 The next one I want to get started with is housing and housing and housing that we can take care of ahead of time. First of all, for no restrooms, it's out the door turned right and you can get a glass of faith when the doors are on the right and inside. I wanted to share that we're actually going to be recording this because the experience and background of the presentation is actually pretty significant and we want the opportunity to be able to share this information later. And then with the concern of having a core, we could not have all the council members either still. It's an opportunity for us to actually use this piece of keeping over and over again. I'm Kahlua Barnes and I'm the director of community engagement. I'm a little bit of a warner about Daniel and Zuber. A warner? It is great to see so many of you here and I, too, extended your pretty long day to come tonight and hear this conversation. We've got two really passionate and experienced professionals who talk about community cohesion. It's an impact on recovery and connected. Before we get started, I want to take an opportunity. I think most of you have heard some conversation or some part of this discussion about the program that the city of San Rosa was conceiving. So I want to take a few minutes and have folks introduce themselves and then you'll know who's in the room and who are kind of interested, stakeholders in this process. So Jim, we'll start over on that side. Organization? Karen DeRine's Community Foundation is from the county. You should regard and chair the city center as a committee vice-reporter. Could you name any of the people who have experienced the many San Rosa together? Very reverend, steering the many San Rosa together. Steve Mentcher, news director of KRC. Hi, I'm Chris Gowley. I'm the service and chairman of the Unitarian Crystal County. John Kessel, and I'm in the newly created office of the county with the understanding of what the county is. And we see him, Michelle. Michelle Whitman from the office of Sonoma County Supervisor. Deborah Frickin, I'm from the West End Neighborhood Association. Jason Carter, violence prevention manager for the office of community engagement. I'm Ramana Yusar with Sonoma County Office of Recovery and Reclining. I'm Jamal Holmwood, Catholic Charities, but also the city center as a community advisor. Chris Rogers, vice mayor of the city. James Cooper, Fred Cross. Neil Brangman, emergency manager for San Rosa. Adrian Martin, communications officer for San Rosa. Paul Walthall, Center of the Fire. Sism Cooper, executive director of community action partnership. Mike Burralla, board member for the Rift, put in the story of being able to position. Also a program manager for just enough of it. Amber Brown, with San Rosa Community Health. And so before we get started, I want you to look around and kind of see these other partners and stakeholders who might think it's possible for the City of Santa Rosa and more of the townships in the county. So as I was talking about this program and we've been working on it, our office is the county team and I and they look up the model using San Francisco and a level of it because it's actually getting pretty overwhelming and impressive. So the opportunity tonight to have Daniel Aldrich, Dr. Daniel Aldrich and Daniel Homsey here to talk about their programs. We hope really good officials, there'll be a period of about half an hour for each one of the presentations and then we'll have an opportunity for Q&A at the end. And on the table are set a posting of just to take notes. There's nothing, we've got the microphones that we'll pass around just here so they won't hear the questions. And then from there we'll wrap it up. So I think that they've got some really powerful statements about cohesion, connectedness and movement. So starting with Daniel Aldrich. And Dr. Aldrich has a pretty phenomenal record. He is the director of security and resilience studies program and a full professor of policy and political science at Northwestern University, or Eastern University. He's published four books, site fights, Building Resilience, Resilience and Recovery in Asian Disasters and Healthy Resilience and Sustainable Communities After Disasters with the fifth book, Black Way Forcoming. The recipient of two four-brick fellowships and eight fellowships in American Association for the Advancement of Science and Technology Fellowship, the Kenley Trust Fellowship and the Five Sigma Alpha Best Professor Award. He's also published more than 45 peer-reviewed articles along with the updates in The New York Times, the CNN, Washington Post, the Asahi Shin Bun, which is the Japanese newspaper, Aldrich is the chair of the American Political Science Association's Working Group on Disasters and Crises, and sits on the editorial board of several journals. So, welcome me, Dr. Aldrich, to the floor. Thank you all very much. It's a good picture, thank you. Okay, so to begin, my Twitter and email are on the board. In case you have any questions that I can't answer tonight, feel free to email me. I'm also on Twitter all the time, so please don't Twitter me too much, but a little bit maybe. You know, for me, this field of resilience and recovery began as a personal one, actually, not professionally. In the summer of 2005, we had moved down to New Orleans, Louisiana, in the middle of July, on the 17th or so. My wife and I had two kids, two small kids, four and two at the time, and we moved to an area called Lakeview, which really was Lakeview. You could see the lake from our house. And after about five and a half good weeks in New Orleans, Hurricane Katrina arrived on the 28th of August. The levees broke near our house. Our house was filled with around 14 feet of water. And we had to evacuate very early Sunday morning with around a million other people. We spent about four and a half months out of New Orleans, wandering around the country, wondering what to do next, came back to New Orleans for a few months, and then began life elsewhere after that. But in that period between the destruction of our home and finding another job was this strange moment of dislocation and also a lot of reading, because I wanted to understand what did the academics claim happened after disaster? What factors would give my family, my neighborhood, and my city the ability to bounce back, the ability to have resilience? And in fact, in that period, I began with Rick Wheel of LSU, a process of trying to use my social science skills to understand this more broadly. So this is one of the maps that we built in 2006. Less than a year after Hurricane Katrina. And it's got three times of data. So one is the obvious geography. So if you've ever been to New Orleans, you might recognize this. Which river is this, by the way? Mississippi, very good. Up here at the top, what lake is that? Monctrine. Monctrine, good. All right, excellent. Beyond geography, we also have water depth. The colors in the background tell you how much water was there. So there's very, very white areas here at the bottom. This is less than two feet of water. The yellow areas here, this is two to five feet of water. The light blue areas that you see throughout the city are five to seven feet. And the darker blues are eight feet and more. My house, by the way, was up here on Canal Boulevard, right about there. We also added one more layer of data, which was how the recoveries were going. So we asked around a thousand people living in New Orleans on a scale of one to five. One being really, really bad. Five being great. How's the recovery going for you? And we got these answers back. You can see them all around the map. Again, from one being not recovered to five being fully recovered. Now, I assumed the following pattern would hold. I assumed that in areas with more water, we would see less recovery. If you had 12 feet of water, I thought it would take you more time to bounce back than one foot of water. You guys are all smart. You're building a community again here. You tell me, what pattern do you see here connecting how much damage was done to how recoveries were perceived? Yeah, neither could we, actually. And we studied this in different ways. Just a progression. We use OLS, GIS progression. Turns out, in fact, the relationship between damage and recovery is pretty much non-existent. On a scale of zero to one, it's around a point two. What we actually didn't find was what I thought we could find, which is that these dark blue areas should be all red. So let's take this pattern here, for example. This area is called Village de Leste. They had roughly 12 feet of water in their backyards. Every single home, every business was shut down. But this community here bounced back within about four months. The rest of us were still in shock at that point. Not only that, but look at the clustering that you see. Not a single non-green or yellow dot here. Track down to the areas which have less damage to the bottom here, these more isolated homes. Are there oranges and yellows here? Quite surprising, actually. So this is the first thought that I had that maybe resilience, the ability to bounce back, isn't a function of damage. Whether the home was partially damaged or fully damaged, maybe