Saturday, 3 June , 2023
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  پرینتخانه » فيلم تاریخ انتشار : 14 آوریل 2020 - 1:20 | 9 بازدید | ارسال توسط :

فيلم: Speaker Series #5 – تاب آوری کل نگر در عمل

Title:Speaker Series #5 – تاب آوری کل نگر در عمل مجموعه سخنرانان Coronavirus: Sharing Knowledge to Respond with Resilience یک جلسه هفتگی است که توسط شبکه جهانی شهرهای تاب آور (GRCN) و بانک جهانی به عنوان جلسه اشتراک دانش برای شهرها در پاسخ به وضعیت به سرعت در حال تحول COVID-19 برگزار می شود. برای […]

Title:Speaker Series #5 – تاب آوری کل نگر در عمل

مجموعه سخنرانان Coronavirus: Sharing Knowledge to Respond with Resilience یک جلسه هفتگی است که توسط شبکه جهانی شهرهای تاب آور (GRCN) و بانک جهانی به عنوان جلسه اشتراک دانش برای شهرها در پاسخ به وضعیت به سرعت در حال تحول COVID-19 برگزار می شود. برای این پنجمین جلسه، ما از الکساندریا مک براید، دستیار مدیر شهری/افسر تاب آوری، اوکلند، و امی نولز، افسر ارشد تاب آوری، شهر میامی بیچ/رزیلینت ۳۰۵ استقبال می کنیم. برای اطلاعات بیشتر در مورد سری اسپیکرهای Coronavirus از کتابخانه منابع ما دیدن کنید. در: https://bit.ly/citiesfrontline

از وب‌سایت Cities for a Resilient Recovery دیدن کنید: https://www.resilientcitiesnetwork.org/

برای دریافت اطلاعات بیشتر در مورد تاب آوری در سراسر جهان، در GRCN مشترک شوید https://bit.ly/2x6uafJ


قسمتي از متن فيلم: You And good evening colleagues and partners greetings from Singapore I’m Lauren Sorkin the executive director of the global resilient cities Network I really want to thank everyone for joining I know that for many it’s the eve of Passover and Easter and these are trip these are usually times of renewal and

Celebration around freedom and new energies and well a lot of us can’t do what we would traditionally do I hope that this online meeting is one of the opportunities we all get to feel really connected and celebrate our freedom to share openly with one another one another and that that will give us

Renewed energy to keep managing through this this crisis of coab in nineteen in the week since we connected last the number of cases in New York and New Jersey which is where I grew up have actually eclipsed the next largest country and the country where I live in Singapore after initially controlling

Cases we’re now in in lockdown so it’s a real reminder that this crisis is not linear and we need to continue to adapt and that really brings us to tonight’s conversation as always we’re very very grateful to the World Bank as our co-hosts of this meeting and we are

Joined tonight by two amazing chief resilience officer z– from both coasts of the US and these are truly minute who are examples of adapting quickly in the face of kovat and so before I turn the microphone over to Francis to properly introduce them I want to remind everyone

Again of the intention of this speaker series and also of the ground rules of these calls the purpose of the speaker series is to have open and honest learning conversations between practitioners in government’s and partners who are supporting those entities to confront Cova 19 and to save

Lives so the calls are not on the record and we would ask that you not attribute any comments made today our questions asked two of the speaker’s unless the materials have been made available after the call or unless you specifically ask the person’s permission to do so so even with the holidays upon

Us we have nearly 600 people registered for this call globally which is really exciting and I want to remind everyone that with that number of participants we use the Q&A function which you will see on the bottom of your screen don’t post the questions in the chat function then

We’re not really checking there we’re checking the Q&A function so make sure that you’re typing the Q&A there and we will have both of the presentations first and then move on to the Q&A and with that I want to turn the microphone over to Francis for the real thing

Thank You Lauren welcome everyone on behalf of the World Bank and the city resilience program Lawrence and my name is Frank circuitry I’m a practice manager in the East Asia region as always we have two fascinating speakers today who will tell us about the response in two coastal cities on

Each side of the United States Alex McBride is the chief resilience officer of the city of Oakland she will tell us about aspects of the response in that city and the broader Bay Area and aminos is the chief resident everything’s officer in the city of Miami Beach she will tell us about

Aspect of the response in that city and the Greater Miami area so two major harbor two major commercial center both cities at the center of large urban cluster and and we know that that brings additional complexities we will hear their presentation for about 20 minutes each after which we will have the Q&A

Session so without further ado Alex the screen is all yours thank you and good morning everyone I am going to be sharing my screen and hopefully you’ll be able to see it momentarily just confirming everyone can see the screen great good morning to all thank you for the opportunity to chat with you

All today I’ve been on a call before it’s actually 5:30 in the morning here but it just shows my commitment and desire to really learn from this network and share again my name is Alex McBride and I want to talk about how we are using our emergency operation center or

EOC to leverage philanthropy and community resilience in Oakland just quickly the quick agenda for this 20 minutes I’ll give a quick overview the playbook talk about where we are with our spread so vat19 and then I’ll go into some of the specifics of our work

