The document discusses key concepts in developing an earthquake risk reduction program including risk mitigation alternatives, structural and non-structural mitigation techniques, and outlines the steps to assess risk, develop a program, implement mitigation projects, and maintain the program over time. The program involves identifying assets at risk, assessing hazards and vulnerability, analyzing risk, selecting cost-effective mitigation options, obtaining funding, and coordinating implementation while documenting the process.
Events of scale whether they are manmade or natural are becoming increasingly common events in an increasingly complex and networked world. The impact of natural events is further amplified by growing populations in vulnerable areas, prone to earthquake, wind or water driven disasters. Preparing for and addressing these events requires increased levels of engineering and logistical support, often requiring the mobilization and reconfiguration of global supply chains. Anticipating and understanding the nature of this engineering and logistical support and the prerequisites and lead times associated with effectively deploying it are essential to today’s disaster response and reconstruction efforts.
To assist in better planning for the deployment of engineering and logistical elements post-disaster, a phased event of scale framework is laid out
Events of scale whether they are manmade or natural are becoming increasingly common events in an increasingly complex and networked world. The impact of natural events is further amplified by growing populations in vulnerable areas, prone to earthquake, wind or water driven disasters. Preparing for and addressing these events requires increased levels of engineering and logistical support, often requiring the mobilization and reconfiguration of global supply chains. Anticipating and understanding the nature of this engineering and logistical support and the prerequisites and lead times associated with effectively deploying it are essential to today’s disaster response and reconstruction efforts.
To assist in better planning for the deployment of engineering and logistical elements post-disaster, a phased event of scale framework is laid out
The Incident Command System (ICS) is a model for command, control, and coordination of emergency response at the site level.
ICS is “Organized Common Sense”
Conducting Climate Change Risk and Vulnerability Assessments in Rural Mountain Communities in the Columbia Basin Region of Canada. Presented by Jeff Zukiwsky at the "Perth II: Global Change and the World's Mountains" conference in Perth, Scotland in September 2010.
You need to know where your
vulnerabilities are before an
emergency strikes. A geographic
information system (GIS) gives you
tools to proactively identify risks
and take action. Powerful mapping
and analysis capabilities help you
plan ahead and be prepared.
A disaster is a natural or man-made hazard resulting to physical damage or destruction, loss of life, or drastic change to the natural environment
Disaster Risk Management is a broad range of activities (as opposed to disaster management) designed to prevent the loss of lives, minimize human suffering, inform the public and authorities of risk, minimize property damage and economic loss, and speed up the recovery process
The primary objective of this research is to develop a self-organizing communication model for disaster risk management. The model should be able to provide improved communication services between individuals (or groups) during disasters. The model should be able to offer reduced latency, interruptions, and failures in communication
Disaster Risk Reduction and ManagementRyann Castro
Please Feel Free to Download and Share. Just Acknowledge me as the Owner. May it serve you well.
R.A. 10121
THE PHILIPPINE DISASTER RISK REDUCTION AND MANAGEMENT SYSTEM MAY 27, 2010
An Act Strengthening The Philippine Disaster Risk Reduction and Management System, providing for the National Disaster Risk Reduction and Management Framework, and Institutionalizing the Disaster Risk Reduction and Management Plan, appropriating funds therefor and for other purposes (DRRM Act 2010)
Evaluating the Impact of Community Based DRR ProjectsOECD Governance
Investing in infrastructure: Costs, benefits and effectiveness of disaster risk reduction measures.
Presentation made by:
Jody Springer
Data Analytics
Hazard Mitigation Assistance, Mitigation Division
US Federal Emergency Management Agency
The Incident Command System (ICS) is a model for command, control, and coordination of emergency response at the site level.
ICS is “Organized Common Sense”
Conducting Climate Change Risk and Vulnerability Assessments in Rural Mountain Communities in the Columbia Basin Region of Canada. Presented by Jeff Zukiwsky at the "Perth II: Global Change and the World's Mountains" conference in Perth, Scotland in September 2010.
You need to know where your
vulnerabilities are before an
emergency strikes. A geographic
information system (GIS) gives you
tools to proactively identify risks
and take action. Powerful mapping
and analysis capabilities help you
plan ahead and be prepared.
