the challenge of the 21 st century creating a paradigm shift in the global war vs apathy, ignorance,...
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THE CHALLENGE OF THE 21ST CENTURY
CREATING A PARADIGM SHIFT IN THE GLOBAL WAR
VS APATHY, IGNORANCE, DISCIPLINARY
BOUNDARIES, AND UNWISE DECISIONS
Walter Hays, Global Alliance for Disaster Reduction, University of
North Carolina, USA
THE CHALLENGE OF THE 21ST CENTURY
• Protecting and preserving the PEOPLE and COMMUNITIES of the “Blue (water) Planet.
A SNAPHOT OF OUR WORLD
• 6.6 billion people, and growing while…
• Living and competing in an interconnected global economy,
• Producing $60 trillion of products each year, and
• Facing many kinds of complex disasters every year that are related to the 3 S’s, 5E’s, and 1H.
THE 3 S’s
• SAFETY (from recurring natural hazards)
• SECURITY
• SUSTAINABILITY
THE FIVE E’s
• ECONOMY
• ENERGY
• ENVIRONMENT
• ECOLOGY
• EDUCATION
THE 1 H
• HEALTH CARE
A DISASTER is ---
--- the set of failures that occur when three continuums: 1) people, 2) community (i.e., a set of habitats, livelihoods, and social constructs), and 3) recurring events (e.g., floods, earthquakes, ...,) intersect at a point in space and time, when and where the people and community are not ready.
THE THREE CONTINUUMS OF EVERY DISASTER
• PEOPLE
• COMMUNITY• RECURRING EVENTS
(AKA Natural Hazards, which are proof of a DYNAMIC EARTH)
FOUR UNIVERSAL WEAK-LINKS CAUSE DISASTERS
• IGNORANCE
• APATHY
• DISCIPLINARY BOUNDARIES
• UNWISE DECISIONS
LIKELY CAUSES OF COMPLEX DISASTERS DURING THE 21ST CENTURY
• Poverty• Chronic hunger • Health care needs• Increasing risk of pandemic disease• Large-scale migration of people• Endangered plant and animal life • Conflict and terrorism
LIKELY CAUSES OF COMPLEX DISASTERS DURING THE 21ST CENTURY
• Increasing morbidity, mortality, homelessness, and economic losses from recurring natural hazards • Threats related to global climate change• Environmental degradation and pollution of air, water, and soil• Endangerment and extinction of plant and animal life
OUR POSSIBLE “OH NO!” LEGACY OF THE 21ST CENTURY
Unless we design and implement a realistic new strategy for disaster prevention, OUR problems may grow worse so rapidly that we reach many “tipping points,” before we realize it and share in an unnecessary and irreversible reduction in the quality of life on Planet Earth.
A SOLUTION SET: THE FRAMEWORK OF SUSTAINABILITY
• To anticipate and plan for the full spectrum of what can happen
• To build capacity at the community level for monitoring, mitigation, and adaptation
• To build equity in all sectors of the community
• To inform, educate, and train
WE KNOW WHAT TO DO AND HOW TO DO IT, --- SO, LET’S DO IT!
• All of us working strategically can implement a realistic set of scientific, technical, and political solutions--- within OUR administrative, legal, and economic constraints, --- and reach the goal of community sustainability.
THE ART AND SCIENCE OF CREATING A PARADIGM SHIFT FOR COMMUNITY
SUSTAINABILITY
TOWARDS: INTERNATIONAL PARTNERSHIPS INTEGRATION OF SCIENCE AND
PUBLIC POLICYMITIGATION, MONITORING, AND
ADAPTATION
THINKING OUT OF OUR BOXES WILL THINKING OUT OF OUR BOXES WILL FACILITATE FACILITATE
ENLIGHTENMENT AND ENLIGHTENMENT AND
ENABLEMENTENABLEMENT
AND CAUSE A PARADIGM SHIFT FOR AND CAUSE A PARADIGM SHIFT FOR PROFESSIONALS TO WORK PROFESSIONALS TO WORK
STRATEGICALLY ON LOCAL, REGIONAL STRATEGICALLY ON LOCAL, REGIONAL AND GLOBAL SCALES.AND GLOBAL SCALES.