And the EOC I’ll share a little bit of challenges and open questions and then just briefly additional resources so our resilient Oakland playbook was released in 2016 if 36 actions that go against multiple categories for those who aren’t really familiar with Oakland we have shocks and stresses that are

Similar to most large urban areas we’re dealing with major disparities and socio-economic health disparities among race here in Oakland which is a major issue and why we have building a trustworthy government is an important aspect of our work we also have lots of shocks like wildfires earthquakes that

We also that the plan also in Mesa used to come up with the types of action that we that we’ve made at gold here in Oakland and the work that I’ve been doing as a CRO for the last almost two years has really helped to prepare the

City for some of the issues we’re experiencing today in this and emic this is a general statewide map of where we are on the cove at 19 cases so the City of Oakland is in the county of Alameda so that here on the right side it’s maybe what seven down where

As mentioned by Frances a part of the bay area which is a regional sort of coalition of cities San Francisco is a neighbor as well as Berkeley who works or to other CR OS and and Oakland in particular this is our Alameda County local health jurisdiction count of our

Cases here in Oakland Oakland as a city does not have a local health jurisdiction or medical officers so we depend on the county to do this type of capturing of data and as of yesterday across the county there are six 601 cases and 13 deaths I will add that our

County along with five other counties in the Bay Area became the first in the nation to issue a shelter-in-place order of March 17 we you know sort of led the nation we as in our county leadership you know saw this issue coming and decided to make a decision that we see

Now based on a national trend and you know the results of the bay area almost you know starting to bend the curve we see that as a really critical decision that was made early on we also the Alameda County just last night after I actually completed these slides

Disaggregated these County stats to see our state cases so Oakland right now has a hundred and forty nine cases so just want to flag that we do have that information but you’re maybe saying some of the challenges where you know we have a county collecting this information and

Getting that city information is a challenge and something that we’re all trying to figure out as we’re dealing with this pandemic so Oakland the City of Oakland declared a local emergency in early March and with declaring a local emergency as I imagine most cities have we activated our emergency operations or

EOC the EOC structure if you look on the right that diagram is has four main functions and this is according to FEMA and you know other emergency management resources the EOC is set up as almost I think streamline structure in the government that just focuses on you know as I

Mentioned these four main functions and how they essentially adapt as we’re dealing with emergency we recognize though in the traditional EEOC structure there’s not a space or a place for us to capture emerging community needs as they arise particularly around residences and business and you know it just was not a

Natural sort of fit in the structure and I’ll show in the next slide sort of what that structure looks like and the City of Oakland also comes in with another perspective we have some really recent lessons learned from our October local emergency when we in the Bay Area had

Public Safety power shut off or our grid was shut down to prevent potential sparks from wildfire and that was a you know a major shock to the city reinforce the disparities that lots of folks have you know people who are dependent on medical equipment people who couldn’t

Afford to lose food in a refrigerator you know the refrigerator goes off for a week so we we also kind of thought about what happened in October and use that input to come up with a next slide to come up with our community resilience unit in the EOC so on the right side

This is the chart or the right side of the slide you see the top blue boxes are kind of traditional ELC structures there’s a director there’s a public information officer and then there’s these four sections operations planning logistics and finance and you see sort of twist on this in general but they

Mostly follow this trend the decision was made to have a community resilience unit added in the operations section of the EOC and and the unit is led by myself as the chief resilience officer then I have two delegates or two folks on my team one focused on residents one

Focused on business it’s a seems sort of like a minor kind of from an organizational chart but having experienced October and not really having a place in the EOC and now today where I’m a part of the structure and a part of the regular coordination across these different teams we have it’s been

A significant shift and I’ll talk a little bit about some specific examples but you know being a part of the EOC means I’m having regular lis coordinating with multiple you know sections if you are familiar with the EOC environment you’re all in a big room running around constantly meeting and

Chatting it is a it’s a lot of energy but it also is a great way to kind of cut through and answer questions really quickly and being there on the ground with our center director who’s our city administrator and our mayor it just has really helped to ensure that these

Resilient goals are infused in the way we’re reacting or responding to the pandemic so the unit itself in community resilience I added a couple of other units in the operations team so you can get an understanding of who else I’m working with so there’s a health and medical unit in operation section

There’s also a mass care and shelter and I did mention at the beginning a major stress on the Bay Area as many of you know is homelessness and dealing with unsheltered residents so we with this pandemic or through the master and shelter unit and my coordination and community resilience are you know

Certainly and actively trying to ensure that we’re addressing the most vulnerable residents and unsheltered gain one of them and then the other unique part of the EOC is also put on the chart our logistics section which I also coordinate very regularly with so most OCS have a logistics section

Because it’s sort of an intake for volunteers or donations that are coming into the city you know at the end of an emergency for we want to be able to account for what has come in and what has been donated so we coordinate very closely with that

Unit as well to ensure that resources are effectively distributed to the most vulnerable residents and my role has really grown a lot in our philanthropic donations and our almost four million five million dollars in grade and my role in the EOC has helped to inform that work so speaking of the donations I

