# Presentation: 657492

## Impact of Catastrophic Eventson Transportation SystemsAllan J.DeBlasioPlanning and Policy Analysis DivisionTerrance ReganMargaret ZirkerCTUG PresentationJanuary 18, 2006

**Avian Flu Series**

**Notes:**
Thank you.... What impact emergency situations had on the management & ops of the transportation system

## Avian Flu Series

- What’s all the fuss?  I got my flu shot!

## Presentation Outline

**Background**
**Four events**
**Effect on transportation**
**Role of transportation**
**Operating decisions**
**Recommended actions**
**Conclusion**

**Notes:**
A short history of the project
The emergencies that we reviewed
How transportation infra is used during the incident
What actions transportation personnel took during the emergency
What we found out from our reviews
And naturally, end with a conclusion

## Background

**ITS Joint Program Office**
**Federal Highway Administration**
**Office of Transportation Operations **
***Effect of Catastrophic Events on***
***Transportation Systems***
***Management and Operations***

**Notes:**
Back in Dec. 2001, folks in the FHWA Office of Operations asked us to examine how the transportation system is both affected and utilized in a major emergency situation.

the focus was on emergencies that were not foreseen.  – Example – hurricanes

## Reason for the Program

**56 major disasters   **
**19 emergencies**
**48 fire management ****     assistance **

_**Federally Declared Disasters in 2003**_

**Reason for the Program**

## Reason for the Program

**68 major disasters   **
**  ****7 emergencies**
**43 fire management ****     assistance **

**Reason for the Program**

## Reason for the Program

**15 emergencies**
**15 fire management ****     assistance **

_**Federally Declared Disasters in 2005**_

**Reason for the Program**

## The Events

**Blackout:**August 14, 2003
- New York City area
- Great Lakes region
**Rail tunnel fire: **July 18, 2001, Baltimore, Maryland

**Terrorist attacks: **September 11, 2001
- New York, N.Y.
- Washington, D.C. area
**Earthquake: **January 17, 1994, Northridge, California

**Notes:**
So far we have done six case studies:
2 on the blackout, Great Lakes study focused on Detroit and Cleveland – the larger metro areas in the region
2 on Sept. 11
1 on the Howard St. tunnel fire in Baltimore 
and 1 on the Northridge earthquake.

For each case study we did a literature review, developed a detailed chronology, and interviewed many transp professionals and some law enforcement folks. 
We wrote two summary documents and created some presentations.  The presentations were used in the FHWA Response and Recovery Workshops that were held around the country.

I will discuss the events in reverse chronological order.  It also turns out to be the order of increasing damage to the infrastructure.

## Effect on Transportation

**Blackout**
- Mass exodus
- Subways stopped
- Traffic lights out
- Communications lost
- Lengthy queues at border crossings

**Notes:**
No electricity meant no subway service or traffic control.
Personnel had trouble talking to others in their agencies as well as outside.

Canadian customs had to process transactions manually and the system that reads the electronic tags on the cabs of the trucks that had pre-clearance did not operate.
There was no physical destruction of the infrastructure 

## Effect on Transportation(continued)

**Notes:**
A picture is worth a thousand words – Here are 2000 words on the congestion caused by the blackout. 

## Effect on Transportation(continued)

**Terrorist attacks**
- Mass exodus
- Major roads andbridges closed
- Portions of transit system inoperable
- Airports closed
- Access for emergency responders

**Notes:**
Most of the roadway disruptions were man-made.
Facilities were closed for security and response activities.
In NYC – subway stations were destroyed.
In D.C. – portions of the Metro were closed.
This discussion is on the surface transportation system – but the closing of the airports caused an exodus of wannabe air passengers to leave the airports.
---------
Most difficult task was to maintain or clear roadways to be used by fire and rescue. 

## Effect on Transportation(continued)

**Rail tunnel fire**
- Rush hour disrupted
- Key roadway and rail corridors closed
- Bus bridges and detours implemented

**Notes:**
In Baltimore, as rush hour started and the second game of a double header at Camden Yards (2500-5000 fans and 2000 employees), a train caught fire in the rail tunnel beneath Howard St..
Soon after the fire started, a 40 inch water main under Howard St. broke.

