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From page 334... ... B‐38 Maryland Transit Administration (MTA) Case Study: Baltimore, Maryland Highlights: The primary threats facing MTA's infrastructure and services include flooding, storm surge and sea level rise. The agency's resilience planning and adoption efforts to date have been primarily focused on operations during extreme weather events. Within this context MTA uses operations and maintenance and emergency management procedures to protect infrastructure. MTA has completed a Climate Change Vulnerability Assessment and is in the early stages of developing an asset management system that will incorporate a climate and weather risk assessment. The agency also has in place procedures to facilitate cessation and rapid recovery of services in response to winter weather threats. Key Drivers  Implement State of Good Repair and vulnerability assessment programs;  Leadership;  Emphasis on safety, operations and maintenance;  Disaster events – sea level rise, hurricanes and storm surge, major snow events, high winds and storm events, and riverine flooding. Read the entire page →
From page 335... ... B‐39 Key Lessons Learned  The agency is in an early stage of developing a system for asset management and measuring its state of good repair.  The agency has completed a Climate Change Vulnerability Assessment and identified critical assets and vulnerabilities; this information will be incorporated in the asset management plan as it develops. Read the entire page →
From page 336... ... B‐40 Background: The Maryland Transit Administration was originally known as the Maryland Mass Transit Administration, having taken over the remnants of the Baltimore Transit Company in 1970. Many routes of the agency's current bus lines are based on the original streetcars operated by the Baltimore Transit Company and its parent companies between the 1890s and 1960s. All of these routes were ultimately converted to rubber tire bus operations, and many were consolidated, extended into newly developed areas, or otherwise reconfigured to keep up with the ridership demands of the times. With the growth in popularity of the private automobile during the 20th century, streetcar and bus ridership declined, and the needs for public transportation changed. The demise of the Baltimore streetcar took place between the years of 1947 and 1963, as operators found buses to be low maintenance and more cost‐efficient. With its rails demolished, Baltimore was no longer a streetcar city. As transit needs and trends changed, rail transit returned to the city, with the Metro Subway opening in 1983 and the Light Rail in 1992. According to the agency's 2014 annual report, MTA's progress throughout 2014 was highlighted by nationally recognized innovations in data use, solid gains in the efficient use of resources and customer focused improvements that demonstrate MTA's commitment to providing riders the best transit experience possible. In addition to meeting the challenge of delivering transportation services safely and efficiently on a daily basis, MTA is committed to addressing the needs of future transit riders as well by continuously improving its internal operations processes, reaching out and responding to customers on various communications platforms, and by focusing on the basics of world‐class customer service. Policy and Administration Summary: The MTA is a division of the Maryland Department of Transportation. Its budget is approved by the Maryland General Assembly. Its Administrator reports to the Maryland Secretary of Transportation and is appointed by the Governor with the advice and consent of the state Senate. Resiliency is not a specific goal or policy principle at the MTA. The agency has, however been working to address disaster recovery planning. Senior MTA staff also report the agency is working on a safety plan that incorporates asset management. A lot of the agency's efforts have also focused on infrastructure repair based on historical data and other indicators. MTA will be adopting the accountability approaches identified in Map 21. Additionally, MTA considers itself to be proactively implementing Asset Management, however, the policy is evolving, and is yet to be formalized. Funding for implementation of Asset Management has not been sufficiently available to MTA. However, in its 2013 annual report MTA touted advancements in innovation and customer service as well as a continued commitment to system preservation and safety in order to move forward and deliver reliable, cost effective and modern transit services to Maryland families. Generally speaking, the agency is led by a ten‐member management team. The agency's CEO reports to the Maryland secretary of transportation, who in turn reports to the Governor. There is no one in the management team with specific responsibility for resilience. There are, however, individuals responsible for safety, quality assurance, risk management, planning, development and program Read the entire page →
From page 337... ... B‐41 delivery. The agency's chief of public affairs and publications is responsible for communicating to the agency's stakeholders regarding the agency's performance and plans. The agency maintains a website, and provides a variety of online publications regarding a wide range of customer services, but there is no mention of resiliency in MTA's statements or publications. Successes:  Natural disaster impacts such as sea level rise, storm surge, and flooding are being addressed through the agency's Vulnerability Assessment program that will then be incorporated into the asset management program, which is currently in development. Lessons Learned:  The development and implementation of new policies and programs require significant collaboration among the various organizational units of the agency and more robust funding from the state and the Federal Government. Read the entire page →
From page 338... ... B‐42 Successes:  Overall, MTA considers the effort well done with the exception of some sections of its light rail system where difficulty was encountered clearing the tracks and restoring service quickly. Lessons Learned:  Proactive suspensions of service under imminent severe weather threats can protect customers, employees, and equipment from harm and severe damage, as long as plans are broadly communicated to staff and customers. Read the entire page →
From page 339... ... B‐43 Successes:  MTA has been in the process of developing its asset management strategies over the past two years, and it appears that it will take at least one more year before MTA will be able to effectively establish capital priorities in line with a comprehensive state of good repair assessment.  Asset management, capital planning and risk assessment are closely linked in the MTA planning framework. This should facilitate the explicit integration of resilience. Read the entire page →
From page 340... ... B‐44 Lessons Learned:  Securing funding for assets identified as both vulnerable and critical will take time, due to multiple priorities for project funds. Identifying the needs at least begins the process. Safety, Emergency Preparedness and Operations and Maintenance Summary Ongoing O&M Safety Culture Procedures: Safety and emergency preparedness are continually reinforced in the operations and maintenance realms. First level front‐line employees (drivers, mechanics, police officers and supervisors) Read the entire page →
From page 341... ... B‐45 operators report potholes and any other hazard they encounter. The MTA utilizes a hotline and email to document and report repairs. The agency's safety office is leading the vulnerability assessment with input from each of the agency's operating groups. There is an agency‐wide threat assessment underway. There is a risk analysis being done, with an eye toward where to place new facilities to avoid potential natural disasters. System crime prevention is being addressed by the agency's safety office and police department. Successes:  Achieving a commitment from all divisions and locations to support representatives to participate in monthly meetings to discuss safety and other operations concerns has made a big difference in effective communications and action planning. Upper management's commitment to review recommendations and take actions when necessary demonstrates the value of the meetings, and fosters continued interest in participating. Lessons Learned:  Involving operations and maintenance and police directly in safety and emergency management decision making, as well as project prioritization, helps embed a safety orientation as well as risk awareness into everyday operations. Having an established mechanism for communication, that is regular, highly visible, and effective, lends credibility to the effort. Together, these can be a good foundation for resilience. Read the entire page →
From page 342... ... B‐46 13. Wolfer‐Lawrence, Jean. 2016. Interview. Maryland Transit Administration. Read the entire page →

