience-related investments where investment today to protect an asset against future disruptions results in foregone future operations and maintenance costs for repairing the asset. The main distinctions among the maturity levels in this factor relate to how formal this trade-off analysis is and the degree to which such trade-off analysis informs or guides maintenance practices. • Level 1: Our TAM process considers the trade-offs between investing in today’s capital program to reduce future operations and maintenance costs. This is done on an ad hoc basis and usually for only the most costly projects. • Level 2: Our TAM process considers the trade-offs between investing in today’s capital program to reduce future disruption-related operations and maintenance costs. A formal process has been established for doing so, and it is applied for a defined subset of projects in the program (e.g., all bridges or culverts). • Level 3: Our TAM process considers the trade-offs between investing in today’s capital pro- gram for all projects to reduce future operations and maintenance costs. A formal process has been established for doing so, and it is applied to all projects in the program. In addition, the asset management program guides sound maintenance practices within an asset management regime because well-maintained assets are better able to withstand disruption-related stresses. Maintenance management systems produce real-time data that informs the TAM process. Factor 8D.8: Does your TAMP financial plan include a strategy for funding needed improvements to reduce system risks, whether as part of normal capital investment or as a stand-alone funding initiative to improve/enhance system resilience? A TAMP financial plan, especially when facing a constrained resource environment, is an important tool for identifying the most cost-effective investments to the existing transportation network. In most cases, such financial plans not only describe the overall funding necessary to keep the condition and performance of the transportation system at some threshold level, but they also identify the distribution of funding among different program categories, each often having very specific requirements for the use of the funding. The major distinctions among the maturity levels for this factor are the degree to which funding is allocated to reduce known and future risks and the degree to which specific resilience-oriented financial strategies have been incorporated into financial planning and budgeting. • Level 1: Our TAMP financial plan includes a strategy for funding needed improvements to reduce system vulnerabilities for current climate conditions, whether as part of normal capital investment or as a stand-alone funding initiative. • Level 2: Our TAMP financial plan includes a strategy for funding needed improvements to reduce system vulnerabilities for current and future climate conditions, whether as part of normal capital investment or as a stand-alone funding initiative. • Level 3: We have achieved Level 2 maturity. In addition, adaptation strategies are incorpo- rated into our agency’s short- and long-range financial plans and O&M budgeting processes. Maintenance management systems produce real-time data that informs the TAMP process. Factor 8D.9: Has your agency considered changes to the asset management process itself so as to enhance the consideration of resilience? TAM best practices include a reassessment of how asset management decisions are made and the effectiveness of data analysis in supporting these decisions. This reassessment should

Integrate into Asset Management (Step 8D) 159   include all aspects of the TAM process, including, in this case, improvements to reinforce the consideration of resilience in decision-making processes. The major distinction among the three levels of maturity in this factor reflects the degree to which such a consideration is formalized in the assessment. • Level 1: As part of the asset management enhancement process, we consider changes that will result in a more effective way of considering system disruptions. This is done on an ad hoc basis and usually relies on the initiative of individual managers. • Level 2: As part of the asset management enhancement process, we formally identify priority changes that will result in a more effective way of considering system disruptions. This consideration has been formalized in the standard operating procedures that guide our enhancement process. • Level 3: We have achieved Maturity Level 2. In addition, funding has been set aside to implement these enhancements. Factor 8D.10: Has your agency provided training or professional development opportunities to the asset management staff that include how to better consider system resilience in the asset management process? This factor examines the degree to which asset management staff are trained or have access to professional development opportunities as they relate to enhanced consideration of system resilience in asset management. The major distinction among the three maturity levels in this factor is the degree to which the staff are exposed to both past and future risks as part of training. For example, a Level 3 maturity might include training on how to project future climatic conditions (or at least understand how such projections are done), how to participate in and understand vulnerability assessments, the range of potential system impacts and con- sequences, and the types of strategies a transportation agency might consider to reduce risks. • Level 1: We provide asset management staff with examples from other states or jurisdictions that illustrate best practice, risk-based asset management. • Level 2: We include topics relating to risk management in existing courses. This material examines risk management approaches for past and some future risks. • Level 3: Our training program includes courses dedicated to risk management and how it can be applied to system resilience. Past and all future risks, including climate change, are included in the material. Table 26 summarizes the factors that are included in the self-assessment tool for Step 8D. The maturity levels for each factor are presented in the descriptions of each factor. The total score for this step is found by summing the number of points given for each factor. Recommended Actions to Maintain the Highest Level of Agency Resilience Capability The highest level of capability for Step 8D: Integrate into Asset Management focuses on continual improvement in agency capability and actions leading to a more resilient transpor- tation system. If your agency has reached a Level 3 maturity, the steps that can be taken to maintain this level include: • Periodically reassess the capability of your agency’s asset management unit with respect to its role in transportation system resilience. This could be done in-house or by bringing in a third-party evaluator to conduct the assessment.