A disaster is a natural or man-made hazard resulting to physical damage or destruction, loss of life, or drastic change to the natural environment
Disaster Risk Management is a broad range of activities (as opposed to disaster management) designed to prevent the loss of lives, minimize human suffering, inform the public and authorities of risk, minimize property damage and economic loss, and speed up the recovery process
The primary objective of this research is to develop a self-organizing communication model for disaster risk management. The model should be able to provide improved communication services between individuals (or groups) during disasters. The model should be able to offer reduced latency, interruptions, and failures in communication
Disaster Risk Reduction and ManagementRyann Castro
Please Feel Free to Download and Share. Just Acknowledge me as the Owner. May it serve you well.
R.A. 10121
THE PHILIPPINE DISASTER RISK REDUCTION AND MANAGEMENT SYSTEM MAY 27, 2010
An Act Strengthening The Philippine Disaster Risk Reduction and Management System, providing for the National Disaster Risk Reduction and Management Framework, and Institutionalizing the Disaster Risk Reduction and Management Plan, appropriating funds therefor and for other purposes (DRRM Act 2010)
Evaluating the Impact of Community Based DRR ProjectsOECD Governance
Investing in infrastructure: Costs, benefits and effectiveness of disaster risk reduction measures.
Presentation made by:
Jody Springer
Data Analytics
Hazard Mitigation Assistance, Mitigation Division
US Federal Emergency Management Agency
ISOL 533 - Information Security and Risk Management R.docxchristiandean12115
ISOL 533 - Information Security and Risk Management Risk Management Plan
University of the Cumberlands
Executive Summary
<Review the Scenario on Page #2 of the publisher’s Project: Risk Management Plan. Summarize the information about the company provided in the scenario and place it into this section of the report. Remove these instructions and all other instructions below before submitting the document for grading.>
This Risk Management Plan covers the Risks, Threats and Weaknesses of the Health Network, Inc. (Health Network).Risks - Threats – Weaknesses within each domain
<Using the Threats listed on Page #3 of the publisher’s Project: Risk Management Plan and the 7 Domains diagram on Page #3 of this template, complete the table on Page #2 of this template (review your Lab #1 solution). Once you enter the Threats into the table, list one or more Weaknesses that might exist in a typical organization using research and your imagination) and then list the Risk to the company if the Threat exploits that Weakness. Then group these Risks-Threats-Weaknesses (R-T-W) by Domain and discuss them below in this section.>
User Domain: <list each User Domain R-T--W identified in the table>
Workstation Domain: <list each Workstation Domain R-T--W identified in the table>
LAN Domain: <list each User Domain R-T--W identified in the table>
WAN-to-LAN Domain: <list each Workstation Domain R-T--W identified in the table>
WAN Domain: <list each User Domain R-T--W identified in the table>
Remote Access Domain: <list each Workstation Domain R-T--W identified in the table>
System/Application Domain: <list each User Domain R-T--W identified in the table>Compliance Laws and Regulations
<List the laws and regulations that affect this industry.>
…
Your Organization
.
ISOL 533 - InfoSecurity & Risk
Management University of the Cumberlands
ISOL 533 - InfoSecurity & Risk
Management University of the Cumberlands
Enter details about the organization and it IT Infrastructure.
•
•
•
organization
division
organization's
organizational
ISOL 533 - InfoSecurity & Risk
Management University of the Cumberlands
organization .
organization
organization d
organization'
ISOL 533 - InfoSecurity & Risk
Management University of the Cumberlands
organization changes to the
systems, applications and organizational data can undermine the organization's
violations of federal or state mandates and laws can
lead to major . potential to impact the
organization
organization
ISOL 533 - InfoSecurity & Risk
Management University of the Cumberlands
ISOL 533 - InfoSecurity & Risk
Management University of the Cumberlands
ISOL 533 - InfoSecurity & Risk
Management University of the Cumberlands
organization
ISOL 533 - InfoSecurity & Risk
Management University of the Cumberlands
central respoitory accessible via the
orporate
ISOL 533 - InfoSecurity & Risk
Management Uni.
