Greetings. I'm Kathy Cody Hudson, Director of the Osher Lifelong Learning Institute at the University of Vermont. We're so pleased to have you join us for today's OLLI Distinguished Speaker Series presentation, Refugees and Immigrants in Vermont with Pablo Bose. A special thank you to AARP for again sponsoring seats in our series. Welcome AARP members and a special welcome to our new and returning OLLI members from across Vermont, the country and even into Canada. We really appreciate your continued participation in and support of OLLI. Before we begin, a couple of virtual housekeeping reminders. We encourage you to enter your questions in the chat box and we'll do our best to get to each one at the end. Please refer to the instructions in the chat box to activate live captioning on your screen if you'd like that. And we are recording this presentation and we'll be sending it out to participants in a day or two. So today we welcome our distinguished speaker. Pablo Bose is a Migration and Urban Studies Scholar in the Department of Geography and is Director of Global and Regional Studies at the University of Vermont. His research focuses on four main areas, refugee resettlement in North America and Europe, environmental and forest displacement across the world, cities of the global South and food security and sovereignty in diverse communities. Over the past decade, Pablo has worked extensively with community member partners to assess the effectiveness of youth programs, healthcare access, food security and urbanization strategies in various resettlement sites. He is currently working to support the rebuilding of the U.S. Resettlement Program and in particular new locations in rural areas through community partnerships. So please join me in welcoming Pablo Bose. Thank you so much. Thank you for having me. I'm going to share a PowerPoint presentation here and hopefully that is visible. Okay, so thank you again. This is my I think fifth or sixth lecture in this series. And I think the second time that I am presenting on refugees, but about seven years after the first time I did so much has changed through that period and I'll talk a little bit about that. So today I'll talk about three things. I'll talk about forced migration and the U.S. I'll talk about resettlement in smaller cities and locations across the U.S. And then I'll reserve the bulk of my time to talk about refugees in Vermont. As Kathy mentioned in her introduction, I'm a migration and urban studies scholar. I have looked a lot at the reasons that people are pushed out of the places in which they live. So that may be because of conflict, persecution, development projects. Increasingly, I've been looking a lot at environmental factors, climate change, a number of things like that. And on the other side, I'm really interested in the ways in which refugees resettling in new countries in new places and cities in particular really changes them. And the kinds of impacts there are on the people who are doing the moving. Most recently, some of my work has focused on resettlement in new destinations in the U.S., in Canada, in Germany, in France, in a whole range of different places. I just published a couple of years ago a book looking specifically at resettlement in Vermont, but also at other places across the U.S. So to contextualize kind of where we are when we're thinking about global displacement, we've gone through a period in which the number of people who are being forced out of their homes, out of their livelihoods, out of their their homelands, those numbers have grown and grown and grown, especially over the last decade. In 2010, the UNHCR categorized just under 35 million people as populations of concern, people who had been displaced from, again, their homes, their livelihoods, their homelands, etc. By 2020, that number had more than doubled. And if we look at the numbers today, they're even higher. So we have a great deal more people who have been forced to be on the move.  This only counts the people who really, for the most part, it only counts the people who are forced to leave their homes because of conflict, because of persecution, because of a fear of harm that is conflict based. It doesn't count some of those other categories I mentioned, environmental people displaced by environmental change or by development projects and things like that. It's also important to remember that out of this number of people who are displaced, only a very small number will ever actually be resettled into a third country like the US or Canada or Australia or somewhere else. That's because of a number of different reasons. But first and foremost, if most people who are displaced had the option, they wouldn't want to be displaced. They would want to be able to return to their homes, their livelihoods, their homelands. They would not want to be displaced. But of course, we know that in many cases, that is simply not an option. One cannot return either because there is no safe home to return to. Sometimes there is no home to return to no home to return to. Therefore, for some people, the only real solution is to be resettled to a third country. But that's always a very small number. Out of this 35, just under 35 million people in 2010, roughly 200,000 people were resettled into a third country like the US and much less than that in the US. By 2020, that percentage, even though you see many more people being displaced, the percentage who were being resettled was less than 150,000 worldwide, not the US worldwide. It's the entire globe. But of course, we also see this in the case of the US. We see that numbers have fluctuated throughout the history of the US refugee admissions program from historic highs in the 1980s and the 1990s that were tied to other kinds of commitments that the US had. Geopolitically, the result of foreign interventions and wars. The blue line you see there is the number of people that the US said that it could admit in a given year. The orange line is the number who are actually here. You see that very rarely have we actually even met the targets that we set as a nation that these are the number of people that we could accommodate. Those numbers, of course, declined drastically under the previous federal administration. Again, to historic lows, both in terms of the actual number of people who showed up, for example, the pandemic obviously had an impact on that, but also as a result of federal policy that simply cut and cut and cut the number of people who could come, as well as support locally for the different kinds of resettlement agencies that do the work of resettling people. Under the current administration, the plan has been to rebuild the refugee program. Initially, there was talk of resettling 125,000 people this year, that from a low of roughly 15,000 people last year. Really, there was a sense that that was not a possibility to resettle that many people. Then eventually, the administration came in with the number around 60,000, 62,500, and then the Afghan crisis happened. Now again, there is a hope or a desire that we could resettle, as you see on that graph, a much larger number of people. I'm going to return to that particular issue as I close out this talk. This trend of a backlash against refugee resettlement is visible all across the world. We've seen movements that have been formed against immigration most broadly, and refugees in particular, whether it's in France, it's in Italy, in the UK, in Hungary, in South Africa, in Brazil, in India. There's been this growing backlash, especially with the rise of populist movements, right-wing movements, for many of whom the refugees have become a symbol of what they don't want to see. Yet despite that, we still see the need for some