Maturity Characteristic Level 1 (1 point) Level 2 (2 points) Level 3 (3 points) 8D.1What assets and asset attributes are included in your asset management process that relates to system resilience? In addition to the federally required TAMP data on bridges and pavements, we have added locational and condition data for other asset types such as culverts and other drainage treatments on a subset of the highway network considered to be most critical. In addition, we have added facility attribute data (e.g., first floor elevations and location of HVAC equipment) for our most critical buildings. We have achieved Level 1 maturity. In addition, we have added other asset types (e.g., geotechnical assets such as retaining walls) to the database along with attribute information that characterizes location and condition. For bridge data, we have added attribute data on bridge low chord elevation and deck thickness. Bridge, road, and culvert attribute data reflecting system disruption characteristics are available on all of our assets and facilities. Unit cost estimates based on historical data are available that will assist with estimating replacement costs. We have achieved Maturity Level 2. In addition to the assets in the Level 2 database, we have complete inventories of traffic control devices, signs, and guardrails that allow for faster replacement immediately after a major disruption. Good unit-cost data are available that will assist with estimating replacement costs. These cost data are updated at least every 2 years. In addition, the collection and updates of the attributes to these asset classes occur routinely and are used as part of a programmatic acceptance of data use. 8D.2 Have you integrated vulnerability scores from Step 7 into your asset TAMP and TAM process? We have not used the results from our vulnerability assessment in our asset management process. Our TAMP presents the most important types of hazards and threats that have occurred in the past. We have used the results from our vulnerability assessment in our asset management process. Our TAMP summarizes all the types of natural disruptions that have occurred in the past on our transportation system. It also summarizes likely future causes of disruptions. Estimated costs to our agency of such disruptions are also reported. We have used the results from our vulnerability assessment in our asset management process. Our TAMP summarizes all the types of human-caused and natural disruptions that have occurred in the past on our transportation system. It also summarizes likely future causes of disruptions. Estimated costs to our agency, system users, and societal costs are also reported. 8D.3 Does your TAMP use asset condition and performance measures/ targets relating to natural and human-caused disruptions? Our TAMP identifies the types of assets or network segments that will likely be exposed to natural hazard disruptions. We have established condition targets for assets considered to be exposed. Our TAMP identifies the types of assets or network segments that will likely be exposed to natural hazards and human- caused disruptions. We have established condition targets for assets considered to be exposed. Our TAMP identifies the types of assets or network segments that will be exposed to natural and human-caused disruptions. Short- and long-term condition targets for resiliency have been established for asset or asset categories that are exposed. Desired levels of service relating to redundancy, evacuation, and recovery have also been identified. 8D.4 Does your risk-based, performance gap assessment for your TAMP include risks associated with system resilience? We consider a short-term asset management planning horizon in our performance gap analysis as it relates to hazards and their impact on system performance. The existing performance gaps for the most important current types of hazards are described in the TAMP. We consider a short-term asset management planning horizon in our performance gap analysis as it relates to hazards and their impact on system performance. The existing performance gaps for all current types of hazards are described in the TAMP. In addition, a longer-term planning horizon has been used to determine expected performance gaps with respect to some of the most important future hazards. We include both short- and long-term asset management planning horizons in our performance gap analysis as they relate to hazards and their impact on system performance. The longer-term planning horizon includes potential climate change- related disruptions and their impact on system performance. The existing and future performance gaps for all types of hazards are described in the TAMP and used in allocating investment funds. Table 26. Assessment table for Step 8D: Integrate into Asset Management.

