 Yep, alright, well let's, let's go. One more time, just a second, one more. No. Ha ha ha. I need you. Here you go. Alright. Oh, we've done that, it's basic. We're all happy to do this one. Wow, wow. No, I'm getting a waste. Yes? No? Wait, who to die? Alright, what an afternoon we've had. It's been very, very excited. Some of the sessions we attended were so amazing that there was standing or carpet room only. And everyone, I look forward to chatting with everyone further tonight when we have the dinner and the dancing and the music and the... Yeah. You know what though, guys? It's now an absolute pleasure for me to introduce our special keynote speaker. We're going to be speaking, Dan Mooney is going to come in a moment. Dan was a really big highlight at last year's ATHAC conference and we're really lucky that he was available for us for this weekend. He's flown all the way over from Wellington in New Zealand to join us and he's going to talk to us about enhanced community resilience and also about what emergency management can learn from the vanilla ice. So please give a warm welcome and CFA and SES type welcome to our presenter Dan Milly. Thank you very much. Thank you for that introduction. And thank you to CFA and SES for bringing me out here. It is really a real honor. And thank you to Francis and Lee for organizing everything. Today has just been really inspirational from my point of view. I start off with Craig's vision of how we need to be moving more progressively in this community engagement collaborative space to Francis' presentation and I got to see around how we can better use data to evolve our sector to Gwyn's presentation on the importance of vulnerable communities and Tom and Tammy right now to talk about different models that we could use and different approaches. So I think that's been really great to see so many topics being presented but what's amazing right now is when I look at and see 500 plus faces from people all over Victoria who are really interested in working with communities really quite amazing. I think there's more people invested in emergency management here than in all of New Zealand so what I want to do is hopefully share a little bit of our journey because I think that's what we're all on is this journey of how in this kind of emergency management space do we start engaging with our communities a little bit more better more properly. So my presentation is really what can we learn from emergency management sorry what can we learn from vanilla ice and I'll get to that in a second. A few years ago we amalgamated all of the local councils in Wellington region there are nine of them and after the question of earthquakes our mayors realized maybe we should have a shared approach because what we had were nine emergency management offices doing things ten different ways and so we started amalgamating a body so we have one shared vision of one shared approach and our new manager at the time he said if we're going to really invest in this community resilience idea that we need to invest in the capacity of this organization and so he took a really unprecedented approach and put a third of the organization in this community space. The question I had when I became the manager of this team was how as emergency managers do we enhance the resilience in our communities because there's a lot of what's out there that community resilience should be this and that but there aren't a lot of hows and in New Zealand that piece in the yellow of a resilient New Zealand community's understanding of their hazards that was actually our national legislation back in 2002 which was quite progressive a long time ago because they're talking about resilience they're talking about communities understanding managing their hazards we might change that to risks nowadays but it's quite a progressive piece of legislation that's what 13, 14 years old now but there aren't any real guidelines on how we go about that I think as a sector we have a tendency to focus a bit still in that response space and so when my team and I started the first thing we thought is maybe what we need to do is actually map out what does a resilient community look like and that's what we did so we came up with kind of a few criteria written in the present tense the first of those is that our communities are connected and work together towards shared goals that idea of connectedness and working together is really fundamental in the research and it's really fundamental in our approach individuals in existing social structures are engaged in how to make a difference to link the resources before during and after emergency they have realistic expectations about the levels of support available during an event I think one of the things that we've done unintentionally in our field to a degree is almost create a dependency on the communities relying on that so if we look at something like a large scale event the data shows that we're not going to be there 15 minutes after the earthquake happened so we really want to start reframing our community's expectations our private, public and community sectors are prepared to respond to an emergency and return business quickly our communities have strong and trusting partnerships and that's a real fundamental for us our communities are able to reduce the impacts that idea of disaster risk reduction and importantly our people feel a sense of place and belonging in their community when an event does happen they want to fight to stay in their community that is kind of a real baseline for us so when we look at what is a resilient community these are kind of our starting points but what it doesn't do is answer the how for us so how do we go about getting to this point and I think as kind of a pivot to giving us a think about this a few years ago I came across this quote in Time Magazine Nancy Gibbs the editor wrote this we are living through the most immense transfer of power from institution to individuals in history and this quote really resonates with me because I was a former history student and I think we are living in one of those pieces of history right now where we can look back maybe 2005 with the kind of invention of Facebook and the melding of the internet being on people's phones to I don't know where we are going when this is going to end or I'm sure