Presented at the recent 7th Global Infrastructure Leadership Forum Program, the presentation lays out three propositions:
- Our cities are multi-dimensional and current frameworks are inadequate for the future
- Future cities require a Resilience Code
- Community resilience requires partnership between public, NGO and private sectors
Hope you enjoy
JNR NON-PERMANENCE RISK REPORT VCS Version 3VCS JNR Non-Per.docxdonnajames55
JNR NON-PERMANENCE RISK REPORT: VCS Version 3
VCS JNR Non-Permanence Risk Report Template
This report template is for analyzing the non-permanence risk of VCS jurisdictional REDD+ programs. VCS projects, including nested projects, must use the VCS Non-Permanence Risk Report Template.
Instructions for completing the JNR Non-Permanence Risk Report:
TITLE PAGE: All items in the box at the bottom of the title page must be completed using Arial 10pt, black, regular (non-italic) font. This box must appear on the title page of the final document. The JNR non-permanence risk report may also feature the report title and preparer’s name and logo more prominently on the title page, using the format below (Arial 24pt and Arial 11pt, black, regular font).
JNR NON-PERMANENCE RISK REPORT: Instructions for completing the JNR non-permanence risk report can be found under the section headings in this template. All instructions must be followed. Instructions relate back to the rules and requirements set out in the JNR Requirements, VCS Standard and accompanying program documents. As such, this template must be completed in accordance with such documents, and the preparer will need to refer to the VCS program documents and in order to complete the template. It is also expected that relevant guidance is followed. Note that the instructions in this template are intended to serve as a guide and do not necessarily represent an exhaustive list of the information the preparer should provide under each section of the template.
All sections must be completed using Arial 10pt, black, regular (non-italic) font. Where a section is not applicable, same must be stated under the section (the section must not be deleted from the final document).
This document may be included as an annex to the JNR program description or JNR monitoring report, as applicable, or provided as a stand-alone document. Where submitted as an annex, the cover page may be deleted and where submitting as a stand-alone document, the cover page must be completed.
Where a jurisdiction is stratified due to different risk profiles, the whole document must be filled out for each area (either as separate documents, or by repeating all of the steps/tables).
All instructions, including this introductory text, should be deleted from the final document.
JNR NON-PERMANENCE RISK REPORT TITLE
Logo (optional)
Document Prepared By (individual or entity)
Jurisdictional REDD+ Program Title
Name of jurisdictional REDD+ program
Version
Version number of this document
Date of Issue
DD-Month-YYYY this version of the document issued
Program ID
VCS project database ID, if registered
Monitoring Period
DD-Month-YYYY to DD-Month-YYYY
Prepared By
Individual or entity that prepared the document
Contact
Physical address, telephone, email, website
Document and substantiate the risk and/or mitigation for each risk factor applicable to the jurisdictional program. Include any relevant documentary evidence. Where a risk or.
JNR NON-PERMANENCE RISK REPORT VCS Version 3VCS JNR Non-Per.docxvrickens
JNR NON-PERMANENCE RISK REPORT: VCS Version 3
VCS JNR Non-Permanence Risk Report Template
This report template is for analyzing the non-permanence risk of VCS jurisdictional REDD+ programs. VCS projects, including nested projects, must use the VCS Non-Permanence Risk Report Template.
Instructions for completing the JNR Non-Permanence Risk Report:
TITLE PAGE: All items in the box at the bottom of the title page must be completed using Arial 10pt, black, regular (non-italic) font. This box must appear on the title page of the final document. The JNR non-permanence risk report may also feature the report title and preparer’s name and logo more prominently on the title page, using the format below (Arial 24pt and Arial 11pt, black, regular font).
JNR NON-PERMANENCE RISK REPORT: Instructions for completing the JNR non-permanence risk report can be found under the section headings in this template. All instructions must be followed. Instructions relate back to the rules and requirements set out in the JNR Requirements, VCS Standard and accompanying program documents. As such, this template must be completed in accordance with such documents, and the preparer will need to refer to the VCS program documents and in order to complete the template. It is also expected that relevant guidance is followed. Note that the instructions in this template are intended to serve as a guide and do not necessarily represent an exhaustive list of the information the preparer should provide under each section of the template.