Want to share a little bit about the Oakland Cove it 19 relief fund so the Oakland fund is a mayor son most cities where most mayor’s have sort of a separate fund outside of the traditional city government our mayor is happens to be really good at raising money and has

Great relationships Oakland is you know right next to Silicon Valley and major in the major tech sector and in three weeks our mayor has raised almost five million dollars for the Oakland fund we have and and because of my role in the EOC and my sort of insight over community resilience

We’ve worked there I’ve worked with my colleagues very closely and making sure that fund had some priority areas that we knew we needed to address mostly around food homelessness community health and education and Economic Security as I mentioned the fund is not received by the city so if you think

About that last slide the logic the logistics team takes in donate or monitors donations that are coming into the city so my role in community resilience is more aligned with what I’m talking about donations I’m more aligned with the Oakland fund which is money that’s not

Technically coming to the city but we as a city are able to give guidance to the fun and provide data and recommendations on where to invest the third bullet again just to clarify is not being received by the city but I do think we had a really helpful tool and if we’re

Talking about real resources at the end of the slides I have a link to our emergency ordinance which allows the city to have sort of conversations and exchange informations with private sector and nonprofit sectors that kind of protects us because we’re in this emergency state it allows

Us to be a little bit more active and have a closer partnership with this with this fund and another important element of this this work and this fund and targeting the most vulnerable residents is ensuring that we’re hearing from the most vulnerable residents and that we are incorporating that input directly so

We also formed a community advisory group of community members in Oakland who have affiliations with the types of vulnerable populations we’re trying to target and that group is also going to inform our decisions on my own grant making so we’re doing all this with also the real goal of deploying rapidly

Resources we need to get resources into the hands of people very quickly and as early successes we’re you know we saw within the first week of fundraising half a million funding go to organizations like meals and wheels or other and other service organizations that work specifically with homebound

Seniors and delivering food and with our unsheltered residents who require an increased level of service and also require more creative more creativity about how to shelter these residents particularly in the pandemic we also within the first two weeks we’re really excited about our Small Business Assistance Fund we were able to first

Launch a survey and in a week and a half I get 1,100 responses from small business and the City of Oakland that works that were in Mead and looking for a financial relief or cash assistance emergency cash assistance in this time you know 1,100 we were overwhelmed with

The amount of responses we received our resources you know could only account for 10% of those so we were able to get 90 small businesses small grants and these businesses are deeply are really small and very reflective of the types of organizations we want to focus on their

Majority owned by women are people of color and very small we consider small to be those that have that have annual revenues of Wessington under $50,000 and our Oakland Business Assistance site has gotten a lot of traffic we served that website within the first week and a half

In our department of economic workforce economic and workforce development we’re critical in this work and we’re partners in the Brazilian Oakland playbook already and thinking about how we could deploy resources to more vulnerable population so being you know the preparation and what we call blue

Sky and how that had a direct effect on how we how quickly we were able to respond it’s been really inspiring and really fortunate for the city and then the most their success I also dig into a little bit more is testing so we through the philanthropic fund were able to

Establish two testing sites in their last three weeks for first responders and essential workers and this is a bit unique for a city like I mentioned before that doesn’t have a chief medical officer or a health department but it’s really based on public-private partnerships and our mayor and city

Administrator really wanting to stand up and support the county and getting testing out as quickly as possible so our koban 19 testing sites we as I said established two testing sites but our first site was established these weeks are emerging in together I think two weeks ago and our first site was

Targeting our first responders only so within a couple of weeks we were able to enter into a private partner a public/private partnership with a physician that work in the Bay Area that’s what we got that medical expertise that position that work came in with their staff their nurse practitioners their doctors and the

Intense and we as a city provided space set up an outdoor area provided PPE and then at our one of our fire stations here in the city and a large parking lot in our training fire station we were able to start a testing site one of the first testing sites

Deployed by a city in the nation and I the police officers and our fire department or firefighters are responding to these incidences just found this to be incredibly helpful for them and seeing how quickly we can scale our site right now contestant test 250 per day and because we had some capacity

When we first launched for our first responders we offered the service to our neighboring first responders within our second week of operation so our neighbors in Berkeley and Piedmont and Alameda the city of Alameda and others support of Oakland AC Transit BART we all extended an invitation for them to use our first

Responder site and then just this Monday and this is what the on the right side you’ll see sort of length this is Monday we launched a new site for a larger for larger public for the larger public we’re still following CDC guidelines of testing essential workers only so that’s

Healthcare folks working in healthcare but also for people who were still doing essential services everything from garbage pickup to folks and restaurants still delivering takeout for folks who are wanting to get meals to our service providers helping to support our unsheltered and this quote to the right

Is something we just you know and in this moment of so much happening it’s also you know great to see when you we are sort of you know doing what we can and hearing from one of our our service providers who work in our shelters to

Say that this you know having the staff or knowing that fact income and test for free whether they’re insured or uninsured really helps them to do their work and as I mentioned we just launched the site a few days ago and we have received a lot of press and a lot of positive