it will never end but where you can kind of draw some lines but probably a few more years in the future with things like Airbnb and the shared economy where people are bypassing the middle man is everybody familiar with Airbnb right like Airbnb has a greater valuation than Hotel Hilton and they own properties around the world but Airbnb is worth more and they've only been around a few years so when you look at how these dynamics are changing in emergency management effectively I think we are the middle man and these communities are starting to effectively work around us and that was no clearer for us than in February 22nd, 2011 when we had a big earthquake the story of student volunteer armies are you familiar with that so if you look like none of these students in this picture had any emergency management training right nobody had any interest in emergency management yet when the event happened they were able to self-organize on a Facebook page with thousands and thousands of people in a day and start proactively doing things with their communities they weren't actually connected initially to the emergency management structure this guy took all these pictures this guy was an accountant from Auckland who drove down and helped set up a welfare center in the community had no emergency management experience never went through a welfare training program he just did what he thought was right loaded up his trailer with a bunch of food and a barbecue and went to go help people this lady was working in the community center before the event she was helping her community every day and when the event happened what did she end up doing helped her community every day as best as she knew how she would go back to that community center and hug and that's what she was doing and so I think the reason is because all these things were happening without us and they were doing great things that brings us back to the question of how how does the command control model and training and mindset help us enhance the resilience of our community one of what we're trained to do and we're trained to be responsible and that's a big important red basket of our work program but if we're going to get serious about the communities in this idea I don't think we're actually given a lot of that training so I want to tell you a little quick story about my past on American right and I was a Peace Corps volunteer has anybody ever heard of Peace Corps so I was a Peace Corps volunteer John F. Kennedy started in the 60s takes young idealistic Americans and sends off to developing countries to help out so I got really quite lucky and I landed in this little village in Honduras and it's pretty much about Honduras it is the second poorest country in the western hemisphere right after Haiti it currently has the world's highest murder rate above Afghanistan and Iraq and right before I arrived Hurricane Mitch had blown into town and taken lives of 20,000 people and displaced a million and that was kind of my introduction to Peace Corps you go through a little training program and they teach you a little Spanish and they teach you some community development and they're like high five and seeing two years and they put you on a little bus and you end up in this little village and you're young and enthusiastic and idealistic and you start wanting to work with these communities and so when I looked around I saw all this trash trash everywhere people take the trash, they dump it in the river people take the trash, they dump it around the community and there's a fair bit of trash around and so being young and excited I was like okay I see the problem the problem is this trash that's something I can do to affect positive change and so I came with this idea what do you need? are some trash cans so I found some small funding to get these trash cans built and identify the problem and identify the solution identify the work program and I even painted those trash cans the lettering you see is the stencils that I made and I did all that work and it was great, to this day I maintained it was a really good project unfortunately the community didn't see it as a fairly valid project and this is a picture of a dog crapping next to my trash bin and I took that at the time because I thought it was a really nice metaphor for how badly this project failed and I still keep this picture in my office because I just think this really summed it up in so many ways the problem is the community didn't use the trash cans why didn't the community use the trash cans? any ideas? because trash wasn't a problem in their eyes guess who never even bothered to ask the community what they thought I identified that problem and this is when the light really started going off for me that maybe there's something around how I engage at the outset which might impact the outcomes downstream so I was a little bummed out for a while and the community for some reason they said hey Daniel do you want to get involved in our mango festival and I was like yeah so they've got this big thing called the mango festival every year and what they wanted to do is use this mango festival as a way to kind of grow publicity about their little village so people would come visit and spend some money and it was all cool I said yeah absolutely so rather than run into this with all kinds of ideas which I had I actually looked at some of the community development stuff that Peace Corps had given us and said we should use this I actually looked at it and took it seriously a little bit more for the tourist time and I came across a thing called asset based community development which is you start when working with communities you start with what they have not what they need these need more stuff you go and go and okay what do you guys need to solve this problem there's a list of things that they will come up with that they need we turn that question around and say what do you have to solve this problem it actually changes the way that people start thinking about it so I sat in this community group and they're coming up with all these ideas and I kept asking the questions I didn't say okay you guys let's do that I said okay start asking questions what do we have for this festival and they came up with mangoes which is great a lot of mangoes that's a good starting point we had a lot of