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<br />0028~7 <br /> <br />Federal government: These are an even broader variety of programs that relate <br />to landslide mitigation within the federal government. Two agencies, the <br />Department of Interior's U.S. Geological Survey (USGS) and the Federal <br />Emergency Management Agency (FEMA) play primary roles. Of particular <br />importance, is the USGS involvement in geologic research, mapping and <br />geological hazard warnings and FEMA's overall responsibility for disaster <br />mitigation. However, a much fuller range of programs that could be used to <br />support mitigation is shown in Table 6.4. Appendix ,(mentioned above) also <br />contains a more comprehensive and detailed discussion of federal programs. <br /> <br />Analysis of the State's Organizational Capability to Support Landslide <br />Mitigation <br /> <br />Although landsliding has a lengthy geologic history in Colorado, its <br />relatively long cycle of recurrence and subtle onset have not always signaled <br />to government the importance and potentially high costs of these events. <br />Prior to 1986, little organizational attention within the state government was <br />paid to lands1iding, except by the Colorado Geological Survey. While many <br />other hazards are dealt with by a range of state agencies, in terms of <br />assessment and response functions, 1andsliding activity has been relatively <br />limited. In 1986, however, the Department of Natural Resources chaired a <br />"Governor's Task Force", comprised of representatives of the Geological <br />Survey, the Water Conservation Board, the Division of Water Resources, the <br />Division of Disaster Emergency Services and the Department of Highways. This <br />task force assessed the statewide landsliding problem and recommended priority <br />mitigation actions be taken by state agencies. Although this effort <br />represented significant progress towards a comprehensive mitigation pr09ram, <br />it lacked some of the essentials to assure long-term accomplishment. It dealt <br />with a significant range of immediate problems, but was unable to adjust <br />organizational responsibilities for mitigation over the long-term. In <br />reviewing the substantial progress made thus far through the Governor's Task <br />Force, a number of desirable or9anizational characteristics have become <br />apparent as necessary to support a strong landslide mitigation program. <br />Adjustment of the state's organization must stress the long-term, high cost <br />nature of a mitigation program as follows: <br />o distinguish between differing responsibilities for the separate processes <br />of assessment and mitigation, to include identification of options and <br />responsibility to carry out selected options, <br /> <br />- 62 - <br />