Race to Resilience

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The Haiti Race to Resilience (R2R) is a public/private consortium. The Haiti R2R campaign, as part of the Global Resilience Initiative, is focused on improving the health and human security of the Haitian people with an emphasis on sustainability and resilience.

The Haiti Race to Resilience has developed a free, open source platform to accelerate the development of the Haiti Medical and Public Health Information Sharing Environment for Phase II relief and the Haiti Resilience System for Phase III reconstruction and Phase IV recovery.

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Components of the Haiti Race to Resilience

The Haiti Race to Resilience has seven major components:
Haiti Resilience System
Haiti Resilience Summits and Roundtables
Haiti Resilience Entrepreneurship and Management Institutes
Haiti Sustainable Security Councils
Haiti Resilience Communities
Haiti Resilience Villages
Haiti International Resilience Complex

Overview of Haiti Race to Resilience

The Haiti Race to Resilience (R2R) is focused on improving the health and human security of the Haitian people with an emphasis on sustainability and resilience. The Haiti Race to Resilience is a public/private consortium architected as a civil society-driven multi-organizational enterprise. Its purpose is to enable unity of effort across Haitian, U.S., and other partner nation public and private sectors, when unity of command is not feasible or desirable in a complex operating environment. Haiti, at this point in its history, is on all accounts a complex operating environment that demands the addition of Tier 2 (intelligent social networks of rapid response teams) and Tier 3 (sense-making of crowd-sourced data collection) elements of a medical and public health information sharing environment.
During the Haiti Relief Phase, the Haiti MPHISE, as an initiative of the Haiti Race to Resilience, places special emphasis on improving disease surveillance, prevention, and public health control to augment the ground truth and response efforts stemming from formal Tier 1 epidemiological studies in Haiti. At present, the addition of the Haiti Tier 2 and Tier 3 activities are becoming mission critical to successfully managing the Haiti health mission activities.
The Haiti Race to Resilience is a subset of the Race to Resilience efforts globally. For example, the Race to Resilience (R2R) is also involved in preparedness and response initiatives to address the H1N1 second wave in the southern hemisphere. These international R2R H1N1 activities are being carried out in many complex operating environments, that benefit from unity of effort stemming from the engagement of fifth generation command and control systems. The Race to Resilience, which is modeled after the National Health Information Infrastructure Consortium is a powerful mechanism shaping policy and operational capabilities, when the involvement of many different kinds of organizations, often from several different countries, is essential.
The Haiti MPHISE is proposed to eventually operate within the firewall of the Haitian government and will be mirrored in infrastructure to the Haiti Resilience System (an operational infrastructure of the Haiti Race to Resilience) under the Haiti National Sustainable Security Infrastructure. This construct and firewall protects the essential and desirable divisions between the public and private sectors of Haiti and the many international partners participating in the Haiti relief, reconstruction, and recovery efforts. This approach will enable Haiti as a society to optimize the natural synergies between its public and private sectors to face complex 21st century challenges the Haitian government is not yet architected to anticipate and address effectively alone.
The Haiti Race to Resilience, coupled with the Haiti MPHISE and the broader Haiti Resilience System, provides the Haitian society with a far more robust mechanism using the best and latest 21st century science, technology, governance and management for creating positive health and human security outcomes in Haiti. By acting in a timely and competent way through the Race to Resilience and the MPHISE in Haiti, Haitian society will be far better prepared to face the complex challenges that now threaten millions of Haitian citizens following the January 12 2010 earthquake. Some of these challenges have to be faced on an urgent basis now.

Global Resilience Initiative

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The Global Resilience Initiative
With a Special Focus on the Global Resilience System Components


During the 19th and 20th Centuries, significant progress has been made in expanding length of life through Global Health 1.0 measures primarily by preventing and controlling infectious and vector-borne diseases throughout the world in a period of constrained, yet growing, clinical and population health services, empowered by expanding resources. In the late 20th Century and first decade of the 21st Century, Global Health 2.0 measures further expanded longevity, quality of life, and functional life capacity during a time of relative affluence and extensive application of public health and medical knowledge and infrastructure assets. Global Health in this period stretched beyond its original objectives as managing chronic disease worldwide became more efficacious and popular as an objective through Global Health Initiatives and Health System Strengthening.