8D.5 Does your TAMP and TAM process use life cycle costs that reflect potential system disruptions? Our TAMP and asset management process use life cycle costs that consider the possibility of system disruptions. The costs considered are agency costs. Our TAMP and asset management process use life cycle costs that consider the possibility of system disruptions. The costs considered are both agency and user costs. Our TAMP and asset management process use life cycle costs that consider the possibility of system disruptions. The costs considered are agency, user, and societal costs. 8D.6 Does your TAMP risk management analysis include risks associated with natural hazards? Our risk management analysis focuses on the most likely hazards currently faced in our agency�s area of responsibility identified in Step 5. Risks are defined solely as those directly impacting our agency. Our risk management analysis focuses on all of the hazards identified in Step 5. In addition, expected risks associated with some of the most important future hazards (including hazards affected by climate change) are considered. Risks consider impacts to our agency and those relating to the users of the transportation system. Our risk management analysis focuses on all the hazards identified in Step 5. In addition, expected risks associated with all the future hazards (including all hazards affected by climate change) are considered. Risks consider impacts to our agency, those relating to the users of the transportation system, and to society in general. 8D.7 Is your TAM process linked to your agency’s maintenance program such that it considers the trade-offs between today’s capital investment and tomorrow’s operations and maintenance costs? Our TAM process considers the trade- offs between investing in today’s capital program to reduce future operations and maintenance costs. This is done on an ad hoc basis and usually for only the most costly projects. Our TAM process considers the trade-offs between investing in today’s capital program to reduce future disruption- related operations and maintenance costs. A formal process has been established for doing so, and it is applied for a defined subset of projects in the program (e.g., all bridges or culverts). Our TAM process considers the trade-offs between investing in today’s capital program for all projects to reduce future operations and maintenance costs. A formal process has been established for doing so, and it is applied to all projects in the program. In addition, the asset management program guides sound maintenance practices within an asset management regime because well- maintained assets are better able to withstand disruption-related stresses. Maintenance management systems produce real-time data that informs the TAM process. 8D.8 Does your TAMP financial plan include a strategy for funding needed improvements to reduce system risks, whether as part of normal capital investment or as a stand- alone funding initiative to improve/enhance system resilience? Our TAMP financial plan includes a strategy for funding needed improvements to reduce system vulnerabilities for current climate conditions, whether as part of normal capital investment or as a stand-alone funding initiative. Our TAMP financial plan includes a strategy for funding needed improvements to reduce system vulnerabilities for current and future climate conditions, whether as part of normal capital investment or as a stand- alone funding initiative. We have achieved Level 2 maturity. In addition, adaptation strategies are incorporated into our agency’s short- and long-range financial plans and O&M budgeting processes. Maintenance management systems produce real-time data that informs the TAMP process. (continued on next page)

Maturity Characteristic Level 1 (1 point) Level 2 (2 points) Level 3 (3 points) 8D.10 Has your agency provided training or professional development opportunities to the asset management staff that include how to better consider system resilience in the asset management We provide asset management staff with examples from other states or jurisdictions that illustrate best practice, risk-based asset management. We include topics relating to risk management in existing courses. This material examines risk management approaches for past and some future risks. Our training program includes courses dedicated to risk management and how it can be applied to system resilience. Past and all future risks, including climate change, are included in the material. process? Score Range Description of Agency Maturity in Integrating into Asset Management 0 to 13 Your agency is emerging into this area and has taken initial steps to grow awareness and understanding of the types of effort s it can take to integrate resilience concepts into asset management. Additional actions are warranted. 14 to 26 Your agency has implemented several asset management integration strategies, not so much as part of an agency-wide strategy but rather at the initiative of agency staff. More actions are warranted. 27 to 30 Your agency has reached significant maturity in integrating resilience concepts into asset management. The major focus should be on maintaining and enhancing existing efforts where appropriate and taking advantage of new opportunities as they become available. 8D.9 Has your agency considered changes to the asset management process itself so as to enhance the consideration of resilience? As part of the asset management enhancement process, we consider changes that will result in a more effective way of considering system disruptions. This is done on an ad hoc basis and usually relies on the initiative of individual managers. As part of the asset management enhancement process, we formally identify priority changes that will result in a more effective way of considering system disruptions. This consideration has been formalized in the standard operating procedures that guide our enhancement process. We have achieved Maturity Level 2. In addition, funding has been set aside to implement these enhancements. Table 26. (Continued).

Integrate into Asset Management (Step 8D) 163   • Continue to monitor the resilience of the transportation system and consider changes in the performance and asset condition when making changes in the agency to enhance your current asset management capability. • Monitor the use of recurring emergency/disaster funding to respond to system disruptions and determine how much of such funding is used by your agency and for what purposes. Use this information to determine if some targeted resilience-oriented funding should be used to preempt future, similar disruptions on critical parts of the transportation system. • Periodically assess your agency’s asset management data collection procedures and processes to identify where additional resilience-related data could be collected cost-effectively. • Update staff professional development and training opportunities to include the latest thinking and concepts in system resilience as it relates to asset management. • Maintain situational awareness of rapidly changing cybersecurity and physical security exposures that impact agency resilience and capabilities. This includes monitoring develop- ments in technology risks and cyberattacks as they relate to your agency’s IT functions. If you did not score a 30 in the assessment (a perfect score in Level 3 efforts), identify those factors that were rated lower and identify a strategy or action steps to improve these particular components of Step 8D. Recommended Actions to Achieve Higher Levels of Resilience Capability If you scored at Level 1 or 2, you can take steps to continue your evolution toward a more resilience-oriented agency as it relates to asset management. In such cases, agency managers should identify which of the factors in Table 26 were most deficient and determine priorities for improving your agency’s organizational resilience capabilities in asset management. Table 27 is offered as a template to determine which steps your agency can take to improve its resilience capabilities in asset management, who should be responsible, the timeframe for the implementation, and expected outcomes. Let’s do this. (check) Action Re sp on si bi lit y? Ti m ef ra m e? Ex pe ct ed ou tc om es ? Ensure that you have included in your resilience and asset management program assets and asset types that might be most vulnerable to future disruptions. Ensure that the results of Steps 5 to 7 (and Steps 8A, 8B, and 8C, where appropriate) are fed into the asset management process. Investigate the extent to which resilience-oriented conditions and performance measures relating to natural and human-caused disruptions are included in the TAMP and asset management process. Add as appropriate. (continued on next page) Table 27. Actions to achieve a higher maturity for Step 8D: Integrate into Asset Management.