## Effect on Transportation(continued)

**Rail tunnel fire**
- Rush hour disrupted
- Key roadway and rail corridors closed
- Bus bridges and detours implemented

**Notes:**
In Baltimore, as rush hour started and the second game of a double header at Camden Yards (2500-5000 fans and 2000 employees), a train caught fire in the rail tunnel beneath Howard St..
Soon after the fire started, a 40 inch water main under Howard St. broke.

## Effect on Transportation(continued)

**Earthquake**
- Destruction of roadway infrastructure
- Detours and extension of commuter rail implemented

**Notes:**
The event that caused the most physical damage was the Northridge earthquake.

## Role of Transportation 

**Resource**
- Response
- Evacuation
- Recovery

**Notes:**
So where does transportation fit into an emergency?

Transportation serves 3 functions in an emergency:
It gets emergency personnel to the incident
It takes civilians away from the incident
And it is used to help restore the affected area.

But you also have to keep in mind that the transportation system can be a target -- both of nature and of men.

## Role of Transportation 

**Resource**
- Response
- Evacuation
- Recovery

**Notes:**
So where does transportation fit into an emergency?

Transportation serves 3 functions in an emergency:
It gets emergency personnel to the incident
It takes civilians away from the incident
And it is used to help restore the affected area.

But you also have to keep in mind that the transportation system can be a target -- both of nature and of men.

## Operating Decisions

**Notes:**
After the interviews we looked at what type of decisions are made once an event occurs.

We called them operating decisions.  Many times staff had to make field decisions -- based on the limited knowledge they had at the time and previous training.

## Set priorities as quickly and accurately as possible
Sustain operations according to continuity of operations plans
Empower staff to make field decisions

**Sustain operations according to continuity of operations plans**
**Empower staff to make field decisions**

**Operating Decisions****(continued)**

**Notes:**
Gathered as much information as possible and based on that information determined a course of action.
The options that they had were usually based on their conops plan.

SMART a regional transit agency in the Detroit area had determined different options based on what portions of their system could be operated safely.  They lost most communication with their fix route buses and so when they returned to the garage on Thurs. they were not put back into service the following day.  Instead they focused on paratransit - eliminating “non-essential” trips and getting patrons to life-threatening appts. -- chemotherapy and dialysis.

As I prev. mentioned, the Baltimore transit agency used bus bridges to continue service.
The Port Authority took a different approach - they only had 15 minutes of backup power in their bus terminal - just enough to get customers out of the building.

The NYC Transit bus division -- decisions on the deployment of buses were made by field supervisors until communication was re-established with the control center. 

## Operating Decisions(continued)

**Work with first responders**
**Implement established procedures for evacuations when necessary**
**Share resources with other agencies**
**Restore mobility**

**Notes:**
How to respond to the first responders was always a issue.  Opening or closing facilities were the primary key decisions

Several agencies had evacuation plans.  GCRTA had a plan no only to evacuate the rail cars struck on the right of way but also employees struck in elevators in their offices.

SMART like several other agencies supplied fuel to police and other agencies -- they had the only pumps on a backup system

Mobility - when to restore services or rebuild damaged infrastructure

## Program Findings

**Guiding priorities**
**Plan of action**
- Advanced preparations
- Institutional coordination
- Use of technology
- Redundancy and resilience

**Notes:**
Once we determined the common types of decisions we then looked at the rationale behind these decisions 

which we called guiding principals 

and the process that was used to implement the decisions.  We broke this process into 4 categories

The rationale we called guiding principals.  

## Guiding Priorities

**Protection of life**
- Security
- Safety
- Mobility** **

**Notes:**
The first priority in any emergency in the protection of life.  Since Sept. 11, transportation staffs first look to making the transportation secure.

Using the BLACKOUT as an example:
At the start of the Blackout, most of our interviewees stated that without sufficient information, they treated the blackout as a security threat.  They immediately initiated their emergency response plans.  Following a plan created after Sept. 11, operators closed or restricted travel on bridges and in tunnels entering Manhattan.