solution to the refugee crises that have erupted in different places across the world, as well as an unambated growth in refugee flows in multiple different places for multiple different reasons. I've been doing this work looking at various aspects of this. I mentioned already the work I've done on resettlement, which is what I'll focus on today. I've also been looking at asylum policies, for example, between the US and Canada, in Europe as well. These are ongoing and deeply charged politically and culturally charged issues. I'm going to focus here on this one particular thing that I've been really curious about, the policy of placing refugees outside of the major metropolitan cities. When I first moved to Vermont, I came here from Toronto. I had worked in New York, in London, in Vancouver, and I was very much used to the traditional pattern of immigrants, most generally, and refugees in particular, settling in large metropolitan areas, in the large cities, the so-called immigrant gateways like London and New York and Toronto. But when I first moved to Vermont, I was thinking, well, where am I going to find, if I'm a person who works on large cities and immigrants, where am I going to find either of those in Vermont? What I found instead was this really interesting pattern, which was that I could see that for decades refugees had been resettling in Vermont. And I was really curious as to why. And as I began to investigate this further, I saw that this was a trend not only in Burlington and in Vermont, but across the country, that if you look at it, there's a greater proportion of refugees, not just in sheer numbers, but in proportion of population who are going to these smaller places, the Uticas and Bowling Greens and Twin Falls and Concordes versus the Chicago's New York's LA's and Miami's.  There's been a very intentional shift of refugees to these other places following along a longer trend in immigrant movement outside of these traditional cities. And in the US, for example, Latino migration has gone to the south, to the Midwest, to parts of the Pacific Northwest. And so a lot of these places are seeing over the last 20 years a larger influx of immigrants. But focusing on the refugee programs, I was really, you know, focused my work on these three central questions. One, why are refugees being placed in smaller cities and towns? Refugees, unlike other immigrant groups, there is much more involvement by the federal government and its partners in that initial placement of refugees in a given location. There's a lot of factors that are taken into account, but by and large, refugees themselves don't have a lot of say on when where they go initially. They can move after that, but there are a number of inhibiting factors to that movement. The second question I asked is what happens to them when they go to those places? And thirdly, what happens to the places that take in refugees? Again, to dig down a little bit deeper from that graph I showed you a moment ago, if we look at the US refugee program, between 2012 and 2015, there were roughly 75,000 people a year who were being admitted into the country. These are primarily people from the Bhutanese communities, some Iraqis, Somali and Congolese, other groups as well. But those were some of the large groups. In 2016, there were an additional 10,000 Syrians added. In 2017, there was a proposed 30% increase all the way up to 110,000 people, but this was right at the height of a lot of concerns around global terrorism, the rise of populism. The Trump administration here targeted the refugee program in particular, as did a number of Republican governors, candidates during elections, all these sorts of things. And so we then start to see a whole number of cuts to the refugee numbers and the programs that support them. So travel bans, halting and restarting resettlement through kind of court challenges. And that first year, instead of 110,000 people, just over 50,000 actually enter. By 2018, a lower number is going to be admitted. Even fewer are resettled. 2019 numbers go down again. 2020, 15,000 people are slated to be admitted. So it's been cut after cut after cut, not only of the numbers, but for the resettlement agencies, because much of their own funding is tied to these numbers, they have been cut and cut and cut. A whole number of these different partners of the federal government, there's nine of these not-for-profit partners, large organizations. There's faith-based ones like the Catholic, the Lutheran, the Church World Service, a number of these. There's others like the one here in Vermont, the U.S. Committee for Refugees and Immigrants, the International Rescue Committee. A number of these have had to lay off staff and cut offices, close down offices. And so when we then turn around in 2021 and look at rebuilding the program, it takes a lot of work. As I said before, the numbers this year are meant to be 125,000 people with a focus on Afghan refugees. And additionally, as I'll say as I end this talk today, there's a real focus on rebuilding the refugee program in a different way, and in particular to focus on community partners and sponsorship. I will come back to that. So just to really give you a little snapshot of what resettlement between 2012 and 2016 looked like before we endured all of these cuts, refugees over that period were pretty much in sheer numbers, still going to a number of those states that have been traditional immigrant receiving states, so California, Texas, New York, Florida, for example. But when we start to look at that as refugees as a percentage of the overall population, we start to see other places begin to appear, the Dakotas, Idaho, Vermont, Arizona, and Kentucky, Tennessee, Georgia. And as a percentage of the foreign-born population here, you see that the darker colors represent that for a lot of these states, refugees represent a significant portion of the foreign-born population. And especially if you look at recent foreign-born immigrants, it's really refugees who are overrepresented in all of these states. Of course, people are not coming simply to states, they are coming to cities. And so this is one of the things that I have been looking at in some of my work, what of the different cities that people were being resettled in. Now, when I first started looking at this in that early period, there was about 220 different sites where refugees were authorized to be resettled. Those are the main sites.  Those numbers declined drastically during the Trump administration, I believe, went down to roughly 150 sites from 220. A lot of the smaller sites were forced to close for a variety of different reasons. But another trend that was really apparent, even in that earlier period, if you looked at where people were going, is if you drill down within particular states, once again, it isn't that old traditional immigrant hub that was the only place, or in some cases at all, the main place that refugees were going. In New York, for example, it wasn't New York City, but rather parts of Western and upstate New York that were being utilized for the refugee program. In Pennsylvania, we see more parts of central Pennsylvania than the Philadelphia area. Boston remains a fairly strong resettlement area, but Western Massachusetts also plays a similar significant role. And we see this pattern play out in related, although not identical, ways all across the US. Thus, I began to look at, you know, how do these patterns kind of develop over time? What use is the refugee program making of larger versus smaller versus mid-sized cities? And I found that there were still some people being sent to these large cities, in some cases, at a much higher rate than in others. This is cities between 50,000 and 1.5 