164 Mainstreaming System Resilience Concepts into Transportation Agencies: A Guide Chapter 14 References AASHTO. 2013. Transportation Asset Management Guide: A Focus on Implementation—Executive Summary. Washington, DC. Retrieved July 1, 2020, from https://www.fhwa.dot.gov/asset/pubs/hif13047.pdf FHWA. 2013. Generic Work Plan for Developing a TAMP. Washington, DC. Retrieved July 1, 2020, from https://www.fhwa.dot.gov/asset/tamp/workplan.pdf Useful Resources FHWA. 2013. Risk-Based Transportation Asset Management: Building Resilience into Transportation Assets: Report 5: Managing External Threats Through Risk-Based Asset Management. U.S. Department of Trans- portation, Washington, DC, March. Retrieved June 30, 2020, from http://www.fhwa.dot.gov/asset/pubs/ hif13018.pdf FHWA. 2020. Risk Publications. Website. Retrieved March 15, 2021, from https://www.fhwa.dot.gov/asset/pubs. cfm?thisarea=risk FTA. 2019. Asset Management Guide Supplement: Asset Category Overviews & Lifecycle Management. FTA Report No. 0138. Retrieved July  1, 2020, from https://www.transit.dot.gov/sites/fta.dot.gov/files/docs/ research-innovation/133701/asset-management-guide-supplement-asset-category-overviews-and-lifecycle- management-update-fta0138.pdf Meyer, M. and M. Flood. 2015. Integrating Extreme Weather into Transportation Asset Management Plans. Final report for NCHRP Project 25-25, Task (94). Retrieved July 1, 2020, from http://onlinepubs.trb.org/ onlinepubs/nchrp/docs/NCHRP25-25(94)_FR.pdf Let’s do this. (check) Action Re sp on si bi lit y? Ti m ef ra m e? Ex pe ct ed ou tc om es ? When your agency conducts future performance gap assessments as part of the TAMP update processes, ensure that system resilience concerns are part of the risks considered in the assessment. Utilize life cycle costs from Step 6 to determine which types of costs will be considered as part of the life cycle analysis. Ensure that all past and future hazards that could potentially disrupt system performance are part of the risk assessment. Examine and improve the linkage between asset management and maintenance practices in your agency. Consider how tradeoffs in related costs can be considered in agency decision-making. Develop a funding strategy for resilience-enhancing investments in your agency’s TAMP financial plan. Ensure that resilience concerns and factors are incorporated more effectively into decision-making during your agency reassessment of the TAMP process. Develop training and professional development opportunities for your agency’s asset management staff to enhance the consideration of resilience in asset management practices. Possible steps for Step 4: Implement Early Wins Table 27. (Continued).

Integrate into Asset Management (Step 8D) 165   TRB. 2021. TRB Snap Search: Asset Management 2019–2021. Dynamic list of all asset management-related research conducted by TRB. Retrieved March 3, 2021, from http://onlinepubs.trb.org/onlinepubs/snap/ assetmanagement.pdf Examples of Risk-Based Asset Management Plans for State DOTs California DOT (Caltrans). 2018. Retrieved March 28, 2021, from https://dot.ca.gov/programs/assetmanagement/ california-transportation-assetmanagement-plan. Colorado DOT. 2019. Retrieved March 29, 2021, from https://www.codot.gov/programs/tam/tam-assets/cdot_ tamp_9-12-19-website.pdf Florida DOT. 2019. Retrieved March 28, 2021, from https://tamptemplate.org/wp-content/uploads/tamps/028_ floridadot.pdf Massachusetts DOT. 2019. Retrieved July 1, 2020, from https://www.mass.gov/files/documents/2019/11/25/ dot_hwy_TAMP_Nov19.pdf Minnesota DOT. 2019. Retrieved July 1, 2020, from https://www.dot.state.mn.us/assetmanagement/pdf/tamp/ tamp.pdf Texas DOT. 2019. Retrieved March 28, 2021, from https://ftp.dot.state.tx.us/pub/txdot-info/brg/tamp.pdf Washington State DOT. 2019. Retrieved July 1, 2020, from https://wsdot.wa.gov/sites/default/files/filefield_ paths/Washington-State-DOT-Transportation-Asset-Management-Plan.pdf