When they received additional information, they then allocated their resources to safety.  One major effort was the evacuation of several subway systems.  NYC Transit evacuated 400,000 passengers with just three minor incidents.  
One paratransit agency devoted their staff to getting patrons to their dialysis and chemotherapy appointments.  Police assigned to traffic duty, rather than going to their assigned intersections, went to free passengers stuck in elevators.

After the power returned, they turned their attention to bringing the transportation system to its previous capacity - service was incrementally restored.

## Advanced Preparations

***“******Emergencies do not happen at convenient times, therefore it is important to train not just your first string but also your second and third string for emergencies.”****** ***

**Notes:**
So what are the actions that have to be taken to facilitate operating decisions?
The first is planning and preparing in advance.
	Why?  - Quote
The Northridge earthquake occurred at 4:30 in the morning on a federal holiday -- ML King Day

## Advanced Preparations(continued)

**Learn from previous events**
**Develop and drill response plans**
**Establish emergency operations centers**

**Notes:**
California forest fires and other natural disasters - in the 70’s and 80’s
1993 -- Bombing of the World Trade Center
1999 -- Preparation for Year 2000 (Y2K)
2001 -- September 11 attacks in New York            City and Washington, D.C.
Regional blackouts
Special events such as the Olympics, OpSail 2000, and the Centennial Celebration, 

New City Transit - we have an event everyday and every event is heavily studied.

We can not overemphasize the importance of having a plan and practicing that plan.

Also there is a need to designate or create an EOC.  Folks must know who to contact and where to go.

## Advanced Preparations(continued)

**Adopt an incident command system**
**Develop cooperative agreements**
**Plan for redundancy of critical systems**

**Notes:**
You need to establish a chain of command and define roles and responsibilities -- not only within your agency but with other agencies in your area

Make arrangements to provide needed services and equipment.  NJ Transit have an agreement with a gasoline company.  During a power outage - we provide the generator - you provide the gasoline.
Trans-Hudson agencies - fare payment acceptance policy

This we be discussed in more detail later - but you must identify what functions have to continue, what is required to continue them, and how to ensure these “whats” will continue to function.

## Regimen(continued)

** **

**Regimen****(continued)**

## Regimen(continued)

## Regimen(continued)

## Advanced Preparations(continued)

_**RESULT**_
**Ability to initiate an****emergency response plan****within minutes of an event**

## Advanced Preparations(continued)

**How long did it take staff at the George Washington Bridge to initiate the closing of the bridge once they were told to do so?**

_**QUIZ**_

## Advanced Preparations(continued)

**TWO minutes!**

_**ANSWER**_

## Advanced Preparations(continued)

**How long after the first plane struck the WTC did it take PATH crews to starting evacuating the WTC Station?**

_**QUIZ**_

## Advanced Preparations(continued)

**SIX minutes!**

_**ANSWER**_

## Institutional Coordination

***“******We, in the region, understand each other.  We recognize the need to know who to talk to.”****** ***

**Notes:**
The next activity is to develop solid working relationships.

## Institutional Coordination(continued)

**Cultivate relationships during “normal” times**
**Link sections within your organization **
**Establish contacts in other agencies**

**Notes:**
Don’t wait until a problem arises to figure out who to call.
Best time to start is during your day-to-day operations.

2. Some agencies have two or more operating sections.  It is imperative to make sure these entities will work together.
Sometimes it means linking them with technology - dedicated phone lines and intranets..
Example: MTA – Tunnel & Bridges
	    NYC Transit – bus/ subway/paratransit
	    MTA Police
	LIRR and bus
	MetroNorth 

3. Next, find out who your neighbors are.
What other agencies, both transportation and non-transportation, especially with regional and statewide EOC..  Start making face-to-face contacts either informally or thru formal committes, etc.

## Institutional Coordination(continued)

**Establish mutual aid agreements**
**Develop contacts with the media**
**Review performance after event**

**Notes:**
1. Working with the players, know what services and equipment they can provide and work out terms for sharing resources.  Sometimes it may even be with a private firm.  NJ Transit has an agreement with local private bus operators to help move stranded commuters in an emergency.  NJ Transit also works with the Port Authority to ensure the private buses have access to the river crossings into Manhattan. 

