The Global Disaster Information Network (GDIN) is a federal interagency effort to develop a robust, integrated, virtual network of relevant disaster information for use by emergency managers and the public during all phases of disaster management. GDIN will incorporate existing resources and enhance integration and coordination by developing public/private partnerships involving all stakeholders in the network. Participants in this session described the project, outlined recommendations from an interagency feasibility study, and sought input from workshop participants on the best ways to proceed.
The GDIN is more than a network; it is a process that likely will lead to the following types of products:
The current emphasis is to develop pilot projects and to involve expert groups in defining issues and approaches. GDIN recognizes the special missions of numerous government entities and aims to leverage its modest budget (approximately $15 million in FY99) by focusing expenditures, managed by the Integrated Program Office at the U.S. Geological Survey, on coordination and integration efforts. Therefore, funds are expected to accelerate a process that will likely occur anyway.
Numerous obstacles need to be surmounted: turf barriers associated with agency missions must be dismantled; diverse communities with varying technological capabilities and networks need to be integrated; communities (such as "Project Impact Communities") need to be empowered to get rapid access to time-critical disaster information; and standards (i.e., those of the Federal Geographic Data Committee or Open-GIS) need to be embraced perhaps by special interest groups that focus on disaster information.
How do users access data needed? As examples:
Much concern (and frustration) was expressed about the effectiveness of the public-private partnership. To have an effective partnership, it is crucial that private and non-profit organizations (especially academia) be involved early in the process. End users must be part of the initial design of GDIN.
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