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Building Community Disaster Resilience Through Private-Public Collaboration (2011)

Chapter: Appendix A: Committee Biographies

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Suggested Citation:"Appendix A: Committee Biographies." National Research Council. 2011. Building Community Disaster Resilience Through Private-Public Collaboration. Washington, DC: The National Academies Press. doi: 10.17226/13028.
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APPENDIX A
Committee Biographies

William H. Hooke is a Senior Policy Fellow and the Director of the Atmospheric Policy Program at the American Meteorological Society (AMS) in Washington, DC. Prior to arriving at AMS in 2000, Dr. Hooke worked for the National Oceanic and Atmospheric Administration (NOAA) and antecedent agencies for 33 years. After six years of research with NOAA he moved into a series of management positions of increasing scope and responsibility including Chief of the Wave Propagation Laboratory Atmospheric Studies Branch, Director of NOAA’s Environmental Sciences Group (now the Forecast Systems Lab), Deputy Chief Scientist, and Acting Chief Scientist of NOAA. Between 1993 and 2000, he held two national responsibilities: Director of the U.S. Weather Research Program Office, and Chair of the Interagency Subcommittee for Natural Disaster Reduction of the National Science and Technology Council Committee on Environment and Natural Resources. Dr. Hooke was a faculty member at the University of Colorado from 1967 to 1987, and served as a fellow of two NOAA Joint Institutes (CIRES, 1971-1977; CIRA 1987-2000). The author of over fifty refereed publications and co-author of one book, Dr. Hooke holds a B.S. (Physics Honors) from Swarthmore College (1964), and S.M. (1966) and Ph.D. (1967) from the University of Chicago. He recently chaired the NAS/NRC Disasters Roundtable, and was elected a member of the American Philosophical Society in 2006.


Arrietta Chakos is public policy advisor on urban disaster resilience. She most recently served as project director of the Harvard Kennedy School’s Acting in Time Disaster Recovery Research Project and previously served as assistant city manager in Berkeley, California, directing intergovernmental coordination and innovative hazard mitigation initiatives. She works on disaster risk reduction public policy and sustainable community engagement. The Acting in Time Disaster Recovery Research Project focused on identifying effective social and government interventions to reduce disaster risk and by supporting communities to

Suggested Citation:"Appendix A: Committee Biographies." National Research Council. 2011. Building Community Disaster Resilience Through Private-Public Collaboration. Washington, DC: The National Academies Press. doi: 10.17226/13028.
×

responsibly implement safety measures. Ms. Chakos has worked with the Federal Emergency Management Agency (FEMA) and the California’s Office of Emergency Services on hazard mitigation programs. She has served as a technical advisor for FEMA on risk mitigation and disaster loss estimation. She has advised GeoHazards International; the Organization for Economic Cooperation and Development (OECD); the World Bank; California’s Office of Emergency Services; the Association of Bay Area Governments; and the Center for BioSecurity on disaster and community engagement issues. She has been an invited speaker at the Disasters’ Roundtable at the National Academies; the 2006 conference on the 1906 San Francisco earthquake; and, the Natural Hazards’ Center annual conference at the University of Colorado. International efforts include U.S./Japan and U.S./China seismic workshops, at the UN hazards conference on the Kobe earthquake and recent academic and technical conferences in China examining seismic safety. Publications include papers on disaster issues for numerous technical conferences on disaster risk reduction; for the American Society of Civil Engineers; for Spectra, a professional publication; and for the Natural Hazards’ Observer. She contributed a chapter to OECD’s book, Keeping Schools Safe in Earthquake Country and to Global Warming, Natural Hazards, and Emergency Management (2008). Ms. Chakos received her B.A. in English from California State University, Humboldt, and her M.P.A. from Harvard University Kennedy School.


Ann-Margaret Esnard is a professor and director of the Visual Planning Technology Lab (VPT Lab) in Florida Atlantic University’s School of Urban and Regional Planning. Dr. Esnard’s expertise encompasses coastal vulnerability assessment, GIS/spatial analysis, displacement vulnerability, disaster planning, and land-use planning. She has been involved in a number of related research initiatives, including two NSF-funded projects on topics of hurricane-related population displacement, and long-term recovery. She has written on topics that include: population displacement from catastrophic hurricanes, vulnerability assessments of coastal and flood hazards, quality of life and holistic disaster recovery geospatial technologies, GIS education, public participation GIS, and environmental justice. Esnard has served on a number of local, state and national committee including: the Steering Committee for Evaluation of the National Flood Insurance Program, the Disasters Roundtable of the National Research Council; and the State of Florida Post-Disaster Redevelopment Planning initiative. Dr. Esnard holds degrees in Agricultural Engineering (B.Sc., University of the West Indies-Trinidad), Agronomy and Soils (M.S., University of Puerto Rico-Mayaguez) and Regional Planning (Ph.D., UMASS-Amherst). She also completed a two-year postdoc at UNC-Chapel Hill.