sugar cane which is the core ingredient for rum and rum is always good for parties so we were already off to a good start and the other bit that we had a lot of is donkeys we had a lot of donkeys in my village has anybody ever hung out with donkeys before they're the worst animals you all know man the term ass right there an ass like it comes from this animal and so we were sitting around eating mangoes and rum and we came up with it like what can we do with these donkeys and we kind of came up with this idea wouldn't it be funny if we had a game where the gringos could play the Hondurans on donkeys and we were like yeah man that'd be rad because Hondurans grew up riding these donkeys so they know how to do it so we came up with this idea of donkey pole and it was a total hit it was a total hit the news from around Central America were coming and actually filming this with a straight face 14 years later it's the only project that I had that's still going strong two years of my life I spent it in this little village right and it's the only project that's still going strong 14 years later and why is it going strong because at the outset I started asking what is that we can do together what do we have to solve this challenge not what we need and I didn't start throwing things out I just kept asking questions I think that's a really good metaphor on the importance of how we engage because are we going to go out there and build trash cans or are we going to come up and do donkey pole up because really how we engage matters and I just can't stress that enough I've been failing in community development now for 20 years I'm a community development person who just happens to work in emergency management by the way I've worked in disasters around the world but I still consider myself a person-former as a community development person and so that was one of the things in this sector we've got all this training around Aims we guys call Aims what we call Sims what the Americans call Nims a lot of good stuff I'm not discounting it but how does this training help us create a resilient New Zealand where communities are understanding managing their hazards I think there's a big disconnect because that's the vision of our legislation and yet all the training we receive is like kind of rambo stuff each of community development comes into play you guys remember Vanilla Ice he's kind of popular like 25 years ago he had one song, what was it and what was the opening line to Ice Ice Baby there it is, right there stop, collaborate and listen that's it that's all you need to know when you want to go work with communities seriously, that's it Vanilla Ice, he pretty much nailed it I probably would have turned that around and said he's from Texas, he can so what we've done in our team in the community resilience team in Wellington is we kind of come up with this communicate and collaborate model for community resilience so it kind of runs in parallel with command and control it's not trying to supplant command control command control is great 1% of the time but communicate and collaborate it's kind of a more effective model 99% of the time we're a university manager in the red dress she's out there working with communities and what she's doing is we're spending time just hanging out with our community and bouncing around and listening to their ideas and they get good ideas and what they do and this is theory a few years ago by the way and it's actually working quite well is these people go you know what you should meet Bob over here because he's got a good idea he's got some connections and they keep introducing us to more and more people they're pretty well connected by just going out and listening and getting to know our communities and building on their ideas and I represent this a bit squiggly because I think you know it's communicate and collaborate is more like a plate of spaghetti than it is a nice clean orb charge sometimes there's dead ends, it's winding it's frustrating at times but you know also I think it builds good outcomes and that's kind of our really professional approach in Wellington so I think you know as a starting point resilient communities if that's the goal one of the things we really need to start doing is building community development principles and tools and methodologies into the emergency management engagement process so once we kind of once we start developing this strategic approach we put some guiding principles in place and I think this is kind of an important point you take away anything out of this presentation it's probably this slide you know some of the things that we're doing first and foremost in capital letters is listen first we don't want to go build trash cans unless that's what your community wants to do but you don't want to just charge out there and say I've got a great idea we're going to do this to communities because it generally doesn't probably get a whole bunch of traction and so the next one is really supporting local ideas I know downtown Melbourne is going to be way different than Creswick and the factors and all the drivers behind those communities are going to be different and we need a range of opportunities and a range of solutions and we need to be able to encourage ownership so 14 years later two years of my life dedicated to that community the only thing that they're doing is don't be cold but you know what they own it they own it and it's become like part of the core identity of that town but most importantly no matter what we do if you can't walk away from that and have that kind of sustainability going I would pause that there's not a lot of value in that we need to be focusing on end users what matters to them we need to be informed by evidence I've already heard some great presentations today I don't think that's something our sector particularly does at least we're getting better about it but there's a whole bunch of great research out there that we can be drawing upon particularly in this community development space where we'll be drawing on years and years of research and good solid methodologies that work I think we need to be more collaborative across sectors so we're trying to work more with our urban planners our community development teams our partners it's not just out of the emergency management sector that will