here you can appreciate, fully destroyed or partially destroyed. And the more time I spent thinking about the models that we had in academia for recovery, the more I thought they missed the point. And I would argue if there's only one message to take away from tonight is the following. What we found first in New Orleans and Japan, then Israel, India, North America, the Gulf Coast, California as well, New Zealand has been the following. What really drives recovery are the connections between us. Not money from insurance companies, not money from FEMA, not how much money you had before grant or demographics. I'll talk about those in a few minutes. But what really drives this are the kind of connections that we have. And there are three types that we classify them into. One is called bonding social capital. These are the connections to individuals who are quite similar. Meaning, for example, if you're a middle-class, Patnavar caste fisherman in India, most of your friends are Patnavar caste fisherman in India. If you're a middle-class white person living in Santa Rosa, most of your friends are probably middle-class white people living in Santa Rosa. So that's bonding social capital. Hambanfully means people in your network are like you. Occasionally we bridge beyond our own ethnicity, race, background, religion and so forth. We make friends through work, through clubs, through religious institutions, maybe through an interest, botchy ball, kendo, soccer. We call those bridging ties. Those are also horizontal ties. And finally, occasionally we have what we call linking social ties. These are vertical ties between someone who's a normal citizen like me and someone perhaps in the governor's office or someone in the president's cabinet or someone in FEMA. Three types of ties. How do they make a difference during a disaster? The first choice we have to make post-disaster, and you can see this right now happening outside our doors here, is exit or voice. Does someone with a destroyed business come back and rebuild or do they leave the area and go someplace else? What would drive you to come back? Well, a lot of things could stop you from coming back. For example, the costs involved. We know there are financial costs between the amount of money you get from insurance and the actual rebuilding cost is often a gap. It's a financial cost. There are psychological costs. Being back in an area, when you suffered a trauma, you lost a pet. A family member was killed. Your vineyards are destroyed. Your house is gone. You watch someone you know get hurt. The psychological costs can last for months. We'll talk about that in a few minutes as well. There are opportunity costs as well. Every day you're in a damaged area with no clients, no businesses, no schools open. You could be someplace else having a successful business or open school. So we know there are very heavy costs. So that's the case then. We should see exit a lot, meaning you would get up and go and not coming back. You'd let the house go, declare bankruptcy, let the mortgage go or move someplace else. What we found though is some communities come back despite the damage, despite the costs. What brought them back? Well, interviews with people around the world, the most common answer is a sense of belonging, a sense of place. That means whatever the financial, psychological opportunity costs are there, you still believe it's worth coming back. Whatever much time it will take or how much out of pocket you have to pay, if you believe New Orleans is your home or Santa Rosa is your home, you will pay those costs and you will pay them happily because you'd rather be home again with your voice in the community working together again to build. What found around the world was communities that are tighter knit, more bonding and bridging ties, they have more voice. Communities that are more atomized, more fragmented, less connections, those communities have more exit. That's the first thing that we've seen. The second reason it works, collective action. Many of the challenges post-disaster cannot be solved by one family, one individual by themselves. A simple, brutal example came from Haiti in 2011 with the earthquake there. After the government, literally it was destroyed by the earthquake, law enforcement personnel went there. How do you protect your family from odors and thieves? You need to work together as a community. You need to form patrols. If you can't do that, you've got to be away all the time and keep bad guys away. That's one example in the end. The other end would be home values. How do you make sure that your home value rises again, making sure the debris is gone? There are trees and grass back in your neighborhood again. If you're the only person back in your neighborhood and all the other homes are gone, much more challenging to get property values back up to where they used to be. So many of these problems have to be solved by collective action. How do you build that? The easiest way is with social ties. Meaning you have people in your network that you know and trust. You can work together more easily. The third and final mechanism we see social capital working through is called informal insurance or mutual aid. This means the kind of resources that we normally get, childcare, food, a place to stay, information, psychological support, they're often shut down post-disaster. It might be days or weeks before you have gas stations, before you had food stores, schools, kindergartens might be open only after a few months. What do you do in the meantime? If you're very, very lucky and you still have a job and you have kids with you, you have a neighbor, a friend, a grandparent, somebody who can take care of the kids during the week. Information doesn't come from neighbors nearby. Tools, ideas, those will come from people that you know already. If you've invested time and effort in building relationships before the disaster, you can draw on them as informal insurance after the disaster. If the first time you meet someone is post-disaster, there's less psychological space and less time to build those ties. So in communities around the world that have stronger ties, there's more stock of informal insurance that allows them to draw on informal insurance resources and assistance. This is all pretty abstract. I want to give you some data now that we've collected at least from one set of examples in Japan. Roughly seven years ago on March the 11th, 2011 at 2.46 p.m. in the afternoon, we saw a massive offshore earthquake of 9.0. Powerful enough to make the earth jump off its axis. We had about 15 meters of movement in the understeer plates and roughly 40 minutes later, at this time it was short, but eventually 60-foot wall of water came ashore. This image is misleading. What you see now is the leading edge of the tsunami. Notice how it's not wet back here yet. So this is actually a 30-foot seawall. This is the very first swell from the tsunami before the actual arrival. And of course, the cars along the way are being destroyed here. 18,000 people lost their lives in the tsunami, $275 billion worth of damage. But the interesting thing about the tsunami, and by the way I forgot to mention the nuclear meltdown also came with this, is that the mortality rates across the area did not match the height of the tsunami. That is to say in the 140 communities along the coast, some had no casualties, some lost a tenth of their population. We should be graphed here a number of these communities here. The bottom axis, the x-axis is a height in meters. So Tanohatsu has a 20 meter, which is 60 feet. Tagajo had 4 meters, which is around 12 feet. And the y-axis is the percentage of people killed there. So Onagawa, Utsuchi, Rika, and Takata had death rates around 11%. Rifu, Natori, around 9%. Tagajo, around 2.5%. But notice there's no great pattern here, right? It's not that every single community that had a higher tsunami had higher death rates. Tanohatsu's death rate was quite low. Same as Wataricho, Rifu again, very short tsunami. So just like in New Orleans, where the outcome of the tsunami, the outcome of the disaster didn't predict what was going to happen, here, too, the height itself wasn't enough to talk about things. So I spent about a year and a half in Japan the first time talking with people, trying to understand what's driving them mortality. What helps people get through this kind of event? There are five major categories of explanations that I heard. The most common was the power of the tsunami, which I already explained doesn't make any sense. The next one is more cynical. Here's the argument. In Japan, one political party has controlled the system for a long time. If your community did not support that community, then perhaps over time you'd lose money for fire prevention, for disaster prevention, for drilling and so forth. So a cynical perspective would be the local political party could drive how much money you got beforehand and maybe affect how you survived. That's pretty cynical, I like that. Another argument came from the engineers nearby. He argued that what matters during a disaster comes from the amount of concrete between you and the threat. How many pounds of concrete were poured to make