DISASTER RISK MANAGEMENT (DRM/DRR) TEAM Date: 12/14/2016 Director: Makarand (Mark) Hastak , Ph.D., PE, CCP Professor and Head of Division of Construction Engineering and Management Professor of Lyles School of Civil Engineering Summary of Research Directions 1 SPARC LABORATORY Presented by Sayanti Mukhopadhyay, PhD Candidate
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DISASTER RISK MANAGEMENT (DRM/DRR) TEAM
Date: 12/14/2016
Director: Makarand (Mark) Hastak, Ph.D., PE, CCP
Professor and Head of Division of Construction Engineering and Management
Professor of Lyles School of Civil Engineering
Summary of Research Directions
1
SPARC LABORATORY
Presented bySayanti Mukhopadhyay, PhD Candidate
Prof. Hastak – DRM/DRR Group: Areas of Expertise
ROLE OF INFRASTRUCTURE IN DISASTER RISK MANAGEMENT & INFRASTRUCTURE MANAGEMENT
Infrastructure Management
DRR / DRM
Infrastructure Resilience &
Capacity building
Criticality, Vulnerability
& Severity Assessment
Post disaster supply chain & business continuity issues
Disaster financing & reinsurance
Debris Management
Planning optimal strategies for rehabilitation
Capital rehabilitation
planning
Budget allocation & prioritization
Post disaster Housing
Infrastructure finance
Infrastructure risk
1.Resilience & capacity building of infrastructure / communities
2. How to allocate & prioritize budget for such investments?
DSS for Electricity sector
Resilience investments
*DSS: Decision Support System
Optimal Planning for Infrastructure capacity building, resilience
Water Treatment Plant
Hospital
Power Plant
DEVELOPED MODELS
1. Vulnerability, Severity, Criticality Assessment2. Disaster impact mitigation support system (DIMSuS)3. Infrastructure capacity building analysis
Strategic decision making for electricity sector resilience investments
Resilience Investment Issues
1.Extreme event risks are not considered in regulatory decision-making process
2.No incentive for investor-owned utilities (IOUs) to invest in overall risk minimization
3.Utilities work in a highly competitive & strict regulatory environment
4.Economic loss due to cascading impacts are undervalued
5.Investment strategies only consider reliability, not resilience enhancement
Risk Based Decision Support System (RDSS)
1.State electricity sector vulnerabilities based on historical tend & patterns
2.Estimate power outage risks in the electric sector
3.Assess cascading economic losses due to such power outages
4.Assist regulatory commissions to make informed decision making & consider minimizing extreme event risks in their regulatory decisions.
Water/Waste Water System
Failure Propagation
PGI vulnerability
Triggers
Cascading Failure in Infrastructure Business Disruption
Incr
ease
d e
con
om
ic lo
ss
Infrastructure Damage Public Health & Safety
Natural Gas & Oil
Communication
Transportation
Government & Business
Healthcare Facilities
INCREASED POWER OUTAGES (Climate Central 2014)
Disaster Debris/Waste ManagementDisaster debris (FEMA 2007)• Materials – both natural and man-made • Any material including trees, branches, personal property & building
material on public or private property that is directly deposited by a disaster
Historical amount of debris generated by a disaster
Football stadium = about 1M CY(Cubic yard)
Debris generated Instantly overwhelms current solid waste management capacity (5~10 times higher than annual solid waste from a community)
Debris removal : 27~40% of the total disaster recovery cost
Adaptive Decision Support System
to navigate complexity of post-disaster debris management
1. Develop a framework for effective post-disaster debris management
•Interactions or relationships•Needs •Roles and responsibilities•Organization structure
•Risk parameters•Risk equations•Interdependencies
•Economic impact module•Financial impact module
•Probability graphs•Risk tables
There is a need to
• reduce the gap between overall losses and insured losses
• provide financial protection (ex ante) for post-disaster services
Disaster insurance and infrastructure policy
Risk Analysis Framework for Entities Involved in DRR
Summary
Decision Support Systems
• Optimal Planning for infrastructure capacity building / resilience• Assessing Strain Capacity using Functional Stress Strain Analysis• Infrastructure Supply Chain using Business Continuity Principle
• Extreme-event risk minimization & resilience enhancement in electricity sector
• Disaster Debris/Waste Management
• Disaster insurance and infrastructure policy
Can Be Applied to Both Developed & Developing Countries
Thanks!
Makarand (Mark) Hastak, PhD, PE, CCPProfessor and Head of Division of Construction Engineering and Management
Professor of Lyles School of Civil Engineering, Purdue University