million, obviously quite a range there in terms of what we've classified as large cities. In the kind of mega city arena, we see certain locations like Phoenix, San Diego, Houston, Dallas playing a much larger role than, say, a New York. But what I found was particularly interesting was the outsized role that mid-sized cities, smaller cities were really playing. So smaller locations, even cities smaller than 50,000. And I began to bunch some of these into these buckets and looking at who is playing the most important role. And here's where I make the argument that it's really cities that are in that mid-sized band between, you know, 100,000 and a million people where we see, you know, a significant number of refugees going. At the same time, these much smaller locations have as much of an impact, as much importance, as do these much, much larger mega cities. And really, the distinction there is those much, much larger mega cities, in many cases, have a longer history of immigrant incorporation. And they have more resources that could be shared across types of, for example, nonprofit organizations. With smaller communities, that's a bigger, bigger challenge. So why, why this focus on smaller cities, smaller locations? As part of the research I did, I went across, I interviewed every state refugee coordinator, every state health coordinator. I visited a number of locations, some for shorter visits, some for longer visits, interviewed people, refugees themselves, resettlement agency staff, city officials. I did about 300 interviews in total, 250 specifically in these kind of smaller communities. And I asked these questions, you know, why, why in these particular locations? Housing was mentioned, affordable housing. That was tended to be much more the case in Rust Belt cities in the Midwest, in the South, certainly not in the Northeast and not on either coast. Nor, same kind of thing with cost of living, much more in the Midwest and in the South. The availability of certain kinds of jobs, manufacturing, agriculture, construction were mentioned. One of the key reasons was reconnecting, reuniting with family, especially when people did not necessarily have a ton of control over where they were originally settled. Different kinds of opportunities, including education, were mentioned quite a bit. And finally, the idea of being in a city of a manageable size, one where someone had more opportunities to get connected either with others within their own community or simply getting to know the new country better. The interviews I mentioned a moment ago, when I asked people on, especially within city government and within the refugee resettlement networks, why these particular places, there were three themes that were particularly prevalent. One was that refugees brought diversity to areas that didn't have a whole lot. Two, that refugees were drivers of urban renewal. And this was especially true in, you know, Rust Belt areas that cities were on the decline and this was going to be a way to turn things around. As prevalent was not just the idea of like, well, we can renew a city, but that a city lacking an influx of new people were going to die. So there was really this kind of sometimes fatalistic language around, you know, how are we going to deal with the fact that there's youth out migration, that cities are aging, there's a declining tax base, the infrastructure is falling apart, we need new people, new blood. And so that was a common theme repeated again and again. All right. So let me turn at that point to talk about Vermont in particular. So in Vermont, obviously, when we think about immigrant settlement, you know, it's not a traditional immigrant receiving area, especially since the second half of the 20th century, it certainly has a long history of immigration, particularly from, from, you know, Quebec and from parts of Europe, etc. But, you know, what in migration there has been has tended to be either from other parts of the US, or really focused on Chittenden County. In terms of refugee arrivals, when the US refugee program becomes formalized in 1980, if we look from that period onwards, for the most part, the trends in Vermont mimic the national kinds of patterns of who comes into the country. There are some people you don't see really represented here. There's not a large Cuban or Haitian refugee or asylum population here. But what you do see is mainly from the 1980s, refugees from Vietnam, in the mid to late 90s from Bosnia and Kosovo. From the early 2000s, we begin to see a number of refugees coming from various parts of Africa. One of the largest resettlements happens from between 2008 and roughly 2016, which is Nepali speaking La Champa from Bhutan. We also see the arrival of some Burmese. There's been a few different points in which Iraqi refugees have come in, both refugees and those known as SIVs or special immigrant visa holders. These are people from Iraq and Afghanistan who served as translators and worked with the US military and US government and come in through a special program. Currently, the main groups that we see arriving here, there are some refugees who've come in from Syria. Again, that got wrapped up in all sorts of controversy in a stalled resettlement in Rutland, a place that fits so many of the things that I mentioned earlier about why Rust Belt cities may want to have refugee resettlement. Refugees from Congo, the DRC, and then of course the Afghan refugees who are coming in most recently, both to Chittenden County, but also to a new resettlement site in Brattleboro. And by new, I mean over the last two months, this is what we're seeing right now. One of the things that I began doing when I started some of this work in Vermont was taking a pulse of Vermonters on attitudes towards refugee resettlement. And I thought that this was particularly important given how fraught the national conversation had been, how fraught the conversation in Rutland seemed to be. And so I added questions to the annual Vermonter poll, asking what people's, I asked four questions. Do you support refugee resettlement at the current levels, at an increased level, at a decreased level, or are you completely opposed to it? Where should refugees be resettled? What are the most important factors behind someone's successful resettlement? And finally, who is most responsible for the success or failure of resettlement? And what I found was that when asked just that basic question of do you support resettlement at all, those numbers overall actually increased over the course of the five years that I did this polling. It went from if you add those first two columns, which are yes, resettle refugees at the same rate, yes, resettle them, but at a higher rate, it actually grows and grows and grows. And so that those are sorry, the first three numbers are either at the same rate or at a higher rate. That last number, the somewhat teal bar is do you oppose resettlement? And that number has gone down from 21% to 13%. When I asked where refugees should be settled in Vermont, overwhelmingly, the answer was evenly across the state. And there are all sorts of reasons why traditionally, refugees have been resettled only within the Burlington metro area. There have been earlier attempts, there was an attempt to resettle refugees in Bury. There's been conversations about other places when Rutland was actually selected. There were a number, I believe, seven different towns in Vermont that had applied to be considered for resettlement, but that did not happen. So, okay. So let me turn now to talk about some of the challenges that happen in resettlement in smaller locations. This is something I've observed here in Vermont, and it is something I've seen all across the country. In some