LOCAL AND REGIONAL LOCAL AND REGIONAL GOVERNMENTS GOVERNMENTS
WILL HAVE THE CAPACITY TO WILL HAVE THE CAPACITY TO MONITOR, MITIGATE AND ADAPT TO MONITOR, MITIGATE AND ADAPT TO
SOCIETAL PROBLEMS POSED BY SOCIETAL PROBLEMS POSED BY COMPLEX GLOBAL DISASTERS ON COMPLEX GLOBAL DISASTERS ON LOCAL, REGIONAL, AND GLOBAL LOCAL, REGIONAL, AND GLOBAL
SCALES SCALES
TOWARDS COMMUNITY SUSTAINABILITYTOWARDS COMMUNITY SUSTAINABILITY TOWARDS COMMUNITY SUSTAINABILITYTOWARDS COMMUNITY SUSTAINABILITY
THE KNOWLEDGE BASE
Best Practices for Mitigation and Adaptation
Gateways to a Deeper Understanding
Real and Near- Real Time Monitoring/Communication
Vulnerability and Risk Characterization
Anticipatory Actions for all Events and Situations
Situation Data Bases
Interfaces with all Real- and Near Real-Time Sources
Cause & Effect Relationships
CAPACITY BUILDING
Close Gaps in Knowledge and Implementation
Seek out, Enlighten, and Enable “Partnerships”
Transfer Ownership of the Knowledge Base
Transfer Ownership of Emerging Technologies
Move Towards A Disaster Intelligent Community
CONTINUING EDUCATION
Engage Partners in MMA Learning Experiences
Enlighten Communities on Their Risks
Build Strategic Equity Through “MMA” Scenarios
Multiply “Partnerships” by Regioal/global Twinning
Update Knowledge Bases After Each MMA Scenario
TURNING POINTS: TURNING POINTS: Partnerships for Monitoring, Mitigation, and Adaptation Partnerships for Monitoring, Mitigation, and Adaptation (MMA) on local and regional scales(MMA) on local and regional scales
TURNING POINTS: TURNING POINTS: Partnerships for Monitoring, Mitigation, and Adaptation Partnerships for Monitoring, Mitigation, and Adaptation (MMA) on local and regional scales(MMA) on local and regional scales
THE GLOBAL AGENDA: MONITORING, THE GLOBAL AGENDA: MONITORING, MITIGATION, AND ADAPTATION (MMA)MITIGATION, AND ADAPTATION (MMA)
THE GLOBAL AGENDA: MONITORING, THE GLOBAL AGENDA: MONITORING, MITIGATION, AND ADAPTATION (MMA)MITIGATION, AND ADAPTATION (MMA)
EXPERIENCES WITH PREPAREDNESS
EXPERIENCES WITH MONITORING AND WARNING
EXPERIENCES WITH DISASTER SCENARIO PLANNING
EXPERIENCES WITH RECOVERY AND RECONSTRUCTION
EXPERIENCES WITH PREVENTION, MITIGATION, AND ADAPTATION
PARTNERSHIPS (2011 AND BEYOND)
PARTNERSHIPS (2011 AND BEYOND)
FACTORS THAT FACILITATE A PARADIGM SHIFT
• PUBLIC AWARENESS OF EACH PROBLEM AND THE BENEFIT/COSTS OF ITS SOLUTION SET.
• THE COMMON AGENDA FOR PARTNERSHIPS THROUGHOUT THE WORLD
• INCENTIVES FOR POLITICAL LEADERS AND SCIENTISTS TO DEVISE AND IMPLEMENT PUBLIC POLICIES AND BEST PRACTICES FOR MONITORING, MITIGATION, AND ADAPTATION.
CHANGES BASED ON A LARGER SOCIAL CONSTRUCT OF THE
ISSUES
POLICY CHANGE 1: FOCUS ON THE NATURE AND APPROPRIATENESS OF MOVING FROM THINKING TO ACTIONS BY GLOBAL PARTNERS AND THE WAYS TO ENLIST SUPPORT AND RESOURCES FOR THE KINDS OF PARADIGM SHIFTS (ACTIONS) THAT ARE NEEDED.
CHANGES BASED ON A LARGER SOCIAL CONSTRUCT OF THE
ISSUES
POLICY CHANGE 2: FOSTER CHANGE BY NTEGRATING THE BEST POLICIES AND PRACTICES FOR MONITORING, MITIGATION, AND ADAPTATION BASED ON EXISTING LEGAL MANDATES AND ASSETS.
