Table 1. Key resilience categories for... | Emerald Publishing

Table 1.

Key resilience categories for incorporating resilience in transportation planning (adapted from Pena et al. (2023b))

Resilience building block/categories	Focus of category	Importance to resilience
Leadership and agency structure	Setting a *vision* and defining a *strategy* for resilience Motivation of staff toward the common goal of transportation resilience (e.g. incorporating resilience as a strategic objective) Organisation of the institution in terms of roles and responsibilities and flow of information (e.g. resilience governing bodies and policies) Development of an agency’s strategy to create an understanding and culture of resilience (e.g. defining resilience and other key terms and developing resilience policies)	Helps create buy-in throughout the agency Encourages the facilitation of and resources for resilience efforts (e.g. funding for adaptation planning or development of resilience-focused design standards) more broadly
Capacity and competency	Empowering staff to lead resilience efforts Acquisition of resilience skills and training resources to help existing staff carry out resilience work (e.g. projecting future climate conditions to conduct an RnR analysis) Development of incentives and expectations for staff to consider resilience in their day-to-day activities (e.g. additional funding)	Ensures appropriate resources (i.e. trained staff) for the implementation of resilience efforts internally Raises awareness of resilience practices (i.e. what an agency is doing to plan or prepare for extreme weather events) more broadly Helps create buy-in and ownership for staff who will be integrating resilience into their operations
Capacity and competency	Assessing staffing resources Evaluation of staffing needs to ensure adequate roles are created and modified to support resilience agency–defined strategies
Collaboration and communication	Promoting internal coordination Collaboration and communication on resilience-related challenges that extend beyond a single department or group	Enables coordination or combined efforts on resilience activities (e.g. resilience planning studies) and therefore the potential to share resources (e.g. staff and labour hours) and funding
Collaboration and communication	Promoting external coordination Collaboration and communication with relevant external stakeholders that have mutual interests and goals for resilience (e.g. coordination with metropolitan planning organisations on adaptation planning)
Resource requirements	Delivery of appropriate *funding* and resources for resilience planning Collection and delivery of reliable data to assess asset or system resilience Acquisition of appropriate information and technology for management to assess asset or system resilience Assurance of funding and human resources for resilience activities	Helps agencies to make objective decisions on where to invest resilience-focused funding using data, tools, and technology
Risk and resilience (RnR) assessment	Understanding asset RnR Definition and analysis of asset and corridor vulnerabilities and criticality (e.g. risk registers or risk assessments)	Enables agencies to better understand threats posed by extreme weather Helps agencies to directly assess the resources needed to harden assets against risk or to improve overall asset resilience
Risk and resilience (RnR) assessment	Understanding future *planning scenarios* Performance of RnR assessments to prioritise and quantify the return on investment for different asset adaptations
Business processes	Standardising the integration of resilience into business processes Integration of resilience into existing agency operational processes (e.g. materials and design criteria, treatment selection, or performance management)	Ensures resilience practices are core to an agency’s way of doing work
Business processes	Integrating resilience into various agency *plans* Integration of resilience concepts into existing agency plans (e.g. midrange plans, freight plans, etc.)

Resilience building block/categories	Focus of category	Importance to resilience
Leadership and agency structure	Setting a vision and defining a strategy for resilience Motivation of staff toward the common goal of transportation resilience (e.g. incorporating resilience as a strategic objective) Organisation of the institution in terms of roles and responsibilities and flow of information (e.g. resilience governing bodies and policies) Development of an agency’s strategy to create an understanding and culture of resilience (e.g. defining resilience and other key terms and developing resilience policies)	Helps create buy-in throughout the agency Encourages the facilitation of and resources for resilience efforts (e.g. funding for adaptation planning or development of resilience-focused design standards) more broadly
Capacity and competency	Empowering staff to lead resilience efforts Acquisition of resilience skills and training resources to help existing staff carry out resilience work (e.g. projecting future climate conditions to conduct an RnR analysis) Development of incentives and expectations for staff to consider resilience in their day-to-day activities (e.g. additional funding)	Ensures appropriate resources (i.e. trained staff) for the implementation of resilience efforts internally Raises awareness of resilience practices (i.e. what an agency is doing to plan or prepare for extreme weather events) more broadly Helps create buy-in and ownership for staff who will be integrating resilience into their operations
Capacity and competency	Assessing staffing resources Evaluation of staffing needs to ensure adequate roles are created and modified to support resilience agency–defined strategies
Collaboration and communication	Promoting internal coordination Collaboration and communication on resilience-related challenges that extend beyond a single department or group	Enables coordination or combined efforts on resilience activities (e.g. resilience planning studies) and therefore the potential to share resources (e.g. staff and labour hours) and funding
Collaboration and communication	Promoting external coordination Collaboration and communication with relevant external stakeholders that have mutual interests and goals for resilience (e.g. coordination with metropolitan planning organisations on adaptation planning)
Resource requirements	Delivery of appropriate funding and resources for resilience planning Collection and delivery of reliable data to assess asset or system resilience Acquisition of appropriate information and technology for management to assess asset or system resilience Assurance of funding and human resources for resilience activities	Helps agencies to make objective decisions on where to invest resilience-focused funding using data, tools, and technology
Risk and resilience (RnR) assessment	Understanding asset RnR Definition and analysis of asset and corridor vulnerabilities and criticality (e.g. risk registers or risk assessments)	Enables agencies to better understand threats posed by extreme weather Helps agencies to directly assess the resources needed to harden assets against risk or to improve overall asset resilience
Risk and resilience (RnR) assessment	Understanding future planning scenarios Performance of RnR assessments to prioritise and quantify the return on investment for different asset adaptations
Business processes	Standardising the integration of resilience into business processes Integration of resilience into existing agency operational processes (e.g. materials and design criteria, treatment selection, or performance management)	Ensures resilience practices are core to an agency’s way of doing work
Business processes	Integrating resilience into various agency plans Integration of resilience concepts into existing agency plans (e.g. midrange plans, freight plans, etc.)