Feedback and this was all really done by our partnership with brown and Tolan positions which is the position that work here and with funding from the Oakland firm and just finally you know the challenges and open questions and this is more of questions out to the public but how are internally you know

Dealing with things like adjusting to the EOC structure and paces isn’t normally how we’re working so how do we keep up with the are this what looks like a really long path ahead shifting focus from response to recovery and ensuring our staff feel safe and supported and then just externally we’re

Hearing reports of sort of racial disparity seeing really double down on here in the u.s. african-americans are now suffering or dying from over 19 and faster rates than any other race and that’s disrespective again of the importance of equitable outreach and I know I’m over time so I’m going to stop

There and wait for questions and I also have some resources that we could talk about later so thank you so much for the opportunity to share I just turned it back over for Amy now yeah thank you very much Amy the screen is all yours okay wonderful all right well good morning everyone

I am incredibly honored and humbled to be able to share our story this morning with you and how we’ve been dealing with the Cobie crisis down in Southeast Florida I know that there’s nowhere in the world that’s not dealing with this either you’re suffering through it or

Worried about it and so thanks for getting up earlier staying up late for doing that I have listened to the different speaker series and I’ve shared many of these ideas with my own leadership team so thank you to all of you on the line who have been sharing

I’m you’ll see on the photo on the left on the presentation a cover of our resilient 3:05 strategy the city of Miami Beach was actually selected with miami-dade County as well as the city of Miami a few years ago to be the first resilient City partnership it has

Special hello to Jim Morelli and Jen Gilbert and their teams who are probably on the line and at the same time we released this resilient 3:05 strategy for the region we also released a strategic plan for the city of Miami Beach that really encompassed many of

These actions and made sure that it was spread throughout our own city government in my role as CRO I’m also head of strategic planning so this is a kind of a very helpful way to make sure that we’re building resilience throughout so Miami Beach is a coastal

City of course but were part of a much larger county of 2.7 million people and we as Miami Beach are only at about 90,000 so we are kind of a smaller portion of that greater metropolitan and I’ll share a little bit about both of those stories today Miami Beach is like

Many cities no stranger to different shocks and stresses and we’ve been through a lot of different disasters um what you see before you they’re not Co but related but they’re definitely the shocks and stresses that we face and we had a hurricane Irma a few years ago we had to deal with

Zika which is a mosquito-borne disease that crossed a lot of borders and and was very threatening to us and those two incidents specifically really though they tested us they did teach a few things and they let us as a city to increase our specific tourism reserves and our budget and at that

Culture of preparedness is kind of how we how we operate on the right hand side just so that you know we’re just catching up the slides there was a little bit of a disconnect so we’re just catching up to you and we should be okay

To go in a minute okay okay okay all set okay great so I think so you should see the the slide right now that has sort of the four different pictures of different shocks and stresses and then on the right hand side although this isn’t the

Focus of today you know sea level rise and climate change is one of our biggest stresses and it’s something that we’re very much focused on and working on and it’s just part of our culture as well so resilience for us really is not an option it’s definitely in our wheelhouse

And it’s it’s what we do in it and it’s how we think I’m gonna talk a little bit on the next slide about the miami-dade County COBIT case counts so our cases have been growing as you can see there that orange line is the cumulative cases we’re currently over 5,000 cases in

Miami-dade County we’ve seen 58 deaths over 300 hospitalizations and we’re continuing to expand our testing we don’t feel that we have reached our peak at this point so based on available modeling we’re looking at the peak coming between April 18th and mid-may we’re also carefully watching the hospital bed capacity our our hospitals

Have really been amazing canceling all the elected surgeries and procedures to make sure that we have capacity for kovat 19 and this has also been a real financial hardship on the healthcare community because it’s meant some huge financial hardships for them also but we do believe that this preparing is

Incredibly important to get ready in case we do see this search so I’ll also highlight some of our shocks and stresses that we have that we’re experiencing here so I highlight it we feel pretty good about our experience we’ve been issuing emergency orders almost daily we have been

Preparing and issuing quick actions and I’ll walk through some of those we have really strong informal relationships among miami-dade County and then like many cities we have we hear a lot from residents and the businesses in our community and that gives us immediate dialogue that we can act on some of the

Challenges that we have is really access to data really understanding the spread of this in the community testing sites have been increasing but we have a lot of catch-up to do availability of PPE has been a main focus for our departments it’s it’s been a little scary worrying about when we might run

Out that’s beginning to come in but that has definitely been a challenge for Miami Beach because we are a tourism city this has very much been a community financial crisis but it’s also a city government financial crisis many of our funds are tied to the tourism economy

Actually 10% of our overall general fund is tied to the tourism economy so that that’s a challenge already but I think the unknowns and how long this might last is concerning to everybody as well as we have hurricane season right around the corner so we’re giving a lot of

Thought to that the next slide shows a spring break and you’ve got a nice little picture of what Spring Break looks like and then what the beach looks like now Miami Beach is a vacation mecca we have about 16 million visitors a year and most of them actually stay on Miami