John (Jack) R. Harrald is a research professor and adjunct professor of public policy at the Virginia Polytechnic Institute and State University Center for Technology, Security, and Policy. Dr. Harrald is Co-Director Emeritus of The George Washington University

Suggested Citation:"Appendix A: Committee Biographies." National Research Council. 2011. Building Community Disaster Resilience Through Private-Public Collaboration. Washington, DC: The National Academies Press. doi: 10.17226/13028.
×

(GWU) Institute for Crisis, Disaster, and Risk Management; Professor Emeritus of Engineering Management and Systems Engineering in the GWU School of Engineering and Applied Science; and Chairman of the National Research Council Disasters Roundtable Steering Committee. He is cofounder and Executive Editor Emeritus of the electronic Journal of Homeland Security and Emergency Management. He is the immediate past president of The International Emergency Management Society and former associate director of the National Ports and Waterways Institute. During his 22-year career as a U.S. Coast Guard officer, he has also worked as a practitioner, retiring in the grade of Captain. He has written and published in the fields of crisis management, emergency management, management science, risk and vulnerability analysis, and maritime safety. Dr. Harrald received his B.S. in Engineering from the U.S. Coast Guard Academy, a M.A.L.S. from Wesleyan University, a M.S. from the Massachusetts Institute of Technology where he was an Alfred P. Sloan Fellow, and an MBA and Ph.D. from Rensselaer Polytechnic Institute.


Lynne Kidder is a senior advisor to the Center for Excellence in Disaster Management and Humanitarian Assistance (COE-DMHA)—a Department of Defense organization focused on improved civil–military interagency coordination, capacity building, and resilience-focused public–private collaboration in the context of disaster response and humanitarian assistance. From 2005–2010, she served as vice president and senior vice president for Partnerships at Business Executives for National Security (BENS), where she directed BENS’s national program to facilitate community and statewide public–private partnerships toward regional all-hazards disaster resilience. While at BENS, Ms. Kidder convened a coalition of national business leaders, professional/trade organizations, academics, NGOs, military, and agency partners, to propose a national mechanism to strengthen public-private collaboration at all levels of government. She is the former executive director of the North Bay Council, a nonprofit organization of C-level executives in Northern California, where she implemented numerous initiatives between private employers and state and local officials. Ms. Kidder’s previous professional experience includes eight years as professional staff in the U.S. Senate, executive-level management in state government, and corporate government affairs. She holds a B.A. from Indiana University (College of Arts and Sciences), a Master’s degree from the University of Texas at Austin, and did additional postgraduate study in public administration at George Mason University. Ms. Kidder is the co-chair of the Institute of Medicine’s Forum on Medical and Public Health Preparedness for Catastrophic Events and serves on numerous boards and advisory committees pertaining to resilience-focused public-private collaboration and all-hazards preparedness.


Michael T. Lesnick is cofounder of and senior partner at Meridian Institute, a nonprofit organization that provides neutral conflict management and multistakeholder collaborative problem solving services domestically and internationally. Dr. Lesnick has over 30 years

Suggested Citation:"Appendix A: Committee Biographies." National Research Council. 2011. Building Community Disaster Resilience Through Private-Public Collaboration. Washington, DC: The National Academies Press. doi: 10.17226/13028.
×

of experience designing and managing multiparty information sharing, problem solving and conflict management processes. His work with decision makers and stakeholders from government, corporations, nongovernmental organizations, international institutions, and scientific bodies has resulted in bringing practical solutions and new public–private partnerships to some of society’s most controversial and complex problems particularly in the areas of national and homeland security, environment and sustainable development, public health, food security, climate change, international development, and science policy. Dr. Lesnick facilitated the White House Hurricane Katrina Stakeholder Summit as well as interagency and stakeholder processes in the development of the National Infrastructure Protection Plan and the National Response Framework. He directed projects that resulted in the formation of nine critical infrastructure and key resource sector coordinating councils at the national level as well as pandemic planning processes for the DHS Office of Infrastructure Protection. Dr. Lesnick works extensively with the Community and Regional Resilience Institute (CARRI). He has been the project director of over 100 domestic and international multistakeholder collaboration processes. He has published in the areas of facilitation, mediation and strategy assessment. He holds an M.S. and Ph.D. from The University of Michigan where he was also a postdoctoral fellow in Environment and Collaborative Problem-Solving and Conflict Management.