that seawall, that should make you safer. Another argument is demographics. Elderly should be the ones that die more often, or perhaps you could bring back the idea of social ties. How might social ties matter during a tsunami? I mentioned there's a 40-minute period between the earthquake and the arrival of the wave. Out of time, if you're young and healthy and able-bodied, you can leave your home on the seashore and walk two kilometers up to higher ground in 40 minutes easily. But if you're not able-bodied, if you're elderly, if you're infirm, if you didn't know there was an earthquake, which we actually surveyed people and a third didn't know there was an earthquake, then it's much harder to escape in that period of time. So what if in that 40-minute period of time when the earthquake has happened already, but the tsunami isn't there, your neighbors knock on your door. Your family, your friends, your caregivers recognize that you're in trouble, they come and knock on the door and they pick you up and they carry you out to safety. It's a possibility. And what we found, in fact, was that the best predictor of surviving came from communities that had tighter social bonds. Here we're measuring this with crime rates. We could also use things like blood drives, voting, trust in government. In the communities where there were much higher rates of trust and less crime, we predict that a tsunami would only cause one in a thousand deaths. As that rate of distrust rises in the community, it goes up to around one in 50 from one in a thousand. So measurable differences across communities in Japan where we see different levels of social capital. That was the first stage, was surviving the event. These horizontal ties make a big difference. How about in then rebuilding the process? This is a city called Ishinomaki. This image was taken about two weeks after this tsunami. This was taken two years later. So you guys tell me, has Ishinomaki recovered in that two year period? A little desolate, right? It's cleaned up, right? The debris is gone. But this is midday. There's no bicycles. There's no foot traffic. There's no one to go into the businesses. We really can't tell, right? And in fact, the more time I spend asking questions, the different answers I got. Every field defines recovery post-disaster differently. So, for example, the businesses that I asked what would recovery look like told me, it would mean I've got clients again. The school said it'll be kids back in seats. Engineers said it'll be critical infrastructure, like power lines, gas, railroads and roads being operational again, right? And disaster managers said things like, we'll have the evacuation of refugees up and running again. This was Tagajo. One month, one year, two years. Now, why this white van is still there over time? I have some theories about insurance fraud, but hard to say here. But in any case, again, hard to tell if they've really recovered, right? Even though now the debris is gone and they're planting again. So, my colleagues and I measured 14 different types of recovery, including business, school, housing and infrastructure recovery. And try to understand what factors drive that process. What's going to make a difference for you rebuilding your homes for cities again? We're in the first stage, horizontal connections mattered. In this stage of recovery, vertical connections, linking ties, how so? Because in this stage, you have to bring in construction firms. You need to get the attention of the ministry's granting permits. You need assistance from the government to push things along. Where horizontal ties saved lives, in this stage of rebuilding, vertical ties bring more resources in to the community. One more period of time here. This is now a six-year period of time about mental health. As I mentioned, the third part of the disaster were the meltdowns at Fukushima. What's going to help individuals get an even kill again with all the kind of stresses that you might have? By the way, what stress might you be feeling if a nuclear power plant melted down to your home? What might be on your mind? Cancer. Cancer. So, health for yourself and your family. What else? Livelihoods, right? Farmers and fishermen, no one's going to buy your products again. You only had two hours to evacuate and you left your home behind, right? On which you're paying a mortgage still as you're living for seven years outside that. So, you've got a mortgage and no job. So, you have livelihood concerns, health concerns, all kinds of concerns. These are the areas around this dot. That dot is the plant there. They had to evacuate. 145,000 people left their homes. So, we tracked their mental health over a period of time using a very simple index called the K6 or Kessler 6 index. The K6 asked the following questions. Don't answer out loud, by the way. Over the last month, how often have you felt stressed? If never the answer points to give yourself a one, if all the time the answer you give yourself would be four. How often over the past month have you had problems sleeping at night? So, again, we have six questions like this. The maximum scale is 24. The minimum is zero. Now, the community that lives closest is called Futaba. The top line here. And we've color-coded the four different categories of answers. Futaba itself and two other communities. Ishinomaki, what you just saw, and Yamada. Now, these two communities at the bottom didn't have nuclear power plant meltdown nearby, but Futaba did. So, we're comparing those levels of these K6 scores of stress. The lowest category, which hopefully most of us are in, was around half the populations of Yamada and Ishinomaki, only around a 15 percent of Futaba. The next category of five to nine was around 25 percent here in Yamada around 50 percent Ishinomaki, only around 20 percent in Futaba. The third category, and by the way, psychologists would tell you this is now at 20 PTSD level, is around 7 percent in Futaba, 7 percent, 5 percent. But look at this biggest category here at the end. The highest level of measurable of stress. Futaba has roughly 52 percent of the community feeling that stress. Ishinomaki and Yamada are less than 10 percent. So, clearly individuals who have gone through radioactive cloud have far bigger concerns than individuals who only had a tsunami and an earthquake to deal with. The bigger question is what reduces stress, right? If these individuals are feeling these levels of anxiety. So, we first thought the answer was Donald Trump. Because we figured if you're very, very wealthy and you're in pretty good health, then that should ameliorate any effects you have from concerns about livelihood and so on. Well, in fact, that's wrong. We found no measurable impact in viewing very, very wealthy or being middle class or being poor. Everyone has the same levels of stress. And we also found being healthy didn't help. The most healthy young people that we had had the same levels of stress as very, very sick elderly people. So, what's going to bring down levels of stress, do you think? Connections. Yeah, the best predictor of feeling less stress over this evacuation period and worries about your health and your livelihood and your mortgage was having neighbors that you didn't know or even that you didn't know that you interacted with regularly. Having individuals in your network with whom you met regularly, we do stress. So, I've argued so far that in the first stage of survival, in the recovery process, and then in the long-term mental health process, these ties make a difference. If that's the case then, what should we do next? If social ties drive this resilience idea, what should we be doing as people who care about recovery? So, hopefully you all recognize this guy with the red sweater. Who's that man with the red sweater? Fred Rogers, right, deceased now for about a decade, I think. But when I was a kid, he asked me every day to be a good neighbor. Thank you, a good neighbor. So, here's the simple thing. Maybe here it's different, but when I go around the world and ask this question, it's a low answer. Who in this room knows the first and last names of 10 neighbors? That's a good sign. Because around the world, the answer is around one-eighth of the people in the room, you believe. In most metropolitan areas, Boston included, New York, Tokyo, Mumbai, Tel Aviv, most of us don't know neighbors. What do we care? Because the zero responders before the police and the fire arrive are our neighbors. The individuals knocking the doors to save lives are the neighbors. If you have a heart attack, if you die, if your neighbor climbs their body. Those are the individuals we should be caring about. The reality is most of us don't know them. So, the first problems we're using right now, for example, in New Zealand and in Boston, are the get to know your neighbor's program. Building social cohesion one neighbor at a time. It sounds strange and corny, but the reality is having that tie can save lives as we saw early on in this talk. Now, the next stage up is the neighbor fest party. You might have heard neighbor fest from my good colleague, Danny. Obviously, we're speaking shortly. Dan has a program in San Francisco where your community applies and