Beach now what you don’t see here is that we have our EOC was actually activated for Spring Break since we’re so accustomed to these major events it really kind of positioned us to be ready and to be focusing on Kovac 19 so became apparent very quickly that that they

Were not going to social distance and one of the actions that we did have to take pretty early on was closing the beach again very difficult because of that economic impact but important to do for the health crisis the next slide it just walks through some of the different emergency orders

That we’ve looked at the first case we saw in miami-dade County probably around I think March 11th and we immediately took action and the city of Miami Beach issued the first order which really began to follow CDC guidelines to restrict the number of people at

Different events so we had to try to cap advance to 250 or below and that felt like a really big deal at the time and now looking at how many actions we’ve taken in the last month it’s it’s pretty humbling to see that we thought that was a big deal

And now we’re at the point where we have issued a safer at home order we are requiring people to stay at home unless they are engaged in essential activities most recently we did carry out the order to require employees and customers of people within essential businesses to be

Wearing a covering on their nose and mouth at all times I want to talk a little bit about the city’s vulnerable populations we’re very much focused on our seniors we have about 15,000 residents over age 65 we have public school service lunches that are delivered and you know 75% of our

Children are actually on free or reduced lunches so we had to make sure that this is something that could be handled we have a community and housing team that really very quickly mobilized meal delivery we have areas where seniors were coming together to congregate and have meals and that had to really be

Stopped right away so again sort of that shifting and agility from staff has really has really been amazing and working together we even had Parks departments staff who were really not working because the recreational programs were closed calling out to our seniors to check on them to see if they

Needed anything to make sure they knew that we were there for them and during spring break we also have that same Park staff come and and hand out food to children who weren’t going to be able to be getting their daily their daily pickups being out of school we did

Receive some excellent response from that and we’re continuing to monitor and provide help for this community something else I think it’s been pretty interesting on Miami Beach as that very early on our fire chief developed a fire response unit of COBIT only responders who are stationed at our local hospital

Mount Sinai they’ve been very careful fire and police to be spreading this disease to limit this friend being very proactive there and they’ve had really really good success so far with that the police also have a team they it’s interesting I had asked for some stats

On crime yesterday and at least in one specific area of the city we are monitoring the crime or seeing that it’s decreasing across the city again people are home we don’t have the tourists we don’t have the events but a little bit of a silver lining there that it’s

Taking that pressure off of the police department I also have a picture of the our local grocery store and you can see people wearing masks and one new focus of the code compliance office has been every single day monitoring and enforcing these new guidelines the information comes out so quickly it’s a

Lot for people to handle and we’re making sure that they’re following all the guidelines and their calls upon a dramatically of course did you look to deal with all of this I want to talk a little bit about the hospitality industry it became apparent very soon that restaurants were among the first to

Close and began laying off staff perhaps furloughing stuff repurposing staff to be doing takeout and delivery instead of actually operating as a as a restaurant so one of the first things we did was develop a daily business task force and this has been really an incredible tool

That we participate in a staff to listen to the immediate concerns to listen to the issues our our businesses are facing and in response to that we developed a resource center for those that have been unemployed for from the hospitality industry as well as our own city government so we repurposed about 20

Staff in order to help people through how to find unemployment benefits access to all the different federal programs that’s that’s been a really important effort for us it’s been really successful and one of the the first things we did once we realized that the state unemployment

System was down and not able to even handle the amount of people applying for unemployment is that we we our city clerk actually printed out the applications and we will mail them to people’s house with stamps and everything so that they can get that into the state we’ve also have been

Having meetings with specific hotels and the hotel industry and they’re they’re very clear that this is devastating but I’ve been particularly impressed by their desire to open when the time is right we do understand their needs as a city and I think that’s really important as we consider reopening and as we

Consider recovery so they’re they’re very clear that their ability to reopen depends on employees being able to have their dependent networks ready and like the transit transportation network childcare etc they’re not quite sure what they’re going to find for the supply chain they believe you know they’re there their materials will be

Out there but again until they they sort of draw on all the different suppliers are not going to know one big point that they’ve brought up is that the need to clean and disinfect and hand sanitizer is going to be important it’s going to be expected by there are different

Customers as they as they begin to come back online and they’ve thought about how they would reduce the capacity in their open spaces and how they would address things like valets who may potentially need to wear masks and gloves for a long time gyms and spas might be the last to open

And they might need to have full-time personnel in areas to ensure disinfection so they see this coming I’ve been incredibly impressed by their desire to prepare for this and their desire to open correctly when the time is right um I’m sharing here a picture of our Miami Beach Convention Center this is a

New brand new convention center that was renovated massively uh last year and it was opened and for us on Miami Beach we do have a pretty interesting story of back in World War two when we were actually how the military occupy Miami Beach and hotels and condos were turned

Into military barracks and offices and the beach and the parks were transformed into shooting ranges and boot camps for training so we had about 500,000 army soldiers occupying the city and you know we bounced back from now so this is something that we’ve referred to as as a