cases, it may be simply that you are resettled with very few people who are from your same ethnic background, racial background. There may be, you know, the number one challenge I would say is language, language access. Are there people who speak the same language as you in that small community? You know, one of the first questions I raised when we started having this conversation about Afghans in Vermont was how many Darian Pashto speakers can we find? But, you know, what is the capacity to provide that? Beyond those sorts of immediate and long-term needs around language, we see the fact that social alienation may arise because of a sense of being kind of adrift in a new country, in a new space without a lot of familiarity around you. And this is perhaps even more marked in small cities and in rural locations. I think of the experience of Hmong refugees in Wisconsin and Minnesota and this original plan to put them in these kind of more rural communities because they came from a rural background, not really having a lot of nuance to that question of how different rural spaces can be. I also think that there's a real challenge for service providers. I work a lot with local service providers. I see this in the case of schools, especially that there is, you know, schools are such a linchpin of, you know, social support in our communities but are just in general not provided enough resources. But I find that especially true in the case of refugee resettlement, that they're expected to step up and provide all sorts of services not only for children in the K-12 system but for their families. And I think that, you know, I've seen some admirable programs, the multicultural liaison programs in Winooski and Burlington, the, you know, the homeschool liaison programs, the parent universities, things like this that have attempted to not simply provide short-term kinds of supports but really how do you acclimate people to an entirely different system. You know, for me moving here from Canada, it was hard enough for me moving from a university system in Canada to a university system in the U.S. and seeing how different it was. It is, you know, that kind of disconnect is magnified many, many times when you look at what happens for refugees coming in here. So there are a number of integration challenges, racial hierarchies that people are sort of slotted into, people being marked by the very clear racial hierarchies in the U.S. I mentioned before the lack of resources, the decline in funding and how this affects, especially the service providers, the culture clashes that may result from the lack of knowledge of the nuance of different, the different communities that are coming in. I did a really interesting interview with a very successful local business that has integrated refugees into their workforce, but we're talking about the fact that they did not know about some of the challenges that some of these groups had within themselves amongst each other and how these were being replicated on the factory floor because they simply didn't know about them. And housing and transportation continue to be the same challenge they are for the general public, but I would say even more. Having served as a commissioner on both the Burlington Housing Authority and the Green Mountain Transit Boards, you know, I see this as I said in the general population, but again, these are magnified and amplified the kinds of opportunities not available for many refugees because of a lack of access to these things. So one of the things I've also found is a real challenge in Vermont and across the U.S. is really answering that question of how do we know whether or not people are successful in this process of resettlement? What are the measures that we use to kind of understand this? And one of the things I found is, you know, in the U.S. system, we really only ask a couple of questions and those questions have to do with employment. Are you employed after 90 days? Are you employed after 180 days? We ask very little about the nature of that employment, whether it matches with the education people have, whether it's what people want to do, and so on. And so I developed this model of kind of inquiring about aspirations and outcomes by creating a set of surveys where I go and I interview people within three months of arrival and I ask them a series of questions about 60 questions in a number of different categories and I ask them what they, so like this question, how much did you expect to pay in rent? And then I re-interview them a year later and ask them how much did you pay in rent? So I did this survey with about 100 people in the Burlington area over a three-year period and then I was about to expand this survey, that model, to about a thousand people in Boston and Manchester and another location in Massachusetts, which I can't remember right now, but then the pandemic, yet that didn't happen. Right now one of the things I am doing is I am going to be assessing a number of the refugee programs, resettlement programs across the country that are resettling Afghan refugees, so I'll be doing that this summer and initially I thought I was just doing Brattleboro, then it was five locations and now I think it might be 40, I'm not sure, but so I'm working with a couple of these national foundations that are sponsoring this, so I'm going to do a version of this with that, with those evaluations. So I ask questions like wages, whether or not people are willing to work overnight or late shifts, here was a question about education, so these are all results from that survey and what they essentially allow you to do is see, well, what are people hoping for and is it happening and it allows you to calibrate both like, how do you prepare people for what living in Burlington might look like? What are their expectations for rent, totally unrealistic given the context here or how do we think about these things? And then on the flip side, if we continue to see that things are simply not being met, what is going wrong there? How do we align things a different way? I have somehow, I am not somebody who's trained to do evaluation in, or I mean I am not formally trained to do evaluation, but it seems to have become something that I do a lot of now, so right now I am for example evaluating the refugee agriculture program. I am evaluating the youth program in Winooski and Burlington schools. I am evaluating a mental health treatment program that the Association of Africans Living in Vermont are doing and then also this Afghan refugee resettlement program. And so again a lot of this builds on this work that we've done trying to look at what's the impact of people on the landscape. So here for example we were looking at Burlington's Old North End and Winooski, two of the main hubs within the Burlington area refugees have been resettled and so we were looking at things like what are community centers that are frequented, what are community spaces that have been created, new businesses, groceries, other kinds of businesses, public spaces, religious spaces, etc. And there's some great work that is available that you can look at this. There's a wonderful exhibition that the New England Historical Society has just put on called More Than a Market which looks at these kind of turn of the last century ethnic groceries and markets mostly run by Italian, French, Canadian, and other immigrant families and looking at some of those similar spaces and places right now run by African, Asian, and other immigrants. And this is another wonderful community space, the Old North End Community Center in Burlington where, which hosts not only the Association of Africans Living in Vermont, which is the other major refugee serving organization in Vermont