The Role of Transportation in Campus Emergency Planning, MTI Report 08-06

In 2005, Hurricane Katrina created the greatest natural disaster in American history. The states of Louisiana, Mississippi and Alabama sustained significant damage, including 31 colleges and universities. Other institutions of higher education, most notably Louisiana State University (LSU), became resources to the disaster area. This is just one of the many examples of disaster impacts on institutions of higher education. The Federal Department of Homeland Security, under Homeland Security Presidential Directive–5, requires all public agencies that want to receive federal preparedness assistance to comply with the National Incident Management System (NIMS), which includes the creation of an Emergency Operations Plan (EOP). Universities, which may be victims or resources during disasters, must write NIMS–compliant emergency plans. While most university emergency plans address public safety and logistics management, few adequately address the transportation aspects of disaster response and recovery. This MTI report describes the value of integrating transportation infrastructure into the campus emergency plan, including planning for helicopter operations. It offers a list of materials that can be used to educate and inform campus leadership on campus emergency impacts, including books about the Katrina response by LSU and Tulane Hospital, contained in the report´s bibliography. It provides a complete set of Emergency Operations Plan checklists and organization charts updated to acknowledge lessons learned from Katrina, 9/11 and other wide–scale emergencies. Campus emergency planners can quickly update their existing emergency management documents by integrating selected annexes and elements, or create new NIMS–compliant plans by adapting the complete set of annexes to their university´s structures

Great East Japan Earthquake, JR East Mitigation Successes, and Lessons for California High-Speed Rail, MTI Report 12-37

California and Japan both experience frequent seismic activity, which is often damaging to infrastructure. Seismologists have developed systems for detecting and analyzing earthquakes in real-time. JR East has developed systems to mitigate the damage to their facilities and personnel, including an early earthquake detection system, retrofitting of existing facilities for seismic safety, development of more seismically resistant designs for new facilities, and earthquake response training and exercises for staff members. These systems demonstrated their value in the Great East Japan Earthquake of 2011 and have been further developed based on that experience. Researchers in California are developing an earthquake early warning system for the state, and the private sector has seismic sensors in place. These technologies could contribute to the safety of the California High-Speed Rail Authority’s developing system, which could emulate the best practices demonstrated in Japan in the construction of the Los Angeles-to-San Jose segment

Handbook of Emergency Management For State-Level Transportation Agencies, MTI Report 09-10

The Department of Homeland Security has mandated specific systems and techniques for the management of emergencies in the United States, including the Incident Command System, the National Incident Management System, Emergency Operations Plans, Emergency Operations Centers, Continuity of Government Plans and Continuity of Operations Plans. These plans and systems may be applied to the state-level transportation agency�s disaster response systems to enhance efficiency and effectiveness. Specific guidance and management techniques are provided to aid emergency planning staff to create DHS-compliant systems

Transportation, Terrorism and Crime: Deterrence, Disruption and Resilience

Abstract: Terrorists likely have adopted vehicle ramming as a tactic because it can be carried out by an individual (or “lone wolf terrorist”), and because the skills required are minimal (e.g. the ability to drive a car and determine locations for creating maximum carnage). Studies of terrorist activities against transportation assets have been conducted to help law enforcement agencies prepare their communities, create mitigation measures, conduct effective surveillance and respond quickly to attacks. This study reviews current research on terrorist tactics against transportation assets, with an emphasis on vehicle ramming attacks. It evaluates some of the current attack strategies, and the possible mitigation or response tactics that may be effective in deterring attacks or saving lives in the event of an attack. It includes case studies that can be used as educational tools for understanding terrorist methodologies, as well as ordinary emergencies that might become a terrorist’s blueprint

Emergency Management Training and Exercises for Transportation Agency Operations, MTI Report 09-17

Training and exercises are an important part of emergency management. Plans are developed based on threat assessment, but they are not useful unless staff members are trained on how to use the plan, and then practice that training. Exercises are also essential for ensuring that the plan is effective, and outcomes from exercises are used to improve the plan. Exercises have been an important part of gauging the preparedness of response organizations since Civil Defense days when full-scale exercises often included the community. Today there are various types of exercises that can be used to evaluate the preparedness of public agencies and communities: seminars, drills, tabletop exercises, functional exercises, facilitated exercises and full-scale exercises. Police and fire agencies have long used drills and full-scale exercises to evaluate the ability of staff to use equipment, protocols and plans. Transit and transportation agencies have seldom been included in these plans, and have little guidance for their participation in the exercises. A research plan was designed to determine whether urban transit systems are holding exercises, and whether they have the training and guidance documents that they need to be successful. The main research question was whether there was a need for a practical handbook to guide the development of transit system exercises

Generic Continuity of Operations/Continuity of Government Plan for State-Level Transportation Agencies, Research Report 11-01

The Homeland Security Presidential Directive 20 (HSPD-20) requires all local, state, tribal and territorial government agencies, and private sector owners of critical infrastructure and key resources (CI/KR) to create a Continuity of Operations/Continuity of Government Plan (COOP/COG). There is planning and training guidance for generic transportation agency COOP/COG work, and the Transportation Research Board has offered guidance for transportation organizations. However, the special concerns of the state-level transportation agency’s (State DOT’s) plan development are not included, notably the responsibilities for the entire State Highway System and the responsibility to support specific essential functions related to the State DOT Director’s role in the Governor’s cabinet. There is also no guidance on where the COOP/COG planning and organizing fits into the National Incident Management System (NIMS) at the local or state-level department or agency. This report covers the research conducted to determine how to integrate COOP/COG into the overall NIMS approach to emergency management, including a connection between the emergency operations center (EOC) and the COOP/COG activity. The first section is a presentation of the research and its findings and analysis. The second section provides training for the EOC staff of a state-level transportation agency, using a hybrid model of FEMA’s ICS and ESF approaches, including a complete set of EOC position checklists, and other training support material. The third section provides training for the COOP/COG Branch staff of a state-level transportation agency, including a set of personnel position descriptions for the COOP/COG Branch members