All sections must be completed using Arial 10pt, black, regular (non-italic) font. Where a section is not applicable, same must be stated under the section (the section must not be deleted from the final document).
This document may be included as an annex to the JNR program description or JNR monitoring report, as applicable, or provided as a stand-alone document. Where submitted as an annex, the cover page may be deleted and where submitting as a stand-alone document, the cover page must be completed.
Where a jurisdiction is stratified due to different risk profiles, the whole document must be filled out for each area (either as separate documents, or by repeating all of the steps/tables).
All instructions, including this introductory text, should be deleted from the final document.
JNR NON-PERMANENCE RISK REPORT TITLE
Logo (optional)
Document Prepared By (individual or entity)
Jurisdictional REDD+ Program Title
Name of jurisdictional REDD+ program
Version
Version number of this document
Date of Issue
DD-Month-YYYY this version of the document issued
Program ID
VCS project database ID, if registered
Monitoring Period
DD-Month-YYYY to DD-Month-YYYY
Prepared By
Individual or entity that prepared the document
Contact
Physical address, telephone, email, website
Document and substantiate the risk and/or mitigation for each risk factor applicable to the jurisdictional program. Include any relevant documentary evidence. Where a risk or ...
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
2. Key Terms
Mitigation
Risk Mitigation Alternatives
Risk Transfer
Develop the Program
Benefit-cost ratio
Acceptable risk
Implement the Program
Funding
Seismic retrofit
Emergency planning
Maintain the Program
5. Structural (using buildings as an example)
Bracing
Types
“K”
“V”
Chevron
eccentric
“X”
(a) moment
frame
(b) braced
frame
diagonal
(c) shear wall
CPU
(e) damped
frame
(f) active control system: ground
motion sensor, processor, and
controlled mass
(d) base
isolation
7. NON-STRUCTURAL MITIGATION
• involves retrofitting a building’s non-structural elements
(exterior elements, interior elements, building electrical,
mechanical and plumbing systems, and contents).
• A breakdown of common non-structural mitigation techniques
is presented below:
•
1. Brace Exterior Elements
•
2. Anchor Interior Elements
•
3. Protect Building Electrical, Mechanical, and Plumbing
Systems
•
4. Secure Building Contents
10. Risk Mitigation Alternatives
EARTHQUAKE OCCURS
EARTHQUAKE OCCURS
Mitigation of
damage and
loss is possible
at each step of
earthquake loss
process;
earthquake
occurs, primary
hazards,
primary
damage,
secondary
hazard/damage,
primary loss,
and secondary
loss.
RESULT
MITIGATION
Hazard mapping; ground
remediation; tsunami walls…
Bracing and strengthening,
reduction of mass, base
isolation, structural control…
Improved storage/infrastructure,
better emergency response…
PRIMARY HAZARDS:
PRIMARY HAZARDS:
Faulting, Shaking, Liquefaction,
Faulting, Shaking, Liquefaction,
Landsliding, Tsunami…
Landsliding, Tsunami…
PRIMARY DAMAGE:
PRIMARY DAMAGE:
Building / Structural
Building / Structural
Nonstructural / Equipment
Nonstructural / Equipment
SECONDARY HAZARD / DAMAGE:
SECONDARY HAZARD / DAMAGE:
Fire, Hazmat, Flooding…
Fire, Hazmat, Flooding…
Demand (hazard)
Demand reduced
eliminated or(hazard)
eliminated or reduced
Capacity
Capacity
(strength…)
(strength…)
increased
increased
Secondary demands
Secondary reduced
eliminated or demands
eliminated or reduced
PRIMARY LOSS:
PRIMARY LOSS:
Life / Injury, Repair Costs, Function,
Improved emergency
Improved emergency
planning and response;
planning and response;
insurance…
insurance…
Life / Injury, Repair Costs,
Communications/Control… Function,
Communications/Control…
SECONDARY LOSS:
SECONDARY LOSS:
Business / Operations Interruption
Business / Operations Interruption
Market Share, Reputation…
Market Share, Reputation…
Loss
avoidedLoss
or shared
avoided or shared
11. Outline of Risk Reduction Program
Pre-program
Pre-program
Earthquakes are a
problem, in the most
Assess the Risk
Assess the Risk
general sense, solving a
problem has three basic
phases.