besides USCRI, it also hosts the Vermont Hindu Temple, a church, the family room, another daycare, they host music classes, dance classes, a community kitchen, mental health services, there's other things I'm forgetting, oh the parks and rec has a big gym space that kids use, the clinics have been there, the vaccination clinics, all sorts of stuff. So we see a lot of successes locally in Vermont and in Burlington, the Burlington area, we see that a number of people, despite all those challenges that I mentioned before and they are very real and they continue to exist, we've also seen a lot of successes, so home ownership by a number of people within the refugee communities, significant student achievements in schools, starting new businesses, and increasingly either wanting to or being involved in civic life, and that has taken all sorts of different forms. The possibility of non-citizen voting, and I think more than the voting, the ability to serve on things like municipal boards, I think is a really, really important thing as a way of engaging people who otherwise are waiting years to have the opportunity to get engaged in the communities in which they already live. I'll just end by showing a few, before I talk a little bit about the Afghan situation in particular, a few other sort of notable spaces that I think really stand out to me, this is down at Ethan Allen and the Intervale, there's a really, really wonderful farm down there, there's another one in Pine Island in Coldchester, these are refugee farms that run growing local crops, in this case it's rice that was planted and harvested by folks mostly in the Bhutanese community, there's African eggplant grown by some farmers, there's healing gardens that are run by some really, really interesting ventures, there's a goat farm and a chicken farm in Pine Island and this is a growing trend all across the US, I have another job where I'm involved with the USDA and one of the things that we see now is there are nearly 50 different refugee agriculture sites all across the US and they're really pretty remarkable. All right, so let me just in the last few minutes talk a little bit about what's going on right now, as I mentioned at the outset there had been this sort of belief that we would have a slow attempted rebuild of the refugee programs in the US because they had been so badly cut over the last four or five years that it was going to take some time to restaff them, build them back up to capacity and really see what sort of makes sense and not simply rebuild what we had before which had its share of problems but to rebuild it in a better way. But what throws that all into turmoil is obviously the mass exodus out of Afghanistan, primarily of people who are in some way connected to the US as allies or were going to be targeted for their own identity in Afghanistan. Nearly 120,000 people are airlifted out of Kabul and Afghanistan of whom roughly half would qualify for some version of refugee status either as that SIV category I mentioned earlier. That's a fairly small number, maybe 2,500, 3,000 people. But the other about 50,000, just under 50,000, 60,000 people would be what is known as an asylum paroli, somebody who was admitted into the country but not with exactly the same level of kind of authorization as a regular refugee. So all of that meant that people were sort of in this limbo for a while. They were housed on military bases but the vetting process that kind of saw, okay, are these people that we're going to allow into the US and allow to resettle, that finished up quite some time ago. The problem was there really wasn't a capacity to then resettle them all across the country. There were two main reasons. One was, as I said, the resettlement program had been cut and cut and cut and so there just wasn't the capacity to go out there and do that resettlement. And two was the crisis that we find more generally across our country which is housing affordability. And that housing crisis meant that there really weren't places to put people in. I remember having this conversation more than a year ago with the national affiliate that wanted to or national organization that wanted to look at another resettlement site in Vermont and they'd come and they'd had a conversation with me about Burlington and I said, yeah, I really don't know that Burlington can sustain another group of refugees until you get your handle on the housing issue. And I think that that is something. And so they looked at Brattleboro, that's where they were kind of building up there. At the same time, USCRI has been focusing on rebuilding its program in Chittman County. But in these two places, as with everywhere, housing remains a kind of ongoing concern. So, you know, the other thing that the refugee programs have begun to look at, not only in the US but worldwide, is whether or not a new model needs to be engaged with. And there's a range of different reasons that this new model has become as significant as it has. This new model is community sponsored resettlement. And the idea is get much more engaged with community partners, have people co-sponsor and host a family, have them step up and put money into the process. And in some ways, this builds on the very successful experience in Canada. So at the same time that the US was shutting down the entry to Syrians, Canada in fact resettled about 55,000 people across the country. And that resettlement in Canada was in large part, less than half of them were resettled directly by the government. The other half were through these communities sponsored, a group of four people, a church, a university, a mosque would get together and say we're going to sponsor this family. They put money up, they hosted them. And you know, the argument is that it creates a denser network, a more long lasting network that can support people through this transition to new homes and new families. And so that is something that in many ways we are seeing being done in Vermont. And this builds on this kind of model that's taking place all across, all across the world right now. So with that, I'm going to stop sharing my screen and open it up for questions. Wonderful. Thank you so much, Pablo, for sharing your insights, great data research and your knowledge about the refugee program in the US and more importantly here in Vermont. So we are going to move to our Q&A and Krista has joined us. I think we have several questions that have come through in the chat. So if you want to go ahead, Krista, read the first question. Certainly. Thank you, Pablo. Okay, and we have some questions that did come in and continue to come in. Are Palestinian refugees a subset of refugees or in addition to the count of refugees? Yeah, I mean, I think that was one of the things that I showed up front in the statistics. Palestinian refugees in the UNHCR, the Palestinian refugees are a separate category. They're actually Palestinian, there's specific UN organizations that deal specifically with Palestinian refugees. To be clear, those are really just in the occupied territories and in the established refugee camps that exist from 1948. So, yeah. Okay, great. Why are there refugees from Bhutan? So the refugees who were forced out of Bhutan dates back to a conflict in the late 80s and early 90s when the Kingdom of Bhutan essentially adopted an ethno-nationalist policy that you had to speak only the majority language, you had to speak, you had to wear, I think, ethnic clothes in government buildings and public spaces. And it became a discrimination against specifically a Nepali-speaking primarily Hindu minority. By a minority, I mean a sixth of the country. And then eventually what they did was they just expelled them and they sent most of these people