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From YouTube: Dutch Dialogues 9/26/19
Description
Dutch Dialogues 9/26/19
A
And
we
are
super
excited
to
share
with
you
the
findings
of
the
Dutch
dialogues
report
here
this
evening,
and
you
may
be
asking
yourself:
why
is
Historic
Charleston
foundation
of
preservation
nonprofit
spearheading
this
effort?
It
might
be
seem
a
little
counterintuitive,
but
for
us
you
know
the
issue
of
flooding
and
sea
level
rise
directly
intersects
with
our
work,
protecting
the
historic
assets
and
livability
of
the
low
country
and
believe
it
or
not.
Preservation
is
as
much
about
the
future
as
it
is
about
the
past.
A
First
I'd
like
to
recognize
and
thank
all
of
our
incredible
sponsors
of
the
Dutch
dialogues.
Charleston
project,
principal
sponsor
and
and
partner
in
this
is,
of
course,
the
city
of
Charleston.
We've
worked
with
the
Medical
University
of
South
Carolina
The
Nature
Conservancy,
the
American
Flood
Coalition
Charleston
Water
System,
and
the
Royal
Netherlands
Embassy
in
Washington.
A
A
Moving
forward.
The
success
of
this
report
will
hinge
on
it
all
hands
on
deck
approach,
to
the
implementation
of
the
recommendations
that
we'll
hear
about
in
a
minute.
We
are
all
and
I
mean
all
going
to
have
to
work
together
to
shift
the
paradigm
on
how
we
address
flooding
and
water
management.
This
includes
all
levels
of
government,
our
institutional
partners,
the
business
community
and
the
general
public.
Our
ambition
is
to
speak
with
a
unified
voice
in
order
to
establish
priorities
and
approaches
for
this
monumental
challenge
ahead
of
us.
A
So
please,
please
help
us
you'll
be
hearing
from
us.
The
work
is
just
starting
and
we're
going
to
need
your
help.
Lastly,
I'd
really
like
to
thank
sort
of
the
principal
architects
of
this
project.
First
Dale
Morris,
who
you're
going
to
hear
from
in
a
minute
of
the
water
water
Institute
of
the
Gulf
and
David
Wagner
of
Wagner
and
ball
architects
in
New,
Orleans,
they're,
sort
of
partners
in
crime
on
the
Dutch
dialogues
and
they've,
been
one
of
the
most
incredible
and
inspiring
Consultant
teams
that
I've
ever
worked
with.
A
It's
really
been
an
amazing
collaborative
effort
and
I
really
appreciate,
we've
forged
a
great
friendship
and-
and
they
promise
us
that
they'll
stick
with
us
they're
not
going
away
after
after
this
evening.
So
thank
you
very
much
for
all
your
work,
so
I'd
now
like
to
invite
me
or
tacklin
Berg
to
the
podium
to
make
his
introductory
remarks.
Thank
you.
B
If
we
can
get
it,
it
was
accentuated
later
that
year
when
we
had
her
hurricane
Matthew
so
again
and
deceived.
The
conference
has
an
annual
meeting
up
there.
The
next
January
I
went
again
to
the
ambassador's
residence,
but
this
time
dedicated
to
asking
him
if
he
would
please
bring
this
initiative
to
Charleston,
and
you
know
what
he
told
me
and
this.
B
This
is
why
I'm
so
thankful
to
him
that
that
this
is
a
purposeful
part
of
the
Dutch
government's
foreign
policy
to
help
countries
and
cities
and
places
around
the
world
that
need
help
with
their
expertise.
So
I
want
to
call
to
stand
up
and
be
recognized
representatives
from
the
Dutch
government
who
are
with
us
this
evening.
Yann
paling
and
council
general
from
Atlanta
kosha
DeVries
would
y'all.
Please
stand
up
and
be
recognized.
B
We
thank
you
for
your
good
will
and
your
help
to
our
country.
We
really
appreciate
it.
We've
already.
We
will
hear
soon
from
the
water
institute
of
the
gulf
and
wagner
and
ball
I
do
want
to
recognize
any
City
Council
members
that
are
here
because
they've
also
supported
this
effort.
I
see
councilmember
Carol
Jackson
with
us
and
councilmember
Dudley
Gregory
I
saw
councilmember
Gary
white
there
in
the
back
any
others
and
councilmember
Mike
C
Kings
is
back
here
as
well.
B
So
thank
you
all
for
being
here
and
for
your
support
and
both
councilmember
Gregory
and
council
members
seeking
joined
us
on
our
trip
last
year
to
the
Netherland.
So
we
we
had
that
request
to
the
ambassador
ambassador,
henna
sure,
and
in
fact
he
came
to
Charleston.
It's
been
almost
two
years
ago
now
to
scope
out
whether
he
wanted
to
make
this
commitment.
He
decided
he
would.
B
Then
we
took
a
team
to
the
Netherlands
about
a
year
ago,
not
quite
and
saw
the
remarkable
measures
and
projects
and
the
mindset
that
they
have,
and
so
here's
the
thing
about
the
Dutch
that
I
think
we
Americans
either
never
got
or
never
figured
out
along
the
way
as
well
as
they
did,
and
that
is
to
use
Mother
Nature
to
its
best
effect
and
pay
water.
A
little
more
respect,
if
you
will
I
mean
in
a
way
we
always
treated
water
like
the
enemy.
B
You
know
we
had
to
fight
mother
nature
and
and
and
push
it
out
and
all
like
that,
but
but
we
need
to
incorporate
what
they're
recommending
to
us
and
that's
finding
a
place
for
water,
be
a
little
respectful,
more
respectful
of
water.
If
you
can
reuse
water
capture
water,
so
you
can
water,
your
garden
or
every
drop
counts
that
comes
to
us
from
the
sky
and
every
drop
that
we
can
conserve
and
reuse
is
another
drop.
B
That's
not
going
into
our
storm
drain
system
and
clogging
up
our
storm
drains,
so
so
this
is
truly
an
effort
that
we're
all
in
this
boat.
Together
of
dealing
with
this
issue
of
drainage
and
flow
and
sea-level
rise
in
the
city
of
Charleston,
you
all
know
statistics
and
some
of
them
are
more
gloomy
than
others.
But
reality,
sea
level
has
risen
just
over
a
foot
in
Charleston
Harbor
in
the
last
hundred
years.
B
B
So
we
need
these
strategies,
not
just
the
projects
we've
been
working
on,
but
this
mindset
of
utilizing
water
and
finding
a
space
for
water
and
they've
also
confirmed
to
us,
confirmed
to
us
the
importance
of
new
regulations
or
governance
on
future
development.
So
we
do
no
harm
when
we
build
something
to
surrounding
properties.
So
we
more
mindful
of
where
we
build
of
our
land
use
so
that
we
don't
make
the
same
mistakes
that
we've
often
made
over
the
last
350
years
and
building
in
the
wrong
places.
B
So,
together
with
this
Dutch
dialogues,
Charleston
plan,
along
with
the
city's
flooding
and
sea
level
rise
strategy,
there's
truly
a
vision
that,
together
as
a
community,
we
will
meet
this
challenge
of
flooding
and
sea
level
rise
in
Charleston
and
the
low
country.
Without
further
ado,
I
give
you
the
president
of
the
water
Institute
of
the
Gulf
Justin
Aaron,
Werth
Justin,.
C
Well,
thank
you
very
much.
Mr.
mayor
and
good
evening,
everybody
thank
you
for
coming
out.
My
name
is
Justin
Aaron
Worth
tonight
I
have
the
great
honor
to
serve
as
the
president
of
the
water
Institute
and
first,
let
me
make
a
few
very
brief.
Thank-Yous.
I
really
want
to
thank
Winslow
and
his
team
they've
been
just
a
remarkable
partner.
C
It's
been
great
to
get
to
know
you
and
your
team
same
with
the
mayor
and
all
the
members
of
council
who
are
here
and,
and
so
many
of
you
who
have
participated
in
this
in
this
process
and
as
both
Winslow
and
the
mayor
said.
You
know
from
our
perspective,
we're
we're
all
just
beginning
on
this
journey
and
it's
a
journey
that
the
water
Institute
has
been
on
for
some
time
in
Louisiana,
and
you
know
as
I've
been
here
every
now
and
again
someone
asks
a
question
so
you're
from
new.
C
You
live
in
New,
Orleans
and
you're
from
Louisiana.
What
are
you
doing
in
Charleston?
What
do
you
have
to
offer
and
part
of
our
story
really
is
that
after
Hurricane
Katrina,
we
understood
even
better
than
we
did
before
the
challenges
that
we
had
in
south
Louisiana,
and
so
we
went
around
the
world
looking
for
who
has
figured
out
how
to
deal
with
water.
The
best
and
our
eyes,
of
course,
went
to
the
Netherlands,
because
the
Dutch
have
been
defending
their
coastline
for
the
last
800
years
and
in
1953
they
had
a
horrific
storm.
C
Some
have
called
it
their
Katrina
moment
or
over
1200
people
died
and
the
Dutch
said
never
again,
I
said
never
again,
and
they
did
a
couple
of
very
important
things.
They
built
remarkable
flood
control
projects
that
we
all
can
and
have
learned
from.
The
other
thing
they
did
is
they
invested
in
real
applied
science
and
they
built
institutions.
C
There
was
a
group
in
the
Netherlands,
a
group
named
El
Taurus
850
of
the
most
brilliant
coastal
scientists
that
you'll
find
in
the
world
and
and
that
group
became
the
model
for
what
is
what
is
the
water
institute.
So
we
got
started
in
in
Louisiana
and
and
and
over
there
we
face
an
existential
crisis.
C
We
lose
a
football
field
of
land
in
Louisiana,
every
90
minutes
and
there's
a
complicated
story
for
why
it
has
to
do
with
what
levees
along
the
Mississippi
River-
and
you
know
historically
back
to
what
both
Wenzel
and
the
mayor
said
around
you
know
harnessing
the
power
of
nature
historically,
the
Mississippi
River
would
flood
and
that
sediment
from
the
river
which
drains
40%
of
the
United
States,
would
go
over
the
banks
replenish
the
land.
Well,
we
built
levees
that
allowed
on
the
good
side
that
the
river
won't
flood.
C
On
the
bad
side,
we
cut
off
our
oxygen
source,
our
sediment,
so
instead
of
flooding
and
going
over
the
banks,
the
sediment
goes
off
the
outer
continental
shelf.
So
that's
caused
a
real
challenge
for
us
and
over
the
last,
since
the
1930s
we've
lost
the
landmass
of
about
the
size
of
the
state
of
Delaware.
Think
about
that.
For
a
moment
there
are
countries
that
have
gone
to
war
to
protect
that
amount
of
land.
C
It
really
is
a
crisis
for
us
and
what
we've
done
and
why
there's
great
hope
is:
we've
invested
deeply
in
a
science-based
process
based
on
the
Dutch
model
and
we've
learned
a
great
deal
and
we
continue
to
learn
a
great
deal
and
so
I
tell
you
that
to
introduce
my
colleagues
from
the
water
Institute
and
Wagner
in
ball.
For
this
reason,
we've
learned
a
good
bit
in
Louisiana
and
when
we
come
to
South
Carolina,
when
we
come
to
Charleston,
we
learn
even
more
we've
learned
so
much
from
all
of
you.
C
From
from
so
many
people,
who've
been
a
part
of
this
process
and
it's
a
great
honor
for
us
to
be
able
to
to
give
some
of
our
ideas
and
some
of
our
insights
and
and
learn
in
that
process,
because
you
know,
especially
in
New
Orleans
around
Mardi
Gras.
God
bless
us.