YAcceptable?
Stop
Stop YAcceptable?
Phase 1:
N
N
Understanding the
Develop the
Develop the
problem
Program
Program
Phase 2:
Finding the solution
Acceptable?
Acceptable?
Phase 3:
N
N
Y
Y
Putting the solution
Implement the Program
Implement the Program
into effect
Maintain the Program
Maintain the Program
Factors
Factors
-- Seismic environment?
Seismic environment?
-- Organization // decisionOrganization decisionmaking
making
-- Responsibility // liability
Responsibility liability
Data
Data
-- Seismic hazard
Seismic hazard
-- Exposure
Exposure
-- life
life
-- property
property
-- business // function
business function
-- revenue
revenue
-- data
data
-- market share
market share
-- reputation // image
reputation image
-- Vulnerability
Vulnerability
-- Assessment
Assessment
Mitigation Options
Mitigation Options
-- Locational
Locational
-- Redundancy // backup
Redundancy backup
-- Move
Move
-- Structural
Structural
-- Strengthen structures
Strengthen structures
-- Brace equpment //
Brace equpment
furnishings
furnishings
-- Operational
Operational
-- Emerency Plan
Emerency Plan
-- Backup data
Backup data
-- Transfer
Transfer
-- Insurance
Insurance
-- Contracts
Contracts
12. Measuring
Benefits
$
Constr.
Cost
Tot Cost
Cost
Damage
Design
Level
Benefit Cost Ratio BCR = PV (allfuturebenefits )
PV (allfuture cos ts )
Life Cycle Cost
LCC = PV (allfuturebenefits ) − PV (allfuture cos ts )
Internal Rate of Return is the discount rate that
“sets the net present value of the stream of net benefits
[and costs] equal to zero”- effectively a measure of the return on investment
13. Assess the Risk
Identify the assets (people, property, function) at risk.
Establishing (i.e. quantifying) the seismic hazard
It is a representation of how strongly the ground will shake
and how often it is likely to do so.
Developing performance objectives
The corresponding losses for people, property and function
are death and injury, financial loss, and business interruption,
revenue, market share.
No loss of life (no significant collapse hazard), limited
property loss, no loss of essential equipment, and restoration
of operation onsite or backup site within the time appropriate
for the organization.
Performing first a risk screening and then, for selected
structures, a more detailed review
14. Develop the Program
Developing the program, which consists of determining the
acceptable risk, the opinions that exist for reducing the
current risk to an acceptable level, the costs of doing that,
and how it should be accomplished.
Having performed risk screening, facilities may be usefully
grouped into several categories, such as
I.
II.
III.
Probable high risk
Possible high risk
Probable low risk
The category I and category II facilities should be subjected to
a more detailed analysis.
All the category I and II facilities can be ranked according to
their risk, mitigation costs, or other criteria. The ranking is
based on a benefit-cost ratio.
The final decision as to what facilities to mitigate will depend
on available budget and is the final expression of the
organization’s acceptable risk.
15. Implement the Program
Retaining seismic retrofit design professionals:
Initial investigation and screening
Detailed investigation and conceptual retrofit design
Construction documents and construction support
Funding the program; the following sources should generally
considered when planning programs of seismic mitigation .
General operating and maintenance funds
Bond issues
Special use fee
Hazard mitigation grants
Tax preferences and credits
Coordinating with other parts of the organization; it is very
important to include earthquake risk mitigation measures with
other facets of an organization’s asset management program.
16. Maintain the Program
Organizations are dynamic and facilities, operations, and
personnel are constantly changing. Thus documentation of
the step taken, including the process and criteria, is an
important step to complete.
As new facilities or operations are developed, the same or
enhanced criteria can be applied to them, thus retaining the
overall balance of earthquake mitigation program.
As new personnel join the organization, they can review the
earthquake mitigation program documentation and maintain
the overall goals.