City and when we think about this and and repurposing our facilities what you can see here is the NFL experience from January of this year we had about 80,000 people come through that Convention Center I’m never imagining that yesterday we would be beginning to open the Convention Center as an alternative

Care hospital for kovat patients that was announced yesterday by our governor and our mayor and it’s pretty humbling to see this repurposing as a city we’re behind it it’s it’s really really important it’s intended to be a medical surge hospital and I can tell you this

Is kind of right across the street from City Hall and it’s it’s we’re pretty much in awe that this is happening so quickly but also thankful that we have this ability I wanted to share a couple of fun items on here we still are trying to keep people’s spirits up whether its

Employees or whether it’s the community our environmental team is incredibly creative and they’ve been hosting webinars called sustained atella where you can call in and learn about all sorts of ways to be sustainable and resilient they were even diagnosing people’s house plants on their last their last event that they held and

That’s something they’re going to open to the community to celebrate throughout Earth Month we also kind of kind of fun instead of holding our annual big celebration we’re going to be bringing bags Easter bags to different families that register through our system so again let’s say we’re thinking about different

Innovative ways to keep people connected through this time this is also a and I talked about that silver lining before this has been a very unique time to look at our environmental resources our natural resources and see how they are faring without the pressures of population and use we are doing water

Quality monitoring and are very interested to see what those results will look like since our beaches are closed there’s been a lot of extra activity and cleaning them and sifting them and getting them ready for sea turtle season and we do expect to see more nests and more activity during this time we’re

Enhancing cleaning of our systems and just overall different efforts are being set up to monitor our our wildlife and I want to shift a little bit and talk about what a resilient recovery looks like on Miami Beach Lauren and asked me to specifically talk about this and and

This is some some role that I think is very important for Saros to be involved with we’re in this crisis right now and our emergency managers are thinking day to day and responding to the issues of the day and that’s incredibly important I’m personally involved in all of those

Meetings or meetings every morning for about three hours or so or responding but I am constantly thinking about how we’re going to recover and so I personally have done a lot of research in that area I have spent time with every single one of our directors individually to talk through what

Recovery might mean to them how prepared they feel that they’ve been what are the lessons learned and how can we build resilience for the next for the next Chuck so for us the recovery framework is very much about the community are localized needs and then and then

Preparing we do know as part of recovery that caring further vulnerable and unemployed is going to be continuing for quite some time and that’s going to be incredibly important this is this is something we’ve never seen before with the amount of people unemployed and the impact that that can have

For number three we’re definitely maximizing our access to federal and state programs through the Resource Center we’re making sure that people can access those programs we have written letters to our delegations with money Beach asks and and actually San Francisco is very helpful and sharing

How they did that with us as a city and we’ve modeled after that we are thinking about a phased return that will minimize the public health threat and then again making sure that we’re focusing on understanding how all these dependencies are related so we have we are thinking

About what we can open first what will open last and how we can keep those that are more vulnerable more protected finally we do know that this is going to be a very different culture that we will have higher standards of cleaning and disinfection just in our in

Our in our places that we’re in charge of as a city and that it’s also going to be expected of all of the other places especially in a tourism the economy and then and then finally we know it’s going to be very important to manage expectations the financial scenarios are

Pretty dire and we know that it’s going to take some time for our community to to reopen and to recover as a city this is going to be a long storm we’re saying we will be seeing service adjustments we have had two already layoffs our temporary and part-time staff our

Parking fund has really stopped having any income and we have had to furlough that staff and the management team is already taking furloughs as well so we know that this is coming because my role is in strategic planning we’re also looking at what kind of projects are

Going to be continued that are vitally important what kinds of projects are going to be perhaps delayed and what we might need to put on just on hold at this time so that’s something else that that I’m specifically working on and then finally we we know that hurricane

Season is coming so our EOC is planning for that right now and what that might look like is is finally a challenge evacuating people who are supposed to be staying home and going into a shelter would be a massive challenge for us and we’re thinking about contingency planning for that and

Then finally with our joint resilient 3:05 strategy Jim and Jane my fellow CEOs and I have come together to examine what kind of shared strategies we need to push forward and elevate that will help quick and recovery I’m just a very simple one as an example is moving

Forward the need to respond to the census and we even despite all of this happening with Cobie realize that’s incredibly important to bring funding and money into our cities we have other financial safety net programs that we’re working on that again perhaps need to be absolutely accelerated during this time

So with that I think I’m about done with my time thank you very much for the opportunity and feel free any of you to reach out to me with any questions about any of these these programs are my role here on Miami Beach I’m gonna jump right

In because there are a number of fantastic questions for you both the first one is for both of you and it’s around with honorable communities so the questions and I’m going to combine a few here are how did you know which communities to prioritize given the COBIT crisis and how did you mainstream

Their vulnerabilities and how to address them in the work of the EOC and then related to that how are you measuring the effectiveness of these measures to target your vulnerable communities have you experimented with new kinds of engagement channels in these very challenging times