gets a permit to block off the streets, bring in a bounce house, play loud music, have a big party, and they agree not to exclude anyone and to have some kind of disaster awareness talk there, maybe from Red Cross, maybe from themselves, from FEMA. We found these kind of programs. The individual and the neighbor level are critical, especially in metropolitan areas, because, again, these are the areas people don't often meet each other ever, even taking out the garbage or dropping off the mail. Now, the next level up of policy recommendations is about how to rebuild. What do you do to build a society that creates more social ties? How do you create an environment, a neighborhood where people meet more often? The easiest answer is build more public spaces, build more parks, more stadiums, build more Starbucks and third places, build more playgrounds and areas people can sit down and chat together. Again, in most metropolitan areas, we're lacking these kind of social areas. Right now in Japan, for example, we have a lot of space to rebuild. So we're trying to use our recommendations to rebuild areas that are going to be tightly integrated when they finish doing that process. This is what looks like a very boring local meeting. Another policy we have is encouraging meeting attendance. We've found individuals who attend meetings like this one, or maybe less mandatory ones, are ones that have high levels of social cohesion. Whether it's a PTA group or a land zoning meeting, communities that have more meeting attendance have more trust in each other and in local authorities. And finally, one last more active program we call community currency or time banking. The idea is very simple. Most of us don't volunteer as much as we should. And the excuse that we give is, if I volunteer for the Red Cross, for a school nearby, for an elderly home, I'll lose money at times and things like that. So we say, no problem. If you volunteer for an hour in Toronto, you get five Toronto dollars. Volunteer in Berkeley, you get five Berkeley dollars. You get the point here. Localized currencies, can't be spent in McDonald's or Costco, or any big chains. They only spent locally. Farmers markets, mom and pop stores, whatever you want locally. And here's what happens. We offer this kind of exchange for volunteering. Volunteers rise up. Then they volunteer, take their currency to a local store, which gets it. That's to other stores. And we begin this virtuous cycle. All five programs here, we have measurable empirical evidence. They increase trust, volunteerism, and civic engagement between seven and seven years. And civic engagement between seven and 17%, depending on where we are. All of them have been proven across the world to work. Here's one war that we're trying out now. It works so well in Japan. We're building now in Nepal and the Philippines, called Iba Show. After the major disaster in Japan, I just mentioned, seven years ago, we knew many people were living in temporary trailer parks, like FEMA trailers in Japan, called Kasejutaku. And in those communities, they simply had no space together to work. So we offered them the chance to build a community space, maybe bigger than this room a little bit, two stories, run by the elderly. We wanted the elderly not to be victims, but to be the managers and the runners of this program. And they agreed to go along about six months to get it going. And everyone you see, this is our management community here, is over 55. You have to be old to run the meeting here. And they're all talking about what they want to do. Some of them wanted yoga programs. Some of them wanted a library. One of them wanted these programs. It's up to them. It's open space. But the cool thing was the following. This space increased a number of different aspects of social capital. It increased belief and efficacy that I can make a difference. Being part of this increased social ties, having more friends. It also increased a sense of place. So again, this is one project to bring it all together. You have a local community gone through disaster, looking to build social ties. The Ibar Show is one of them. Now we have World Bank funding into other countries as well. Okay. So try to argue that in every stage of disaster, in the survival stage, the rebuilding stage, and the mental health recovery stage, social ties, social occasion makes a big difference. Those neighbors, those people living nearby, the zero responders, they're the ones who save lives during the crisis. Then over time, the vertical ties between us decision makers help bring in resources in the rebuilding process. And then as we need mental stability over time, those neighbors, those people with you, that process help us feel together that we're in it as a group. Now, if that's the case again, we have measurable programs that change the capital. Much of the money that we spend, unfortunately, whether it's through FEMA, through USAID or other organizations, is about physical infrastructure. We're worried about bridges and roads. We're worried about fire breaks and berms. We don't spend enough on social infrastructure. Thank you. I have an opportunity to request that at the end. So next I'd like to introduce Daniel Humsey. So Daniel is actually the director of the Labor and Empowerment Network in the city administrative office in the city and county of San Francisco. He's a fourth generation in San Francisco who has a degree in political science from San Francisco State University. Mr. Humsey spent the last 25 years as a communications professional in both the public and private sector. And after a long stand in the tech sector, Mr. Humsey joined the city in 2004. In January, he became the director of the Labor and Empowerment Network, the NIN, which is a coalition of residents, community-supported organizations, non-profits, academic institutions, and government agencies whose mission is to empower residents with the capacity and resources to build and steward a stronger, more resilient community. And for more information about the NIN, visit EmpowerSF.org. And the first year membership is free. So, you know, it's quite an opportunity. So being here, welcome to, I guess, was the EOC during the response phase. My sister, Diana Hartram, actually volunteered and worked here and helped set up the first local area assistance center and some really cool stuff. So my family did try to help. I was over there hanging out with my old employee, Guy Fury. I used to have a restaurant in Sebastopol, and Guy was one of my employees. And it's been a few 20 years like we know the world and that's another story. And I came over and cooked over at the veterans' building. So, at that point, trying to help with community we cared deeply about, as I mentioned, other than Sebastopol for a few years, and my mom lives in Cloverdale. So those of you that are members of the county here, I'm watching you pay attention. Cloverdale has some big, bullet ambitious ideas about this work. So be great to talk to you as well. But today we're going to talk about Santa Rosa. So great to be here this evening. Yeah, we're going to talk a little bit about what we're doing here in the city. But guess what? We're just another city down the road living in the same sort of, I think, municipal ecosystem you are. So we're part of the state. We're part of the federal government. So the truth is that, really, if you look at San Francisco, we're just a bunch of Santa Rosas all stuck around the base of Twin Peaks. So we really have a lot more common than we don't. So let's jump in a little bit and let's get a quick vision match because I want to be very clear that and my colleagues over here that joined us today in the city for the big workshop we did because of the regional workshop today in San Francisco had over 200 people attend. The focus was on equity and disaster resilience. We actually had people come from Los Angeles and Vancouver, Canada making magnificent events. And for a couple of hours, we can't help it. We're like the James Browns of disaster resilience. So let's get a good vision match because I want to be very clear this is a new mission for you guys. I want to be very clear. You're already in the resilience business. Right? You're at the school board, right? Aren't you building resilience children? That's correct, right? We look around the room, the city ministry of office. The county ministry of shop psychology is again, we are city and county so we get it backwards. That's all we do is resilience, right? Even this courtyard and buildings in here, they're all coming into some form of the resilience equation, right? That's what I mean by that. Let's take one is resilience, right? So what is a resilience city? Well, it's a built environment, right? Every time I come in Santa Rosa you're built something new, right? It's either a road or a building or a bridge or something you put in the ground. In the city, we have the same investments we're making. There's our new billion dollar hospital with Zuckerberg stock all over it. But we have our systems too, you know, so we have our sewer system which is right here, our new trans-gay metro system and one of the largest solar panel arrays in any city in America, you know, generating power coming from our water storage system in the west of the city. So I'm sure you're investing in all that too in some way, shape or form. And our institutions, right? So we have this important infrastructure that we need to keep thriving and succeeding. So of course, our faith, academic and of course, our municipal institutions. And then of course, our economy which a big chunk of it is tourism. And I know that's one of the big issues up here in Santa Barbara right now is keeping people up here spending money, participating, creating jobs. But we also have our tech and actually, you know, we have our UCSF. UCSF is actually the largest employer in the City of County San Francisco, not in the city, and generates $14 billion of economic impact across the whole big area. How many people live in Sonoma County and do you think that would work for the UCSF institution, for example? I bet a whole bunch. Did you know that 25% of the employees in the City of County San Francisco live in Sonoma County? 