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5.10 Redundancy and Resiliency of Systems

1. “Adopt a Mindset of Resiliency”
   Effects of Catastrophic Events on Transportation System Management and Operations: August 2003 Northeast Blackout Great Lakes Region

2. Assess Extended Loss of the Primary System – “Assess the needs of an extended loss of the primary system versus a temporary interruption.”
   Effects of Catastrophic Events on Transportation System Management and Operations: August 2003 Northeast Blackout Great Lakes Region

3. “Consider the Failure of Even Quadruple Redundancy”
   Effects of Catastrophic Events on Transportation System Management and Operations: August 2003 Northeast Blackout Great Lakes Region

4. Have a Redundant System of Trained Agency Personnel – “It is crucial to have a redundant system of trained personnel in place who are able to make good, accurate, and timely decisions in the face of rapidly changing circumstances. With two of the cases (New York City and Northridge), the recovery response effort lasted for several months. Maintaining staff on emergency status for this length of time can take a toll on personnel and highlights the need to have multiple people trained for each job.
   
   With New York City, the need for redundancy in personnel was highlighted when a number of key transportation decision makers were lost or temporarily missing in the attack. Critical decisions were made by personnel in the field who, at times, were cut off from communications with headquarters.”
   Effects of Catastrophic Events on Transportation System Management and Operations: Cross-Cutting Study

5. “Rethink the Definition of Redundancy”
   Effects of Catastrophic Events on Transportation System Management and Operations: August 2003 Northeast Blackout New York City

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February 7, 2006
Publication #FHWA–HOP-08-015