2. Very important is to make sure you know who should contact the media. and who in the media should be contacted.  The Trans Hudson agencies worked with the media to help them understand what agencies owned or operated what facilities.

3. Finally, after a major event, gather the players and review how you performed.

The staff at the Det-Windsor Bridge gathered the staffs from the Ambassador Bridge, Det.Windsor Truck Ferry, customs -- Amer and Canada, law enforcement and others.

## RESULT
Improved cooperation and response capabilities

**Improved cooperation and response capabilities**

**Institutional Coordination****(continued)**

**Notes:**
Example – asking ferries not to dock 

Port Authority generators from Philly and Baltimore.

## At what distance from the George Washington Bridge were signs displaying a message that the bridge was closed?

_**QUIZ**_

**Institutional Coordination****(continued)**

## Institutional Coordination(continued)

**Later-Maryland to Connecticut**

_**ANSWER**_

**Institutional Coordination****(continued)**

***TRANS****COM ****SM***
**I-95 Corridor Coalition**

**Notes:**
In the Buffalo area

NITTEC - Niagara International Transportation Technology Coalition

## WHY IS RAPID ASSESSMENT

- The ability of government to perform a rapid assessment accurately and within the first few hours after an incident is critical to providing an adequate government response for life-threatening situations and imminent hazards.  Coordinated and timely assessments permit government to prioritize response activities, allocate scarce resources, and request mutual aid and assistance quickly and accurately.

- IMPORTANT?

- Massachusetts Emergency Management Agency

**Notes:**
I learned the CASE methodology for data collection

Copy and Steal Everything.

Director of Operations

I order to perform such an assessment, you need information.

## Use of Technology

**Notes:**
This is where technology comes into play

Technology can be used to help collect and disseminate that information.

## Use of Technology

**Collects, stores, and processes data**
**Provides information for decision makers **
**Aids sharing information with other agencies**
**Aids disseminating information to public**

**Notes:**
This is where technology comes into play

Technology can be used to help collect and disseminate that information.

## Transportation technology
Intelligent transportation systems (ITS)
Communications technology

**Intelligent transportation systems (ITS)**
**Communications technology**

**Use of Technology****(continued)**

## Management and operations centers
Field equipment
Vehicle-to-center systems

**Field equipment**
**Vehicle-to-center systems**

**Transportation Technology****(continued)**

**Notes:**
For our review, we broke ITS into 4 components:

The center
The technology within the center
The technology in the field
The technology in vehicles - AVL, GPS, and mobile data terminals.

## Collects information on travel conditions
Detects roadway conditions
Determines vehicle locations
Produces video images

**Detects roadway conditions**
**Determines vehicle locations**
**Produces video images**

**Transportation Technology **

**Notes:**
4 bridges and 4 tunnels south of 63rd St.
64% were SOVs
TRANSMIT

SOV ban into lower Manhattan  started at 6 a.m. to 11 a.m. volumes 
overall traffic decreased by 23%  
traffic between 5 and 6 a.m. increased 26%
ban shortened to 10 a.m.

6 to 10 a.m. - 15% decrease from normal peak
10 a.m. to 1 p.m. - 9% increase

Again - a picture is worth a thousand words.

## Transportation Technology(continued)

**Shares information electronically**
**Other agencies**

**Notes:**
I would like to introduce you to IRVN

Interagency Remote Video Network
links 13 control centers and shares video images from over 400 cameras.

## Transportation Technology(continued)

**Shares information electronically**
**Other agencies**

**Notes:**
I would like to introduce you to IRVN

Interagency Remote Video Network
links 13 control centers and shares video images from over 400 cameras.