We
think
we're
real,
special
and
unique,
but
as
it
turns
out
our
challenges
that
we
face
in
Louisiana.
The
challenges
that
you
face
in
Charleston
are
not
unique.
C
There
are
communities
all
over
the
world
who
are
watching
this
process
who
are
watching
us
in
Louisiana
watching
us
in
other
coastal
communities
and
saying
how
are
they
going
to
survive?
How
are
they
going
to
adapt
and
what
we
believe
is
that
using
sound
science
and
with
strong
community
participation,
we
can
solve
these
challenges
and
I'll
close
with
this
and
introduce
my
colleague
Dale
Morrison
right
now.
C
But
one
of
the
things
we
have
in
big
letters
up
on
the
walls
in
our
offices
in
Louisiana
is
a
quote
from
Albert,
Einstein
and
and
what
he
said
essentially
was.
You
cannot
solve
the
problems
of
today
with
the
same
thinking
that
was
used
to
generate
them.
We
have
to
change
our
mindset
and
that's
what
this
process
has
really
been
about.
That's
what
we
have
learned.
C
It
has
been
very
humbling
for
us
to
learn
through
the
experience
in
Louisiana
and
very
humbling
to
come
here
and
be
able
to
engage
and
share
ideas
and
share
knowledge
with
you.
It
has
been
just
an
absolute
honor,
so
thank
you
for
walking
with
us
to
this
point
and
we're
really
excited
for
all
the
steps
to
come,
and
so
with
that
I'd
like
to
introduce
my
colleague
Dale
Morris
and
thank
him
and
David
Wagner
for
their
great
leadership
of
this
process.
Dale
Morris
lady
Jenna.
D
Wow
there's
a
lot
of
people
here.
You
know
when
you
go
to
events
and
it's
talking
about
flooding,
you
don't
get
this
kind
of
a
turnout,
so
it
must
must
be
something
you
must
be
boring
night
in
Charleston
I,
don't
know:
I'm
Dale,
Morris
I
worked
with
the
Netherlands
Embassy
for
years.
Coordinating
the
Dutch
government's
water
work
in
the
u.s.
came
to
New.
Orleans
post-katrina
saw
some
things
David
and
Wagga
and
I
met.
We
work
through
this
Dutch
dialogues
process.
D
It's
a
iterative
process
that
we
helped
to
create
and
we
guide
it's
been
effective
elsewhere,
I
moved
to
the
water
Institute
because
of
the
Dutch
relationship,
delt
Aris
and
the
water
Institute
and
now
I'm
there.
But
we,
the
mayor,
cajoled
Justin,
to
allow
us
to
continue
to
do
the
Dutch
dialogues
process
and
David
is
here.
Is
the
design
lead
and
really
the
creative
mind
behind
a
lot
of
this?
So
it's
been
a
process.
D
We're
going
to
talk
about
the
report.
Reports
available
online,
Dutch
dialogues,
Charleston
org,
for
those
of
you
who
don't
have
an
unlimited
data
plan.
Maybe
wait
till
you
get
the
Wi-Fi,
it's
80
megabytes
compressed,
so
there
it
is,
but
you
need
to
look
at
it.
You're
gonna
hear
us
we're
gonna
talk
about
three
to
five
percent
of
it
spend
some
time
with
it.
Please
the
report
or
review
I
just
want
to
direct
you
through
this.
As
you
go
as
you
open
it
and
look
at
it.
D
Look
at
the
scope
that
the
city
gave
us
or
we
developed.
That
explains
what
we
were
asked
to
do.
We
weren't
asked
to
give
you
engineering
plans.
We're
asked
to
give
you
a
vision,
vision
based
upon
a
lot
of
knowledge,
we've
developed
and
created
elsewhere
with
other
folks,
see
who
can
inform,
hear
and
see
if
it's
adaptable
here
the
forward.
D
D
This
will
convey
a
lot
of
information
to
you
about
your
risk,
about
your
landscape
and
about
the
foundation
of
our
recommendations.
Spend
your
time
there.
Please
read
the
narratives.
There
are
a
lot
of
recommendations
through
there,
you're
gonna
hear
some
from
David
you're
gonna
hear
some
from
Andy
who's
gonna.
Do
the
the
reports
on
the
other
part
of
this
and
spread
throughout
the
report?
Our
sidebars
a
number
of
one
one
page,
Orkut
type
things.
These
are
things
we
want
you
to
know,
we've
four
things.
D
We
think
you
should
should
understand
and
maybe
develop
here,
and
these
are
things
that
we
also
think
that
could
inspire
you.
So
look
at
the
entire
report.
It's
250
pages,
there's
a
test
at
the
end,
the
next
week
our
agenda
and
I
again,
we've
talked
about
the
report
talked
a
little
about
our
process
and
our
stakeholders
very
quickly.
I
want
to
talk
about
our
principles.
D
Talk
about
our
general
recommendations,
they're
spread
throughout
the
report,
but
just
gonna
underline
those
and
David
and
Andy
are
going
to
talk
about
the
the
various
narratives
and
I
wanted
to
go
back.
Sorry
I
should
have
done
this.
It's
in
the
it's
in
the
the
flyer
you
have,
but
in
this
process,
in
our
scope
we
looked
at
four
zones:
Johns
Island,
Church,
Creek,
the
east
side
of
the
peninsula
and
the
medical
district
and
places
nearby.
We
could
have
looked
at
other
places,
but
this
was
our
scope,
because
these
are
type
ologies
that
are
transferable
elsewhere.
D
D
So
this
is
your
risk
understand
this,
the
the
slide
on
the
left
with
all
those
hurricane
storm
tracks.
This
is
going
to
happen.
You
just
had
a
near
miss
a
little
bit
ago
and
you've
had
some
appearances
in
the
last
couple
years.
This
is
going
to
continue
to
happen,
so
you
can
prepare
for
it
or
you
can
respond
to
it.
D
Preparedness
is
cheaper,
the
risk
the
little
graph
on
the
other
side,
these
things,
these
flood
events-
and
this
is
storm-
water
and
tidal,
flooding
and
and
big
storms
they're
coming
more
often
they're,
going
to
continue
to
come
even
more
often
as
the
sea
level
rise
and
that's
and
the
tides
increase.
So
if
you
do
nothing,
it's
going
to
be
really
hard
to
live
here.
Understand
that
please
and
your
challenges
very
briefly.
D
You
have
increased
flooding
from
a
number
of
different
sources
and
the
impacts
of
those
types
of
flooding
are
different,
but
you
get
water
in
places
that
you
don't
want
and
it
hurts
people
in
place
and
capital.
You
have
this
development
pressure.
This
is
an
opportunity
as
well
as
the
pressure,
and
you
need
to
look
at
it
that
way.
D
Development
can
occur
wisely
or
think
it
can
occur
unwisely
when
you
develop
in
a
low-lying
area
with
a
lot
of
flood
risks.
That
is
not
wise,
and
we
talked
a
little
bit
about
that
about
how
you
think
going
forward
of
where
you
should
not
develop
and
we're
not
against
development.
We're
just
saying
develop
wisely
and
you
look
at
your
identity
here.
We
all
love,
Charleston
I've
adopted
it.
Hopefully
you've
adopted
me,
but
really
you
have
an
identity
and
you're
a
distinct
place.
It
would
be
awful
to
lose
this.
D
D
Your
reports
in
front
of
you
availab
you
tonight,
a
lot
of
things
happen
a
very
intense
process,
a
lot
of
stakeholders
involved
with
it
and
I
don't
want
to
belabor
this
point,
but
we
had
terrific
support
from
your
from
your
city
staff
from
the
mayor
staff,
but
also
a
number
of
a
lot
of
other
folks.
This
slide
or
this
information
is
in
the
report.
You
can
get
an
understanding
of
how
many
people
we
engaged
with
in
this
process
because
we
learn.
D
D
Would
like
you
to
look
at
in
the
or
page
and
in
the
report
we
heard
a
lot
of
things
and
then
we
captured
that
and
put
it
on
this
page
see
if
you
recognize
yourself
in
here,
because
I
think
you
will
and
it
also
guided
us
as
we
came
up
with
our
solutions
a
little
bit
about
the
principles
and
I
don't
want
to
belabor
these.
But
really
these
are
things
that
guided
us.
They
guide
us
before
we
came
here,
but
they
guide
us
really
here
in
Charleston
your
natural
systems
matter.
D
This
environment
is
dynamic,
but
it's
also
robust.
It
creates
resiliency
increase
risk,
but
they
matter
and
you
need
to
understand
them,
you
need
to
respect
them.
You
need
to
man
to
manage
and
you
need
to
embrace
water.
The
mayor
is
absolutely
right,
embrace
the
water,
because
it
can
do
a
lot
for
you.
Beware
of
manipulating
it
safety
first
right,
people,
place
and
capital
should
not
be
put
at
risk.
If
you
can
avoid
it,
it's
just
a
fundamental
principle
for
us
and
you
need
to
go
forward.
D
You
need
to
occupy
this
landscape
sustainably,
and
that
may
mean
people
have
to
move.
That
may
mean
in
places
a
retreat.
It
may
mean
in
places
a
little
more
density,
but
you
can
live
here
as
you
adapt
and
we've
changed
over
time.
You
can
continue
to
change
and
evolve
preparedness.
The
Army
Corps
of
Engineers,
the
World
Bank
a
lot
of
folks.
It
is
much
cheaper
and
less
expensive
to
prepare
for
a
storm
and
mitigate
the
impacts
than
respond
to
it
and
respond
to
all
the
disruption
that
occurs.
D
This
is
from
the
capital
expenditure
and
this
is
from
a
personal
loss
of
life
and
the
impacts
that
happens
in
with
people's
lives,
and
we
need
to
be.
You
know,
humble.
We
don't
know
everything
you
don't
know
everything.
The
science
is
changing,
we're
getting
better,
but
let's
be
humble
about
this
process.
Let's
not
have
hubris.
Let's
be
humble,
this
next
one
is
very
important
to
us
and
it's
it's
worldwide,
adapt
your
development
to
the
existing
water
systems.
Don't
adapt
the
water
systems
to
your
development,
because
you're
probably
going
to
have
some
negative
experiences.
D
If
you
do
the
latter
very
important,
embrace
this
uncertainty
again,
your
projects
is
you
put
Ford
and
you
build
them
on.
They
must
be
adaptable.
The
Syrah,
the
sea
level
is
gonna
rise.
Your
tidal
interface
is
going
to
change
how
you
deal
with
this,
especially
with
a
perimeter
protection
system
that
is
being
thought
of
now
by
the
Army
Corps
of
Engineers
for
the
for
the
Nippon
insula,
or
even
projects
over
on
John's
on
West
or
West
Ashley.
If
you
don't
make
these
projects
adaptable
to
change,
so
you
can
change
them
as
the
conditions
evolve.
D
It's
gonna
be
a
regret.
It's
gonna
be
a
loss
of
money.
It's
you!
You
won't
be
happy
with
that.
So
embrace
this
uncertainty,
so
you're
all
property
owners
in
one
way,
the
other
the
city
uses
your
taxes
to
do
things
with
right.
Business
has
a
lot
to
say
here
a
lot
at
risk.
The
property
that
you
have
here
is
a
depreciating
asset
when
it's
at
risk
for
flooding.
That
is
an
awful
thing
for
a
lot
of
folks.
So
understand
that
and
try
to
flip
that
around
please
and
the
last.
D
You
know
key
principle
for
us:
the
class
come
before
the
benefits.
So
what
does
that
mean?
It
means
nothing
is
free.
This
statement
is
on
top
of
the
Dutch
or
the
yeah,
the
Dutch
or
the
Amsterdam
Stock
Exchange,
the
oldest
Stock
Exchange
in
the
world.