17. DETERMINE THE LEVEL OF
SEISMIC HAZARD
Figure 3-1: USGS Earthquake Hazard
Map
18. Suggested Community Seismic Hazard Programs Based on Seismic
Hazard Levels
Map Colour
Suggested Community
Comments on Cost-
Hazard
Red
Seismic
Seismic Hazard
Effectiveness
Level
Mitigation Program
Moderately
High
Extensive program
Many, but not all mitigation
Mitigation of these facilities first priority
Red Orange
High
projects.
Substantial program
Some, but not all mitigation
Mitigation of these
projects
facilities a high priority.
Light Orange
Moderate
Mitigation of highly
Few mitigation projects
critical and highly
Vulnerable facilities should be considered.
Yellow
Moderately
Mitigation of very critical
Low
Very few projects
and very vulnerable
facilities should be
Gray
Negligible
except in unique
be considered
Seismic risk probably not
circumstances
Mitigation projects are most
likely not required or not
these facilities a low
Very Low
rarely be cost-effective
significant. Mitigation of
Blue
Mitigation projects will
vulnerable facilities should
Low
considered.
Mitigation of exceptionally
critical and exceptionally
Green
cost-effective
priority.
Seismic risk negligible.
Mitigation not required
Mitigation not required.
19. Summary
An Earthquake Risk Reduction Program involves the following
steps:
1.
ASSETS: Identify and map the assets at risk – the people, property,
business and cultural treasures. Where are they, how many are they,
what is their value?
2.
HAZARDS: Map the earthquake hazards that threaten these assets.
Hazards include faulting, shaking, liquefaction, tsunami, landslide, fire.
3.
VULNERABILITY: Assess the vulnerability of each asset to the hazards –
is an highly vulnerable, moderately, or just low?
4.
ANALYZE: Combine the information on Assets, Hazards and
Vulnerability into a Risk Analysis. Map the areas of High Risk.
5.
MITIGATION: Based on the assets, hazards and vulnerabilities, identify
various ways in which the risk can be lowered. Select the mitigation
method that makes the most sense – ie, is most effective for the least
cost.
6.
DEVELOP THE PROGRAM: Having a mitigation package, gather
community support and find ways to pay for the mitigation. Develop a
Plan for doing the mitigation over a several year timeframe.
Editor's Notes
This is the third and last of our presentations, and provides detail on Mitigation and how to develop an Earthquake Risk Reduction Program.
These are some of the key terms used in this presentation.
There are four basic methods for reducing earthquake risk, termed Structural, Locational, Operational, and Risk Transfer. Structural might also be termed ‘hardware’, and refers to structures resisting earthquake forces, or avoiding them (via for example base isolation). Locational is generally a planning approach, while operational generally refers to training and emergency response. All three of these tend to reduce the risk. Risk Transfer most typically involves insurance, and does not reduce the risk in absolute terms, but shares it, so that it is reduced in relative terms for each party. Besides insurance, there are other types of risk transfer.
The most traditional and common for reducing earthquake risk is to resist the risk via structural techniques. (a) Shows a basic building, whose structural type is called a ‘moment frame’. In order to strengthen this building against earthquakes, there are a number of methods available: (b) various types of bracing, such as K, V etc, can be added; (c ) a reinforced concrete shear wall can be added; (d) rubber pads can be placed under the building, to absorb the earthquake shock (this is termed base isolation); (e) damping devices can be added to the building, similar to shock absorbers in an auto; and/or (f) a mechanical device can be added to the building, to actively control it when an earthquake occurs. Of these various structural mitigation techniques, bracing and/or adding shear walls are the most traditional, and common. This discussion is only for buildings, and similar measures are also applicable to bridges and most other kinds of structures.
Here are a few examples of seismic retrofits – in this case, all are bracing added to buildings. In many other cases, the structural retrofit may be a RC shear wall, or other types of enhanced lateral force resistance.
Locational risk reduction simply means avoiding the risk. This can be accomplished for example by not building in areas of high shaking intensity, or on an earthquake fault, or in an area of liquefaction. While structural techniques are typically employed by engineers, locational techniques are usually employed by planners. Planning a city’s development is ways to avoid tsunami zones, landslides, liquefaction and other earthquake hazards is very effective. Hazard maps are needed for this kind of planning.