Sure yeah do you want to go first let me do it yeah so yeah I guess the first how do we define a vulnerable populations it’s you know we use a couple of factors first obviously our CDC the health looking at who was most affected which

We knew were seniors we knew our own sheltered based on the pandemic and not being able to have in order to wash their hands I mean there are lots of health related reasoning so why we have black thread why do we prioritize vulnerable communities but we also have

Relationships and this is what the resilient Oakland PlayBook and our sort of city in general has done including with our Department of race and equity which does now and analysis every couple years to understand the racial disparities among things like the rate of asthma and how african-americans are

More likely that asthma and the City of Oakland or looking at underemployment but we also knew where to target first geographically and which groups to target that we knew would be most hit by the economic impacts of a shelter in place of this endemic as well as the

Health impacts in ways that we’re seeing now as I mentioned play out and on the National Skills or looking at the racial disparity and the response and the reaction of of the nineteen in the EEOC that looks like a couple of things we have for example tons of volunteers who

Want to but want to come in and play a role and it’s been really inspiring to see Aucklanders stand up and we’ve been really thoughtful about how to use those volunteers well because we’re mapping in those normal population Oakland is actually one of the most diverse cities

In the nation we have like so many I think right now we translate our materials in about seven languages and I put our are one of those resources on my slide we have volunteers hoping to do translation services we’re doing phone calls and focusing on seniors so we’ve

Used the EOC to target resources like volunteers and then the kovat Relief Fund has been a very real place where I’m taking input from the EOC for example we just the state as you may have heard procured got leases with two large hotels to house are unsheltered residents we’re thinking about what

Other services we can overlay on that it says it’s not just about housing we’re thinking about recovery what’s happening after is with him what services when we provide while we bring residents in to support that work another example of the types of connections were able to make because

We’re in the EOC every day okay well for Miami Beach I would say that we we have pretty strong communication channels already so our city survey is actually under me as well and we we exceed all sorts of I think satisfaction benchmarks for how we communicate with our publics

So we have a lot of two-way communication already but I would say definitely for this for our most vulnerable population which is for us as our seniors when our fire department has done a call that we is suspected koban we actually have had fire inspectors coming right behind them to make sure

That the different residential areas are completely disinfected and cleaned and sort of that follow-up and tracking to make sure that we know that they’re being as safe as possible and we’re very concerned about containing spread there our hospitality industry I mentioned that we created this Resource Center so

We’re very much tracking all those different calls and they do inform our policy in what we’re doing we also have just an overall call center that people can email they can call and we’re tracking those and we report those every single morning we don’t have a formal

ALC set up it’s a it’s a level two so we’re calling in but that’s that’s some of our one of our big ways our mayor is also extremely a social media savvy and he’s done a lot of very short videos every time there’s a new emergency order

He gets on and he really explains that and it’s sent out through all channels and I think that’s that’s been really important and other webinars to help people so those are just a few of the items we’ve done thank you Alex and Amy a second group of question where I try

To bring questions together but I think we all are facing a particular challenge with resources being reallocated quickly to try to respond to respond to the emergency between today and tomorrow between response and recovery between response and long-term resilience Amy you touched underneath for Miami to prepare the upcoming hurricane season Alex you

You didn’t talk about it but in both cities who decides is this a topic that is already being discussed or it’s too early even to to try to address those questions maybe Alex first and then Amy well yeah I mentioned the PSP the Public Safety power shut off because we know

That that’s a likely scenario that’s coming again we’re and we’re trying to think now what does it look like if seniors being our most vulnerable residents are also dependent on medical equipment that may not be powered if we’re safety if we’re experiencing shut off we’re also dealing with potential

Well you know wildfire seeing coming season coming soon and air quality effects so we’re figuring that out I think it’s an open it’s an open question what we are doing though because of how recent our responsible is back in October that’s definitely on them on our

Mind and we’re trying to do that pre work now to ensure we are keeping a very up-to-date list of those with medical dependent you know those who are medically dependent on equipment for example so that we know how or how to deploy we’ve also are using you know purchasing generators and you know

Before all this happened resilient hubs was thinking about how we can have hubs that were renewably powered or worked the same as we powered for something that we’re considering we still are trying to get that done in the midst of this emergency so if the challenge is just really trying to balance both

Weather it’s certainly on our radar well I would say for Miami Beach we are very carefully tracking all of our hours so that it can be submitted to FEMA for reimbursement I mean we’re gonna be heavily heavily focused on obtaining the most federal and state funds as possible

There’s no way that as a locality we can withstand it without it and then I think the same approach will have towards the hurricane season well it will be relying on that but you know like like I said we we have it we have a very strong leadership team we need

Every morning and the CFO as part of that meeting so I mean we know sort of the the amount our revenue is has been reduced where I’m doing all sorts of cost-cutting measures we don’t know what next year’s budget is going to look like but as of now or we’re losing about

Three million dollars a week so that’s adding up very quickly so again it’s part of a bit of that challenge in that uncertainty and we’re we’re taking those shorter term actions and then and then monitoring so a question that is related but along a different path something

