controlled, community resiliency comes from components being able to link with each other. >> this is directed at you, a similar topic. our electronic and medical records safe from hacking? >> that is a very sophisticated area. the panel appears changing every day. it is a constant watch, whether they're medical records, etc. it is a loaded question. >> i might add a comment to that. i was at the national association of cio's.

and they are more and more that they keep saying are more and more important that the same time, they keep doing health information exchanges, putting more information together to be able to use it. at the same time, it becomes a vulnerability. at the same time, they recognize the need for security. >> it is interesting, because we are kind of in the heart of that. the legislature is really going after this issue, as you would imagine. the health record is very important. but mobil devices, everyone carries a mobile device that here. it is always looked at as how do we better utilize that to tell someone, for example, that a prescription is available for you to pick up? it is not really the health

record itself, but all of these things are being grouped into one aspect of legislation that would cause a company to not be able to actually use some of the tools out there and available for non-sensitive health care information. a debate that is going on at the federal level today. >> one more question. i think that most of us know the answer, but with this status report, are all of these hospitals seismically upgraded? >> the answer to that would be no. >> where do we stand? >> in the san francisco area, the answer to that is no. there is a reason that legislation was passed. at this point, we understand that that is a part of our infrastructure. we understand that having a

strong hospital is necessary to help with continuity after a disaster. we are working on that. >> thank you. i will not press you on that. i am attempting to decide for the next question. another one from our audience. you have talked about how you are preparing to respond to a disaster. is there a belief that wal-mart is prepared and ready to turn its distribution system into a logistics' delivery system, for an evacuation system for people experiencing a major disaster? >> what was the question? >> wal-mart. >> others in the disaster center, with myself, have seen the disaster centers in

arkansas, able to monitor any section, no matter where it is. the private sector has long understood the need for supply chain. they need to be able to do that. in many cases, the nonprofit and government sector have been well behind. i will just share a part of what we do with supply chain. part of what this panel is here to address is connecting private sector and government. i teach at the university of wisconsin. it is on different cultures. i start out on the difference of cultures between private sector, government, and non- profit. i know that a number of people in the audience are helping to work towards that. some of the jobs are to begin to connect private sector, government, and non-profit to create stronger communities.

that is what we are here to talk about. creating that collaboration and intertwining. >> so, we have talked about this extraordinary distribution system that we have had in this country. many of us simply think about the trucking companies, like ups and federal express. to deploy as all of that? who mobilizes those resources in a time of crisis? do we have an issue with that? >> you want a system of centralized control them a look at how china responded to earthquakes. a system of non-profit? china, looking at community control, but they do not want nonprofits, they might elect their own leaders. a subject that i get carried away on. is an ongoing stress between

centralized, top-down control, and community resiliency, which is horizontal, which is why you need a matrix for horizontal decision making and the ability to scale up words when necessary. >> i would like to address that as well. this is a combination. but if we are -- we are prepared to do our part. but i could not serve the downtown, new york marketplace, so i had to use their highway patrol to move the product. i do not have access directly to the highway patrol. those are things that we are able to gain access to by reaching out. the government sector is very responsive. we need those things. the fda is very responsive, in a

heartbeat. i told them, this is not going to go like that normally would cough we do not have a license or anything else. hoff our response, in my opinion, to the government, has been excellent. >> former military taking leadership goals. coast guard, the largest evacuation in the history of the world, manhattan island. it was not top down. >> i wanted to add something about responding to japan. we felt like we were very ready

to implement and our employees were ready to donate, but surprisingly enough, we had to have the american red cross tell us to hold on. our local entity, the japanese red cross, says that they can take care of ourselves. at that point, they were not willing to let others help them. we were in this area where we were ready to give. we have so much we want to give to you. we had to wait a number of days. 48, 72 hours before of a sudden they said, yes, please. you have that cultural sensitivity with the government, local ngo's, and in this case is really played out, surprisingly.

we just sat on our hands for a little while. we were ready. we were ancient. >> first of all, the u.s. was fairly arrogant after katrina as well. secondly, every disaster is different. he has a dysfunctional government. what do you do? what do you do with a dysfunctional government? every one of these are different. the u.s., we have the same arrogance after katrina. >> when you make the decision to respond to some crisis, is there a protocol? do you want to coordinate services with some other agency? delivering the maximum good for your community? what is the most glaring

weakness in the chain of events, right now, as it confronts you? is there one? or does this system just not work? >> there is a sense of disaster. the tornado, the most common local, systems are pretty well in place. >> what about the scenario that you described. an earthquake on the fault line. >> it would have been chaos in the u.s.. the most serious, an earthquake in the central part of the country, it would sever the country. it would take years with rolling earthquakes in the central part. each one of these are going to be different. as we hear from communication, it is important. communication breaks down, so

what types of redundancy do you have? back to what we said in homeland security, it comes down to what happens in the community. that is the most important aspect of community resiliency. first step. first responders. why were some of the things for granted in new york? citizens. -- what were some of the things prevented in new york? >> explained that a little bit. of what kind of information you do not want them of what kind of information are you not getting? >> fairly easy for people in disasters to understand. they know. let me give you an example. you are a hospital and you need to know about personnel. you do not need to know about the types of food in the system. but there are all types of

things coming through. information overload, in some respects. there is a new jersey system that matches medical personnel and hospitals. no one else needs to know that besides hospitals. ideally, the people that know that in need that, they will be able to dig down and use those pipes. needing medical work, or emergency personnel. wires are down, we need electricity. that is what i mean. >> i want to just add a little bit of flavor to this. being in the position that i am, having to work in partnership with our country -- company foundation for you have

employees in a region who are anxious to gather as much clothing as possible, because they want to do something for the community. they want to put together a clothing drive. in to say -- i am sorry, that is not what our relief agencies will indeed. to be put into a position where you have to attack that passion. a difficult bring to you with and you have to make some decisions on the dollar amount to give. when to give. which agencies to give to. to be put in that position and

say no, employees, you cannot do that. we can only give so much. id is part of the really unique challenge in the role of being on the road and the private sector organization with limited resources, who want to make the most impact of what you have situations where you have to break the disaster. -- lee -- rate the disaster. mindboggling. >> i wanted to add that in terms of information flow, the challenge that we were just talking about, what i talked about earlier is important.