25%. And about 100% of the retirees because they're all cops and firemen in the industry. And our pension is keeping this economy flowing apparently. Congratulations, you won. Because I'm taking the taxes up here to that pension. But there also are communities, right? So we have our LGBT community, our Latino community, our African community, our Russian community, our tech community, our bike community, this is what it's all about. Right? Because, you know, isn't that what Sonoma County is all about? Isn't that what our, we have our neighborhood community, we have our, you know, restaurant community. We have all these great communities up here. And it's important for our identification. So, let's talk about what is a community, though. So really quickly, you know, the way we look at it, we believe it's individuals. We believe it's about organizations. The United States, the United States, the United States, the United States, and the United States. I know that, but we are trying to get this, as we say, kind of kind of breath to breath to that. But I've got to try and understand what I'm seeing in my life, what I'm seeing with a lot of the people that come to our可以 do. So, I've got to say, level set in this conversation because the bottom line is the members here just shows up and means they're talking. So I'll say, you know, you have an 11 billion dollar budget, right? That's true. And we also run an airport, the largest water system west of Mississippi, and when you back all that out and the federal grants, we have a little over a billion dollars to run a city and a county with a billion people. So we do those members who realize, you know, we do have a billion dollars, but we have a million people, right? So we start having out the members, guess what? We need to send the person to the budget level. We're Sonoma County and Santa Rosa. We have a lot more to talk about, right? And we're dealing with homeless problems pretty bad right now. Are you? We're dealing with a massive housing problem. Are you? Are we dealing with insufficient funding for our schools? Are you? Yes. Right? Trapping, congestion, this, this, and this. So in the end, we have maybe taller buildings that are downtown, but we're waking up with the same scrambled things that you are. So what is community resilience? Well first of all, these are the core tenets of our approach, right? Connection. Daniel said the great job of elevating the prior to that. I can't reiterate that. Connection, right? We also believe in capacity, and so we really want to believe in that, increasing people's ability to contribute to their individual resilience, their collective resilience, and the top priority for our work. Resources. We really believe it's important to have resources available in our communities for people to use every day and during times of stress. Not rocket science, right? So let's go to how this journey started for me personally, and that was, and it's ironic. Daniel, I really thought about it, we both sort of jumped off on New Orleans, right? And New Orleans, I think for a lot of people, was a bellwink at the moment. And it's kind of like, you know, looking at those types of, like, where are you on 9-11? Just sort of like rings true, like where are you? And I know where I was. I was sitting at a barbecue on Labor Day week, and I saw the storm coming to New Orleans. I turned around and said, you're about to witness the greatest natural disaster in the history of America ever televised. And people were like, we're talking about it, you just watch. And sure enough, it went exactly as I expected, and it was a tragedy, right? So two years later, Mayor Newsom, now Lieutenant Governor of California Newsom, was actually the champion of my work from day one, and so possibly if he wins, he'll be hearing a lot more about this work, really said, you know what, we got to figure out how we can help New Orleans, so he sent me and City of Minnesota, I believe, down into New Orleans as to what we can do, and Mayor Lee, when he got there, realized that there was a lot we could learn, and so it was for him, a shift for back to the future. Because when you take out the impact of a earthquake, and you remove the water after flooding, you really realize that the outcomes are very similar, right? So the impact of the earthquake, the impact of the flood, left the same damage, right? Now here's a picture that, you know, immediately in San Francisco, people are like, oh, that's a burning man heart piece, right? Like house and car wrestle, house wins, right? Well, you know, it's a rather amazing image, but when you really think about it for a second, you wait a minute. You know, I remember when I was a kid playing the bathtub, and I had all these toys, and I spit in the water around, and I'll smash at each other. I mean, really think about the wave energy you would take to make that scenario happen. And that house wasn't there before, and neither was that car, right? So think about what it must have been like at the nine board when it filled up the water. It wasn't just like the bathtub going up. It was a torrent. Now, all of you think about your favorite grandmother, grandfather, and Anne, and I want you to throw them in that bathtub for 14 hours. Because that's what happened to Felicia Tibido, who was here with me the last time I presented. That's what happened to her grandmother, and they never found her body. And you know what? They had three days notice that that was coming. Now, ask yourself, did they have to be left behind to swim in that bathtub? Well, in a way, the way the city had approached emergency management, at least in New Orleans, was you need to be self-evacuating to get out of harm's way. Now, how much money does the poorest neighborhood in the poorest city of America have in their back pocket on the last day of the month? Who here works with seniors and people on social security or disability? Anybody here with seniors? Anybody you know any seniors? Anybody on social security? Right? You're never going to find that new set of golf clubs on the 28th. You're buying it on the third. So, basically what this message was, was I hope you didn't swim, because you're not going to get out of harm's way. Because they knew the levees were going to fail, right? And they knew that the people would be trapped there in their homes. And so the bottom line is, you know, Daniel and I, we kind of whip up a lot of humor and make this a like thing, because frankly it's kind of a morose subject and we don't get invited to a lot of dinner parties unless you promise not to talk about disasters. But the truth is that this is what it's all about. And I don't even really mind you this because frankly you had your moment just recently, you know, and I think we all know the scorecard that we all as public officials have to be held accountable for. And that was, did everybody survive? No. Well then guess what? More to do. And what you have to do is sort of stand back by Daniel's say and say, well then who didn't make it and why? And when you realize that there was a pattern possibly that you can see within the people that maybe didn't successfully negotiate the recent virus, then guess what? The good news is you have a roadmap to do something about it. How many people think now looking back at what happened here in the virus that maybe we could have done something differently to make sure that everybody could have gotten out of their arms away? No point involved, but it's a way thing, right? Right? Well I mean, I'm gonna propose to you a system I think actually we believe would contribute to our success that maybe we'd work up here. So we did find beauty and here it is, the Broad Room Improvement Association, led by Hal Morgue and LaToya Cantrell. LaToya was just a another member of the community that post-Katrina Sahino White. I'm gonna help rebuild my neighborhood. Well guess what? Four years after this photo was taken she was elected city council and two weeks ago she was sworn in as the first woman mayor of the city of New Orleans. So what we remember is this, even when a disaster happens and horrible things occur, beautiful things could happen and in my opinion the leadership of LaToya Cantrell who's