As we approach and enter the second decade of the 21st Century with rapid global change, ecosystem disruption, and economic downturn, Global Health 3.0 seeks to maintain and further extend the progress made during the eras of Global 1.0 and 2.0 by identifying and addressing the socio-ecological determinants of health. Most importantly, Global Health 3.0 strives to achieve health equity, resilience, and sustainability in rapidly changing conditions. One of its core challenges is to achieve these goals through further equitable distribution of enhanced health knowledge assets, intelligent social networking, and social capital, as non-renewable resources and financial capital become increasingly more constrained amongst immense crises of escalating global proportion (such as the food crisis, water crisis, peak oil, and climate change).

The Global Resilience Initiative is a Global Health 3.0 infrastructure movement. It focuses on further extending universal access and increasing resilience and sustainability to maintain health and human security. The Global Resilience Initiative, and its elements, utilize the sciences of complexity, non-hierarchical / non-controlled systems (e.g., intelligent social network applications of the World Wide Web), and 21st Century management and governance to address increasingly complex operations in rapidly changing socio-ecological environments. The Global Resilience Initiative strives to maintain and enhance ecosystem services across many generations into perpetuity, while achieving unity of effort in complex situations and potentially life- and health-threatening socio-ecological and economic discontinuities by engaging multi-organizational enterprise from the local level up through the global level, when unity of command is not feasible or desirable.

The Global Resilience Initiative has four major components:

The Global Resilience System

The Resilience Summits and Roundtables

The Resilience Entrepreneurship and Management Institutes

The Sustainable Security Councils

The Global Resilience System

The Global Resilience System (GRS) is a massively parallel knowledge production and knowledge sharing system with data collection, data analysis, assessment, scientific visualization, decision-making, management, and governance components. From a scientific and technological point of view, the GRS is a fractal-based, complex adaptive system with its hub in the World Wide Web. It extends further to less developed and more vulnerable communities through human-to-human and mobility (cellphone and smartphone) networks world-wide. At its core, it utilizes an interoperable, free, open source knowledge management system with a component-based architecture utilizing WIKI, GIS, scientific visualization, metadata tagging, and the semantic web, along with an advanced component economy.

From the grassroots up, the GRS is self-organizing in its self-replicating nested sub-systems from local levels up to the planetary level. It enables anticipatory science, proactive management, response, and recovery from socio-ecological system perturbations and discontinuities at all levels of human and societal organization.

The GRS component-based architecture includes the following four elements:

1.1 Resilience Networks

1.2 FAC Teams

1.3 ALADIN (Adaptive Logistics and Distribution Intelligent Network)

1.4 Trust Networks

Resilience Networks

Resilience Networks (linked on the backend to an evidence-based Resilience Knowledge Management System with a global directory of distributed Resilience Network databases and latent semantic analysis engine) have four key functions:

1.1.1 Anticipatory Science Base (triggerpoint-based prospective best practices)

1.1.2 Situational Awareness (and User-centric Common Operating Picture)

1.1.3 Prevention and Management of Mission Critical Gaps (with Task Servers Organizing Collective Intelligence and Cooperatively Managing Multi-organizational Enterprise)

Intelligent Social Networks (Including Smart Swarm Management System productively engaging self-organizing, pre-existing and Ad Hoc teams)

FAC Teams

Focus, Agility, and Convergence (FAC) teams are an increasingly important grassroots resilience and sustainability infrastructure element, as beleaguered bureaucracies struggle with expanding rigid rules and diminishing resources per capita. Tens of thousands of rapid response teams already exist around the planet. They are often prepared to deploy when and where their expertise is required on short notice.