The
costs
come
before
the
benefits.
Apple
doesn't
develop
the
phones,
we
love
unless
they
get
some
seed
capital.
That's
an
investment,
and
all
these
things
we're
going
to
show
you
tonight.
These
are
investments
and
they're,
not
free.
It's
going
to
cost
something
we're
not
going
to
benefit
from
it.
D
You
will
so
keep
that
in
mind.
Some
of
our
general
recommendations
and
I'm
going
to
really
turn
it
over
to
David
and
Andy
right,
real
soon,
here
slow
store
drain.
He
will
see
this
throttle
report.
What
we
mean
here
is
the
mayor
talked
about
this
when
the
rain
falls
store
it
on
the
high
Ron,
create
places
for
that
water
to
go
the
moment
it
falls.
D
You
have
some
very
good
soils
here
that
can
absorb
a
lot
of
water
and
you
will
see
how
much
in
one
of
the
slides
that
David
or
Andy
will
show
store
it
in
your
natural
creeks.
In
your
natural
drainage
areas,
you
have
space,
you
need
to
divert
the
water
there
that
you
can't
store
infiltrate
on
high
grass.
You
need
to
divert
it
there
so
doesn't
overwhelm
your
low
ground
drainage
systems
and
drain
it
when
you
can
and
drain
it
efficiently.
D
The
city's
making
awesome
investments
in
some
of
the
some
of
the
drainage
here
on
the
peninsula.
These
are
necessary,
slow
store
and
drain.
We
really
think
David
and
I,
and
a
lot
of
others
that
Charleston
needs
a
water
plan,
there's
one
other
city
in
the
United
States
that
has
a
water
plan.
We
were
part
of
it.
It's
New
Orleans
has
really
changed
the
mentality
of
how
people
look
at
things.
D
This
allows
you
to
assess
the
various
conditions
you
have.
The
physical
conditions
with
the
water
system,
groundwater
occupations,
soils,
it
allows
you
to
develop
water
assignments,
so
you
know
exactly
how
much
water
you
need
to
store
either
infiltrate
or
store
or
move
around
when
when
things
occur,
so
you
don't
get
flooded
and
we
think
this
water
plant
like
in
New
Orleans.
D
It
should
have
the
force
of
law
and
it
should
guide
the
comprehensive
plan
and
your
zoning
ordinance,
because
when
you
get
that,
then
water
will
be
a
decision
in
every
every
it'll
be
a
factor
in
every
decision
you
make
in
the
Netherlands
the
water
board's
there,
so
the
authority
over
water
they
get
when
a
developer
comes
in
with
a
proposal
they
have
what's
called
the
water
test
and
if
they
say
it
doesn't
work,
the
project
goes
back
to
the
drawing
board
until
it
works
to
store
the
water.
This
is
important.
D
We
would
recommend
something
like
that
develop
here
and
this
can't
be
developed
overnight,
but
it
should
be
developed
over
time,
markets
and
policies.
You
know,
markets
can
do
a
lot
for
you.
Markets
can
create
efficiency.
You
have
a
number
of
vested
rights
properties,
its
low-lying
and
throughout
this
zone.
Throughout
this
area
we
have
to
respect
that
private
property
is
important,
but
we
also
have
to
understand
you
can't
develop
anywhere,
so
the
people
that
have
vested
rights
if
we
can
create
tolls
or
you
can
create
tools,
stormwater
credits,
conservation
agents,
transfer
of
development
rights.
D
A
number
of
different
Polly's
will
help
the
market
to
move
this
property
around
so
that
developers
can
do
what
they
need
to
do.
The
owners
can
do
what
they
need
to
do
and
you
can
create
the
space
to
store
this
water
in
the
ground.
This
is
an
important
policy
tool
and
the
markets
will
help
you
out.
They
won't
get
you
all
the
way,
but
they'll
get
you.
It
will
get
you
pretty
far.
Business
leadership.
Business
has
a
lot
at
risk.
Your
tourist
industry
is
very
vulnerable
to
this
fighting.
D
Some
of
your
you
know
just
a
lot
of
a
lot
of
risk
here.
The
leadership
of
this
is
very
important.
They
can
provide
cover
and
advice
for
the
politicians
they
can.
They
have
a
lot
of
employees
that
are
race,
so
they
need
to
engage
more
and
not
just
wait
to
see
what's
happening,
it's
a
political
level
and
you
all
everyone
in
this
room.
You
have
a
responsibility
to
store
stormwater
and
there
are
ways
to
do
this.
D
The
city
of
Amsterdam
has
a
rain
proof
program
and
it's
an
inspiration
and
the
city
of
Charleston
is
looking
at
that.
You
need
this
culture,
awareness
and
a
cultural
responsibility
of
what
you
can
do
to
store
the
stormwater,
because
by
doing
that,
you
will
reduce
all
the
risks
downstream
from
you
very
important
thing.
Regional
governance
Charleston
sits
really
in
this
very
important
zone,
but
your
floodplain
is
how
the
water
moves.
Your
water
system
is
how
the
water
moves
and
you
need
a
governance
aspect
over
top
of
this
water
system.
D
That
can
inform
how
you
approach
and
coordinate
and
streamline
the
investments,
because
if
it's
the
city
doing
one
thing
and
the
county
doing
one
thing
and
someone
else
doing
one
thing:
you're
lacking
efficiency
at
scale,
you're
lacking
efficiency
across
your
water
system.
So
please
look
at
this
governance
issue
and
as
Justin
we
talked
about
this
morning,
a
coastal
master
plan
would
be
a
really
good
thing
because
it
allowed
great
efficiency
across
the
coast
and
by
golly
when
bad
things
happen
and
storms
come
along.
D
The
example
from
Louisiana
is
that
this
allows
the
federal
dollars,
which
can
take
three
two
three
four
five
years
to
get
on
the
ground.
It
allows
them
to
occur
and
get
on
the
ground
much
faster,
multiple
of
multiple,
multiple
of
fifty
or
a
hundred
percent
faster.
It's
very
important
natural
systems
matter
and
I'm
going
to
segue
to
Andy.
As
he
comes
up
here,
I'm
going
to
talk
about
this.
D
One
of
the
things
we
looked
at
was
a
regional
coastal
protection
system,
we're
not
talking
about
the
perimeter
protection
system
on
the
way
for
the
peninsula,
but
a
regional
coastal
protection
system,
and
we
had
some
of
the
best
minds
in
the
world.
Looking.
Could
you
put
structural
surge
barriers
out
at
the
mouth
of
a
harbor
on
the
Stono
River?
Could
you
do
this,
and
would
it
work
and
how
much
risk
would
it
reduce?
That's
what
the
Dutch
did?
It's?
What
New
Orleans
has
in
some
places
Boston
is
thinking
about
it,
New
York's
thinking
about.
D
Would
that
work
here
it
would
deal
with
your
service,
it
won't.
Your
benefit
cost
ratios
that
are
really
needed
to
allow
these
things
to
go
forward.
Won't
work.
It's
our
analysis.
What
we
do
know
is
your
natural
coastal
system,
your
dunes
and
your
ridges,
your
your
forest
canopy,
all
that
works
very
well,
and
that
is
part
of
an
integrated
system.
So
these
natural
systems
that
you
have
can
provide
a
lot
of
protections.
D
E
Good
evening
my
name
is
Andy
Stern
ad
I'm,
an
architect
and
urban
designer
a
Waggoner
ball
in
New,
Orleans
and
excuse
my
tie
and
the
Charleston
has
more
bow
ties
per
capita
than
probably
anywhere
else,
but
we're
technically
off
the
clock.
I
guess
but
I'm
gonna
walk
you
through
the
coastal
zone
and
the
areas
to
the
west
of
the
Ashley
River
and
our
thinking
and
recommendations
for
these
areas.
E
Now
the
coastal
zone
writ
large
was
not
technically
part
of
our
scope
for
this
project,
but
we
have
to
zoom
out
that
far
to
understand
the
the
landscape
itself
and
the
opportunities
in
it
for
water
storage,
for
safety
for
Risk
Reduction.
So
when
you
zoom
out
to
the
I,
guess
the
whole
charleston
metro,
the
Lowcountry
region,
you
see
this
pattern
of
parallel
ridges
to
the
coasts
and
ridges
former
sand
dunes,
where
old
coastlines
used
to
be,
and
so
we
understand
that
this
place
and
this
coastline
is
naturally
in
flux
as
the
seas
change
over
time.
E
Deep
into
ancient
time,
the
sea
level
rises
and
falls.
The
coastline
comes
in
and
out
and
builds
up
these
dune
structures.
Those
are
now
the
highest
points
in
the
landscape
here,
they're
the
safest
points,
they're
the
most
structurally
sound
points
to
build
on
so
they're
the
best
for
infiltrating
stormwater.
E
Many
many
opportunities,
if
you
understand
how
that
landscape
is
formed
and
where
the
formation
is
located,
another
important
thing
building
on
what
Dale
said
is
this
studying
the
natural
lines
of
defense,
the
multiple
lines
of
defense
for
various
regions
around
the
coast,
the
sea
islands
themselves
are
a
line
of
defense.
The
barrier
islands
along
the
shore
aren't
the
only
one
there's
a
series
of
landscape
features
like
John's
Island,
James,
Island
wadmalaw
that
protect
what's
behind
it,
so
John's
Island
is
really
the
frontline
barrier
for
West,
Ashley
and
parts
of
the
peninsula.
E
Behind
again
briefly,
we
just
looked
at
the
natural
lines
of
defense,
the
kinds
of
things
you
would
do:
New
Orleans
other
coastal
places,
adding
dunes
reinforcing
dunes
making
communities
more
resilient.
These
are
all
good,
really
good
ideas.
These
should
be
explored
further
in
a
regional
plan.
We
looked
again
at
that
structural
line
of
defense
not
recommended
mostly
for
cost,
but
also
because
when
you
draw
a
line
in
the
sand
that
way
in
a
landscape
that
naturally
moves
in
flux,
the
risk
builds
behind
it,
you're
not
able
to
adapt
as
well.
E
When
you
fix
that
point,
so
that's
part
of
the
natural
solution
and
part
of
working
with
the
way
the
salt
marsh
tends
to
migrate.
Other
aspects
of
this
landscape
and
I'll
get
to
that
a
little
bit
so
recommendations
I'd
encourage
you
to
refer
to
the
report
I'm
just
going
to
skim
through
these
recommendations
for
all
the
sections,
but
no
no
engineered
hurricane
protection
system
is
recommended
for
the
coast
as
a
single
barrier
line
nature.
First,
so
John's
Island,
it's
one
of
the
largest
islands
on
the
East
Coast.
E
John's
Island
is
a
is
a
character
setting
place
for
the
region
when
I'm
as
an
outsider,
when
I
think
of
Charleston,
I,
think
of
nature
and
history
I.
Think
of
it.
The
amazing
natural
assets
here,
the
amazing
historic
assets
on
John's
Island,
you
of
both
they're
kind
of
one
in
the
same,
the
historic
community,
the
Gullah
community-
and
then
this
amazing
tree
canopy.
That's
really,
unlike
many
other
places
on
the
East
Coast,
that's
something
to
conserve
and
I'll.
Get
there
again
hold
that
in
mind,
and
then
you
have
new
development.
E
You
have
some
development,
it's
elevated,
some
more
suburban
style,
some
more
dense
than
others.
Development
like
Dale
alluded
to
is
an
opportunity.
It's
a
sign
of
the
desirability
of
this
place.
People
want
to
be
here
and
there's
opportunity
here.
That
should
be
reinforced.