## Transportation Technology(continued)

**Shares information electronically**
**Travelers in affected area**
**Travelers approaching area**

## Variable message signs
Highway advisory radio
Traveler information systems
Alerts

**Highway advisory radio**
**Traveler information systems**
**Alerts**

**Transportation Technology****(continued)**

**Notes:**
ITS served well in the non-effected areas.  The I-95 Corridor Coalition asked its member agencies to post messages.  Signs and radio broadcasts in Maryland and Pennsylvania and in parts of New Jersey warned motorists to avoid the New York City area.  Several agencies also posted Alerts on their Websites.

## Recommendations
Acquire multiple technologies
Investigate evolving technologies
Understand limitations
Plan for failure
Eliminate single points of failure 

**Acquire multiple technologies**
**Investigate evolving technologies**
**Understand limitations**
**Plan for failure**
**Eliminate single points of failure **

**Transportation Technology****(continued)**

**Notes:**
Don’t rely on one type of technology.

Keep up to date on new technologies.

Know what your technologies can and cannot do.

Plan to overcome technology failures.

Look at your system and see where it can fail.
Also at the JTOC in Queens, which houses staffs from the NYC DOT, NYS DOT, and the NYPD, computers operate about half of the New York City’s traffic signals. 
6000 out of 11600 signalized intersections
The computers are part of a redundant system, in which one computer can take over if another fails.  The problem was all computers were tied into a single  uninterruptible power supply.  They now have one UPS for each computer.  They eliminated a single point of failure.

## Communications Technology 

***“******For transportation, I think the blackout was worse than September 11.  And the reason, no communications.”****** ***

**Notes:**
How did the communication structure survive the four events.

## Transmits voice messages
Transmits digital data
Fiber optics
Wireless

**Transmits digital data**
**Fiber optics**
**Wireless**

**Communications Technology****(continued)**

**Notes:**
Coincidence

Line on Photo

## Old technologies
POTS
Radio and television
Amateur radio
Printed material
Facsimile machines
Two-way radios
Sneakers

**POTS**
**Radio and television**
**Amateur radio**
**Printed material**
**Facsimile machines**
**Two-way radios**
**Sneakers**

**Communications Technology****(continued)**

** ****Plain old telephone system**

**Notes:**
Very often older technologies performed better than newer ones but no technology performed consistently.
A new acronym - POTS.  Worked better than newer central phone systems because of less reliability on electricity.

Printed material used for NR.  Calif. DOT used newspaper inserts to let the public know what was happening.

BLACKOUT - One eye opener was the inability of radio and TV stations to continue to operate.  Also, fewer people now own portable radios and were not able to get the news.  I remember when transistor radios were considered a modern technology.

We were surprised that short-wave radios were mentioned a few times.

When all else failed, several agency staff members acted as messengers.  Some drivers of paratransit vehicles went to control centers to pick up routing assignments to ensure patron made critical medical appts.  Others went to TV and radio stations to update them on openings and closing of facilities.

## Newer technologies
Cellular telephones
Long-distance walkie talkies
Electronic mail
Two-way pagers with text messaging
Satellite telephones

**Cellular telephones**
**Long-distance walkie talkies**
**Electronic mail**
**Two-way pagers with text messaging**
**Satellite telephones**

**Communications Technology****(continued)**

**Notes:**
Even the newer technologies had their problems.  As I mentioned earlier, cell phone towers stopped working.  Also, cell phones themselves stopped because unless you had a charger that worked in a car, you couldn’t recharge the battery.
Walkie talkies had trouble communicating because of the volume of traffic and the loss of radio towers. 
Some agencies had problems with e-mail because their servers were not connected to backup power bringing down the entire network. 
Pagers had the same problems as cell phones. 
Several agencies reported that their satellite telephones, mostly acquired after 9/11, did not operate because their batteries had expired because they were not maintained properly.

(basically the Port Authority said that they never used them and then when they tried they were dead- they hated them and gave them back to the federal government)

## Recommendations
DITTO

**DITTO**

**Communications Technology****(continued)**

## Recommendations
Acquire multiple technologies
Investigate evolving technologies
Understand limitations
Plan for failure
Eliminate single points of failure 

**Acquire multiple technologies**
**Investigate evolving technologies**
**Understand limitations**
**Plan for failure**
**Eliminate single points of failure **

**Communications Technology****(continued)**

## Recommendations
Establish non-communications plan
Investigate use of government systems

**Establish non-communications plan**
**Investigate use of government systems**

**Communications Technology****(continued)**

**Notes:**
Plus two more 

It’s important to have a plan when all communications is lost between the field and headquarters.  A set of pre-determined actions must be developed and understood by staff, especially where to reports.