Inés Pearce is Chief Executive of Pearce Global Partners (PGP), addressing the needs of government, business, nonprofits and communities to reduce the potential for loss of life and property from natural and human-caused disasters. Ms. Pearce is a business continuity and emergency management expert with 17 years of professional experience, including 12 years with public–private partnerships. She also serves as the Senior Disaster Response Advisor for the Business Civic Leadership Center (BCLC) of the U.S. Chamber of Commerce, where she is BCLC’s primary point of contact for community-level disaster preparedness, recovery, and partnership coordination. She has also served as a U.S. Chamber of Commerce liaison during disasters to facilitate long-term recovery, such as 2008s flooding in Iowa, storms in Florida, and hurricanes in Texas and Louisiana. Before launching PGP, Ms. Pearce was appointed as Seattle Project Impact Director for the City of Seattle Emergency Management, managing four mitigation programs that provided resources for safer schools, homes, and businesses, as well as better hazard maps. During her tenure, Seattle Project Impact received numerous national excellence awards. As an expert in public–private partnerships, Ms. Pearce has represented the World Economic Forum at the United Nations’ (UN) Global Platform for Disaster Risk Reduction in Geneva, Switzerland, and has addressed the UN regarding public–private partnerships at the World Conference for Disaster Reduction in Kobe, Japan. In 2003, Ms. Pearce was inducted into the Contingency Planning & Management (CPM) Hall of Fame in the Public Servant Category. She has also received two National Excellence Awards from the Western States Seismic Policy Council, and in

Suggested Citation:"Appendix A: Committee Biographies." National Research Council. 2011. Building Community Disaster Resilience Through Private-Public Collaboration. Washington, DC: The National Academies Press. doi: 10.17226/13028.
×

2009, received an Award of Recognition from the City of Los Angeles for the successful planning of the Great Southern California ShakeOut, the largest earthquake drill in U.S. history with 5.5 million participants. Ms. Pearce is President of the Contingency Planning & Recovery Management (CPARM) group, the Disaster Resistant Business (DRB) Toolkit Workgroup, and on the Board of CREW, the Cascadia Regional Earthquake Workgroup. She received her B.A. degree in political science from Gonzaga University.


Randolph H. Rowel is an assistant professor and Director of the Why Culture Matters Disaster Studies Project at the Morgan State University School of Community Health and Policy. Dr. Rowel has over 25 years experience in community health education with considerable expertise in community organizing and empowerment, partnership development, and social marketing. He teaches Community Needs and Solutions, Community-Based Participatory Research, and Qualitative Research in Public Health and has been an invited presenter at numerous emergency management related conferences to speak on community engagement and the cultural implications of disasters. Dr. Rowel serves as an investigator for the Department of Homeland Security funded National Center for Preparedness and Catastrophic Event Response (PACER), where he is conducting studies to examine the relationship between daily crisis and preparedness behavior and community engagement strategies for low-income populations. As a PACER investigator, Dr. Rowel is also developing culturally appropriate disaster preparedness curriculum for faith-based leaders. In partnership with Maryland Department of Health and Mental Hygiene, Dr. Rowel recently completed a project that examined knowledge, perceptions, and natural disaster experiences of low-income African American and Spanish-speaking Latino populations. This initiative led to publishing a “Guide to Enhance Grassroots Risk Communication Among Low-Income Populations” which provides practical, step-by-step instructions on how to work with grassroots organizations in order to deliver critical information to low-income populations before, during, and after a disaster. Dr. Rowel recently served on National Academies Ad Hoc Committee to plan a Social Network Analysis (SNA) workshop. The workshop examined the current state of the art in SNA and its applicability to the identification, construction, and strengthening of networks within U.S. communities for the purpose of building community resilience. He received his undergraduate degree at Morgan State University and his masters and doctoral degrees from the University of Utah and the University of Maryland College Park, respectively.


Kathleen J. Tierney is professor of sociology and director of the Natural Hazards Center at the University of Colorado at Boulder. The Hazards Center is housed in the Institute of Behavioral Science, where she holds a joint appointment. Dr. Tierney’s research focuses on the social dimensions of hazards and disasters, including natural, technological, and human-induced extreme events. She is co-author of Disasters, Collective Behavior and Social

Suggested Citation:"Appendix A: Committee Biographies." National Research Council. 2011. Building Community Disaster Resilience Through Private-Public Collaboration. Washington, DC: The National Academies Press. doi: 10.17226/13028.
×

Organization (1994) and Facing the Unexpected: Disaster Preparedness and Response in the United States (2001) and co-editor of Emergency Management: Principles and Practice for Local Government (2007). Dr. Tierney has published widely on hazards- and disaster-related topics in such publications as the Annual Review of Sociology, the Annals of the American Academy of Political and Social Science, Contemporary Sociology, Sociological Spectrum, Sociological Forum, the Journal of Homeland Security and Emergency Management, and other journals. She has served as a member of the National Academies Committee on Disaster Research in the Social Sciences, the Panel on Strategies and Methods for Climate-Related Decision Support, and the “America’s Climate Choices” Panel on Informing an Effective Response to Climate Change. Over the course of her career, she has held research and faculty positions at the University of California, Los Angeles, the University of Southern California, the University of California at Irvine, and the University of Delaware. Dr. Tierney earned a Ph.D. in Sociology from The Ohio State University.