We
can't
stop
that
and
we
need
to,
but
we
can't
love
it
to
death
and
that's
a
key
point
on
John's
Island.
E
We
need
to
help
guide
it
and
guide
development
in
a
way
that,
in
a
way
that
aligns
with
landscape
principles,
so
a
rainfall
flood
risk
I
think
you
all
know
this
even
better
than
I.
Do
from
living
here
the
the
importance
of
rainfall
in
managing
that
volume
that
falls
from
the
sky,
encourage
you
to
look
look
more
towards
the
report
for
a
little
more
detail.
E
That's
an
important
thing
to
consider
on
John's,
Island
and
everywhere,
but
the
driving
risk
on
John's
Island,
the
the
highest
priority
risk
is
storm
surge
closer
to
the
sea
and
the
storm
surge
risk
level
sets
the
development
priorities
in
our
mind
and
our
recommendation.
So
here
you
see
some
historic
events
charted
across
we've
used
these
historic
events
in
storm
surge
levels
to
set
up
four
zones
across
John's
Island
four
zones
based
on
elevation,
the
height
of
the
topography,
to
recommend
types
of
development.
E
So,
first
between
zero
and
six
feet
above
sea
level,
we
call
the
wet
zone.
We
don't
recommend
any
development
in
that
zone.
That's
a
place.
That's
almost
always
wet
today
will
only
become
more
so
in
the
future.
That's
a
place
where
the
salt
marsh
currently
exists
in
a
place
where
the
marsh
needs
to
migrate,
through,
as
it
naturally
will
do
to
buffer
the
existing
development
higher
up
over
time
next
zone
is
six
to
ten
feet.
E
That's
the
ecological
zone,
we're
calling
it
limited
development
in
this
area
very
limited,
only
raised
foundation
no
fill
except
for
critical
access
on
roads.
It's
really
important
to
maintain
tree
canopy
here,
maintain
the
natural
ability
of
the
landscape
to
soak
up
water
like
a
sponge.
Next
zone
is
10
to
15
feet
the
transition
zone
slightly
more
development
next
above
that
community
zone
the
highest
ground,
the
most
stable
ground,
the
safest
place,
to
put
people
ultimately
trying
to
keep
people
out
of
harm's
way
on
John's
Island
everywhere.
The
higher
the
better.
E
This
curve
is
projected
to
grow
with
sea
level
rise,
so
2
feet
3
feet.
You
need
to
think
about
critical
facilities,
how
you
protect
critical
places
and
how
you
keep
people
out
of
that
future
risk.
It's
something
that
needs
to
be
revisited,
it's
naturally
in
flux.
So
you
see
that
critical
10-foot
line
between
ecological
zone
and
transition
where
more
building
is
recommended.
E
Currently
that's
a
hundred
year
return
period.
That's
a
storm!
You
could
expect
once
in
a
hundred
years
we
know
that's
happening
much
more
frequently
and
with
sea
level
rise.
The
hundred
year
storm
happens
much
sooner
much
more
often,
you
experience
that
high
water
even
more
important
to
keep
people
high
up
and
not
build
low
down.
Even
if
it's
on
fill,
it's
naturally
wet
landscape.
So
these
four
zones
in
plan
view
looking
down
kind
of
don't
make
much
sense.
It's
sort
of
like
that
topography
map
it
kind
of
kind
of
squirrelly.
E
If
you
cut
a
section
through
and
look
at
the
elevations,
then
I
think
you
understand
more
clearly
what
that
means
so
trying
to
keep
people
out
of
the
low
areas,
the
salt
marshes,
the
burden,
Creek
outflow,
trying
to
keep
people
higher
up
too
close
to
Maybank
highway,
largely
within
the
urban
growth
boundary
in
that
area,
aligning
with
the
johns
island
master
plan
in
many
cases,
it's
a
recommendation
we'll
come
back
to,
but
one
important
thing
to
notice
in
this
drawing
is
that
blue
dashed
line
kind
of
arcing
like
a
rainbow.
That's
the
groundwater
level.
E
The
groundwater
level
is
lower
the
higher
you
go,
maybe
counter-intuitively.
That
means
there's
more
space
to
store
rainfall
in
the
ground
on
the
ridges,
the
grant
water
levels
closer
to
the
ground
surface
higher
down.
So
that's
an
opportunity.
That's
an
opportunity.
Development
should
leverage
in
that
area,
so
recommendations
refer
you
to
the
report
again
in
more
detail.
The
critical
thing
is
not
to
build
low
down,
build
high
up
and
eliminate
fill
as
much
as
possible.
Maintain
the
tree.
E
Canopy
maintain
the
native
soils,
and
so
what's
own
kind
of
gives
you
a
sense
of
the
character,
moving
up,
maintain
the
canopy
and
the
marsh
slightly
more
development
as
you
get
higher,
not
very
much
fill,
and
then
the
community
zone,
maybe
taking
a
little
bit
different
form
than
the
development.
That's
happening
now
importance
of
maintaining
the
soils
typical
development,
most
cost-effective
developments,
grapes
everything
starts
over
that
native
soil.
That
top
layer
permits
more
infiltration.
E
It's
a
sponge
itself
and
should
be
maintained
as
much
as
possible
that
might
change
the
way
development
looks
a
little
bit
in
this
area.
That
is
just
good
practice.
You
have
to
you
have
to
use
what
nature
gives
you
and
to
make
it
stronger
that
soil
infiltration
again
on
the
high
ground
in
the
green
boxes.
There's
a
huge
amount
of
freeboard
capacity
dry
space
within
the
first
part
of
the
soil,
where
you
can
store
rainwater
before
it
flows
down
and
floods.
E
Your
neighbor's
farther
down
the
watershed
again
prioritizing
that
groundwater
recharge
everywhere
possible,
especially
on
the
high
ground,
where
dalip
development
is
recommended
to
be
densest.
So
it's
maybe
counterintuitive
store
more
water
where
you
put
more
people,
but
that's
the
opportunity
here.
Maybe
Bank
to
Marsh
is
about
an
awareness
of
the
whole
watershed
and
how
that
aligns
with
the
urban
growth
boundary
and
that
edge
of
the
boundary
where
you're
transitioning
from
high
down
to
low.
E
Maybe
there's
still
some
development
allowed
there,
but
you
need
to
be
really
careful
about
what
the
watersheds
look
like
and
how
how
the
landscape
naturally
functions
here,
or
else
people
are
going
to
be
wet
and
they're
going
to
be
put
at
risk,
so
vision
for
island
life,
development
in
nature
has
one
conserving
the
natural
assets
that
are
there.
That's
really
important,
conserve
conserve.
What's
there,
you
can't
get
it
back,
you
can't
get
these
trees
back.
You
can't
get
that
native
topsoil
back
and
then
last
I
want
to
highlight
here
as
the
market-based
tools.
E
There
is
an
inherent
value
in
the
land.
That's
been
entitled
already
for
future
development
on
John's
Island.
The
development
community
is
an
important
player
in
this
story,
and
market-based
tools
can
help
sustain
the
value
of
that
property.
That's
already
embedded
in
the
entitlement
well-well
facilitating
some
of
these
other
goals,
conserving
nature,
moving
around
property
ownership.
We
can't
just
stick
our
heads
in
the
sand
and
say:
I
wish
you
wouldn't
do
that.
We
have
to
use
tools
to
facilitate
change
market
based
tools,
transfer
development
rights,
conservation
easements.
E
These
are
one
way
to
do
it
and
there's
more
information
in
the
report.
Ok,
west
of
Ashland,
Church,
Creek,
I
think
this
is
it's
interesting.
To
compare
these
to
John's
Island
is
sort
of
don't
mess
it
up.
Church
Creek
is
kind
of
it's
already
been
pretty
messed
up,
and
now
it's
a
retrofit
of
what's
there
and
that
kind
of
messing
up
goes
way
back
to
the
phosphate
mining.
It's
it's
a
deep
historical
change
in
that
landscape.
It
no
longer
functions
like
it
did
with
drastic
consequences.
Today,
Church
Creek
is
similar
in
landscape
to
John's
Island.
E
It's
a
little
bit
lower,
however,
the
driving
risk
we
see
as
rainfall.
It's
not
so
much
storm
surge.
It's
a
little
farther
inland,
it's
a
little
bit
buffered,
but
you
still
have
tidal
influence
throughout
Church
Creek
and
some
of
the
other
basins.
That's
an
important
thing
and
I'll
get
there
in
a
second.
E
E
This
isn't
Church
Creek,
obviously,
but
it's
the
vascular
systems
present
in
nature.
The
land
and
water
operate
in
a
similar
kind
of
vascular
way,
and
we
need
to
understand
how
the
watersheds
work,
together
with
the
land
and
development
development
has
to
conform
to
the
water,
not
the
other
way
around.
E
Pre
development
very
wet,
very
swampy,
bare
swamp
early
development
was
characterized
by
the
phosphate.
Mining
is
up
near
the
old
up
near
River,
Road,
basically,
strip
mining,
scraping
the
landscape
away
and
completely
changing
the
hydrology
of
the
place.
You
see
their
kind
of
intensity
of
that
of
that
landscape
change
for
phosphates.
A
hundred
years
ago,
you
still
see
if
you're
driving
up
River
Road
those
these
ridges
and
valleys
filled
with
water
kind
of
in
the
trees.
E
That's
a
legacy
of
this
of
this
history
present
infrastructure,
those
waterways,
those
natural
wide,
broad,
swampy
waterways,
have
been
constricted,
they've
been
put
in
pipes
and
they've
been
narrowed,
but
the
landscape
of
rounding
surrounding
them
hasn't
forgotten
that
it
used
to
be
wet,
and
so
we
have.
These
legacy
impacts.
You
see
them
left
is
the
shadow
Moss
buyout.
This
is
one
one
possible
outcome,
maybe
there's
more
and
you
see
those
structures
that
remain
like
crosstown,
shirts
right
off
B's
ferry.
E
This
is
a
regular
occurrence
there,
it's
pretty
extreme,
so
we
have
these
legacy
impacts
to
deal
with.
We
there
may
be
more
conversations
about
buyouts.
In
other
places.
We've
worked
recalled
that
a
buy-in
you
keep
communities
together
look
give
opportunities
to
locate
nearby.
Maybe
it's
a
way
to
strengthen
communities
around
education,
around
knowledge
of
the
landscape,
the
place
where
people
live.
Many
people
don't
know
they
live
in
the
floodplain
and
they
can't
really
be
held
accountable
for
that
you
have
to
have
some
compassion,
I.
Think.
E
If
we
look
at
the
watershed
approach,
though,
for
West
Ashley,
a
couple
of
recommendations
become
clear.
So
if
you
look
in
the
upper
left,
there's
the
upland
swamp
that
phosphate
mine.
That
area
operates
a
sort
of
an
independent
watershed.
Then
there's
the
kind
of
brownish
which
is
all
draining
towards
the
Ashley
River
and
then
the
greenish
draining
towards
the
Stono,
and
you
see
the
red
line
is
B's
Ferry
with
the
circle
they're
kind
of
right
up
the
split
in
the
watershed,
I'm
overlaying
a
couple
of
recommendations
up
and
out
of
the
phosphate
mines.
E
Maybe
we
create
a
detention
swamp.
What
if
we
could
store
all
the
water
that
falls
there
and
prevent
it
from
coming
downstream?
It's
a
matter
of
holding
it
there,
but
also
maybe
additional
outlets
to
the
Ashley
River.
At
that
point,
within
the
water,
the
developed
watershed,
rich
Creek
Basin,
we
see
an
opportunity
to
connect
to
the
Stono
River
provide
more
outlets,
maybe
there's
a
way
to
provide
more
outlets
to
the
Ashley,
but
you
could
also
connect
down
to
the
Stono
there's
already
a
water
control
structure
in
West,
Ashley,
Park
and
that
connection
could
be
improved.