work we want to really focus on strong, healthy communities I think that's one of the things Craig was talking about this morning that allows us to innovate and go weird and that's one of our team models is go weird because that helps capture people's attention and imagination and these other ones 8 through 12 that's all about building trust I've already heard that a few times today one of the most important things with communities is the fact that they trust you and they trust each other so if we're aiming for all that stuff that's pretty good and then number 13 of course is have fun and that's another I think growth area for our sector we're a little bit dismal at times and so what we're doing is really trying to find ways to be a little bit irreverent and fun because people would rather go to a party than they would a funeral even if we're talking about sad stuff you can turn that stuff into a party so our model kind of works a little bit like this we came with this term community-driven emergency management because in New Zealand we're still hanging on to that civil defense term which is like in 1957 so we're just kind of prod that along a little bit with a new way of looking at it so we're calling it community-driven emergency management and where in the past I think we've done a lot at the household and individual level we've tried to expand our scope and put more energy into working with community leaders so that's principles of schools and people that can affect change so we still have a range of things that we do at the household level but we're trying to put more emphasis with the change makers and at the top it's also part of that creating a mindset shift within the top levels of our organizations that we're here to support communities we're not here to do things to them when the response actually happens so our approach is really built around there's only strategy that's built capacity increased connectionness and foster cooperation and what I'd like to do is kind of walk you through some of the theory behind what we're doing and some of the tools that support that so the very first one is built capacity if you look at any kind of community development strategy anywhere built capacity is always in there and like I said we're a community development team working through the emergency management lens so that's about improving knowledge and skills and resources to help out before and after emergency and some examples of that is emergency management training in the past we used to call this our civil defense volunteer training what we've done though is over the years when we first started putting this together it was very club kind of approach very team focused and what we were found is we were turning people away they weren't committed enough to our cause and philosophically we should never ever ever turn anybody away if they have the energy to come and want to help be part of our solution so what we've done is started an opportunity stripping back the barriers for people to get involved and now what we do is we actually do that emergency management training it's more akin to a first aid class it's kind of like capacity building we're teaching people skills on how they can help out in their community and at the end of that process we go okay does anybody want to be a volunteer so we're turning that around so we can create touch points because one of the things we were also doing is we were turning people away like we had criminal records in our community and they're going to be they've got energy to help out so what we're trying to do is every time somebody comes to us we're able to channel that energy instead of turning it away and I'll just touch on one other point if you look in this the diversity that we've had improved from this approach has been remarkable so the guy on the bottom right hand corner he's from the Philippines the lady in the far left corner Fijian Indian, Dutch student in the back English guy and I think the lady in the middle of New Zealander but it actually speaks volumes to our approach because 60% of the people that come through this training have a foreign board which is really quite game changing for us right we're really engaging with those communities that have been increasingly part of the engagement and getting them boarded and they're kind of owning what we're doing another thing is we're starting to work with the private sector a lot more so we know people want these grabbing you know these emergency get away kits they're really expensive so we went and partnered with an organization to make them use our branding and they went from 180 bucks to now they sell these for 75 bucks and we sold 25,000 of these in the last four years so in the same view of these water tanks it was plus 265 dollars we partnered with another company and now we'll sell those for like 100 bucks and we've sold 6 or 7,000 of those which is really from an earthquake resilience point of view that's really quite game changing and moves the needle a lot of ways so I would urge you to where possible to the private sector to help you solve some of these problems we have a big tsunami risk in Wellington has anybody heard of our tsunami blue lawns so it kind of went like this one of my community actually my son approached us and he said hey what are we going to do about this tsunami what are you going to do about this tsunami risk we got and I was like not much I'm not going to go out and stop tsunami I'm not going to do that well we should be raising awareness about the tsunami risk I was like okay that's cool how do you guys want to do that well here's what we can do we can put signs up I can nail signs up I can do that tomorrow for you we know where the maximum run up height roughly is going to be we've had all this computer modeling we know where the rough maximum run up height is going to be we can do that or we can do something else because I told them there's a bit of an evidence base that type of signage gets lost in the background after a while and people don't see it so if you guys want we can try and develop something entirely new your choice and I said let's go with the weird approach alright let's go with the weird approach so over the course of a few months we meet in our in our suburb over drinks and we come up with a lot of ideas we came