out of the country. They ended up in a number of refugee camps primarily in Nepal and some ended up in India as well. And eventually they languished there for decades. And that logjam where it was a protracted conflict was finally broken because the US, Australia, Canada, but primarily the US accepted a number of those refugees. That is one of the much more successful refugee resettlements in the world. The camps have been closed down because they've been emptied at this point. Great. What are your best hopes for refugee resettlement in Vermont and how can we help bring them about? That is a big, long, challenging question. So my best hopes are that people are resettled in ways that give them the best opportunity to succeed. And I think the best opportunities to succeed mean building on the capacities that already exist within communities. I think that's one of the biggest mistakes we always make is we squander the considerable human capacities that there are. So we have a mismatch between people's talent skills and desires and what it is that they're actually doing. The challenges of accreditation, the lack of... We all hear about this, the doctor who is forced to work in... She works as a custodian because she cannot have her qualifications recognized, the engineer who is driving a cab, et cetera. All of these kinds of things. So minimizing those kinds of mismatches, trying to provide stable housing, stable employment. We have some really good examples of good practices in Vermont, places like rhino foods, twin craft. There are local employers. One of the things that I did was I connected some of the people opening up the Brattleboro sites with some of the local people here in Burlington and we did some tours and stuff in saying like, okay, so what has worked and what hasn't? And so I think building on some of those things that have worked and then also learning from the things that haven't, we don't have to continuously reinvent the wheel. But I think that building on that knowledge is crucial for improved outcomes. Thank you. Is there a centralized place to find language, ESL, education resources for refugees and other new Americans in Chittenden County? Yeah, so the new state refugee coordinator, Tracy Dolan, is wonderful and she actually just sent out a bunch of stuff on that. There are ways in which some of this is pulled together. I think you can contact USCRI, you can contact ALV. One of the things I'm actually trying to do, because I get calls from, you know, church groups and like community groups and different people saying asking exactly that. So I'm actually working with my students to pull together a resource list so that we can make that more accessible to people who want to do this. Like how do you grow about learning some of that? Yeah. We would love to get our hands on that and then we can distribute it to the attendees. That would be great. Are there, you were sort of touching on sort of business partnerships and businesses that will welcome to develop relationships with refugees. Are there any examples of community sponsorship in Vermont? So this is a new, new thing that we're doing right now. I mean, there's certainly been a whole range of different interesting partnerships that have existed already with community organizations. You can look at everything from the Interveil and Ethan Allen or Winooski Valley Park District working with refugee agriculture programs or city market works with USCRI to put on a really interesting, I think it's called Mosaics of cooking or something like class. There's lots of different kinds of partnerships that larger and smaller scales. ALV works with the city. There's all sorts of partnerships that already kind of exist. As far as community sponsorship itself goes, that is the sort of the building, the airplane while you're flying it. We're doing that right now. And I think there will be missteps along the way. I see in the chat a couple of really, at least there are questions that have come to me directly, but there's really, really good questions around housing, right? Like that is a big, open question because there are things you can do in the short term. And because you're sort of like, how do you square the question of affordable housing? How do you deal with affordable housing in a place like Burlington that has the low vacancy rate that it does? And what do you do if your solution to that is, so in Brattleboro, for example, their short term solution to housing is using SIT dorms. Now that gives you access to a certain kind of housing, which is great, but it also means you are not walkable to other places that people need to get to. So you have a transportation issue that comes up right away. You have an issue of are dorms suitable for families in the long term, right? In a place like Burlington, and this is one of the other challenges for smaller communities that I found, a lot of the smaller communities that are very like pro resettlement are also college towns. Who is the biggest competitor for some of the new Americans who would settle here as college students, right? Multi-use dwellings or multi-family dwellings. So some of those kinds of challenges, you know, we're still dealing with temporary fixes right now. So yeah, that issue of low being low on affordable decent housing is endemic not only here but everywhere.  Yeah, I did. Sorry. I'm glad you're addressing. How many refugees can Vermont realistically resettle each year? That is such a central question. Way back, I remember in 20, maybe between 2012 and 2014-15, I used to participate in, we had these consultations. So every year you're supposed to have a consultation that asks exactly that question. And the metrics that go into that is how much housing is available, how many ELL classrooms are there, how many, you know, what did the doctors think and this and that. And it's very subjective. I mean, in some cases it's less subjective because you're saying like, okay, so how many ELL teachers are there, how many spots in the classes are there. But there are other kinds of things where, you know, what's the waiting list for mental health services, what's the waiting list for a Section 8 voucher, like these kinds of things. Historically, it's been, you know, the high has been about 450 when the Bosnian resettlement happened for 450 people a year. I think the intention here is the governor has said that Vermont could take 650 people. I am not sure what that is based on. But if that's the calculation they have made, I would find that hard to imagine in Burlington. Because I think that like, it goes back to what I mentioned before is like, I think that there's more people you could take, but are they people that you could take and then set up to succeed. One of the things that Yakuba Jacob Bogre, who's the executive director of the Association of Africans living in Vermont, often says is he said, I do not want to resettle people into poverty. You want to resettle people. And Amila Merzanovich, the director of USCRI says something very similar that like, she wants people to succeed when they come here. So I think that the question should be not just what is the capacity of Vermont to resettle refugees, but what is the capacity of Vermont to resettle refugees for success. What are some things you've seen have worked well in other resettlement locations that Vermont might consider? Yeah, I mean, there's good things that are done here. One of the challenges I find, and this is a quirk of Vermont that is both endearing and lovely, but also challenging, is not being able to think regionally. I feel that the focus on that individual or that autonomy at a local level is really important in so many ways, but it makes sometimes doing things that require more