E
So
then
we
advise
to
make
room
for
water.
Throughout
the
watershed
the
former
creeks
have
been
constricted.
They
really
should
be
allowed
to
widen
again.
So
you
get
from
what
was
the
constricted
floodways
more
room?
There
are
people
living
there
right
now.
That's
that's
something
that
needs
to
be
addressed
going
forward
through
a
watershed
plan.
E
It's
it's
important.
This
room
for
water
ties
into
the
coastal
issues
through
the
tidal
marsh
the
salt
marsh
that
Marsh
serves
as
a
sponge
for
storm
water.
It
doesn't
it
soaks
up
the
water
that
falls,
it
should
be
maintained
and,
as
sea
level
rises,
it
will
migrate
horizontally
up
to
point
if
the
rise
is
within
a
certain
range
so
that
sponge
effects
will
migrate
inland
and
can
be
utilized
if
it's
allowed
to.
E
If
there's
room
and
it's
not
interrupted
by
infrastructure
within
everywhere,
John's
Church,
everywhere,
retrofits
at
the
property
and
streets
scale
can
store
more
water.
That's
just
a
basic
everybody
has
a
part
to
play
in
the
report.
There's
a
there's,
a
section
of
recommendations
that
we
received
and
welcomed
from
the
development
community,
and
these
are
not
something
that
we
wrote
but
echo
a
lot
of
the
same
thinking,
maybe
with
a
different
perspective.
E
So
read
that
read
that
for
what
it
is
and
I
think
and
it's
a
relationship,
that's
important
to
this
region,
conversation
that
needs
to
continue
bringing
everyone
to
the
table
so
before
I
hand
it
over
to
David
I,
just
emphasized
in
church
Creek
its
judo.
It's
not
boxing
the
waters
there
is
coming.
If
you
try
to
fight
it,
it's
gonna
overwhelm
you
judo
is
taking
down
using
the
force
of
water.
That's
already
inherent
in
that
system
to
live
there
more
sustainably.
Thank
you.
F
Thank
you
all
for
being
here.
I
see
people
in
the
audience,
who've
worked
with
us
and
I
hope
you
get
a
sense
of
you
can
look
at
this
and
see
maybe
the
recommendations.
The
words
supplement,
amplify
Dutch
dialogues
has
always
been
a
design
driven
process.
Sometimes
we
draw
before
we
know
you
know.
So
there
are
many
people
in
this
room
who
knew
more
than
we
did
and
helped
us
draw
as
we've
drawn
I'm
gonna
talk
about
the
peninsula
and
unlike
islands,
this
is
a
place
that
structural
protection
comes
around
to
be
cost.
F
It
have
a
cost-benefit
ratio.
That's
easy
enough
to
prove
it's.
The
you
know
to
me:
Charleston
is
a
museum.
It's
a
wonderful,
fantastic,
relatively
small
place.
That's
size
that
moderate
size
gives
you
an
opportunity
to
do
something
spectacular,
as
has
been
done
for
350
years.
The
topography
is
pretty
clear.
You
know
King
streets
high,
you
know
the
people
who
first
build
new
the
high
road.
You
can
see
it.
You
see
the
colors
I
hope
most
of
you
can
read
these
drawings.
F
If
you
look
at
the
urban
character
of
the
city,
but
you
can't
come
in
and
say,
I'm
gonna
take
the
peninsula
in
Charleston
and
just
put
a
Amsterdam
on
it.
You
have
to
look
at
the
condition
that
exists
here.
You
know
so.
You've
got
this
beautiful
battery
as
the
water
control
structure.
People
knew
the
where
the
force
of
the
wind
when
water
came.
The
grid
here
is
particularly
well
scaled.
You
know
if
you
study
urban
grids,
they're
people
who
fascinated
on
where
it's
260
feet
is
better
than
280
feet.
F
That's
not
really
the
point,
but
you
have
a
very
tight
and
wonderful
grid
which
gives
you
these
lines
and
then
this
transparency,
that's
also
then
buffered
by
the
trees
and
the
canopy.
It's
so
hot
we're
southerners
were
from
New
Orleans.
You
know
it's,
it's
gonna
break
we're
gonna
get
to
fall
someday,
but
even
then
this
is
still
even
in
the
fall.
It's
framing
our
views
and
giving
us
place
and
character.
It's
also
giving
us
a
species
with
whom
we
can
live.
Maybe
we
get
along
better
with
trees
and
one
another
I
don't
know.
F
I
did
but
then
I'm
an
architect
and
we're
always
taught
about
this
vernacular
of
the
Charleston
house.
This
there
was
for
tax
reasons
or
other
reasons.
It's
created
a
unique
urban
vernacular,
so
those
are
things
to
which
we
pay
attention
and
would
honor.
We
were
asked
to
look
at
Eastside
where
the
bridge
ramp
was
removed,
and
you
know
the
east
side
is
a
really
a
revelation
in
terms
of
its
character.
I,
don't
know
how
many
East
Side
residents
are
here
tonight.
F
Thank
you,
I
think
you
know
it's
again.
This
edge
condition
that
was
in
the
marsh.
It's
got
some.
You
can
see
the
blue
line
on
that
map.
I
believe
that
you
can
see
the
extent
of
the
East
Side.
It's
really
two
creeks
of
our
Dells
and
New
Market
every
city
on
the
East
Coast
seems
to
have
a
new
market
Creek.
It's
got
these
problems
that
are
endemic.
F
You
know
the
king
and
ugiy
condition,
which
is
really
caught
between
the
High
Line,
the
Ridge
and
the
low
line,
which
is
this
constructed,
railroad
and
it
floods,
because
it's
it's
trapped
in
between.
So
that's
sort
of
the
upslope
condition
there.
We
take
this
more
and
more,
you
know
and
get
into
the
retained
store
drain.
F
You
know,
detain
it
if
you
want
to
call
that
instead
of
store
and
then
drain
it
when
necessary,
you
know
in
Norfolk
Virginia
where
we've
worked
and
do
or
it's
drain
when
possible
because
they
have
no
defense
system,
so
it
can
only
go
out
when
the
tide
goes
down.
You
are
likely
to
get
a
defense
system
which
will
give
you
an
edge
which
will
give
you
something
to
bump
over,
but
you
don't
want
to
be
pumping
all
the
time.
F
I
live
in
New
Orleans,
we've
pumped
ourselves
to
eight
feet
below
sea
level,
so
how
much
rain
this
is
a
methodology
which
what
you
gonna
do
you
do
the
heavy
storm,
the
rain
bomb
that
Andy's
talking
about
you're
gonna
count
that
we
measured
this
against
something
you
should
be
able
to
count
and
look
at
Marion
Square
up
to
your
waist.
That's
that
mini
Marion
squares.
You
have
to
store
water,
so
that's
a
lot
of
water
that
you
need
to
store
and
that's
not
the
Houston
rainfall.
F
That's
your
predicted
rainfall
or
is
it
the
24-hour
storm
which
is
in
some
ways
easier
to
manage
because
you
have
more
time
and
there's
more
ability
to
distribute
that
water?
Nonetheless,
this
is
what
we
call
the
water
assignment.
If
you
as
citizen,
starts
to
look
at
where
I
can't
put
water
where
we
can
store
water,
I
think
you
might
read
your
landscape
differently.
It's
really
important
that
you
start
to
read
your
landscape.
There
are
tools
and
technologies
and
ways
to
store
water
streets
are
our
common
property.
So
that's
a
good
place
to
start.
F
We
reconstruct
streets
and
cycles.
When
you
reconstruct
a
Street
in
Charleston,
it
should
store
more
water.
So
you
have
these
tools
and
you
have
these
interventions
and
whether
you
do
a
minimum.
A
mid
or
a
maximum
scenario
depends
upon
how
you
want
to
count
because
remember
you
have
a
water
assignment.
How
much
do
you
want
to
store
because
you'd
rather
not
flood
flood,
has
increasing
cost
Dale's
The
Economist
I'm,
just
an
architect.
F
Public
parcels
are
public
good
place
to
work,
parks
and
schools.
You
get
multiple
benefits.
You
get
a
cooler
environment,
you
get
educated
kids.
So
if
you
can
look
particularly
at
these
places-
and
you
can
understand
how
to
use
them,
then
you
pick
up
another
large
piece
of
this
water
assignment
by
looking
at
public
parcels.
F
You
can
see
opportunities
there.
Particular
this
goes
back
to
King,
&
ug
and
you
see
the
instant
homes
and
you
know
there's
a
BIOS.
Well,
perhaps
if
you
start
to
look,
there's
a
BIOS
well
they're
impeded
and
then
the
question
I
think
that
we
would
have
to
explore
is
how
far
is
the
title
exchange
coming
in
and
what
happens
if
you
let
it
go
under
the
low
line.
F
So
it's
then
coming
back
to
your
property.
We've
we're
Americans.
We
have
our
private
property,
we
have
our
land.
What
do
we
do
with
it?
You
know
we
get
it
out
to
somebody
else's
property
and
we
complain
when
it
comes
back
at
us.
It
really
doesn't
have
that
far
to
go
so
there's
a
lot
we
can
do
on
our
own
and
on
our
own
roofs
in
our
own
gardens.
F
So
there
really
a
lot
of
recommendations
of
the
East
Side
community
May.
It
was
a
profound
meeting
we
had
with
them.
They
say
you
know:
Charleston
is
the
holy
city.
It's
first
time,
I
really
heard
people
say
the
blue
laws
were
a
good
thing
because
they
organized
our
society.
Well,
maybe
so
in
orange
buildings
that
are,
you
know,
pretty
modest
restaurants
can
be
cultural
icons.
We
have
to
make
each
of
our
places
more
unique.
We
cannot
lose
the
character
that
makes
Charleston
Charleston.
F
This
is
a
historic
city,
but
it's
written
with
lots
of
character
and
a
lot
of
stories,
not
all
wonderful,
but
inside
the
story
we
find
meaning
so
there's
a
vision
for
the
East
Side.
It
includes
more
water,
it's
especially
along
that
former
bridge
right
away,
but
it's
a
story
about
flooding.
You
know
what
are
we
gonna
do
so
that
the
people
can
no
longer
have
to
suffer
that
and
they
get
this
new
urban
spine.
F
So
this
new
urban
spine
that
comes
through
the
neighborhood
there,
we
think
is
quite
doable
a
really
good
thing.
It's
really
kind
of
beginning
to
restore
a
creek,
and
sometimes
the
creek
wants
to
reappear
anyway.
So
this
is
just
letting
nature
in
more
quickly
in
conjunction
with
community,
in
conjunction
with
this
idea
of
the
holy
city
and
the
church
and
the
church
that's
raised
and
not
raised
and
demolished,
it's
important
that
we
do.
These
things
is
important.
This
not
be
in
the
distant
future.
This
should
be
in
the
mid
term.
F
F
You've
got
your
regional
economic
driver,
I,
don't
know
exactly
the
percentage
of
the
economy,
but
it's
big,
but
it's
not
just
the
economy,
it
can
be
life
and
death
and
so
a
place
that
floods
that
we
depend
on
for
critical
services
is
kind
of
dumb
I
mean
you
really
don't
want
the
way
between
you
and
that
door
to
fire
to
be
blocked
by
water.
So
you
know
what
what
are
we
gonna
do?
Well,
one
way
to
do.
F
It
is
put
in
these
big
engineering
structures,
and
we
do
admire
this
in
a
way
because
this
is
different
comes
back
to
your
geology
and
these
drop
shafts
that
are
in
there
and
this
system
is
a
solution
at
scale
for
the
medical
district.
