Risk & Resiliency
Develop a process to incorporate risk and resiliency into corridor planning. The process will be an integral part of corridor planning and will enable the department to address risk and resiliency at the enterprise level and aid us in achieving our strategic goals. This process will engage region staff and focus participants in identifying risks during the planning phase. Enabling our project teams to understand corridor risks and determine the best method, and appropriate time, to mitigate these risks will allow funding decisions to occur at the proper time. By identifying risks early we can determine the best approach to address the risk in design and construction so that project delivery times are not impacted.
Once this process is developed the ultimate vision is to complete a risk assessment for corridors across the State, beginning with the interstate and high priority freight routes. As studies are completed, the data will be managed using our GIS corridor planning tools. We propose to develop a risk registry that can be aggregated and prioritized, not only at the project or corridor level but, system wide. By understanding risk criticality and probability, mitigation strategies can be assessed during corridor planning and carried out during construction projects.
The next phase of our process development is to conduct a Risk and Resiliency Analysis along US 40 from the Utah-Colorado border west to I-80. The study area is approximately 174 miles in length. The results will be part of the corridor plan for US 40.
An I-15 Corridor Risk and Resilience demonstration project was completed that exhibited the benefits of examining a highway transportation network in terms of both its capacity to serve demand and its ability to withstand physical hazards. Risks were identified that could have been incorporated into existing projects if the risks had been known.
Measures at the project level have demonstrated a financial advantage to risk management. The graphic to the right shows how Mountain View corridor project experienced a 27% reduction in expected cost because of risk management. In a similar fashion we can demonstrate the value of risk and resiliency at the state level by tracking the cost to replace assets to the mitigation costs to avoid damage or disruption of traffic. When to mitigate risk and when to accept risk and respond to damage events will be developed as part of the state wide risk management process. The image below shows anticipated savings when a risk is identified and mitigated with an upcoming project as opposed to going unnoticed until failure.