That you touched on Amy and Alex you alluded to this less on overlapping shocks but more on the shocks and stresses that oaklands facing one of the questions that was posed is what what would we be looking at in terms of those potentially concurrent shocks and how do you start

To think about that are their pathways plan strategies or tools that either of you would recommend to other cities that are thinking about this whether it’s you know the earthquake in Kovan whether it’s hurricanes typhoons in kovat how how would you recommend thinking about that I’ll go first this time well I

Already asked our emergency manager about the hurricane question and you know there’s two sides to it because right now our infrastructure in terms of transportation is much less stressed because people aren’t driving now the streets are open we we have such an issue with congestion and we have so

Many visitors and tourists that are coming that that adds a lot of stress so we actually we don’t have that right now which is you know a blessing and a curse but if in the event that we do have to evacuate there will be much less people

To be worried about at this time understanding there’s still the public health concern of course but those those conversations are underway and the only thing I would say is that getting through all this the chips are very important so having all your departments there you know working

For us it’s working across this game Bay with our partners in the county and and the city and and and the state those those partnerships are there and we’re in frequent contact so I think that it would help us to be ready as well and I would do that one specific thing we’re

Looking at is our staffing for our Oakland fire and police in this with kovat we’re not at peak yet so if we’re dealing with potential impacts to staffing how that might affect looking like something at PSPs where our first responders were heavily relied upon to get information out to knock on door so

Ensure people in areas where the power wish about needed help so we have had some conversations about scenario planning for staffing and thinking about ways to you know what staffing models would look like in the worst case scenario where people are self quarantine because of potential impact

Or exposure to Kobe Thank You Amir knowledge my question my next question is in line with my previous one we talked about reallocation of funds and trying to look at a positive we will get out eventually out of this crisis thinking about recovery and both of you are already thinking about it obviously

You were Alex are you trying to keep Main Street afloat offering small grants grants to small businesses and other activities Amy you mentioned that you already interviewed many of the directors to start thinking about it what do you think will be the first critical action that a weak critical

Action would you recommend to to other cities you think will be would be essential when we when we start to recovery I would say listening I mean what will you turn we use a lot with planning fatigue before all this happened we were asking the same communities

The same questions over and over again is like what would you like to see how can we support you what are your needs and every time we write another plan we ask those questions again we’re really trying to be as thoughtful as we can because of the extensive outreach we’re

Doing and and and ways like mostly online or over the phone how are we capturing the data and lessons learned so that we can return to community with responses to what we’re hearing you know even though we had 11 I mentioned the 1,100 small businesses we heard we could

Only help fund 10 percent well how are we engaging these folks and you know how are we co-created solutions based on the extensive outreach that this is initiated so that that would be sort of that’s one thing of or approach we’re trying to take what can we learn from

Now so whether we can we can say we’re listening to the public and not asking the same questions over and over I think that’s all incredibly important I think that the first thing for any city to do and you haven’t already and I’m sure you have is just to establish dialogue with

Different types of groups consistent dialogue and use that to inform your media actions and the policies that you develop I can’t tell you how helpful it’s been to have that direct connection with the hospitality industry you know you know with with the seniors we have a specific person that’s reaching out to

The schools every day and understands what’s happening there with the needs from families being at home so I think just establishing all of those is huge and I our emergency manager is is great and I appreciate and understand the emergency management structure but I particularly didn’t want to wait until

An after action so this is all over to begin to collect those lessons learned and how we’re gonna do things differently so I just think having those those conversations as a CRO you have a really unique ability in your city to reach out across the city and have these

One-on-ones that others just they don’t have time it’s not even they don’t have the headspace and so that’s really important and then what I’m doing is sharing that information with my my city manager who I report you and then you know we’re taking action and it could be something small for

Example you know developing an approach to really how we’re telecommuting at home and it could be something much bigger I like thinking about how we are going to handle supplies in preparation much differently for the next event so that’s something I think has been has been valuable to do and collect now and

And that wait till this this is over I think I now have the unfortunate duty of starting to draw us to a close but I think the notes that both Alex and Amy were just ending on are really critical in terms of having foresight keeping strong relationships and connecting

Across disciplines and so I did want to remind everyone that even though there were many many questions that we didn’t have time to answer live we are collecting these questions and we’re curating responses to them with our cities with our staff and so when you have the headspace and the time you can

Access those resources as well as these full presentations and all of the previous presentations online we will meet again at this same time next week next week’s presentation is going to be about the crossroads of informality and kovat 19 so we hope that many of us will

Join you for that presentation I want to just give a huge huge thank you to Alex and also to Amy for joining us very early and very very early in the morning in in the US on the east and west coast in particular right in the middle of

This crisis and managing it and playing such important roles that both of you were playing so thank you for that thank you for your generosity of time and and of knowledge and also to everyone who signed in tonight or afternoon or morning thank you all for spending this

Time with us we appreciate it continue to convene thanks so much and for all of those celebrating have a very happy holiday thank you

ID: YKkqGI4q2G0
Time: 1586811009
Date: 2020-04-14 01:20:09
Duration: 01:01:05

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