But
again
the
medical
district
is
built
in
a
marsh
built
in
a
swamp
built
off
the
edge
of
the
peninsula
and
infill.
So
it's
got
a
lot
of
operational
questions.
I
think
a
lot
of
places
that
exist
in
low-lying
conditions
wish
they
were
in
Kansas,
City
or
somewhere
else.
They
aren't.
We
aren't.
F
We
have
to
build
more
specifically
to
where
we
are,
and
we
have
to
look
at
the
opportunities
that
we
have
I
think
the
west
edge
of
this.
The
west
side
of
this
peninsula
has
beautiful
opportunities.
You
go
there
for
baseball,
but
but
there
many
more
things
that
can
happen
in
that
condition
that
we
admire
the
master
plan
for
the
Medical
University,
the
medical
district,
the
three
you
know
three
hospitals
there,
the
water
addition
I
believe,
is
coming
more
quickly
now.
You
know
it
was
a
green
way.
It's
a
blue
way.
It's
gonna
be
wetter.
F
We
need
more
water
to
deal
with
this.
There
was
a
group
working
in
the
Dutch
dialogues
workshop
that
was
looking
at.
How
do
you
pay
for
it
because
we
know
you
have
to
pay
for
it?
Well,
working
together
is
a
better
way
to
pay
for
it.
I
believe
these
institutions
are
starting
to
work
more
quickly.
To
gather
critical
accesses
is
vital.
There
need
to
be
more
than
one
way.
We
identified
these
varieties
of
ways,
and
then
you
have
to
understand
that
some
of
these
roads
are
too
low.
F
I
mean
not
only
the
ones
that
serve
the
police,
but
also
the
ones
that
serve
the
medical
district
and
if
you're,
building
inside
medical
district,
you
can
get
into
the
second
floor
into
that
race
street
can
then
be
water,
storage
and
there's
some
things
you
can
do
at
this
institutional
scale
that
are
pretty
interesting
and
not,
and
they
are
done
elsewhere.
You
don't
you
shouldn't,
have
to
go
to
Hamburg
to
find
anything
done
with
an
elevated
street.
F
So
there
are
different
ways
to
build
in
different
conditions
and
when
you
build
next
to
a
home,
it
can't
be
that
kind
of
structure.
It's
got
to
be
a
more
tailor-made
sort
of
structure
because
you're
trying
to
deal
with
somebody's
front
door
in
that
case
and
not
overwhelm
that
so
there's
some
recommendations
in
the
plan,
as
you
can
see,
along
Haygood
and
Gaston
Creek
about
trying
to
keep
the
road
from
overwhelming
that
historic
area
so
trying
to
build
things
that
are
at
the
right
scale.
F
Design
is
all
about
scale,
and
so
then,
how
does
that
Creek
interface
here
and
how's?
The
green
piece
of
that
and
the
blue
piece
of
that?
And
what's
the
exchange
and
what's
the
control?
And
how
do
you
leverage
all
the
good
work?
That's
been
going
on
there.
So
there
is
a
series
of
alternatives
about
the
medical
district.
F
One
of
the
first
discussions
we
had
at
Wagner
ball
about
coming
to
Charleston
was
from
the
flood
coalition
because
they
wanted
to
build
a
wall
to
keep
the
water
out
of
the
medical
district.
That
was
the
problem
that
needed
to
be
solved.
It's
not
the
only
problem
that
needs
to
be
solved.
I
hope
you
already
get
that
there
are
many
more
things
we
can
do,
but
there
is
an
issue
of
edge
protection
here.
F
There
is
an
edge
protection
condition
apart
from
the
high
and
low
battery
which
are
being
established
not
on
what
the
prices
came
in
today
for
the
bid
on
the
low
battery.
But
there
is,
there
are
alternatives
about
where
you
locate
those
edge
protections.
Do
you
raise
Lockwood?
How
do
you
deal
with
this
edge?
F
I
mean
there
are
two
versions
right
here:
three
versions
on
the
slide
before,
where
we've
drawn
or
sketched
opportunities
for
locating
this
protection
as
a
race
street
or
as
a
wall,
was
it
doing
with
the
marsh
on
the
outside,
what
it's
doing
with
the
water
storage
on
the
inside,
when
you
do
that
these
aren't
single
determined,
they
aren't
determined
by
single
variables.
They're
multiple
multi
variable
questions,
my
long-term
business
partner,
Mack
ball,
the
balls
of
Charleston's
17th
century
they
came
here.
F
So
this
long-term
issue
that
you're
facing
now
about
where
you
put
the
perimeter
first
line
of
defense,
plays
up
along
the
west
side,
and
you
know
the
medical
district
recommendations
they're
many
there
and
which
one
would
be
most
salient.
Maybe
the
real-time
forecasting
is
most
salient
here,
because,
if
you're
in
a
critical
emergency,
you
need
to
know
exactly
what's
happening
right
now
and
there
are
in
the
book
recommendations
about
real-time
forecasting.
So
there
are
multiple
recommendations
through
this
book.
I
hope.
F
Those
of
you
who
have
a
good
data
plan
will
download
it
it's
eight-and-a-half
by
eleven,
so
you
should
be
able
to
it's
double-sided,
okay,
so
concluding
them
with
the
peninsula.
You
know
the
makan
of
the
city,
this
storm
surge
thing
that
you
know
they
were
pretty
good
when
they
both
the
high
battery.
They
really
fairly
much
understood
how
high
the
river
was.
The
mayor
told
you
it's
a
foot
higher.
Now
it's
going
to
feet
higher.
How
high
is
this
water?
Just
how
high
is
the
water?
F
It's
a
Johnny,
Cash
song
that
I
felt
pretty
badly
after
Katrina
mother?
How
high
is
the
water
it
keeps
going
higher?
So
how
high
is
the
defense
line?
How
much
is
that
gonna
be?
The
core
is
studying
now,
don't
know
how
many
people
from
the
core
here
tonight
but
they've
been
engaged
through
the
process.
They
have
different
metrics
of
what
justifies
what
season
points
they
have
to
make.
We
need
to
engage
with
them.
We've
done
this
in
New
Orleans,
with
more
or
less
success.
We've
tried
in
Norfolk,
where
they're
looking
at
defense.
F
You
need
to
engage
this
process,
so
this
this
way
of
understanding.
If
the
course
thinking
can
be
complemented
by
other
ways
of
thinking
that
the
Dutch
might
bring,
we
Dutch
might
bring
about
thinking
about
the
soils
thinking
about
the
science.
Where
are
we
gonna
put
this
line?
What's
going
to
be
the
effect
of
that
line
on
this
really
pretty
curious
geology
that
we
have
this
little
peak
in
this
marshy
condition
along
the
rivers,
one
of
our
friends
suggested
that
we
consider
it
as
an
autonomous
line
that
becomes
free
as
it
goes
to
the
west.
F
There
are
impacts,
environmental
and
others.
The
key
point
of
the
part
of
this
part
of
the
recommendation
is
that
you
need
to
develop
a
system
you
don't
want
to
think
about.
This
is
I'm
gonna
build
a
flood
wall.
That's
not
thinking
in
systems
is
not
going
to
make
a
more
beautiful
city.
It's
not
gonna,
make
you
Charleston.
F
It's
gonna
put
a
wall
around
you
like
we
have
a
wall
around
New
Orleans,
but
you
are
likely
to
get
this,
hopefully
not
because
you
have
our
Akane
next
year,
we've
told
you
that
it's
really
important
to
elevate
all
the
times,
but
it's
really
important
to
do
spot
elevations,
because
you've
got
a
lot
of
low
points
in
your
street
systems
and
if
you
raise
those
local
conditions,
you
can
fix
local
flooding
problems.
Amplifying
your
deep
tunnel
system
is
a
good
idea.
F
Perhaps
it
even
be
connected
and
you
get
a
lot
more
capacity
and
as
we
would
ask,
what
are
you
doing
with
the
water
that's
down
in
there,
that's
valuable.
Why
are
we
trying
to
get
rid
of
it?
What
else
could
we
do
to
use
it?
Could
you
cool
your
city
with
it?
The
Dutch
would
think.
Well,
that's
obvious
shouldn't
only
be
the
Dutch
who
are
smart.
F
We
have
a
problem
with
tidal
control.
You
know
our
outlets
are
inlets,
you
know
it
doesn't
go
out
anymore.
It
comes
in.
You
know.
Why
is
water
in
my
yard,
thanks
to
you
if
it
didn't
rain,
so
we
have
a
real
long-term
problem
with
a
shallow
drainage
system.
Slowing
and
storing
everybody's
talked
about
it.
I've
talked
about
a
and
he's
talked
about.
It
get
the
water
in
the
ground.
It's
the
largest
organ.
We
have
the
skin
the
earth.
F
Well,
we
need
a
new
drainage
strategy.
Perhaps,
and
why
would
we
take
the
high
water
and
let
it
get
down
to
the
low
land
where
we
really
could
keep
it
up
higher
and
we
could
use
it
higher
so
intercepting
that
at
a
higher
level
is
part
of
a
long-term
recommendation,
but
as
it
all
comes
together,
what
I
notice
is
that
there's
water
behind
that
line,
stored
and
everywhere
that
I
see
a
smart
water
system
with
a
pump?
It's
got
a
lake
in
front
of
it.
F
We
don't
have
that
in
New
Orleans,
the
drop
of
water
has
to
be
pumped
to
the
sea,
so
storage
of
water
space
for
water
inside
that
line
is
a
vital
consideration.
You
do
not
have
it
at
the
battery
and
you'll
have
very
expensive
tunnel
construction
as
you
adapt
and
as
this
area
as
this
peninsula
transfers
into
a
polder
system,
a
water
management
unit
from
within
a
Dutch
term
that
came
out
of
the
farm,
but
here
in
a
highly
urbanized
way,
where
you've
got
an
interior
water
management
system.
F
So
that's
the
sort
of
transformation
you
get
to
where
you
start
to
build
this
defense
and
you
start
to
get
water
at
the
edge
that
you
can
then
manage,
so
that
you
stay
here
in
a
fresh
water
condition
with
the
Seas
rising
and
the
rivers
around
you.
When
do
you
make
the
investment?
When
do
you
move
in
this
direction?
This
process
is
meant
to
be
directional.
It's
not
meant
to
be
a
final
recommendation.
It
could
not
be,
but
when
do
you
make
the
decision
that
I'm
gonna
put
my
money?
F
Remember
the
core
is
gonna
locate
that
line
very
soon
and
remember
one
of
Dale's
principles:
I,
believe
you
had
up
there
with
no
regrets
fairly
good
idea.
You
don't
want
to
do
something.
You
regret
too
much
it's
time
to
make
some
long-term
decisions
sooner
than
maybe
we
are
ready
to
pay
for
them,
but
our
incremental
investments
turn
into
that
system.
F
So
what
do
we
take?
No
regrets
measure
those
recommendations
you
can
see
in
the
report
we've
taken
this
approach
all
the
way
through
from
the
ground
up.
The
infrastructure
and
networks
are
in
the
middle,
and
we
live
up
here
and
we'd
benefit
to
the
degree
we're
in
harmony
with
these
systems,
especially
with
the
ground.
F
So
our
phrase
living
with
water
that
we
started
using
and
put
a
little
mark
on
and
get
a
website
a
long
time
back
is
reality
to
us.
We're
not
gonna
get
rid
of
it.
Why
would
we
the
mayor
knows
how
much
of
it's
in
my
brain
and
maybe
not
enough
I
should
have
more
right
now,
but
we
learned
a
lot
in
Louisiana
it.
This
is
not
just
the
Dutch.