From page 334...

... B‐38 Maryland Transit Administration (MTA) Case Study: Baltimore, Maryland Highlights: The primary threats facing MTA's infrastructure and services include flooding, storm surge and sea level rise. The agency's resilience planning and adoption efforts to date have been primarily focused on operations during extreme weather events. Within this context MTA uses operations and maintenance and emergency management procedures to protect infrastructure. MTA has completed a Climate Change Vulnerability Assessment and is in the early stages of developing an asset management system that will incorporate a climate and weather risk assessment. The agency also has in place procedures to facilitate cessation and rapid recovery of services in response to winter weather threats. Key Drivers  Implement State of Good Repair and vulnerability assessment programs;  Leadership;  Emphasis on safety, operations and maintenance;  Disaster events – sea level rise, hurricanes and storm surge, major snow events, high winds and storm events, and riverine flooding.

Read the entire page →

From page 335...

... B‐39 Key Lessons Learned  The agency is in an early stage of developing a system for asset management and measuring its state of good repair.  The agency has completed a Climate Change Vulnerability Assessment and identified critical assets and vulnerabilities; this information will be incorporated in the asset management plan as it develops.

Read the entire page →

From page 336...

... B‐40 Background: The Maryland Transit Administration was originally known as the Maryland Mass Transit Administration, having taken over the remnants of the Baltimore Transit Company in 1970. Many routes of the agency's current bus lines are based on the original streetcars operated by the Baltimore Transit Company and its parent companies between the 1890s and 1960s. All of these routes were ultimately converted to rubber tire bus operations, and many were consolidated, extended into newly developed areas, or otherwise reconfigured to keep up with the ridership demands of the times. With the growth in popularity of the private automobile during the 20th century, streetcar and bus ridership declined, and the needs for public transportation changed. The demise of the Baltimore streetcar took place between the years of 1947 and 1963, as operators found buses to be low maintenance and more cost‐efficient. With its rails demolished, Baltimore was no longer a streetcar city. As transit needs and trends changed, rail transit returned to the city, with the Metro Subway opening in 1983 and the Light Rail in 1992. According to the agency's 2014 annual report, MTA's progress throughout 2014 was highlighted by nationally recognized innovations in data use, solid gains in the efficient use of resources and customer focused improvements that demonstrate MTA's commitment to providing riders the best transit experience possible. In addition to meeting the challenge of delivering transportation services safely and efficiently on a daily basis, MTA is committed to addressing the needs of future transit riders as well by continuously improving its internal operations processes, reaching out and responding to customers on various communications platforms, and by focusing on the basics of world‐class customer service. Policy and Administration Summary: The MTA is a division of the Maryland Department of Transportation. Its budget is approved by the Maryland General Assembly. Its Administrator reports to the Maryland Secretary of Transportation and is appointed by the Governor with the advice and consent of the state Senate. Resiliency is not a specific goal or policy principle at the MTA. The agency has, however been working to address disaster recovery planning. Senior MTA staff also report the agency is working on a safety plan that incorporates asset management. A lot of the agency's efforts have also focused on infrastructure repair based on historical data and other indicators. MTA will be adopting the accountability approaches identified in Map 21. Additionally, MTA considers itself to be proactively implementing Asset Management, however, the policy is evolving, and is yet to be formalized. Funding for implementation of Asset Management has not been sufficiently available to MTA. However, in its 2013 annual report MTA touted advancements in innovation and customer service as well as a continued commitment to system preservation and safety in order to move forward and deliver reliable, cost effective and modern transit services to Maryland families. Generally speaking, the agency is led by a ten‐member management team. The agency's CEO reports to the Maryland secretary of transportation, who in turn reports to the Governor. There is no one in the management team with specific responsibility for resilience. There are, however, individuals responsible for safety, quality assurance, risk management, planning, development and program