Such deployment is most often event triggered and not necessarily mandated by a national or state government. However, when rapid response teams are highly structured as hierarchical incident command systems within bureaucracies, they tend to be far less responsive and agile to emerging threats and vulnerabilities for which they have no pre-existing mandate. In contrast, fully enabled FAC Teams connected within a Resilience System are self-triggering with far better responsiveness to 21st Century challenges, for example, associated with social or ecological crises stemming from severe economic downturn, ecosystem discontinuities, or rapid global changes.

The Global Resilience Initiative has now identified over 6000 FAC teams, encompassing a wide range of specialty areas. Many more will be identified with the goal of FAC-enabling 10,000 over a 2.5 year period. Examples of these rapid response teams can be found in the WHO/HAC teams and the IFRC chapter response teams. FAC-enablement is focused on achieving ìunity of effortî in circumstances where ìunity of commandî is not feasible or desirable. Traditional, hierarchical approaches to ìcommand and controlî are having an increasingly difficult time fully addressing the complex emerging 21st Century challenges, where disparate organizations, both governmental and non-governmental, bring varied traditions, loyalties and procedures into the health, human security, ecosystem, humanitarian, and disaster management environments.

ALADIN (Adaptive Logistics and Distribution Intelligent Network)

In addition to the FAC Teams and their supportive Resilience Networks, the notion of adaptive logistics systems becomes an increasingly important mechanism of managing materiel flow for stressed populations. As an essential sustainment component in vulnerable populations with significant materiel constraints, ALADIN identifies essential resource shortfalls required for at-risk populations (e.g., after the first response to catastrophic events such as Cyclone Nargis hitting the Irrawaddy Delta in Burma). ALADIN rapidly matches needs to available resources in the most sustainable and resilient mechanisms available, consistent with local culture and when possible with local resources.

The ALADIN network architecture is being designed to be self-synchronizing and composed of an interoperable working amalgam of international organizations, governments and non-governmental organizations, such as is seen in the interplay between the Global Health Initiatives (PEPFAR, GAVI, and the Global Fund), multilaterals, and host country institutions. While there are commercial analogs for this concept existing among major drug and medical supplies distributors and global retailers, the additional challenges of meeting the needs of at risk communities and displaced populations with little or no commercial demand, often leave significant mission critical gaps, which can be filled by ALADIN. ALADIN, beyond its humanitarian mission, seeks to engage sustainable, local economic solutions through a 21st Century green economy, which further improves quality of life and functional life capacity beyond the basic needs met during ALADINís humanitarian assistance missions.

Trust Networks

Trust Networks are intelligent social networks of individuals and groups with conflict resolution tools and methodologies, and unique cross-cultural knowledge. They may also have characteristics that make them uniquely prepared to identify the underlying precursors and emerging indicators of social crisis, conflict and violence. Many of the actions of public health and medicine require high levels of trust and relatively stable socio-ecological conditions to achieve health status improvements in short periods of time. Trust Networks sometimes allow public health and medical interventions to continue in conditions of significant social crisis, when risk is high and trust is often generally waning outside of Trust Networks in transitional or failing states/communities.

The precursors of Trust Networks, have played important roles in health interventions throughout history. For example, in immunization campaigns, mothers bring their children to be vaccinated against diseases to save their children from disease, disability, and death. In some cases, a very small percentage of children may be harmed as result of vaccination, while the vast majority become resistant to lethal or disabling infectious diseases. Outrage by those that have been harmed, fueled further by disinformation, has periodically resulted in resistance to public health and medical interventions in some populations that have then led to new outbreaks, with far more becoming sick and dying of immunization sensitive diseases.

In recent times, the potential harm from vaccination has, in some cases, been exaggerated significantly by groups with philosophical, political, or religious points of view that perceive a benefit in persuading mothers to avoid vaccination. As a result, immunization-sensitive childhood and other infectious diseases are again on the increase. Countering disinformation or efforts tending toward health compromising behaviors, social conflict and violence requires assertive collaborative action with Trust Networks. Trust networks, be they technology-based or solely through human-to--human contact, have the capacity to provide trusted evidence, decision support, trusted social connection, while unifying individuals with divergent viewpoints behind a common purpose.