You
know
the
the
way
that
this
you
know.
America
works
is
not
like
the
Dutch
I'm.
Sorry
we're,
not
logical
that
way.
You
know
four
to
one.
F
Investment
is
not
something
we
necessarily
make.
You
know
return,
but
we
have
to
learn
from
everywhere
and
we
can't
just
say
it's
difficult.
You
know
some
of
this
stuff
is
difficult
and
you
can't
say:
oh
it's
just
difficult,
I'm
not
gonna,
be
able
to
do
anything
about
it
or,
like
my
Chinese
friends,
will
say
when
they
want
to
tell
me
no,
it's
inconvenient.
You
know
it's
inconvenient,
but
that's
not
good
enough.
So
what
I
would
really
ask
you
to
do.
F
G
D
We
ask
that
the
difficult
questions
be
directed
to
the
mayor
now
we're
here
to
help
a
lot
of
recommendations
in
the
report
you
haven't
digested
it.
Please
ask
questions,
we're
happy
to
explain.
Until
we
have
to
leave
mark
Mark
Wahlberg
from
the
city
he's
gonna
come
up,
he
can
help
us
navigate
some
of
this.
D
So
that's
that's
nice
I
mean
I
really
like
mark
he's
been.
Perhaps
the
most
crucial
person
in
our
interface
with
the
city
I
would
applaud
him
and
he
didn't
get
any
booze
from
you.
So
I
guess
we're
all
pretty
good.
That's
great
and
there's
a
microphone
right
here.
If
you
want
to
come
up
and
ask
the
question
that
way,
everyone
else
can
hear
it.
Cuz
some
people
have
the
same
question.
H
B
H
D
Recommendation
is
specific
to
John's
island.
You
have
elevation
over
there,
Andy
showed
it
you
looking
at
the
peninsula
you're
already
developed
here.
So
you
this
perimeter,
protection
Tom,
that's
that's
gonna,
be
we
think.
That's
a
given
at
some
point
in
the
next
hundred
years-
probably
a
lot
sooner,
so
you
can't
sort
of
do
that,
but
any
future
development.
We
know
the
mistakes
of
the
past.
We
can
see
them
not
just
in
Charleston,
but
a
lot
of
other
places.
D
D
I
D
Question
I
would
say
so
in
our
work.
These
are
not
engineered
plans.
These
are
designed
that
we
talked
with
a
lot
of
engineers
to
understand,
what's
possible
and
what's
likely
and
what
would
be
least
costly
and
more
costly.
But
this
was
not
an
engineering
plan.
I
said
this
won't
be
inexpensive
before
I.
Give
let
mark
give
you
the
answer.
I'm
gonna
give
you
the
economic
answer,
you're
already
spending
money
Dorian
pass
and
you
don't
think
it
cost
you
a
cent
you're,
absolutely
wrong.
D
The
mayor
had
to
send
out
the
emergency
manager
mark
had
to
work
overtime,
the
tree
folks
how
to
come
in
and
remove
debris
the
medical
district
had
to
put
sandbags
down
whatever
they
do.
You're
spending
money
right
now,
because
you're,
not
mitigating
you're,
prepared
for
your
risk,
so
I
think.
But
when
you
think
of
oh,
this
is
gonna
cost
more
money
than
I.
Think
think.
What
you
need
to
understand
is
what
you're
spending
now
that
you
wouldn't
have
to
spend
and
then
add
the
incremental
top
to
do
this
other
stuff.
J
We
get
this
question
every
time
and
I
I'm
gonna
answer
it.
The
way
I
think
it's
probably
the
best
way
to
answer
it.
One
is,
if
you
go
on
our
website.
We
have
completely
outlined
every
project
that
we
have
underway
today
and
we've
put
the
estimated
cost
on
there
and
those
are
those
are
there.
We've
made
it
extremely
transparent
to
take
a
look
at
in
addition
to
that
you've
heard
several
times
tonight.
We're
gonna
have
to
do
a
perimeter
protection
likely
around
the
peninsula.
J
That
cost
has
yet
to
be
determined,
but
then
you
start
adding
that
cost
to
it
and,
as
you
begin
to
add
these
up,
I
think
you
can
get
a
sense
of
what
the
cost
will
be
and
it's
going
to
be
a
big
number.
It's
gonna
be
a
very
big
number,
but
we
do
have
time
on
our
side
in
some
areas.
We're
coming
to
a
point,
I
think
in
the
city.
J
I
think
the
mayor
would
agree
with
this
were
and
I
think
everybody
behind
me
would
agree
we're
going
to
get
to
a
point
where
we
can
really
begin
to
set.
These
priorities
has
to
come.
First.
What
comes
second-
and
it's
not
going
to
be
just
one
or
the
other,
but
it
could
be
a
number
of
one
several
that
are
first,
second
and
third,
but
that's
going
to
be
clear
in
the
not-too-distant
future.
If
I
gave
you
a
number
now
it'll
end
up
in
the
paper
and
it'll
stay
there
forever,
but
what
I'm
saying
is
there?
J
We've
made
everything
that
we
have
available
to
look
at
and
we
know
what's
still
out
there,
you
all
know.
What's
out
there,
we've
been
making
it
available,
so
I
would
say
start
adding
it
up.
It's
it's
going
to
be
a
big
number,
but
we
have
a
lot
of
time
relatively
to
do
all
of
it.
We've
got
to
start
we've
already
started,
I
would
say,
you'll
find
we've
really
started.
If
you
take
a
look
at
the
projects
are
doing
just
a
lot
more
to
do,
but
we
have
time
to
do
it.
G
Take
on
this
more
regional
water
planning
approach,
but
today
you
gave
us
more
of
a
challenge
and
a
directive
responsible
to
get
started.
You've
delivered
this
plan,
so
I
would
appreciate
if
you
would
give
a
the
same
kind
of
challenge
tonight,
so
that
our
citizens
can
hear
what
you
told
us
this
morning.
D
So
so
the
council
was
sitting
in
a
similar
constellation
over
here.
Most
of
the
council
and
I
will
say:
councilman
C
Kings
is
here
he
was
here.
I
saw
him
councilman
Jackson,
so
they
were
both
really
active
participants.
Through
these
workshops
they
engaged
I
think
they
learned
something
they
had
some
fun.
D
So
we
thank
them
for
that
engagement.
Other
councilmen
have
talked
to
us
over
the
over
the
last.
You
know
project
cycle
very
important
feedback
from
them.
Someone
asked
the
question
about
cost
their
will.
Money
will
come
to
you
after
disasters,
and
so
you
need
to
prepare
for
that.
Money
is
coming
to
you
from
26
scene
in
2017.
Already
state
is
getting
it
and
some
of
it
will
come
here.
D
Use
it
wisely,
prioritize
it
and
spend
it
you're
going
to
have
to
look
at
what's
the
local
match
for
that
money
is
where's
that
going
to
come
from.
There
are
various
ways
to
get
resources
and
again
when
you
start
looking
at
what
you're
already
spending
and
you
turn
that
into
an
avoidant,
the
numbers
can
start
that
up,
but
you
need
the
council
needs
to
adopt
a
number
of
policies
that
allow
these
things
or
force
these
things
to
incur
to
occur.
We
have
recommendations
in
the
report.
D
Council
needs
to
adopt
transfer
of
development
rights,
stormwater
credits,
stormwater,
easements
conservation,
easements.
You
need
to
develop
incentives
to
allow
the
developers
to
put
in
green
onto
infrastructure,
and
you
need
develop
incentives
to
allow
homeowners
to
do
some
of
the
same
things.
They
need
to
make
sure
they,
perhaps
with
the
water
plan
that
the
water
assignments
that
are
there
become
everyone's
responsibility
and
the
comprehensive
code
that
you're
going
to
renew
next
year
and
the
zoning
ordinance
that
governs
everything
you
do
is
sensitive
to
that
water
plan.
D
These
are
things
that
are
going
to
have
to
occur
once
you
have
the
sense
that
every
decision
you
make
can
be
viewed
through
this
water
lens.
Even
some
of
your
transportation
infrastructure
money-
and
you
know,
money
is
fungible,
but
you
have
more
needs
than
just
water.
Water
is
an
important
one,
so
you
need
to
start
thinking
about.
How
do
you
aggregate
all
of
these
decisions
with
water?
D
Always
in
your
mind,
what
can
you
do
with
whatever
project
you're
going
to
fund
whether
it's
a
new
school
or
street
rebuild
just
a
lot
of
different
things
that
water
viewpoint
on
that
would
be
essential,
and
this
will
not
occur
overnight.
We're
not
asking
you
to
do
this
in
the
next
council
session.
There's
a
lot
of
advice.
D
The
Netherlands
really
adopted
this
living
with
water
mindset
only
30
years
ago
before
it
was
fight
the
water
masters
of
the
universe.
When
we
say
when
I
make
my
recommendations
about
be
humble,
the
Dutch
are
undoing
some
of
the
environmental
damage
they
caused
by
fighting
the
water
all
the
time,
so
they're
very
good
engineers
and
they've
learned
from
their
mistakes,
but
this
living
with
water
thing
and
they're
they're
experts
at
it
now.
But
we
have
some
good
knowledge
too
in
the
u.s..
D
H
F
Me
just
say:
political
leadership
is
vital,
but
business
and
community
leadership
is
you
can't
they're
mirrors
of
one
another
industry
I
mean
Justin
was
talking
about
the
money
in
Louisiana.
Well,
there
are
industries
that
have
grown
up
around
that
I,
don't
know
if
it's
4%
of
the
Dutch
economy's
in
the
water
sector
there's
money
to
be
made.
James
Carville,
some
of
you
know,
looks
at
the
water
plant
in
New
Orleans.
It
says,
look
how
much
money
businesses
should
be
able
to
make
doing
this
we've
lost
that
inventive
side.
K
I
think
we
all
really
appreciate
the
nature
based
infrastructure
and
preserving
our
natural
areas,
as
well
as
the
policy
of
diverting
development
away
from
low-lying
areas.
I
think
you
got
into
this
just
a
minute
ago,
a
little
bit
with
your
answer,
but
I
was
wondering
if
any
of
you
could
elaborate
on
policies
or
lessons
learned
from
implementation
of
policies
in
either
Louisiana
or
the
Netherlands
that
deal
directly
with
diverting
development
out
of
low-lying
areas
so
actually
putting
that
into
action
and
what
the
best
ways
are
to
avoid.
D
So
it's
really
difficult
to
talk
about
the
way
the
Dutch
to
do
this
simply
because
they
have
a
different
constitutional
system.
They're,
tiny
and
tight
unified.
The
water
threat
is
their
primary
water
threat
or
the
primary
environmental
threat.
So
they
deal
with
it.
Well,
they
don't
deal
with
wildfires
or
tornadoes,
or
things
like
that.
So
again,
the
Dutch
mindset
is
to
do
this,
so
their
their
governance
models
are
set
up
for
this,
so
they're
efficient
in
the
u.s.
D
D
You
see
more
and
more
places,
starting
to
think
about
strategic
retreat.
Achra
treat
you
had
a
bit
of
that
in
shadow
us.
So
how
does
this
occur?
I
would
direct
you
and
it's
in
the
report.
We
have
a
couple
pieces
of
information
on
what
Norfolk
has
done
partially
inspired
by
the
Dutch
dialogues.
We
did
there
in
2015,
they
have
a
new
resilience
ordinance
and
a
vision,
2100,
and
they
are
setting
forth
on
maps
with
streets
exactly
where
they
want
to
focus
development
and
exactly
where
people
are
eventually
probably
going
to
have
to
move
away
from.
D
So
we
all
by
you
know
Americans
on
average
I'm
this
economist
right
over
these
dumb
statistics.