Read the entire page →

From page 337...

... B‐41 delivery. The agency's chief of public affairs and publications is responsible for communicating to the agency's stakeholders regarding the agency's performance and plans. The agency maintains a website, and provides a variety of online publications regarding a wide range of customer services, but there is no mention of resiliency in MTA's statements or publications. Successes:  Natural disaster impacts such as sea level rise, storm surge, and flooding are being addressed through the agency's Vulnerability Assessment program that will then be incorporated into the asset management program, which is currently in development. Lessons Learned:  The development and implementation of new policies and programs require significant collaboration among the various organizational units of the agency and more robust funding from the state and the Federal Government.

Read the entire page →

From page 338...

... B‐42 Successes:  Overall, MTA considers the effort well done with the exception of some sections of its light rail system where difficulty was encountered clearing the tracks and restoring service quickly. Lessons Learned:  Proactive suspensions of service under imminent severe weather threats can protect customers, employees, and equipment from harm and severe damage, as long as plans are broadly communicated to staff and customers.

Read the entire page →

From page 339...

... B‐43 Successes:  MTA has been in the process of developing its asset management strategies over the past two years, and it appears that it will take at least one more year before MTA will be able to effectively establish capital priorities in line with a comprehensive state of good repair assessment.  Asset management, capital planning and risk assessment are closely linked in the MTA planning framework. This should facilitate the explicit integration of resilience.

Read the entire page →

From page 340...

... B‐44 Lessons Learned:  Securing funding for assets identified as both vulnerable and critical will take time, due to multiple priorities for project funds. Identifying the needs at least begins the process. Safety, Emergency Preparedness and Operations and Maintenance Summary Ongoing O&M Safety Culture Procedures: Safety and emergency preparedness are continually reinforced in the operations and maintenance realms. First level front‐line employees (drivers, mechanics, police officers and supervisors)

Read the entire page →

From page 341...

... B‐45 operators report potholes and any other hazard they encounter. The MTA utilizes a hotline and email to document and report repairs. The agency's safety office is leading the vulnerability assessment with input from each of the agency's operating groups. There is an agency‐wide threat assessment underway. There is a risk analysis being done, with an eye toward where to place new facilities to avoid potential natural disasters. System crime prevention is being addressed by the agency's safety office and police department. Successes:  Achieving a commitment from all divisions and locations to support representatives to participate in monthly meetings to discuss safety and other operations concerns has made a big difference in effective communications and action planning. Upper management's commitment to review recommendations and take actions when necessary demonstrates the value of the meetings, and fosters continued interest in participating. Lessons Learned:  Involving operations and maintenance and police directly in safety and emergency management decision making, as well as project prioritization, helps embed a safety orientation as well as risk awareness into everyday operations. Having an established mechanism for communication, that is regular, highly visible, and effective, lends credibility to the effort. Together, these can be a good foundation for resilience.

Read the entire page →

From page 342...

... B‐46 13. Wolfer‐Lawrence, Jean. 2016. Interview. Maryland Transit Administration.

Read the entire page →

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