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Transportation Strategic Enterprise
Resilience for Facing Climate
Change
TRB Webinar:
Economic and Financial Dimensions to a Climate Resilient Transportation Infrastructure
Silvana V Croope, Ph.D., ENV SP
DelDOT – Delaware Department of Transportation May 12, 2016
Building Blocks
• Planning Levels
• Daily activities and integration to resilience
▫ Economic and Financial Resilience
• Enterprise Risk/Resilience Management
• Supporting Policy(ies)
▫ DelDOT example
Planning Levels Plans, Planning, Projects, Implementation, Management
• Strategic
• Tactic
• Operational
• Long-Term
• Short-Term
• World Economic Forum: Global Risks 2015, 10th Edition http://www3.weforum.org/docs/WEF_Global_Risks_2015_Report15.pdf
• Summary of the Border Infrastructure Finance Workshop - https://www.borderplanning.fhwa.dot.gov/documents/JWC_Meetings/Jan2016_SanDiego_JWC_Summary.asp
• Integrating Security into the Project Planning and Development Process https://www.planning.dot.gov/documents/Integrating_Security_into_Project_Planning.pdf
• Governor Markell’s Transportation Investments for Delaware’s Future http://governor.delaware.gov/docs/COTPresentation02-12-14.pdf
Daily Activities and Integration to Resilience
Economic Resilience
• Impact on welfare and ability to cope, recover, reconstruct, minimize consumption losses - macroeconomic resilience: instant or dynamic
(Stephane Hallegatte, The World Bank, May 2014)
Daily Activities and Integration to Resilience
Financial Resilience (Revenue Resilience???)
• Financial diversity (e.g. bit coin, miles, credits, currency …)
• Disruptive thinking /technology (protect/grow revenue VS budget constraint, green energy, …)
• Investment to maintain business continuity and competitiveness
• Different revenue types and certainty
• Financial System Resilience Index
• COST RESILIENCE
System’s interdependencies: economy part of social
system with ecological limits
Efforts to
reduce debt
Cost of disasters mining
efforts to reduce
debt
A Framework for Financial
Resilience
Potential Indicators Modified from:
New Economics Foundation
http://b.3cdn.net/nefoundation/70470851bfaddff2a2_xem6ix4qg.pdf
Transportation Sector Financial
Portfolio and Strategies ???
Enterprise Management Risk
Old Paradigm New Paradigm Catastrophic Impacts
- Historical base
- Ad hoc activity
- Silo/fragmented
- Financial risk
- Verify/inspect, identify/detect and react
- Focused on people
- Strategic (vision)
- Continuity of activities
- Entire management
- Holistic (both focused and with coordination)
- Risks for business
- “ forecast/anticipate, prevent and monitor
- Focus is expanded to people and processes
- All Hazards
- Technological
- Physical
- Functional
- Economic
- Financial
- Resources
- Knowns
- Unknowns
- Complex ...
Modified from “The Economist Intelligence Unit, Manageing Business Risk, pp.10
Enterprise Management
Resilience
• Self Insurance vs Insured
▫ Catastrophe VS disasters
• Transportation Assets
• Multidimensional perspective
• Multidisciplinary perspective
• Complex dynamic interconnected world
• …
Transportation Resilience Performace Towards Sustainability – With Growth
“Creation”/
Construction
Improved Infrastructure
Behavior Pattern
Minimum Acceptable Performance
Service Life: construction, maintenance, rehabilitation Disruption
Loss of Capacity (compromised service demand)
Growth capacity adjustment
Increased Resilience Increased
Capacity Construction
Minimum Disruption, Increased Resilience (lessons learned)
Desired Sustainable
System Balance
Loss of capacity through time (lower performance level and
trigger for maintenance, repair, rehabilitation)
Levels of Investments and Revenues Needed
Silvana Croope, 2015
DelDOT The Opportunities
• Notice of Opportunities – funding
• Incorporation to daily activities
• None-traditional venues
• Increased P3
• Collaboration more than competition?
• FHWA Vulnerability Assessment Inclusion of Econ/Finance dimensions
• Suggest DHS/NIPP
include Econ/Finance dimensions
• …
Thank you!
“When organizational leaders fail to anticipate or plan for multiple goal-seeking,
the clash of individual versus organizational goals
causes much conflict and lost productivity for all concerned, …
creating a lose-lose situation, …
dehumanization, delayering, and mechanization of work … alienating many of today’s workers.”
Strategic and Systems Thinking: The Science of System Thinking. S. Haines, 2007.
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