it is important to remember this simple thing that i already know and this naturally leads to how you should connect through anticipation. if those connections are made, it will be a little bit more manageable. >> let me ask a final question of each of you. what should we take away from this >> it is within our communities to respond to an emergency and help people. >> i think that of what this group should think about is --

what resources do you need at that time of a natural disaster. how do you make sure that you can leverage and maximize that? one situation with the state of california, they thought they should take over or warehouse. i spoke with at the speaker, he said that it was ludicrous. that what we needed to do was leverage communication between what they did excellently and what we did as a state. we told them -- right hon. i think that we all recognize that there are skill sets that certain organizations have fought. we have to connect those stocks. i think that the government is

thinking more about that now. we have a revolving situation in who we talked to and when we reach out. at least for the good thing is that the bureaucracy part of that phase -- the political part might change, but the folks in the down-system, there is a foundation for that. if we have a conference on something like that, we need to look at how the communication will work. supports public safety, clearly. who is not part of that conversation that could be part of a conversation? when companies become involved, it helped to solve problems.

typically they're very willing, but perhaps we have not asked the right company yet. >> who should take that book? >> we need to take it. >> the governor. let's all right. >> thank you. -- >> all right. >> thank you. [laughter] maybe it is a part of the next table top that we do. i think that is a good exercise. >> ms. kowalski? >> we need to continue to plan.

as we were talking about here stories, they change every time. every event is different. humans are different. every time is enacted, it is a different scenario. so, there is planning, planning, more planning. learning from activation and making changes. again, our infrastructure, some of our hospitals in san francisco are seismically safe. recognizing that we have planning to do. as for the private sector and the public sector, i think that we do a good job interacting with our public sector. we had those initial private sector relationships. food companies in the local neighborhoods.

we have relationships for planning opportunities with them. i do not think we have taken that aren't and every time that this is, we've learned. >> what should the takeaway be? >> take away is it? there aren't the in your take away means to be -- what can i do to create a stronger community? it might be in a larger scale. it might be by looking around your home and feria out and

knowing something that is narrowing to a fair a stronger communities is more resilience post we have here today, folk and we are all willing to collaborate, but we get it out. and if we can leverage this

icahn about seven key. we have been talking about to >> it has been -- talking about. let's thank you so much for your expertise. we appreciate it very much. i know that the general has a few words. >> i also want to thank the panelists and ask our honorary co-chair for fleet week, george schulz, to make some summary remarks today. as he is coming out, i want to tell you that tomorrow we continue. first the panel will be the role of social media in disasters.

moderated by [unintelligible] and it will be webcast globally. we will have a panel on boots on the ground in japan. with the that, former secretary of state, george shultz. [applause] >> i speak for myself and everyone in the audience when i say that it that -- it has been an extraordinary day. learned a lot. bottom inspiration, a lot of determination and gender by the discussion. last year i repeated a story and

in those days we would do these exercises. you go there, you go there, and so one. not very popular with the economists. but you get it. we were called into a big conference room. to our lives? president eisenhower. roothe process of doing it is essential. it makes you think through possible things that you do. you have something to work from. you think ahead. it makes you aware of the kinds of resources out there. and how they might come into

play. makes me -- may soon realize that you have a lot of real responsibility for yourself. so, president eisenhower was a very wise and experienced man. i got from that, the importance now, prove yourself in your positions to awareness and vigilance. i did not keep having to just to pay attention.

this last battle reflected on that in many ways. it made me think that earlier this week, monday and tuesday, we had a meeting down in the sand kruger area. it was on what we call in the nuclear >> we can help with people. >> people and the nuclear film cycle. join me. we had a group of economists that were worried about regulation. curious who wondered about public perception. i might say implication, and if

you do not pay attention, it is hard. in the nuclear area, we had a submarine there. i heard about that from wrecked. i guess at last in the discipline of how you handle it. -- its last in the discipline of how you handle it. use of the importance of people being alert. putting safety at a high priority. there are people that are completely insistent that you do it. his influence continues. and any rate, it was fantastic

and a little bit scary to hear about what nuclear weapons people call broken arrows. unfortunately fella it did not turn out badly. gradually, they got better and better. you know, it underlines for me the importance of thinking through today what you can build into your systems. that is your fallback position, when something happens. the more connected that we are, the more vulnerable we are. given that, if something happened to the connections and we insulated ourselves, we have been working a lot on distributing power. in the event of a cyber-attacks on the grid, have you fixed it so that there is some auxiliary power so that you do not get

knocked out? at any rate, i am really impressed with what mike has done here, making fleet week a continued recognition of what our military does. then turning it into this effort to think through the emergency response aspects of what we need to be aware of. i might say that this process led to a kind of bonding of the bay area, with of the military, through just taking us through and realizing what the military meant if we had an emergency. so, like, congratulations on what you have created here. we are all beneficiaries.