up with a lot of bad ideas bad ideas at no point did I ever say that's a bad idea I always said that's cool how are we going to do it and they kind of go oh we can't do that in the end somebody said wouldn't it be cool a line around the whole suburb that showed where the maximum run up height is we can do that because I work for the company that paints lines on roads into city council and so we treat it as a pilot project I've always treated always treating it as a pilot project it's less scary to the people of the boat it's a pilot it's a good try so we tried it we painted blue lines on the road and there was Ben Pollard members this there was huge uproar and we knew that we couldn't buy that kind of marketing for a bazillion dollars couldn't buy it people to this day go what a dumb idea all I have to do is get right behind the line and the water is going to tickle my toes and you know I just have to run into the tamer street and like I'll be fun but what they're doing is telling me whoops they're telling me exactly the action that I want them to do and that's the game changing component of that so again we've done studies on this and the tsunami awareness of where people need to go it's through the roofs in cities or in the suburbs where these are at and now after Japan these actually went into place one month before Japan everybody was like we didn't even know where to go now they're seeing this kind of value add thing and so it's been a really effective tool but the thing I'm stressed here but here is it wasn't my idea I could've never I'm nowhere here created to come up with this what I did is just create the white space for me to come up with these types of solutions and I just kind of kept people at bay by saying it's a pilot project and so that's how we treated it so anyway we still have a lot of public education materials we try to use good behavioral psychology where possible so if you look on the we have one for neighbors this one's for households and this one's for businesses the biggest words here are not get prepared for the emergency are they we're saying the biggest words are it's easy right so we're stressing we're trying to use good behavioral psychology in the way that we approach things instead of trying to say get prepared so anybody can pick this up and work through in this little action plan template that you can work through what we try to do is create something that we don't have to spend as much time at the household level as we did in the past we try to create some tools that people can use so that we can kind of free up more time to work with community leaders and we have another one with resilient schools so we've created an online system for our schools to enter in their emergency plans and we're working a lot more with the principals and I heard some talk about this earlier around training trainers and teachers so we still go to the schools and do a lot of great work what we're trying to do is leverage a little bit more ownership at the principal level so the principal can drive the muscle memory of doing evacuation drills and again this idea that we don't hold all the answers one of the tools that we have is that our communities have better ideas than we do and that is a tool in and of itself just having the white spaces of tools and this idea of yes and that is a philosophy we've taken out of improvisational comedy so I'm going to talk a little bit about the methodology we've been trained but I've put my staff and we're doing it right now we've put them through improvisational comedy training as emergency managers why? remember there was a TV show in the 90s it's called whose line is it anyways remember that? so the idea is you can never say no people throw stuff at you you just have to roll with it that's what emergency management is what we're taught is process but what emergency management really is is improvisational comedy and this idea of yes and I say that literally and figuratively but so is community development so my team it's not like they're not allowed to say no really putting the forefront of when somebody says I want to do this well yes and this is how we might go about it or there's another idea it changes the framing so we're always trying to work with people so the other two around this idea of social capital I think everybody's probably familiar with it social capital is the ties that bind us and this is really fundamental to our approach so when we kind of as emergency managers got into this emergency management sorry community development space we really wanted to frame it as we are partners of other people doing community development I don't want to become a community development team by itself and so there's a whole bunch of things that we can do to support other people because all those other community development activities build resilient communities so these are the things that support that we can create strength through relationships of our diverse communities one of them is the idea that we are a network community connector so minimum two hours a week my team are required to go out and hang with community members different organizations, private businesses with no emergency management agenda they're not allowed to really I was gonna say they're not allowed but like they shouldn't be talking about emergency management all we want to do is go and hang out and understand what drives our community so not long ago we went to one of the Buddhist temples we did a meditation exercise so all these emergency managers rocked into the Buddhist temple and were like oh we're gonna learn her meditation because we want to understand what is the Buddhist community all about and so they fed us and we've broken bread with our Muslim community and we actually we spend time out in the communities without any agenda focusing on what drives them not just trying to push our agenda I think it's really important so coffee, drink coffee we support a lot of community events so neighbors day we had this thing here's one where we ended up blowing a bunch of radios to one of our festivals they needed radios we're like Rambo headquarters in the back we got all this kind of crazy stuff and they need some radios and I was like yeah take some radios man go for it my boss was like I don't know what that's such a good idea they're just