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Mutual Resilience Roles Within the Agency 29Â Â Major Realm What Your Employees Need and Expect from You What You Need and Expect from Your Employees Administration/ policy, including finance, procurement, and communications â¢ Include resilience (preparednessâ whatever term fits best) in vision and mission. Operationalize in all divisions and employee and stakeholder communications. â¢ Use best-value contracting strategies to ensure projects are designed, constructed, and maintained for the long run rather than for short-term savings. â¢ Communications: research and express the value of resilience to multiple audiences. â¢ Procurement: evaluate and purchase for full life-cycle value; monitor. Emergency preparedness and response â¢ Be personally involved in training and exercises to ensure emergency preparedness receives appropriately high priority in organization and employee work plans. â¢ Ensure that resilience is part of emergency preparedness and response. â¢ Be inclusive and cross-disciplinary in training and exercises. â¢ Include engineering and design teams as well as operations teams in after-action assessments.
30 Additional Useful Resources 100 Resilient Cities. http://www.rockefellerfoundation.org/100-resilient-cities/ 100 Resilient Cities, pioneered by the Rockefeller Foundation, helped cities around the world become more resilient to physical, social, and economic challenges. The effort continues through the Global Resilient Cities Network, which maintains the coalition of 100 cities, and the Resilience Cities Catalyst, which implements resilience projects with a more nimble and flexible approach. Climate Change Adaptation Guide for Transportation Systems Management, Operations, and Maintenance. FHWA-HOP-15-026. S. Asam, C. Bhat, B. Dix, J. Bauer, and D. Gopalakrishna. FHWA, U.S. Department of Transportation, Washington, DC, 2015. This FHWA report explains how transportation management, operations, and maintenance staff can incorporate climate change into their planning and ongoing activities. The report includes the context and rationale for adaptation and what is being done in state DOTs to adapt transportation systems management and operations as well as maintenance programs. Fundamental Capabilities of Effective All Hazards Infrastructure Protection, Resilience, and Emergency Management for State DOTs. AASHTO, Washington, DC, 2015. This AASHTO report synthesizes the most recent federal/state guidance and industry research into a set of capabilities for state DOTs. It addresses all-hazards infrastructure protection, resilience, and emergency management in support of the National Preparedness Goal. The concise report was designed to be a resource for transportation agencies to support the integration of infrastructure protection and resilience into their operations and infrastructure/ capital programs. âGeneral Management Imperatives: Business Basis for the Business Agility Manifesto.â R. T. Burlton, R. G. Ross, and J. A. Zachman. Business Rule Solutions, LLC, Houston, TX, 2017. https://busagilitymanifesto.org/. This document is a sound foundation for CEO resilience planning. Incorporating Risk Management into Transportation Asset Management Plans. FHWA, U.S. Department of Transportation, Washington, DC, 2017. This FHWA document provides guidance on the risk element of the transportation asset management plan (TAMP), defines risk, and provides guidance on how the risk element can be applied to meet risk-based TAMP requirements. It was developed to assist state DOTs with the development of their TAMPs. A P P E N D I X D