Continuity of Operations/Continuity of Government for State-Level Transportation Organizations, Research Report 11-02

The Homeland Security Presidential Directive 20 (HSPD-20) requires all local, state, tribal and territorial government agencies, and private sector owners of critical infrastructure and key resources (CI/KR) to create a Continuity of Operations/Continuity of Government Plan (COOP/COG). There is planning and training guidance for generic transportation agency COOP/COG work, and the Transportation Research Board has offered guidance for transportation organizations. However, the special concerns of the state-level transportation agency’s (State DOT’s) plan development are not included, notably the responsibilities for the entire State Highway System and the responsibility to support specific essential functions related to the State DOT Director’s role in the Governor’s cabinet. There is also no guidance on where the COOP/COG planning and organizing fits into the National Incident Management System (NIMS) at the local or state-level department or agency. This report covers the research conducted to determine how to integrate COOP/COG into the overall NIMS approach to emergency management, including a connection between the emergency operations center (EOC) and the COOP/COG activity. The first section is a presentation of the research and its findings and analysis. The second section provides training for the EOC staff of a state-level transportation agency, using a hybrid model of FEMA’s ICS and ESF approaches, including a complete set of EOC position checklists, and other training support material. The third section provides training for the COOP/COG Branch staff of a state-level transportation agency, including a set of personnel position descriptions for the COOP/COG Branch members

Exercise Handbook: What Transportation Security and Emergency Preparedness Leaders Need to Know to Improve Emergency Preparedness, MTI Report 12-08

The U.S. Department of Homeland Security (DHS) has provided extensive general guidance on developing training and exercise programs for public entities, but little had been done to focus that material on the transportation sector specifically. Transportation sector emergency managers have noted that there should be specific guidance for developing exercises that are focused on the operational work of their agencies, in addition to the Logistics Section functions that are usually the focus of transportation sector entities in multi-agency, multi-jurisdiction exercises. The first section of his report provides information on federal training and exercise requirements for transportation sector entities. It summarizes the changes to emergency management programs and requirements that grew out of the Presidential Policy Directive-8 (PPD-8) issuance in early 2011, and the challenges of adult training. The second section is a Homeland Security Exercise and Evaluation Program (HSEEP)-compliant practical handbook using the project management approach that guides transportation sector staff in the creation, development, implementation and wrap-up of federally mandated exercises. It includes scenarios and implementation guidance based on the actual experiences and work of the transportation sector

Adeno-Associated Viral Vectors Show Serotype Specific Transduction of Equine Joint Tissue Explants and Cultured Monolayers

Adeno-associated virus (AAV) receptors range from heparan sulfate proteoglycan to sialic acid moieties present on cell surfaces. Abundance of the glycan profiles is greatly influenced by animal species, cell type, and culture conditions. The objective of this study was to determine whether AAV serotypes' transduction efficiencies specifically in the equine monolayer culture model are an accurate representation of transduction efficiencies in tissue explants, a model more closely related to in vivo transduction. It was found that AAV 2 and 2.5 transduced cells more efficiently in explants than in monolayers. Through experiments involving assessing enzyme degradation of cell surface proteoglycans, this change could not be attributed to differences in the extra cellular matrix (ECM), but a similar change in AAV 5 transduction efficiency could be readily explained by differences in cell surface sialylated glycan. Unexpectedly it was found that in a small but diverse sample of horses evidence for serum neutralizing antibodies was only found to AAV 5. This suggests a unique relationship between this capsid and the equine host or an unresolved relationship between similar bovine AAV and the AAV 5 capsid immune response

Protocol: Adaptive Implementation of Effective Programs Trial (ADEPT): cluster randomized SMART trial comparing a standard versus enhanced implementation strategy to improve outcomes of a mood disorders program

Abstract Background Despite the availability of psychosocial evidence-based practices (EBPs), treatment and outcomes for persons with mental disorders remain suboptimal. Replicating Effective Programs (REP), an effective implementation strategy, still resulted in less than half of sites using an EBP. The primary aim of this cluster randomized trial is to determine, among sites not initially responding to REP, the effect of adaptive implementation strategies that begin with an External Facilitator (EF) or with an External Facilitator plus an Internal Facilitator (IF) on improved EBP use and patient outcomes in 12 months. Methods/Design This study employs a sequential multiple assignment randomized trial (SMART) design to build an adaptive implementation strategy. The EBP to be implemented is life goals (LG) for patients with mood disorders across 80 community-based outpatient clinics (N = 1,600 patients) from different U.S. regions. Sites not initially responding to REP (defined as <50% patients receiving ≥3 EBP sessions) will be randomized to receive additional support from an EF or both EF/IF. Additionally, sites randomized to EF and still not responsive will be randomized to continue with EF alone or to receive EF/IF. The EF provides technical expertise in adapting LG in routine practice, whereas the on-site IF has direct reporting relationships to site leadership to support LG use in routine practice. The primary outcome is mental health-related quality of life; secondary outcomes include receipt of LG sessions, mood symptoms, implementation costs, and organizational change. Discussion This study design will determine whether an off-site EF alone versus the addition of an on-site IF improves EBP uptake and patient outcomes among sites that do not respond initially to REP. It will also examine the value of delaying the provision of EF/IF for sites that continue to not respond despite EF. Trial registration ClinicalTrials.gov identifier: NCT02151331http://deepblue.lib.umich.edu/bitstream/2027.42/109472/1/13012_2014_Article_132.pd