sitting in a box might as well use them for something might as well help this community use them for something these guys are big champions of us now they love us another one is this is a good representation the two groups in public education that we have the hardest time connecting with are youth and called communities so I think one of the things that we do in emergency management like we need to get more excited about preparedness and I think what we need to be looking at is actually we need to get more excited about what the communities are doing and so one of this is a bunch of university students organize a downhill cardboard race right kind of falls on deaf ears falls on deaf ears with me a little bit as well right it's not really my game but if that's what if that is what brings hundreds of people together then that is what I'm going to get excited about so they approach us and hey we throw some advertising on your Facebook page because we put a lot of community stuff on our Facebook page and we're like hell yeah we will and so if you look that's my organization at the top of the heap they're out there you know they actually were passing out some of our material to youth who when a university student who's going to influence a university student more the emergency manager or another university student right who who do you trust more your friends or somebody that tells you to do something that you don't know right even with the uniform which carries the care of it away there's a lot of evidence that says your friends have a lot more influence over you than somebody that you don't know and so here's our community here's our community doing our work for us at a downhill cardboard race I just can't stress that enough how important it is for us to realign ourselves with what the community is excited about not trying to get the community necessarily excited about what we're trying to approach and there's a combination in the middle but I think there's a lot more room for us to grow into getting excited about downhill cardboard racing we use social media quite a bit this is kind of an old slide but we actually have I think now 48,000 people following us which makes us as untold we have the largest facebook following for an emergency management office in the world or at least one of them 10% of the entire Wellington region is following us on facebook every day we're engaged we have a direct line with 10% of our entire community and we post stuff like this which has nothing to do with emergency management requests or whatever right it's about going out closing off a section of town and riding a bicycle on the streets when we started doing this a lot of we got a lot of critique we're like that's not what emergency management facebook page is about and I said what we try to do is build strong communities so anything that builds strong communities is what we're going to put on this page and if you look 184 shares 516 lights has nothing to do with emergency management compared that to what was not long previously one of the biggest earthquakes we had 113 shares 400 lights right so people actually like a lot of this kind of strong community stuff and I think there's a place for us to be in that space which we kind of nutted out for better people another thing we did whoops we signed our name to everything so the community knows us and I think that's really important because we're not just this we're not just this kind of government organization people know us and we it's because Wellington everybody knows everybody people have started to come to us and say oh you know you're Dan from the emergency management page and different staff members people know our different kind of way we post cool and spooky at the same time this and then again for each one of these we have that tool of yes and the last one is foster cooperation so the first one that other one increased connectedness that's the stuff that we support right we don't need any of those activities we support those activities this one this is stuff that we bring people together and we lead that build you know good emergency management social capital and incapacity and the thing I'm most excited about of all the tools that I'm going to talk about this is the one I think is most exciting for us we've been iterating this concept for the last oh god over four years now and it's this idea of community response and resilience planning it started off very much focused it's just on response but we've actually drawn a golden thread all the way through to we're bringing these community leaders in communities that are you know from three to twelve thousand people and we bring the community leaders together and we are working through a process with them that not only helps them respond to a large scale event on their own but we're also looking and starting to do a bunch of community building activities across the recovery environments you know the social built natural and economic environments of their suburb we're going to bring our mayors along they're signing off and it becomes a partnership and I can yak about this for hours but this I think is the most exciting tool that we have and we've developed a whole toolkit and we're very happy to share it if anybody's interested another one we're doing and I talk about this a little bit with Gwen's presentation earlier we work very closely with social agencies right the people that are going to be looking after your most vulnerable communities are probably going to be the people in the organizations that are going to be looking after those communities post-event and what we do is build up their capacity and their capability so some of that is DCP planning and so on and so forth we work really closely with our universities I think that's a really huge resource for us we are really blessed to have the Joint Center for Disaster Research located in our community in our city and again yes and right the last tool rather methodology and I'll just kind of close if I don't have this in my presentation but this whole like this whole how piece it's really how we engage right what we try to do is create a way for people to engage across a whole bunch of levels if all people want to do is like our Facebook page I think that they are 100% right I think they're totally I don't want to say totally