I am the Cavalry

The session opens with an emergency manager, Sarah Miller, arguing that preparedness is measured by the actions people take rather than the kits they own. She addresses common myths about panic and looting after disasters, explains why federal help may arrive more slowly, and argues that messages work better when they are tailored, repeated and delivered by trusted local peers. Her examples include neighborhood mapping programs, basic first aid training and getting to know neighbors before a crisis.

Mark Montgomery, a retired rear admiral, then describes what he sees as a serious national security risk. He points to Chinese pre-positioning inside US infrastructure, often called Volt Typhoon, and to military mobility depending on civilian rail, ports and airports run by thinly resourced local operators. He argues that water systems are especially exposed and that a disruption would quickly affect hospitals, and he links the timing of that risk to the Taiwan situation.

Josh Corman then presents the Undisruptible 27 project, which works with hospital communities to convene water, healthcare, city planning, power and emergency management stakeholders. Pilot work favors simple engineering controls, such as pressure sensors and surge relief, at a cost of roughly ten thousand dollars per town. He closes with homework for attendees: raising questions at local meetings, drafting household continuity guidance, contacting elected officials and joining working groups.