committed to community is unprecedented as the mayor of New Orleans is a significant beautiful thing to happen for New Orleans. Considering the jackass that ran that town, right, during the recovery process, that's those millions of dollars padded his buddy's pockets completely failed in recovery and now the city of New Orleans less than 50 percent of the people that lived there before ever came back. Is that a successful recovery? I mean they have the Super Bowl but is the annual martingale parade really a community celebration or more of a morning memory dance? Because most of the people that worked in those parades aren't there anymore. So it's just important to understand that there are a lot of layers to this work. The beautiful things happen when people actually rise up but we do because we helped them rebuild the elementary school in their neighborhood and we actually help secure a grant and create a Wi-Fi network from the elementary school to the library which the Carnegie Foundation helped out. So the city and county of San Francisco took all the contractors that do work for us and had them write the applications so they could win the grant and now they have the first lead platinum certified elementary school in Louisiana history in this neighborhood which before none of us would want to send our children to that school considering the dilapidated mess it was. So again another positive thing that came out of Hurricane Katrina. So Mayor Lee came back and literally over alligator at the Houston Airport tried alligator uh said you know what this whole idea about a neighborhood apartment that's a secret for a disaster response and recovery like really is like now let me explain you what well his vision turned in to uh grants and awards from the Centers for Disease Control. We just won a big award two years ago from the Ash Center on top 10 civic innovations in the country so people even looking at this now it's just disaster resilience it's civic innovation and FEMA and the human SDR have recognized our work for as being a best practice. Who's in our universe? Well guess what? When I wake up every day the first call I make is not to the fire department. The first call I make is to all these amazing people Department of Technology are biggest partners in the Department of Health we've just got a massive bank for them but the PUC Unified School District our CERP team, Mayor's Office of Service is the fire department of Public Works. Every agency in the city coming to San Francisco is committed to the resilience of our neighborhoods. And let's face it as taxpayers isn't what we're paying for right? It's like we want to help them be thinking about 100 years out not 100 minutes like my kids are when they're looking at how much more time they get screened before they go to bed. Um our non-profit partners there are just things now in the agencies out there that are working on resilience it may be economic resilience, public safety resilience, health but they're all connected this movement in many different ways and then our private sector partners are getting sponsored for the last two years it's been Microsoft and then lastly our academic institutions and we're really blessed to have the great work that we're doing with like MIT Urban Risk Lab, the Harvard County School of Government, San Francisco State, Massey University but now I'm working partnership with my college here in Northeastern. You know, academia loves this stuff and I've been talking to folks in the San Amasitano estate and saying what are you doing to get involved out there because you know what their students in fact want to get involved and that's millions of dollars in technical support expertise that you can harness during this recovery phase and that's what they're doing in Christchurch and New Zealand in their recovery work. Let's jump back into New Orleans again the ninth ward not a pretty sight but how much water fell in New Orleans on the day Katrina struck how many how many inches or feet any ideas your what do you think is it inches inches or feet wow what does it say inches three inches all right there you go he wins he wins with his brand new oh that was a good handball right there I was trying to do the bank side uh whatever usb drives yes two inches of rain actually fell that day in New Orleans look at all that carnage look at what happened in New Orleans you see all the dirty stairs you're all the flooding was and so I mean you step back you realize well wait a minute maybe the idea of doing self evacuation was not a bad idea for the areas that we knew probably weren't going to get flooded maybe though we should have had a you know divided plan and focus on the folks that were at most at risk because they knew the levies were going to fail because they've been under engineered so maybe what they should have said is for part of the city to self evacuate and for the rest of the city working hitch out of harm's way now look at san francisco 49 square miles of the sanity surrounded by reality and parts of Sonoma County have that same problem yes I've been to sabbatical and the bottom line is is that in in our city we're divided into these little neighborhoods why why is that what divide Santa Rosa what divide san francisco hills the hills how many hills were in san francisco 150 stop cheating you have 73 hills in san francisco that's room sir I know you had a big time in the business you have seven hills in the room right so we have 73 hills in san francisco which creates these little micro neighborhoods right but those of you that understand seismology and understand soil performance and understand sea level rise what else does that do creates a mirroring of conditions right so do you think the earthquake that we are going to have the big one will impact me I live on top of mount david's in the same way it impacts the people in marina no do you think we are probably should think about shaking our messaging around disaster resilience considering the different risks that you see everybody has of course right so again here is the marina in 89 who remembers 1989 who was who was around right with real living in the area right pretty pretty intense up here I think a little little action right guess what that was an earthquake that was a san francisco earthquake destiny we in downtown san francisco it was it was in the world right buildings collapsing people being trapped san francisco in the north bay we had a little bit of a touch but that really wasn't a real quick who felt the hayward fault one of the other night a little pop that we had yeah we didn't say it's just our section of emergency plane meeting who remembers the earthquake that was in the 60s here in san francisco yeah how was that yeah bad day of time was there a lot more people living here than there were less yeah there were a lot less buildings or more back then yeah a lot less infrastructure right yeah so the reality is is like our memory is sort of conditioned because loma prieta that's a dangerous thing because that was not what you'd be thinking about we should be thinking about the earthquake of 54 60 1906 that's when the town living on a loan or basically a watershed should be thinking about all the time right because i've been in Christchurch, New Zealand i'd like to take some all up and take you to Christchurch, New Zealand and see what's going to happen to sanderos in california because you'd have the exact same soil building performance and it's going to be something else right don't be sure that would be because the reality is i work for you in theories and paid by the federal government and i got to go to Christchurch, New Zealand to see what happened there and if i don't go back and tell you what i saw am i doing my job and the reality is in zones like this where there's high water levels because of rivers and creeks and streams and the soil you're going to have huge soil performance issues so maybe the buildings won't fall but you won't be able to drive through blocks because the roads are going to collapse right and what takes out the sewer and the natural mines and all those things as well so who's going to end up holding the baton on that so my friend the school board right what you're feeling your education plan there's no road that's accessible to your building after the disaster how the parents are going to be able to get to the school to pick up their kids and they can't even pull out their driveway right how long how many do you have a food production on site where you do just in time meals at your schools yeah so the just in time meals schools how much do they have in storage there feed children three days after the earthquake that's the one we have to ask ourselves right because it's about the kids so look at the city county services go again you can see here's all the demographic information but online as we see what the liquid faction zones are we see where people are over 65 years of age we see where people are living alone we see where people are living with disabilities we have all this data so you know that's the beauty of the world now we've always hit it what's the danger now that is something about it 1960 people just knew sort of where people were now we know