NYC Police Traffic Division - roll call - assigned specific intersections during an emergency - problem with blackout, they never made it.  Too busy with the safety priority -- rescuing people stuck in elevators.
Emergency situations typically generate significant demand for telephone services, often overwhelming the capacity available within the national telecommunications network.  The Government Emergency Telecommunications Service (GETS) and the Wireless Priority Service (WPS) are two government sponsored priority communications systems that provide pre-approved users with priority routing of landline (GETS) and wireless (WPS) calls during times of emergency and crisis, even during periods of peak demand.  

GETS and WPS are available to federal, state, and local government agencies, as well as to private companies and organizations, with responsibility for national security or emergency preparedness.  Users are given ranked priorities, based on the importance of their role in national security.  Transportation agencies are granted a 4th-level priority within GETS and WPS, as are other public utility agencies.

## RESULT
A more steady flow of information on which better decisions are made

**A more steady flow of information on which better decisions are made**

**Use of Technology****(continued)**

## “Nothing worked all the time.  Have as much backup as you can afford -- and then some.” 

**System Redundancy **

## Key Areas
Understand options in your transportation system

**Understand options in your transportation system**

**System Redundancy****(continued)**

**Notes:**
In NYC stranded train and auto commuters trying to cross the Hudson found that the ferries were definitely an option.  But no too many places have ferries.

Did anyone think of contacting your school district for buses if you needed to transport folks?

## System Redundancy(continued)

**System Redundancy****(continued)**

**Notes:**
In NYC stranded train and auto commuters trying to cross the Hudson found that the ferries were definitely an option.  But no too many places have ferries.

Did anyone think of contacting your school district for buses if you needed to transport folks?

## System Redundancy(continued)

**Notes:**
In NYC stranded train and auto commuters trying to cross the Hudson found that the ferries were definitely an option.  But no too many places have ferries.

Did anyone think of contacting your school district for buses if you needed to transport folks?

## Key Areas
Understand options in your transportation system
Cross-train agency personnel
Procure multiple communication technologies 

**Understand options in your transportation system**
**Cross-train agency personnel**
**Procure multiple communication technologies **

**System Redundancy****(continued)**

**Notes:**
In NYC stranded train and auto commuters trying to cross the Hudson found that the ferries were definitely an option.  But no too many places have ferries.

Did anyone think of contacting your school district for buses if you needed to transport folks?

## Key Areas
Ensure proper backup of utilities and fuel sources
Maintain alternative control centers
Inventory and purchase equipment and supplies

**Ensure proper backup of utilities and fuel sources**
**Maintain alternative control centers**
**Inventory and purchase equipment and supplies**

**System Redundancy****(continued)**

**Notes:**
The Detroit-Windsor Tunnel had four independent power sources - any one of which was sufficient to operate the tunnel - all four failed

The OEM in NYC had to move three times on Sept. 11.  

Merrill Lynch offices
Fire station
Library at the Police Academy
Sept 18 they moved to a more permanent

Mayor Bloomberg set up 5 Help Centers - one in each borough.

We heard that agencies will be stocking up on water, high energy food bars, flashlights, batteries, and glow sticks - one agencies had a pizza supply -  they were located near a pizza shop that had a generator.
NYC Transit had generators located in a central location.  Couldn’t get to them because of congestion.  Now they are statically placed.

As I previously discussed - no technology works all the time.

## System Redundancy(continued)

_**Recommendation**_
**Expend resources for redundancy**
**Personnel**
**Infrastructure**

**Notes:**
You will probably have to fight to get money for backup equipment and supplies.  Some folks just think a backup is a waste on money because it usually sits vacant.  Try to find a dual-use.