Global Resilience System -- in Summary

The Global Resilience System, working in concert with necessary reforms in international and national organizations, collectively with global reach, empowers an immediate grassroots response capability through FAC teams and Trust Networks. These agile rapid response capabilities supplement the ongoing capabilities from Resilience Networks. Resilience Networks can be rapidly ìpushedî to the regional, national, state, and metroplex levels. However, they are often emergent from bottom-up civil society activities, which complement the requisite top-down international, national and state approaches. The Global Resilience System, in summary, provides invaluable situational awareness couched in terms of actual circumstances without filters.

Within properly orchestrated Resilience Systems, differences in language, culture, terminology, jargon and conflicting viewpoints can be technically reconciled using convergent terminology engines and latent semantic analysis. As a result, international and national coordinators, local leaders/trusted communicators, service providers/responders and the public have a common operating picture and evidence base, embracing the full range of available resources and responders -- be they FAC-enabled international or national teams, localized specialists or other good Samaritans from near or afar utilizing GRS resources.

Global Resilience Initiative ñ in summary

Beyond the Global Resilience System, which sits as the core infrastructure for the Global Resilience Initiative are three other elements, which help the rapid replication and ongoing management and governance of the Global Resilience System and its components:

Resilience Summits and Roundtables

National and Regional Resilience Roundtables and Summits are now being held and planned in countries around the world. Resilience Roundtable events are organized to discuss Global Health 3.0 challenges and opportunities at local, national, and regional levels. Following the Roundtables, Resilience Summits engage key top officers, FAC teams, organizations, and members of the public in serious game simulations, mission critical gap analyses, and 24 month planning efforts. It is proposed that a Global Resilience Summit be held every two to four years (or as necessary) to further enhance knowledge sharing and document progress at the national and sub-national levels, in ways that can be rapidly replicated in prospective best practices available as protocols world-wide through the Global Resilience System.

The First Global Resilience Summit is being proposed as part of the proposed G20 Global Health Summit in Fall 2009. Leading up to the Fall 2009 G20 meeting, it is proposed that regional Resilience Summits be held along with national Resilience Summits and sub-national Roundtables. For example, the U.S. Resilience Summit was held in Washington D.C. in Fall 2008. Resilience Roundtables, for example, are being organized for the State of Hawaii, Vietnam, Australia, and Kenya in Spring and Summer 2009.

Resilience Entrepreneurship and Management Institutes

Resilience Entrepreneurship and Management Institutes combine microcredit banking, micro-lending, training, and customized and localized use of the Global Resilience System. The Institutes seek to train individuals in the developing world to build and manage 21st Century ìgreenî business enterprises with health and social objectives intertwined with economic and human security objectives. The Institutes will work with governments, multi-lateral institutions, civil society organizations, businesses, Global Health Initiatives and Health Systems Strengthening Initiatives to build community capacity and address project and enterprise objectives utilizing the Global Resilience System as the operational infrastructure. This operational infrastructure includes accounting and anti-corruption mechanisms for management, donor, and community transparency.

Sustainable Security Councils

Sustainable Security Councils are formed at the local, national, biome/regional, bilateral, and multilateral levels. The Sustainable Security Councils have tools necessary to closely monitor health and human security parameters, using the MDG Monitor and Human Security Index (as an extension of the Human Development Index). The Councils utilize the Global Resilience System to identify emerging threats and vulnerabilities under the strain of economic downturn and global change (including, but not limited to global climate change). The Councils engage the multi-leveled, integrative power of the GRS to focus attention on mission critical gaps and empower Trust Networks to bridge schisms and interdependencies between Resilience Networks and FAC teams.

