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PPOO-14 Sarah Nathe . DRU Project Manager 200 California Hall, #1500 University of California Berkeley, CA 94720 (510) 642-1991 UC BERKELEY'S CULTURE OF HAZARD MITIGA nON UC Berkeley's Disaster-Resistant University project recently completed two important components: I) a hazard assessment and loss estimation study; which has been the basis for 2) a strategic loss reduction and risk management plan. Both grew out of the SAFER (Strategic Action Plan for Facilities Enhancement and Renewal) Program inaugurated in 1997 in response to engineering studies that showed 27% of the campus's space is in poor or very poor structures. The DRU materials are being used to inform policies and to develop mitigation plans and business resumption schemes. Implementation of the risk management plan will increase the ability ofUC Berkeley to withstand future disasters without harm to people, excessive losses to property, or interruptions to our mission. Identified in the plan are actions that will contribute to prevention of life loss and injury from structural, nonstructural, or utility failures in an earthquake, flood or fire. Of nearly equal importance are the efforts that will support sustained operations following a disaster; in the plan are procedures for developing an institutional capacity to resume operations within 30 days of a damaging earthquake. Closure for longer than that will threaten UCB's standing as a pre-eminent university. . The costs of strengthening the built environment are large, and the SAFER Program is intended to maintain funding for the 20 or 30 years necessary to improve our structures and infrastructure. Reducing nonstructural, or content, hazards will have some costs, but huge benefits. Ensuring the safety of contents will not only cut UC Berkeley's losses substantially, but will be critical to sustaining research, teaching and business operations in the wake of an earthquake. Small, incremental additions to normal operations and maintenance budgets will fund much of the nonstructural mitigation and planning activities called for. Business resumption planning is a huge enterprise that must take place in every control unit, every college, every department, and every Organized Research Unit. Its costs are largely personnel time, but that is a precious commodity, especially among people engaged in IMPORTANT ACADEMIC WORK. The strategies put forward in the plan involve a change in organizational culture at UC Berkeley. Seismic safety is a top priority, but there is a prevalent notion that achieving it remains the responsibility of a couple administrators and a few staff members scattered in obvious units around campus. In fact, SAFER Program goals and those of this plan can be met only by involving everyone on campus to some extent. To increase UC Berkeley's safety and sustainability, the Chancellor and Vice Chancellors, deans and department chairs, and unit heads and office directors must do their part. Faculty, staff and students have roles as well. In mitigation, as in football, ya gotta have momentum. We have the Big Mo at UCB right now, and the challenge for the DRU Program is to maintain and increase it. Second down and ten. .