## Proposed Actions

_**Transportation Operations Centers**_
**Establish mobile and virtual centers**
**Increase backup power for centers**
**Eliminate single points of failure**
**Ensure backup power  **

**Internet server **
**Outlets for battery **
**    ****chargers**

**Air conditioning **
**Security systems**
**Central phone systems**

**Notes:**
Two transit agencies remodeled some buses to create mobile command centers.  By default, one agency created a virtual center.  They had to evacuate their building but they still had power and the systems were still running.  They contacted an employee who was at home and outside the blackout area.  This employee ran the center from his home.

Operators of the JTOC in Queens  were in the process of developing plans to refurnish the center.  After the blackout they put everything on hold so they could re-evaluate their back-up power requirements.

The NYC 911 system had a single point of failure - the local phone company.  The City’s system was redundant but the vendor’s system kept failing

As previously mentioned A/C, card access systems, and newer telephone systems.

Others include Internet servers that provide e-mail capabilities and outlets.

## Role Models

**Who are my role models for ensuring continuity of operations in an emergency?**

_**QUIZ**_

##  “We’re not going to be caught flat-footed.  Customers are relying on us.”

***“******We are dependent on our toll revenue******  and responsive to our bondholders.”****** ***

**Role Models****(continued)**

**CLUE 1**

**CLUE 2**

**Notes:**
There were some exceptions however.

If you are in the business of making money, you made sure you stayed open.  Toll authorities had previously determined that they would continue to operate in most situations and have invested their resources in redundant systems.

The New York Stock Exchange is an example from the private sector.  After Sept. 11, they made several modifications to ensure continuity of operations.  It was closed before the blackout hit on Thursday but opened on Friday even though power was not restored to the entire area.

## Role Models(continued)

**Metropolitan Transportation Authority**
**New York State Thruway Authority**
**Ohio Turnpike Commission**
**Port Authority of NY and NJ**

**Role Models****(continued)**

**Notes:**
If you are in the business of making money, you made sure you stayed open.  Toll authorities had previously determined that they would continue to operate in most situations and have invested their resources in redundant systems.

The New York Stock Exchange is an example from the private sector.  After Sept. 11, they made several modifications to ensure continuity of operations.  It was closed before the blackout hit on Thursday but opened on Friday even though power was not restored to the entire area.

## Conclusion 

**Must do advanced planning**
**Train and empower staff**
**Establish relationships**

**Notes:**
Expect the unexpected.  As the Boy Scouts say, “Be prepared.”
Occasionally, you have to step back from your daily routine and do some thinking.  Think about what functions you have to perform in an emergency and what is needed to accomplish them.

You have to invest in your staff.  Train not only your first-string employees but also the second and third strings.  They need to know how to carry out your emergency plan when the first string is not available.  This includes knowing what to do when communications with supervisors fail.
Then you must invest in the resources to ensure continued operations during an event.  Think and act as if you worked for a toll authority.  

## Don’t take technology for granted
Invest in backup and redundancy
Practice, practice, practice

**Invest in backup and redundancy**
**Practice, practice, practice**

**Conclusion****(continued)**

**Notes:**
When you use technology every day, you expect it to work when you need it.  The blackout showed this idea to be false.

Occasionally, you have to step back from your daily routine and do some thinking.  Think about what functions you have to perform in an emergency and what is needed to accomplish them.

Then you must invest in the resources to ensure continued operations during an event.  Think and act as if you worked for a toll authority.  

You not only have to invest in equipment but also in your staff.  Train not only your first-string employees but also the second and third strings.  They need to know how to carry out your emergency plan when the first string is not available.  This includes knowing what to do when communications with supervisors fail.
Remember: Practice, practice, practice. 
 Hopefully during a major incident, you won’t be saying, “Gee, I thought we had it all covered!”

## Impact of Catastrophic Eventson Transportation SystemsAllan J.DeBlasioPlanning and Policy Analysis DivisionTerrance ReganMargaret ZirkerCTUG PresentationJanuary 18, 2006

**Avian Flu Series**

**Notes:**
Thank you.... What impact emergency situations had on the management & ops of the transportation system