CHANGES BASED ON A LARGER SOCIAL CONSTRUCT OF THE
ISSUES
POLICY CHANGE 3: CREATE, ADJUST, AND REALIGN PARTNERSHIPS UNTIL YOU CAN ACHIEVE THE KIND OF PARADIGM SHIFT NEEDED TO SOLVE THE PROBLEMS FACED BY EACH LOCAL COMMUN ITY IN EVERY REGION.
SIX THINKING HATS FOR A PARADIGM SHIFT
SIX THINKING HATS FOR A PARADIGM SHIFT
• WHITE HAT: WHAT ARE THE FACTS?
• YELLOW HAT: WHAT ARE THE LOGICAL POSITIVE OUTCOMES OF EACH ACTION?
• BLACK HAT: WHAT ARE THE LOGICAL NEGATIVE OUTCOMES OF EACH ACTION?
SIX THINKING HATS FOR A PARADIGM SHIFT
• RED HAT: HOW URGENT IS EACH ACTION?
• GREEN HAT: IS THIS A “WINDOW OF OPPORTUNITY” FOR US?
• BLUE HAT: WHAT ARE THE ELEMENTS AND TIMELINES OF OUR STRATEGIC AND TACTICAL PLANS FOR SEIZING THIS OPPORTUNITY?
SIX ACTION SHOES FOR A PARADIGM SHIFT
SIX ACTION SHOES F0R A PARADIGM SHIFT
• BROWN BROGUE: FINDING THE RIGHT PARTNERS/PERSON FOR EACH JOB!
• WHITE SNEAKERS: A COMMISSION TO GATHER AND ANALYZE ALL THE FACTS!
• NAVY BLUE SHOES: CREATING STRATEGIC AND TACTICAL PLANS THAT GIVE ALL PARTNERS A COMMON AGENDA!
SIX ACTION SHOES F0R A PARADIGM SHIFT
• ORANGE RUBBER GUM SHOES: DOING WHAT IS NEEDED WHEN IT COUNTS THE MOST!
• TAN HOUSE SHOES: HAVING A SENSE OF URGENCY.
• PURPLE RIDING BOOTS: LEADERSHIP!
YOUR YOUR COMMUNITYCOMMUNITY
YOUR YOUR COMMUNITYCOMMUNITY
DATA BASES DATA BASES AND INFORMATIONAND INFORMATIONDATA BASES DATA BASES AND INFORMATIONAND INFORMATION
HAZARDS: GROUND SHAKING GROUND FAILURE SURFACE FAULTING TECTONIC DEFORMATION TSUNAMI RUN UP AFTERSHOCKS
•HAZARD MAPS•INVENTORY•VULNERABILITY•LOCATION
RISK ASSESSMENTRISK ASSESSMENT
RISK
ACCEPTABLE RISK
UNACCEPTABLE RISK
ANTICIPATORY ANTICIPATORY DECISIONS DECISIONS
BEST POLICIES AND PRACTICES FOR:•MONITORING•MITIGATION•ADAPTATION
COMMUNITY COMMUNITY SUSTAINABILITYSUSTAINABILITY
INTERACTIONS THAT EXPOSE FRAGILITIES
A Restless Earth—The Cause of Natural Phenomena that interact with PEOPLE and COMMUNITIES
EarthquakesTsunamisVolcanic
eruptionsLandslides
INTERACTIONS THAT EXPOSE FRAGILITIES
Extreme Storms----Natural Phenomena that interact with PEOPLE and COMMUNITIES
Tropical Storms
HurricanesTyphoonsTornadoesNor’easters
INTERACTIONS THAT CAN INCREASE FRAGILITIES
Actions of a community---To increase “Quality of Life”
Build Economic
Development Create LandControl WaterExpand CitiesFacilitate
Transportation
INTERACTIONS THAT CAN INCREASE FRAGILITIES
Mankind’s Actions--- can have expected and unexpected consequences
DeforestationPollutionConflict
INTERACTIONS THAT CAN INCREASE FRAGILITIES
A Warming World ---with its spectrum of natural and unnatural causes
Increasing Temperatures
Diminishing Polar Ice
Shrinking Glaciers
Rising Sea Level