regional responses more difficult. And so sometimes the fact that across a river, you know, or whatever between Burlington and Winooski, there are certain kinds of things that are not shared that I think might be more, they would work better if that was able to be done. I want to answer another quick question on the direct, which is about the difference between refugee and migrant issues. And I just want to say that, you know, one of the challenges is that we're actually seeing right now with asylum with the Afghans is that this whole status question is arbitrary in many ways. And it has to do with what the U.S. federal government and policy deems to be legitimate and not legitimate refugees. Usually the only difference between an asylum seeker and a refugee is a refugee has been approved overseas. They've already been approved as an official refugee here. An asylum seeker comes to the U.S. and asks for asylum, often fleeing similar reasons. There's no less legitimacy in the claim than an asylum seeker can make. For the Afghan refugees, they were given parolee status, which actually doesn't give you access to a lot of the benefits that a refugee has. In this case, Congress passed a specific package of benefits that would attach to the Afghan parolees because it's not their fault that they're in the situation that they are. But I would say that it highlights the fact that we almost never give similar kind of consideration to migrants at the southern border, migrants, you know, who are coming from, especially Central America or Latin America. So, yeah, that question of like who is a migrant, who is a refugee is a very, very challenging one. Well, I think we are at time. I know we could go a lot longer than this, and we really do appreciate your time. And thank you for joining us, Pablo, and thank you all for joining us. And I'll pass it over to you, Kathy. Great. Yes, I'll second that. Thank you, Pablo, for presenting amazing information and really appreciating great questions from the audience. So, thank you all for joining us. You will receive an evaluation, a link for an evaluation form. We value your feedback, so please take a few moments to fill that out. And we hope that we will see you next week at our second lecture in this series, The Taliban Then and Now, History and Current Conditions with Daniel Miller. So, stay well, everyone. Thank you, everyone. I think I'm going to join the talk. That sounds fascinating. Right. Yeah. Thank you. Absolutely. Bye-bye, everyone.


in my enthusiasm. And y'all still aren't awake. All right, so within recruiting service, like I said, we usually start all our briefings like that because we're always enthusiastic. We're not just salesmen, but this is the way that airmen are supposed to project themselves. With recruiters, we see ourselves, and hopefully you do too, as the face of the Air Force because we are. We're the ones that's bringing the airmen in so that you can continue to train, motivate, and get them out to accomplish their mission, right? So what I want to do is, unfortunately, I think that there's a little misconception about what recruiting service does, and we need to make sure that recruiting service is actually telling our story correctly because we need your help. We need your help not only understanding what we're doing, but as you're vectoring your members to become recruiters, we need you to be able to communicate with them on what they're actually getting into. All right, so we're going to be a little bit more vocal in what we're doing because, again, we need your help and we need everyone to understand our part in the Air Force mission. Do I need to point this a certain way? I'm doing green. All right, so this is pretty simple. Our mission is to inspire, engage, and recruit. Inspire is the big foot stomp that I want to make here. We are not the only ones that inspire people to come into the Air Force. You guys are influencers and we are depending on you to continue to inspire individuals to come into the Air Force as well. So, as you're out there, just remember when you're wearing that uniform, we look at you as recruiters also. Just because you have a certain skill set or you're in a certain job does not mean you're not a recruiter. So, please always keep that in mind. But when it comes to the actual engagement part and the recruit part, of course, you know, that's a little bit more on us as means in being recruiters, but we are depending on you to help us to continue to inspire individuals to come in. But again, that's just our simple mission, inspire, engage, recruit. All right, I guess, okay, there we go. I wanted to just show you our organization overview, because recruiting is a little different. We kind of have the makeup of a NAF, MAG, COM, and then also a wing. That's why everybody see recruiting service differently. So, as you will notice, we have an operations division, a plans and resource division, information systems division. So, although we don't have an A1, A3, A7, A4, we still have the equivalent. We just call them something else, which is pretty much still the same as what you call in a MAG, COM. And then we have this division that we call marketing. What I do want you to understand is that marketing is not just a recruiting service marketing division. We do marketing for the entire Air Force. For the entire Air Force. I did not know that. And even as a person that was actually working with some of the recruiters with their assignments, I really did not understand this piece. So, as you're out there and you're asking us, why aren't we doing better with marketing? Well, let me let you in on a little secret. When we went through the cuts, recruiting service took some big cuts in marketing. We have marketers in every group, squadron. But unfortunately, a lot of those positions got cut. So, on our headquarters staff, and again, we're doing this for the entire Air Force, we had, when I first got there, we had like four people. So, we went from a double digit number of individuals within marketing down to four. And we're trying to gradually build that, okay? So, we're trying to get after the whole marketing thing, just be patient with us. And I'm going to talk about total force recruiting. And hopefully that will generate more money and more resources so that we can do more and better things. Over to the right side, you'll see three groups. So, this is, it kind of like the wing concept. Although we don't have wings, we have those three groups. And under those groups, we have 27 squadrons. And of course, these squadrons are spread out all throughout the continental US and also, we have squadrons that are responsible for flights over in the Pacific and also in Europe. If you'll notice, to your right, we have one outlier out there. And this is the 330th recruiting squadron. Well, that outlier is the special warfare recruiting squadron. So, we have one squadron that is dedicated solely to special warfare recruiting. They are different. As you guys know, we needed to dedicate resources just to them. What makes it a little bit challenging for us is that we don't have all the right skillset to go out and do special warfare recruiting. Meaning we don't have recruiters that have or that are SEER, that are your PJs, the CCTs. You would think that we would have those individuals, but we don't. So, we are reliant on our tier two, tier one, tier two recruiters to go out and do special warfare recruiting. Now, we'll say that hopefully, it should happen soon, that we're gonna get more special warfare recruiters to help us out. Because it's kind of hard for, you know, personnel is to go out and say, hey, I need you to come in a special warfare, and then they start asking all these questions, and I don't