Risk Transfer traditionally refers to insurance, and is the method for reducing that risk that cannot otherwise be economically reduced by structural, locational or operational methods. Note that Risk Transfer doesn’t actually reduce the risk, but shifts it from the risk owner, to someone else (like the insurance company). Risk transfer typically doesn’t protect lives- if a building collapses, people are still killed. Insurance can be a mechanism for change however, if people see that its cheaper in the long run to reduce the risk via strengthening etc, rather than paying insurance premiums.
The four methods of risk reduction can be used to break the chain of loss causation. Structural, Locational, Operational and Risk Transfer methods should each be examined, and the capability to reduce the risk and their corresponding cost, determined.
The risk reduction program therefore consists of first determining the current level (or cost) of the risk, and the cost of reducing it. If the cost of reducing the risk is less than the reduction in the risk cost, the program is worth doing. If the cost or reducing the risk is less than the reduction in the risk cost, the program results in a net benefit, and is worth doing.
There are several ways to decide the best alternative – these include (1) total cost minimization, (2) benefit cost, (3) life cycle cost, and (4) internal rate of return. These are all ways to compare the cost of various alternatives. Of these, benefit cost ratio is the most popular. The graph shows the total cost, which is the sum of the present value of the capital expenditures, and the expected cost of damage, for varying levels of earthquake design. The optimum design level is the least total cost (the gold star).
In the second presentation, the basic method for calculating the loss was discussed and illustrated, although only property loss was considered in the simplified example. All assets at risk – people, property, function etc should be considered in a full risk analysis.
Having determined the current risk, and the potential for reducing the risk by various alternatives, the next step is to decide which alternatives are most appropriate – that is Develop the Program. A key step is deciding what is a “High Risk”, and what is a low risk. Typically, this is decided on a case-by-case basis, although some standards exist in some countries. Structural collapse or other life-threatening likely outcomes given a large earthquake, are typically High Risks, and not acceptable. Collapse of vital infrastructure, such as the main water supply, while it may not kill anyone, is typically found to be a High Risk, because clean drinking water is so important. Who makes these decisions, and who develops the program also varies case-by-case. Local authorities and citizens should cooperate in making the decisions, and the program is typically developed by the engineers, planners and managers who are usually responsible for the buildings and infrastructure.
Once the Earthquake Risk Reduction Program has been developed, the next step is to actually DO the Program – that is, implement it. This involves bringing in the appropriate planners, engineers and other specialists, and finding the funding. There are many sources of funding, which vary depending on the jurisdiction.
Lastly, once current risk has been reduced, it is important not to forget all about earthquake risk. An important thing is to maintain the program – population growth and other factors will continue to increase earthquake risk, and managing it is an on-going task. Earthquake risk reduction should be institutionalized within local government and the organizational culture.
This slide summarizes the key steps in managing earthquake risk, which consist in first identifying the Assets – that is, what do you have to lose? Important assets are people’s lives (eg, students in a school, or people’s homes and workplaces), critical facilities (hospitals, water and power supply), and the economy (ie, the key industrial and commercial buildings). Identifying these involves deciding who is responsible for each of these assets. For example the director of a school district is responsible for providing schools that will not collapse in an earthquake. That director should have an engineer study the schools to see if they could collapse in an earthquake that might occur in the region. That engineer will work with planners and geologists to study the Hazards in the region, and then study the Vulnerability of the school buildings. Based on this analysis, the engineer and his team will determine if the school buildings could collapse in an earthquake that might occur in the region. If they decide this could happen, the risk is too high, and something must be done. There are several ways to reduce or mitigate the risk – the school buildings can be strengthened (ie, structural approach) or moved to a safer site (ie, locational approach – this might be the best solution if for example the major threat to the school buildings was a landslide). If the highest hazard to the school buildings is not collapse, but perhaps a release of a dangerous substance in a nearby factory, then perhaps a plan for emergency evacuation (ie, an operational approach) is the most feasible solution. In every situation, the solutions must be decided case-by-case.
This concludes our presentation on Earthquake Risk Reduction. The next step is to check your knowledge of this material, via the Knowledge Check.