where everybody is so the power communities program so this is the program we created what's our approach when we plan with people not for them right why because in the end we need people to adopt very specific behaviors in order to help themselves survive out of disaster right especially when they're beyond their own well the truth is that if you write the plan for them they're not probably going to have the ownership of implementing it right so this is very much a violent approach but we're excited about the fact that every tool that i want to share with you we design with people not for them as well we didn't have some consulting firm come in hit a bunch of trucking capabilities disappear come back two months later with a binder throw the table and say we have a million dollars now that's not what we did we literally gone out and iteratively built the system over 10 years with every possible economic condition you can imagine from the bay view all the way out to maryloma park so the system we've created is actually designed by residents many of them like the kinds that you work with every day for residents that you want to help downstream everything we've built has to be scalable duplicatable and sustainable so it can't just work in the baby but not and not working done in heights or working in civic heights has to work everywhere and so far we've on boarded 12 neighborhoods and one not one neighbor is backed up using our system we've also successfully now launched it in crude bale local in california and really excited about the prospects of working with santa rosa because we really believe strongly that this system can work any work people would care about each other there we offer real value for our stakeholder organizations from all sectors at all levels how many people here think it's really easy to engage small businesses about disaster resilience right so the truth is is that if you don't come up with a strategy that makes everyone everyone wants to buy and stay in you probably don't have a strategy you probably have a grant that you have to spend the next six months right so the bottom line is this has to be a systemic approach that every agency organization and community adopts and then sticks to it why because guess what we don't know the big one's going to happen today tomorrow or 20 years from now but in between a lot of small stuff happens that this system can help can i'll show you how also we want to drive ownership of the neighbor levels with a transfer of power and the truth is is that i think government actually is really putting this scenario now where in our efforts to demonstrate value we've actually tried to onboard people's responsibilities for their own safety and well-being and guess what we realize all of a sudden we can't possibly take care of everyone's safety and well-being all at once so now we're realizing maybe we should give some back and i'm okay with giving some back what do you guys think we're gonna give some responsibility back to our people right would you like people to take responsibility like maybe participate in kids education a little bit more yes that'd be a great idea right so just advancing that this is a time where i think it's okay to say let's transfer the power back so we go to neighbors we set up a hub so a hub is a network of community-serving organizations from all sectors right so public private don't profit they base whoever it is civic networks included that are committed to working together on their individual resilience right so every school every cdo every business has a cognitive operations plan is everybody here know what a cognitive operations plan is show hands yes now how many of you are managed organizations with boards and have finance okay well great so a cognitive operations plan is make sure that regardless of whatever shock comes to your your organization you can regroup and continue to serve and meet the needs of your community serve and the reality is is that unfortunately a lot of institutions they get small fails your ability to have thriving effective on your operations plan and when they do find out they don't have one is what it's too late and so the bottom line is is that one of the primary investments we make is that that levels are working with our local organizations so what happens well three of that what we do is we identify an anchor institution in the neighborhood right it could be a ymca in my neighborhood it's our neighborhood association it could be a fantastic faith-based organization that runs a food pantry this senior programming we all know those organizations are neighborhoods right why so the first people will always call that let's start getting rid meetings right so we go to those folks we say you care about this community you're investing this resilience every day we want to make sure that we can handle anything that comes our way will you be an anchor institution and leverage political capital to bring the other agencies to the community table they say yes then we can be all the other agencies in the community and bring them together and say let's talk about what you think the risks are the hazards are in the community and how we work together on it now in some neighborhoods in san francisco it's a tsunami in other neighborhoods it's a heatwave in other neighborhoods it's a earthquake but in some neighborhoods it's violence the truth is is i don't care what issue it is that's keeping you up at night it keeps gets you in their room and keeps you there and compels you and your organization and make behavior changes in order to be able to work together to push back on that shock and maybe ultimately mitigate this impact great i'll tell you right now in the city county of san francisco i'm going to do a lot more work with the police department because i'm beginning to realize the police department and their community policing model the target capabilities they get from building safer neighborhoods actually the same ones we need for responding to disaster right so we have to disrupt this conversation a little bit i've sort of moved a bit away from my emergency management teams which really sort of really structured to focus on response and now i work with folks that are working on mitigation i secured a hundred fifty thousand dollar grant from the department of health to start working in climate change and heatwaves well guess what if you get a neighboring to come together and learn how to work together to mitigate the impact of heatwaves on their seniors and children and have organizations be able to step in and help them relieve your health you've just accomplished 90 percent of the target capabilities you need to respond to earthquakes and guess what we've been talking about earthquakes for 20 years we still haven't had one but they had two lethal heatwaves last year in the bay view everybody wants to talk about that awesome it's like going up to the person you wanted to ask out for a date in 10 years and you're like hey we started to go out and get sushi next week you're like oh i don't like sushi okay let's not go out no of course you say how about italian right when everybody goes you know so that wasn't maria's after whatever right so bottom line is is that you need to meet people where they are and find out what they care about and start from there right i guarantee you i'm working very pushing the school board what they're talking about a strong school for more working right now parents with children care more about disaster resilience than millennials in a hacksack game so parents are one of the biggest opportunities to start moving the needle in our neighborhoods you want to know why because now they care more about the kids than they care about themselves and people don't really care about themselves this country if they did we wouldn't have people drinking and driving and texting while they drive smoking jay walking all those are the crazy stuff but the minute they identify someone that they care about they will change their behavior for and i really believe your school district's offering a chance to change this conversation do i know why because we couldn't get people to start wearing seat belts in this country until the kids started being the champions for it we couldn't stop cigarettes smoking this country until we told kids of the bad thing to do right so we need to start looking at help community more about behavior change while we're realizing that disaster resilience behavior change can build on the same successful principles so we get our our this our neighborhood organization table and then we're now working at the neighborhood level because like you our neighborhoods are full with suburban neighborhoods and single family dwelling homes with no cbo's or faith-based organizations really working in those communities but they're the ones that have all the seniors that are living in now right so we have a brand new program called the block champion program and that program builds on the neighborhood best strategy which i'll show you in a second so this has been our killer path and what's sad is that it's been in front of us the whole time two here in in the city of Santa Rosa responsible for issue permits for street