We
move
on
average,
seven
once
every
seven
years,
so
as
that
marketing
process
that
market
development
process
occurs,
we
can
make
these
changes
and
create
the
direction
and
the
incentives
to
allow
them
to
occur,
and
this
is
easier
than
it
thinks
then
I
think
it's
not
easy,
but
it's.
It
doesn't
have
to
be
so
hard
so
directly
to
those
two
things.
I
think
there
in
the
appendices
of
other
report.
Okay,.
F
I
just
want
to
say
the
conservation
part
I
thought
you
were
also
asking
too
and
you
you
could
have
a
lot
of
regrets
if
you
cut
the
angel
oak
or
something
like
that,
so
the
conservation
of
our
natural
assets
is
not
something
that
the
movement
should
sacrifice.
We
see
in
Louisiana
that
the
Highland
is
sacrificed
a
single-family
housing.
We
don't
have
that
much
high
land,
it's
being
used
inefficiently,
so
you
need
to
think
about
efficient
use
of
your
Highland.
L
Army
Corps
of
Engineers
led
a
project
in
New
Orleans
for
14
and
a
half
billion
dollars
that
I
understand
is
already
starting
to
fail.
So
when
I
hear
about
getting
the
Army
Corps
to
build
a
wall
around
the
peninsula
I'm
concerned,
it
might
fail
and
I
sensed
in
your
presentation.
Some
reluctance
to
really
advocate
fully
for
that
and
warned
that
we
might
regret
taking
this
step.
If
we
do
it
too
quickly
or
without
a
concern
of
that
we'd
be
fighting.
D
So
the
fourteen
point-
five
billion
dollar
investment
in
New
Orleans,
was
post
Katrina.
There
were
many
authorized
projects
to
protect.
New
Orleans
manage
its
water,
better
that
were
in
federal
dollar
terms,
authorized
they
weren't
appropriated,
so
the
system
that
was
protecting
New
Orleans
that
Congress
had
approved
they
just
hadn't
approved
the
money
for
and
Katrina
comes
along
and
some
of
the
flooding
occurred
because
of
the
weaknesses
in
the
system,
because
the
system,
the
processes,
the
projects
that
were
authorized,
weren't
built,
so
the
system
was
incomplete,
so
the
Army
Corps
of
Engineers.
D
D
However,
if
you
put
something
heavy
on
top
of
something
soft,
if
you
put
a
brick
on
top
of
a
sponge,
it's
going
to
sink
overtime,
subsidence
occurs
in
the
Netherlands.
They
have
to
top
up
their
levees,
they
their
levees
every
20
years,
because
the
soil
underneath
is
very
soft.
So
this
story
about
well,
they
spent
the
money
and
it's
not
work.
That's
not
that's
an
incomplete
story
of
what's
happening.
There
so
these
investments
that
you
make
over
time
and
hard
infrastructure.
D
One
of
our
recommendations
is,
you
need
to
operate
them
and
maintain
them,
and
so
this
operation
and
maintenance,
plus
money
and
what
they're
saying
is,
is
they're.
Gonna
have
to
do
another,
lift
on
some
of
that
protection
system
around
New
Orleans
to
make
it
up
to
bring
it
up
the
legal
standard
or
the
one
on
one
hundred.
You
know,
so
that's
what
happened
there,
pardon
me
sooner
than
they
yet
sooner
than
it,
and
that
is
the
weight
of
the
structure.
D
You
know
that
the
science
is
there
that
this
is
going
to
sink,
how
quickly
it
sinks-
you
just
don't
know,
but
they
always
knew
that
they're
gonna
have
to
lift
these
things,
and
is
this
as
the
water
level
outside
it
rises
to
maintain
that
risk
profile,
you're
going
to
have
to
increase
some
height,
but
at
some
point
you
can't
go
any
higher
because
it's
the
heaviness
is
going
to
compact
the
soil.
So
these
are
dynamic,
scientific
things.
We
understand
a
lot
about
this
or
the
the
real
engineers
I
understand
a
lot
about
this.
D
So
you
make
this
investment,
because
the
benefit
cost
ratio
is
which
are
very
important.
They
work
because
the
peninsula
is
so
dense
and
so
important
and
has
so
much
value.
But
when
you
put
that
alignment
there
I'm
gonna
give
it
to
David.
You
need
to
be
very
careful
about
what
kind
of
city
you're
going
to
have
after
you
put
that
wall
in
or
that
structure
in
and
it
needs
to
be
multiple
benefit
and
it
needs
to
work
with
the
character
of
the
city
and
David
I.
F
Get
nervous
when
I'm,
you
know,
I
lived
in
New,
Orleans
and
Katrina,
and
you
know
I
get
nervous
because
it
failed
30.
Some
places
the
New
Orleans
defense
system
was
kind
of
a.
It
was
a
system
in
name
only.
They
said
it
had
a
lot
of
long
lines
that
came
in
the
hurricane
defense
system
came
into
these
canals
these
long
fingers
that
ran
into
the
city.
Nobody
fights
a
war
by
inviting
the
enemy
into
the
middle
of
the
city.
New
Orleans
is
vast.
F
New
Orleans
had
six
hundred
thirty
thousand
people,
I
believe
in
1960s,
and
we
added
60
square
miles
and
we're
400,000
people.
So
we
have
not
enough
people
for
the
density
of
a
system.
You
have
a
really
small
defense,
defendable
area
here,
you're,
not
talking
about
the
same
scale
of
effort
you're
not
talking,
therefore,
about
the
same
scale
of
Perpetual
maintenance,
because
you
are
perpetually
maintaining
a
liner
defense.
So
remember.
We
also
showed
you
the
soils
map
and
that's
where
it
fails.
It
fails
in
the
underground.
F
So
you
have
to
really
understand
where
you're
putting
loads
and
all
that
and
then
look
at
that.
But
you
want
to
build
the
most
economical
and
that
would
be
efficient
small
system
as
you
can
really.
You
don't
want
to
go
pick
up
the
extra
60
square
miles
where
a
few
people
live.
That's
why
the
recommendation
about
not,
though
protection
system
in
the
West,
so
the
numbers
we
can
do.
We
can't
do
right
now,
but
they're
just
order
magnitude,
different.
F
Louisiana
teach
you
feel
a
lot
of
lessons,
you
don't
really
want.
You
know
where
one
of
the
projects
at
Andy
and
I
are
working
on.
It's
the
relocation
of
the
yield
of
John
Charles
Island
people,
the
native
people
there,
the
community
is
broken,
there
are
only
30
households
or
so
that
are
there
to
be
relocated.
It
took
too
long.
What
we
see
is
the
poorest
people
are
left
in
the
lowest
places
and
the
communities
are
broken
and
so
forth.
F
So
you
have
to
really
engage
this.
It's
got
to
be
a
fair
trade.
Most
of
this
is
about
trading.
You're
gonna
get
something
and
you're
gonna
give
something,
because
the
government's
not
going
to
move
to
many
more
island
populations
so
managed
retreat
is
preferable.
I
think
to
this
attrition
that
we've
seen
along
our
coast
money
moves
away
from
risk.
So
it's
happening.
People
are
retreating,
they're
moving
up,
but
the
poorest
people,
and
maybe
the
people
who
say
well.
F
This
is
how
I'm
gonna
in
my
life
are
down
there
and
the
people
who
want
to
catch
the
fish.
There's
always
a
reason
to
be
in
the
lowland.
We
shouldn't
act
like
the
waters,
not
got
value,
that's
what
a
key
point
in
Louisiana
may
be
here.
It's
always
known
because
you
see
it,
but
management
retreat
requires
cooperation,
water
forces
that
we
have
to
get
further
along
than
we
are
because
right
now,
it's
just
the
poor.
People
are
losing
I'm,
afraid.
D
Let
me
add
this:
we
don't
we're
not
advocating
for
unmanaged
retreat.
What
we're
saying,
there's
unmanaged
weak
going
on
everywhere.
Have
you
been
to
the
Rockaway?
So
you
know
what
that
is
right.
That's
an
area
that
barrier
island
that
sandy
destroyed
there's
on
managed
retreat
there.
And
if
you
looked
at
the
redevelopment,
that's
occurred
there.
It
isn't
very
nice.
D
Our
idea
here
is
you
make
these
investments.
Houston
is
going
through
the
same
thing
right
how
many
storms
in
the
last
four
years
of
that,
so
you
can
allow
these
storms
to
overwhelm
you
or
you
can
invest
in
advance.
You
may
have
to
have
retreat
it's
better
if
it's
structured
and
planned
and
allowed
to
occur,
dynamic
or
with
market
forces
over
time
than
this
sort
of
wall
of
water.
That
destroys
lives
and
destroys
people.
D
So
we're
trying
to
say:
if
you
develop
this,
we
think
it
would
give
you
a
way
to
have
managed
retreats
in
some
places,
but
we
also
think
you
can
stay
here,
because
your
system,
certainly
out
in
the
west
of
Ashley,
it's
dynamic
enough
that
you
can
probably
continue
to
live
here.
If
you
don't
develop
unwisely
right.
So
that's
in
the
perimeter,
the
print
the
peninsula,
it's
like
Amsterdam,
you
don't
want
to
lose
it,
so
you
make
the
investment
that
you
need
but
make
it
multifunctional
and
operational
and
beautiful.
That's.
A
A
N
My
name
is
William
Hamilton
I'm,
the
executive
director
of
best
friends
of
low
country
transit.
My
house
is
10.5
feet
above
sea
level.
Well,
that's
the
ground
and
the
house
is
4
feet
above
that.
However,
we
have
an
acute
problem
with
affordable
housing
in
Charleston.
Housing
is
not
gonna
get
cheaper
because
the
ocean
is
rising
and
we
have
this
sort
of
infrastructure
investments.
We
do
have
a
plan
to
build
off
the
first
rapid
transit
line,
Somerville
to
Charleston
up
Rivers
Avenue.
N
Have
you
all
been
able
to
identify
locations
on
I
ground
where
we
can
build
high
density,
affordable
communities
for
the
people
that
are
going
to
be
forced
away
from
the
sea
before
the
rich
people
out
at
the
beaches,
discover
that
they
want
to
own
North,
Charleston
and
get
away
from
the
ocean?
Do
we
have
places
that
we
can
put
people
where
they
can
get
to
work
and
where
they'll
be
safe
from
hurricanes
and
flooding
and
with
high-density,
affordable
communities,
not
transit,
I?
Think.
J
The
best
way
I
can
answer.
That
is,
if
you
look
in
our
flooding
and
sea
level
rise
strategy,
we
talked
about
high
dry
and
connected
that's
the
strategy
and
the
philosophy
that
the
city
is
going
to
take
going
forward.
So
I
think
to
your
point,
we
don't
disagree
with
you
that
we
need
to
find
property.
That's
high
dry
and
connected
and
connected
means.
How
do
we
connect
it
through
transit
systems?
So
we
are
essentially
saying
the
same
thing.
B
B
He's
amazing
and,
as
he
mentioned
to
you,
he's
been
working
with
all
our
fine
staff
at
the
city
of
Charleston.
We
book
so
many
folks
on
our
staff
have
played
a
role
in
this,
but
y'all
I
got
a
shout
out
to
the
man
behind
me.
Mark
Wilbert,
our
chief
resiliency
officer,
he's
been
incredible
through
this.
So
thanks
to
the
Dutch
thanks
to
the
water
Institute
of
the
Gulf,
thanks
to
Wagner
and
Ball,
and
thanks
to
all
of
y'all
for
being
part
of
this
collaborative
effort
tonight
and
going
forward,
god
bless
and
we'll
be
around.