Implementation of the AASHTO Guide for Enterprise Risk Management (2022) / Chapter Skim
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Pages 98-110
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From page 98... ...
98 Tactics for Successful Risk Management 6.1 Lessons Learned from Risk Management Practitioners Beyond the three pilot states, this project engaged nearly half of all state DOTs with one or more of the implementation activities. ese processes were part of the outreach that exposed state DOTs to risk management and its bene ts.
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Tactics for Successful Risk Management 99 • Some state executives think of risk management as a stand-alone activity. Presentations during the project illustrated how managing risks is common across many programs, and it supports achieving the DOTs' core missions.
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100 Implementation of the AASHTO Guide for Enterprise Risk Management major decision, the risk staff can help the office conduct a risk assessment workshop to identify risks and potential mitigation steps. • The risk staff have also helped offices conduct quantitative risk assessment using Monte Carlo analysis.
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From page 101... ...
Tactics for Successful Risk Management 101 The TRPT identified risk levels for roads, bridges, and culverts due to the consequences of failures associated with erosion, inundation, and deposition. A vulnerability scoring system was created and linked to different levels of transportation failures.
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102 Implementation of the AASHTO Guide for Enterprise Risk Management • Ongoing research; • Pilot agency case studies; • Policy and guidance links; • Tools, such as those for downscaling climate projections and assessing the sensitivity of assets to extreme events; • Recorded webinars; and • Proceedings from workshops and peer exchanges. 6.2 Managing Risks from COVID-19 e year 2020 turned out to be an appropriate time to focus on risk management implementation.
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Tactics for Successful Risk Management 103 May the department of operations was coping with COVID, and the operations center stood down. The department then developed a stabilization plan to continue coping with COVID.
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104 Implementation of the AASHTO Guide for Enterprise Risk Management S ource: W S DOT. Figure 6.1.
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Tactics for Successful Risk Management 105 other employees. TDOT also organized an o ce decluttering e ort so that workspaces could be sanitized more e ectively.
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106 Implementation of the AASHTO Guide for Enterprise Risk Management • The Caltrans IT staff moved quickly in supporting the work-from-home needs created by the pandemic and providing cybersecurity protection. Caltrans had staff undergo cybersecurity training by October 31, 2020.
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Tactics for Successful Risk Management 107 • Another risk presented by COVID-19 was a slowdown in the hiring process at TDOT. at resulted in 100 vacancies above the 400 vacancies that TDOT usually has.
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From page 108... ...
108 Implementation of the AASHTO Guide for Enterprise Risk Management However, the long-term e ects also consist of increased Internet bandwidth requirements, an increase in the threat of cyber vulnerabilities, and an increase in the need for employees to have access to the computers and peripherals required for remote work to be e ective. 6.3.3 Risks to Developing a Diverse Workforce Project participants said that 2020 illustrated the risks surrounding their goals of hiring a diverse workforce and then training and retaining them.
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From page 109... ...
Tactics for Successful Risk Management 109 • State DOT executives would benefit from seeing research or examples of how risk management fits into an agency's structure or to show how risk management supports the day-today decision making within agencies. • It would also be a benefit to illustrate how risk-based decisions can be made and then how they flow through the agency to interact with other decision-making processes, as well as to show how the risk analyses in various functions tie together.
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From page 110... ...
110 Implementation of the AASHTO Guide for Enterprise Risk Management • Risk is a cross-cutting issue. Joint meetings that bring together researchers and practitioners from a range of subdisciplines, such as performance management, administration, operations, and resilience, to focus on risk could be useful in better integrating risk management across state DOTs.
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