closures do you need a permit to close the street in Santa Rosa yes so who do you mean parks so uh disc parks here wow really like the largest sheltering place out after earthquake that apartment should be here at the table did you know that in San Diego after the fires they actually now move their care and shelf the branch into the parks department because they end up being responsible of shelters hanging out but that's the parks department how many permits did you issue last year for block parties or any kind of events right and the bottom line is what we realize is that people all over the city are coming together all the time at the block level to engage and to know each other and have more connected so we create the neighborhood best program and what we do is we actually give them a toolkit to learn how to fill the world's greatest block party but guess what we actually have show them how to use the incident command system to build a hypo local team to mine their neighborhood for skills and talent resources we show them how to communicate with the community how to organize their event how to host their event on the day of their block party we show up and we have to provide uh show them a map of their neighborhood and we simply say hey there's an earthquake and there's no food and water coming out of the pipes and things like that where would you find food and water and medical and power in your neighborhood if it was if all the light ones turned off and they're like wow so it's a game and guess what people the whole world's about maps so if you walk into the map right now you're the most popular person in america so we just show up with the map in their neighborhood and we show them the resources that they have and then they learn how to do mass feeding their building connection to social cohesion we have the fire department the police department there here's our local search team to promote their programs and here's my son and joxio right here and what does he have in that bin well recology which is our vendor privateer in san francisco donates a bin of disaster supplies to every neighborhood gloves helmets first aid kit disquee all the things that we know we need to use to help people shelter place after disaster so at the end of the block party guess what they've got a bin of disaster supplies they've got a disaster plan for whether to get their resources they have a team of people and how to organize a feeding and they have all these folks that have moved to the neighborhood they were met each other for the first time connection and why and why because you know how much planning i had to put on into that organizing that event none how many people here have ever had to organize a meeting for your like department and literally showed up and for less than two hours made contact with 15 or 20 people which was great but spent 20 hours planning that event and hosting a givenable logistics right you did and you walk out there and you say if i spent that 20 hours just standing on the corner of the clipboard i probably could have talked to more people and got more done well guess what we actually got all these people out to a party not a meeting with a powerpoint got them engaged to talk about becoming more connected assembled a team that now goes out of work together to meet the needs of the community after disaster right and we gave them a big bit of this place to do the work until we get there and you know how many hours i put in for your event zero i just kept track of the address and showed up how many people think that's a great program for tv news right and guess what you know how many cdac's are parking on this program 25 the puc the record park department the liar worker you know why because they all want to talk to them too so the neighborhood program isn't just a program from the fire department or the police department it's a program in the city because you know what these people need to learn about all the amazing things all your patients are doing and the time to do it is when they're having a good time not when they're showing up yelling it wouldn't mean which is unfortunately what we usually hear from these folks right so very powerful last year we had 35 of these events all over the city but the communities again took it to the next level these are normally just block party events well guess what they said some of our neighbors can afford to host their own block party for financial reasons so they said we're just going to host one from the whole neighborhood so some of the events we did the baby the online and you're along the park over 500 people showed up at these events so the pivot then comes to the block champion program and this is where neil gets excited because he loves the champions the thing with the award is getting smart so uh the block champion program is going to be our vision for taking those hosts and then during the disaster it's putting them to work right so pre-event now in addition to that program we have just developed a new nem training center listing all the trends that are available for people that are through all of our partners we just launched the nem leadership academy with coro which is our new big partner because the bottom line is we have a massive die-off in our leadership in our neighborhoods the people that moved the neighborhoods with families 35 years ago and during the neighborhood association and they've been running there since are leaving us and the new generation of love martyrs really are pulling in the gaps and the reason why is because it's kind of intimidating working in a neighborhood now in the good old days everyone knew the mayor right and it's pretty easy to go to city hall against some of the pay attention now our systems just so much come more complex like do i talk to the county do i talk to the city do i talk to the council person i talk to the supervisor not to mention the land use and all the other requirements they're like i don't have time to learn on this i don't want to jump into this hotbed so we're creating a leadership academy now we're for four months we train them on how the city works and how to be an effective leader for their community and our new strong program schools congregations and organizations powerful new toolkit more than happy to share with you because in the end the cbo's and the local institutions are the biggest anchors to your responsibly covered processes during the event our neighborhoods activate their neighborhood operations center and all the different locations become service providers they can become the information hub a shelter a mass feeding center how many of your schools for example are currently set up to become red cross shelters two how many of your schools possibly were activated as shelters during the fire two officially or unofficially okay and unofficially how many did yeah see and that was a relatively small event right so when you have your birthplace the whole entire valley is going to become a spontaneous shelter location why these people can't build it so whatever the nearest building is that they think they can shelter when they're going to go to so how do we do in the end well when we approach a community to start to participate the first thing we do is we ask the half the neighborhood where all the resources you might need during a severe time of stress and we're all we're all the agencies that work with the most vulnerable populations once we get all those names bring them all together and we say hey why don't we start communicating with each other now instead of being on the dashboard of a or the hood of a truck in parking lot at three in the morning after a major earthquake right the reason why we want to know these folks are why because we can work with them to now build customized cultured coffee for terrorist messaging so that there will not be clients after disaster but rather partners during the disaster we then run a tabletop exercise and this is what we ran at city holiday where we actually come in and help them figure out this is the real neighborhood in San Francisco the ocean avenue this is the one we ran with them how they would set up and run a central shelter how they would learn how to shelter i said 250 people sheltered in place and how to run a mass feeding center for 500 people i guarantee you if you went around Sonoma County and talked to a lot of communities that contributed to your response based spontaneously guess what they were doing mass feeding central shelter and helping those sheltering points did that be a surprise the good news is that it sounds like it went pretty well up here right but the reality is is that if you just one or two people fall between the cracks then that's what the one talks about right so this is our strategy to get these folks talking right now so that they'll be able to seamlessly work together when things don't go right so in a nutshell we know where it will happen we know who will be impacted and we know who will be the first responders and guess what it's these people the people you talk to every day your neighbors your friends your constituents your commissioners your teachers your faith-based leaders so let's get to work that's where we're going to see