prepared you know they're a lot more prepared than I think what we traditionally give them credit for so what we're doing is really employing good community development principles tools and methodologies when we work with our communities and what's not in my presentation maybe I think this is maybe one other thing that's worth maybe five community development methodologies that I would encourage you to look into and the first one is appreciative inquiry and that is a that idea of asset-based community development appreciative inquiry is a methodology that if you follow that methodology it's really inspiring for people and just like the name implies like you start from what you appreciate what is already taking place right and you inquire you ask like how do we go forward and it's a really really powerful tool appreciative inquiry another one is design thinking I don't know if anybody has ever heard of that comes out of the Stanford design school in many respects design thinking is kind of the opposite of project management what people do in project management you come up with an idea you kind of build a project plan and you get to the end point and then what happens often is then that is delivered to a end user and the end user goes this is not what I wanted to do right you see a lot of companies doing that and so design thinking he turns that around you actually start to understand your audience before you if you're going to develop a product or service design thinking is really good because it helps you understand who your audience is and what drives them and you involve them in a very good iterative process and so you're constantly kind of fail quickly methodology the third one is facilitation training I really encourage if you're going to be working with communities go through some facilitation training it really might it's probably the thing my team has benefited from the most that they'll say it's actually going through a structured process on how do you facilitate well another one which starts to get into the real hippie space and we've done it and done a few courses on it is storytelling right sounds like what storytelling but like when you look at great speeches and we look at what motivates people's stories and it's a really great way to help show why you want to do something so there's good structures on storytelling and that last one which I already talked about is improvisational comedy that whole yes and methodology is really really powerful by learning we've been working through it you're not allowed to say no you're not allowed to say but you have to you have to always say yes doesn't have to like immediately jump to oh my gosh we're over committed it just it helps bring people along in a positive way so that I just want to touch on I think those are five methodologies on the how that we found really beneficial so we've written a community resilience strategy a lot of this stuff is in that we've written a community resilience strategy it's online we've been really fortunate that the IRDR which is the integrated can never remember what it stands for integrated research for disaster risk reduction as part of the UN they've recognized this as an international center of excellence so that you know that's kind of cool we've also developed the resilience toolbox.org which is still in a beta version at the moment but what we really recognize is that I've been reinforced today everybody here is doing really cool things I want to learn from you guys I really want to but I've heard already a bunch of cool tools that you guys are doing the flood safe program that I've heard Francis talking about earlier like these are things that I think we can all learn from each other because what's happening is we're all trying to learn this stuff right where it's kind of we're all learning together and the less we have to reinvent the wheel the better and that is me oh that's a it's actually a photo shop version of me on the middle ice space I don't know how much time I'm going to come over time or under time so there's a few minutes for questions five minutes for questions I'm sorry I haven't been back I've been back to Honduras for about ten years but I still talk to people and yeah I still run Power Facebook it doesn't like that it's a challenge and I think we the question was how do we do with the bureaucracy that doesn't like this stuff I think you need some of those catalysts like a big fire or a big earthquake to help shift that that mindset a little bit it certainly helps I don't think you need to have it but I think the sectors are evolving I've been here in this sector now for six to seven odd years and I'm seeing it turn very quickly so I think I think it's happening just not as quickly as a lot of everybody in this room is increasing the choir so you guys all see the value of this any other question thank you guys very much it's been a real honour very much Dan for that fantastic presentation another round of applause for Daniel transformed into something spectacular because you are with Ben who takes us for dinner so shortly we're going to be we're going to meet the journey there will be three breakout sessions sorry that'll be on there's some really great sessions so make sure you tick off those but you need to check into your room so either now or after the optional breakouts you should go back to your accommodation whether it's here on-site or off-site and check in but be back here for dinner at seven now there's heaps of information so don't move and listen carefully for those that are staying in Ballarat the address for your motel is on your briefing pack if you don't have that then please sing out if you plan to have a drink tonight then there will be buses that will leave if you're not drinking you don't feel like driving you can use the bus there'll be two buses the two Ballarat motels will be at 6.30pm and they'll be leaving from those hotels so it'll be back to Ballarat for now or soon then if you want the bus back here the motel at 6.30pm does that make sense? right and don't forget to bring your sparkle i.e. c.s.a s.e.s oh that's right righty oh alright so all the drinks tonight are at bar prices and he's cash only but there is an ATM in the foyer but a reminder consider your drinking options well is a very early start tomorrow we need to be