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who benefits from a freight improvement project, it is easier · Feasibility --Demonstrable feasibility with respect to eco-
to assign responsibility for a project at a level that is propor- nomic market, technical, environmental, financial, and
tionate to the benefit received. This is very useful when risk allocation aspects is important;
entering into a project where several different stakeholder · Risk management--A clear understanding between the
types, including carriers, public agencies, and communities, allocation of risk and benefits/rewards is critical;
are involved in project planning, approval, and financing. In · Transparency in procurement--Good access to relevant
addition, understanding the benefits received by user groups materials allows for accurate evaluation of benefits and
can help to highlight those situations where there may be a costs, which in turn reduces the need for estimating values
compelling public interest in supporting freight network of withheld information;
improvements. · Proper due diligence--Verifying actual and projected
volumes/turnover, costs, revenues, and risks;
· Public-sector "buy-in"--Identifying issues pertaining to
2.5 Assessing Risk permitting and acquisition;
Risk assessment has been a critical component of private- · A strong and "true" partnership--Should be set forth in
sector investment decision-making for a long time. Monitor- a clear contractual framework; and
ing safety, regulatory compliance, and emissions is important · Innovation--In handling costs, risks, and revenues.
because the costs associated with risk experience can be very
high, and sizable loss can be devastating to small firms. Risk Understanding the risks associated with a project involves
management metrics also have a role in customer satisfaction, evaluating design and construction, market risk, operation
potential market development, and market access. All of the and maintenance risk, financing risk, insurance, and termi-
functions in this category can have a direct cost--insurance, nation risk. The private sector often is interested in under-
employee safety and retention, financial penalties and down- standing the uncertainty that surrounds forecasts and proj-
time, etc. On the public-sector side, risk management tech- ects. A number of tools can be consulted to address these
risks, including a risk allocation matrix and due diligence
niques are typically included in asset management strategies
financial and technical risk analysis through statistical means.
for pavements, bridges, and other investments. Rarely are risk
When engaging in PPPs, a common practice is to develop a
management techniques employed as part of the investment
risk allocation matrix that clearly outlines categorical risks and
decision-making activities of these agencies, including freight
the responsibilities of each party. Risks are allocated and quan-
investments.
tified to clearly describe the various scenarios, costs, and
However, risk assessment has taken on more importance
responsibilities involved. Areas of concern may include insur-
among public-sector agencies given recent interest in utiliz-
ance, permitting, design, and construction, among others.
ing public-private partnerships (PPP) or shared asset activ-
Table 2.6 outlines the general types of risks that are accounted
ities. The emphasis placed on financial evaluation is typical
for, and which parties may take responsibility for these risks.
for private-sector projects, but the degree of analysis devoted Each conceived risk should be collected and quantified in
to risk assessment stands out, and (according to players a detailed risk matrix as shown in Table 2.7. The basic ele-
in this market) exceeds that to which the public sector is ments may include
accustomed. PPPs provide a route to funding and operat-
ing a project by accessing private-sector funds and support. · An explicit explanation of the risk event or scenario, accom-
It is a partnership that is marked with differences, however, panied by logical and achievable remedies and solutions;
because the public sector is responsible for promoting proj- · A rating of the potential of the occurrence of such a risk;
ects for the good of its constituents, and the private sector · The party primarily responsible for the risk; and
functions and operates based on its bottom line. Financially, · The percent share of the risk by party, along with the dol-
they have evolved separately and rely on different sources lar value of the cost.
of funds. For the private sector to participate, the public-
sector agency should have established policies, processes, As a part of evaluating investments, a common practice is
and frameworks that facilitate a partnership, including the to develop forecasts; these carry an obvious degree of uncer-
following: tainty. Risks can be technical and financial, including cost
overruns and benefit shortfalls. Monte Carlo methods can be
· Structure--A functional regulatory and institutional used to simulate the various sources of uncertainty that affect
framework acts as a roadmap for proceeding; the outcome of projects, with respect to costs or benefits, and
· Public need--A demonstrated need for such a partnership calculate an average expected value for the given possible val-
adds purpose and mutual goals; ues of the components.
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Table 2.6. Types of risks and risk allocations.
Risk Private Public
Legislative Sharing within defined parameters Major responsibility
(Existing and Future)
Acquisition and Sharing within defined parameters, Major responsibility
Environmental with public-sector assistance
Permitting and Planning Sharing within defined parameters Major responsibility
Design and Construction Major responsibility
Operation and Maintenance Major responsibility Sharing within defined
parameters
Financing Major responsibility
Termination Major responsibility, unless
demonstrably caused by public
Insurance Major responsibility Sharing based on availability
of commercial rates
Force Majeure Sharing based on event and Sharing based on event and
availability of insurance availability of insurance
Source: Halcrow, Inc.
Table 2.7. General template of risks.
Risks Input
Overall Risk Characteristics
Category of Risk Risk type
Description Event/scenario being addressed
Party Primarily Bearing Risk
Party 1 Risk Share Y percent
Party 2 Risk Share X percent
Risk Value (in USD) Dollar value
Annualized Value at Risk ($k/year) Dollar value
Optional Additional Risk Controls Remedies and proposed solutions
Party Best Able to Direct Mitigation Party X
Effect of Additional Risk Controls on Level of Risk High, medium, low
Residual Risk Percentage
Annualized Residual Value at Risk ($k/year) Dollar value
Basis for Risk Allocation Unit of measure
Party-Specific Risks
Party 1 Percent Share of Risk
Pre Mitigation Risk Dollar value
Post Mitigation Risk Dollar value
Party 2 Percent Share of Risk
Pre Mitigation Risk Dollar value
Post Mitigation Risk Dollar value
Source: Halcrow, Inc.