Phases of GRS Development and Deployment

The Global Resilience System (GRS) is designed to build out fractally (through self-replication with self similarity) allowing for high levels of localization and customization to fit highly specific local conditions. In each area the GRS grows, the local Resilience System development goes through a series of phases similar to the initial development of rapidly globalizing intelligent networks. Regional and national Resilience Systems are constructed as self-organizing HOLONs (integrated holographic components), cooperating within a global complex adaptive system. The initial phases of GRS development are described below in historical terms. As the GRS continues to grow and evolve over the next few decades, constantly extending in depth and breadth in new areas around the world, aspects of this phased development will be replicated in each new area, therefore, radiating the attributes of biological or social systems in constant evolution. Although the phases are described as discrete below, they also blend and overlap as they go through cyclical system regeneration and renewal.

Phase I: Understanding and Experimenting with the Science and Technology Base

During Phase I (the later two decades of the 20th Century), the challenges of maintaining and enhancing health and human security under rapid global changes and economic circumstances were explored. Discourse was engaged regarding anticipatory science, the sciences of complexity, the nature and benefits of non-hierarchical, non-controlled systems and their relationships to hierarchical controlled systems. Research into memetics associated with rapid changes in patterned behavior, social process, and social structure was engaged. Disaster Knowledge Management System (DKMS) tools were identified, designed and tested on an alpha basis, considering how DKMS tools and applications could be integrated into an interoperable, component-based architecture.

Phase II: Engaging Working Prototypes within a Testbed

During Phase II (the first decade of the 21st Century) alpha and beta versions of the Resilience Knowledge Management System (evolving out of the DKMS) linked to Resilience Networks were tested for their potential to maintain health and human security, while preventing and managing large-scale social crises. The RKMS and Resilience Networks were shaped and tested during the anthrax attacks of 2001, SARS outbreak, Indian Ocean Basin tsunami disaster, Hurricane Katrina disaster, high path H5N1 outbreaks/potential pandemic, economic downturn, and other small events. The GRS evaluation and refinements continue in serious game simulations, and in real world emergency situations, as well as in non-emergency environments, with special emphasis on applications to address the health and human security needs of at risk and vulnerable populations.

Phase III: Integrating Overall System Architecture

During Phase III, the architecture of the Global Resilience System and the broader Global Resilience Initiative are being framed and tested in Resilience Roundtables and Resilience Summits around the world. In this phase, special attention is being paid to the engagements of fractal infrastructures that enable rapid, organic multi-point growth and linkage similar to the growth of neurons, and expansion of dendrite connections in the human brain, but through intelligent social networks within human communities and societies throughout the world. The goal is to provide interoperable, free, open source infrastructure that can allow for high levels of customization and localization in varying neighborhood/village, community, metroplex, regional, and national social ecologies.
Phase IV: Worldwide Replication Rising to the Challenges of the 21st Century

During the beginnings of Phase IV, local, national, and regional instantiations of the Global Resilience System are now being replicated. Ten thousand rapid response teams are being identified and organized over a 2.5-year period. Ten simulated events, as well as real world events (such as the 2009 H1N1 Swine Flu, and the Haiti 2010 Earthquake) are being used to certify the level of FAC-enablement of the participating rapid response teams, and their level of performance within the GRS multi-organizational enterprise during the 2009 to 2012 timeframe. The first Sustainable Security Councils are being initiated and Trust Networks are being identified and empowered during this timeframe to anticipate and prevent social crises and conflicts indicated as probable within the anticipatory science base of the Resilience Knowledge Management System as it interacts with distributed data collection on changing socio-ecological conditions emerging from the Global Resilience System.

For More Information
Michael D. McDonald, Dr.P.H.
MDMcDonald in the Haiti Resilience System

Audio Recording of the 1/28 Race to Resilience Meeting at PAHO

Haiti – Race to Resilience
Washington DC – 28 January 2010

Very kind regards,


Helman Higuera
Knowledge Management and Communication – KMC
Pan American Health Organization – PAHO
World Health Organization - WHO
202 974 3424

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