Brent H. Woodworth is currently President and CEO of Los Angeles Emergency Preparedness Foundation. He is a well-known leader in domestic and international crisis management with a distinguished history of working in partnership with government agencies, private sector companies, academic institutions, faith-based organizations, and nonprofits. In December 2007 he took his retirement from IBM Corporation after 32 years of service which included the development and management of all worldwide crisis response team operations. Over the past several years, Mr. Woodworth has led his response team in response to over 70 major natural and man-made disasters in 49 countries. Mr. Woodworth’s domestic response efforts include the 1992 Civil Unrest in Los Angeles followed by the 1994 Northridge Earthquake, Oklahoma City Bombing, 9/11 World Trade Center attacks, Hurricane Katrina, and multiple flooding, wind, fire, and seismic events. In 1998, Mr. Woodworth was appointed by FEMA Director James Lee Witt to serve on a U.S. Congressional designated committee where he co-authored the national plan for predisaster mitigation. Mr. Woodworth has served on national and local committees and boards including the National Institute of Building Sciences (NIBS) board of directors; the U.S. Multihazard Mitigation Council (MMC) as chairman; the Advisory Committee on Earthquake Hazards Reduction (ACEHR) board of directors; and as the Los Angeles Emergency Preparedness Foundation president and CEO. Mr. Woodworth is the recipient of multiple industry awards and a well published author on disaster preparedness, public–private partnerships, and crisis events. One example of Mr. Woodworth’s public–private sector collaboration focus includes his successful negotiation with Starbucks Corporation and T-Mobile, Inc., whereby they provided free wireless connection service at over 1000 locations from Santa Barbara to the U.S.–Mexico border during the California wild fires in October, 2007. He received his B.S. in marketing management from the University of Southern California.

Suggested Citation:"Appendix A: Committee Biographies." National Research Council. 2011. Building Community Disaster Resilience Through Private-Public Collaboration. Washington, DC: The National Academies Press. doi: 10.17226/13028.
×
Page 115
Suggested Citation:"Appendix A: Committee Biographies." National Research Council. 2011. Building Community Disaster Resilience Through Private-Public Collaboration. Washington, DC: The National Academies Press. doi: 10.17226/13028.
×
Page 116
Suggested Citation:"Appendix A: Committee Biographies." National Research Council. 2011. Building Community Disaster Resilience Through Private-Public Collaboration. Washington, DC: The National Academies Press. doi: 10.17226/13028.
×
Page 117
Suggested Citation:"Appendix A: Committee Biographies." National Research Council. 2011. Building Community Disaster Resilience Through Private-Public Collaboration. Washington, DC: The National Academies Press. doi: 10.17226/13028.
×
Page 118
Suggested Citation:"Appendix A: Committee Biographies." National Research Council. 2011. Building Community Disaster Resilience Through Private-Public Collaboration. Washington, DC: The National Academies Press. doi: 10.17226/13028.
×
Page 119
Suggested Citation:"Appendix A: Committee Biographies." National Research Council. 2011. Building Community Disaster Resilience Through Private-Public Collaboration. Washington, DC: The National Academies Press. doi: 10.17226/13028.
×
Page 120
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Natural disasters--including hurricanes, earthquakes, volcanic eruptions, and floods--caused more than 220,000 deaths worldwide in the first half of 2010 and wreaked havoc on homes, buildings, and the environment. To withstand and recover from natural and human-caused disasters, it is essential that citizens and communities work together to anticipate threats, limit their effects, and rapidly restore functionality after a crisis.

Increasing evidence indicates that collaboration between the private and public sectors could improve the ability of a community to prepare for, respond to, and recover from disasters. Several previous National Research Council reports have identified specific examples of the private and public sectors working cooperatively to reduce the effects of a disaster by implementing building codes, retrofitting buildings, improving community education, or issuing extreme-weather warnings. State and federal governments have acknowledged the importance of collaboration between private and public organizations to develop planning for disaster preparedness and response. Despite growing ad hoc experience across the country, there is currently no comprehensive framework to guide private-public collaboration focused on disaster preparedness, response, and recovery.

Building Community Disaster Resilience through Private-Public Collaboration assesses the current state of private-public sector collaboration dedicated to strengthening community resilience, identifies gaps in knowledge and practice, and recommends research that could be targeted for investment. Specifically, the book finds that local-level private-public collaboration is essential to the development of community resilience. Sustainable and effective resilience-focused private-public collaboration is dependent on several basic principles that increase communication among all sectors of the community, incorporate flexibility into collaborative networks, and encourage regular reassessment of collaborative missions, goals, and practices.

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