have a skill set to get them all the information. But, of course, our recruiters are trained, and they'll make sure that they get them where they need to be. But again, I just wanted to show you the makeup of what recruiting service actually looks like. And this is why we are a little different, because we have the feel of that match com nav slash wing concept. Alright, then I just wanted to show you a quick map of where we are. So, this right here shows you just the squadrons in the group within the continental United States. And again, we are, we do have flights that are out in the Pacific in Europe, and I'm gonna show you that in just a second. Now, you'll notice that there are some states that you don't see any recruiting squadrons in. Alright, again, this is just squadrons, and this is just groups. So, when we go to where all of our facilities are, alright, this right here will show you, we have over 1000 recruiting facilities. Again, within the continental United States, Europe, Pacific, Alaska, we also have recruiting cert stations in Puerto Rico, and we're about to reopen an office in the Virgin Islands. So, we're trying to spread out, we're trying to do what we can, but we can't do that. Without manpower, and we can't do that without the resources as far as the infrastructure, which again, we're working on. And for your essay, when it comes to infrastructure, we rely on the Corps of Engineers. And so, when the Corps of Engineers, either one, don't respond in a timely manner, or two, they don't recommend the locations that we're looking for, then we're just kind of stuck, okay? But when people are saying, hey, if you look up there, for instance, South Dakota, see if this thing worked. Oops, uh-oh, that didn't work. Alright, so when you look up here in South Dakota, you'll notice that there are recruiting offices on each side of the state. Just because they're on each side of the state does not mean that those recruiters are just responsible for that part of that state. Those recruiters could still be responsible for part of this state here, that's Minnesota I think, I'm sorry. They could be part of, responsible for part of Nebraska, they could be part of some of this North Dakota, and also over here. Alright, so our recruiters are responsible for a lot of areas. And again, I'm going to show you what an average recruiter area is responsible for, okay? You'll notice that there's a big cluster over here. Well, we also look at when we're doing these recruiting stations, that we have to look at the propensity to serve. Alright, so we have to make sure that we have recruiters where we know we're going to get those resources. But once we get the manpower, once we can get those facilities, then we can also expand. But that's going to take a minute and we're working on that. Alright, so I do want to show you what the goals look like. And let me tell you up front, these recruiters are making goal. No matter what you hear, we are making goal. It's not the fact that they're making goal. The point that I want to point out here is how they're making goal. So as you will see, these numbers fluctuate and these are numbers as of 4 March. These numbers go up and down. And when you are manned at 70 and 80 percent and sometimes lowering different tiers, it doesn't matter. We still have to make sure these goals are met and we'll do whatever it takes. And sometimes that means taking a tier one recruiter who's only been serving in recruiting for maybe a year, a year and a half. And sometimes we're going to have to make him a tier two recruiter, which means he has double duties. And that can be a big challenge for that individual, but we got to do what we got to do. If you didn't know, I mean prior service, bringing in those prior service individuals, that is part of our responsibility as well. And a lot of people don't know that either. So when you look at non-prior service enlisted, we are talking about just bringing in a normal, I say normal, bringing in enlisted members, all EA, enlisted assessions. So 32,000 is our goal for this year. Then we also have to get 250 prior service people back into our active service. Then we break out our officers. So we got the line officer, health professionals and chaplains. Yes, sir. Push it. Hold it. Oh, you got it. Just push it. Yeah. Hold it down. Oh, he's a calm guy. Go ahead. Those numbers, because across a lot of our populations, the tech and staff certain people's numbers are pretty low. So in cyber, some of our staffs are named the season 41%. So is there a talk of increasing prior service people? All right.  So what I'm going to do is he was very eager to answer that. So I'm going to let Chief Dixon answer that for you. Down at Randolph. So last year, she processed and we actually shipped the assessed 512 prior service members last year. So we do get a list from headquarters Air Force to say this is how many specialties for cross training, for example, we fill those first, that's our priority. Then after that, we do direct duty. Direct duty is where our bread and butter is where people want to come back and serve, but it's up to the functional managers to allow them to come back in. So right now, we're only 17 away. That was as of last week. So I'm sure it's changed, but 17 away from actually assessing our 250 already. So we're on par to go beyond that. So if you know anybody out there that is separated and wants to come back in, tell them to go see the local recruiter. But yes, we don't cap it at 250. And that's a great point. These numbers or this is just the minimum. So we do go over those goals. And you know, it's absolutely no issue there. I'll tell you one thing that General Leavitt, our commander, her her discussion when she's talking to someone and they're getting ready to separate. We're trying to change that mindset of saying, So you're getting ready to separate. Got it. So which branch or which component are you about to go to? It's not. So what are you going to do afterwards? It's which component are you going to? And as we get into total force recruiting, which I'll talk about again, this is going to be super important about assessing those non prior. I mean, those prior service personnel chiefly the line officer or prior services that include which one of those include prior service coming in for officer or sessions that was still fall into line officer category. Yes, any officer coming in if they're not health professionals or chaplains, they fall into line officer in any way that we get them in, whether it's Academy, Rotsey, OTS, it falls within that category. Great questions. All right. So I wanted to show you again on what an average recruiters goal and what their area of responsibility is. It's not to poke an eye at our sister services, but I want you to really pay attention to this right here. They have an average of 2700 square miles that they are responsible for. So when you hear the stories about an individual going to the recruiting office and that recruiter is not there or they can't get ahold of them or what not. Well, let me put it in perspective. When we don't have every office does not have at least two recruiters in there. We just don't have the manpower right now. So you have that one recruiter that is sitting in that office. That recruiter has to go out and do high school visits. They have to do engagements within the community. They have to do all these different things on top of all this traveling. And guess what? That tier one recruiter, he's not doing this by himself. That's why we have tier two and tier three recruiters. You got flight chiefs that also have to go out and make sure that people have the resources that they're need checking on the recruiters for morale, making sure that they're trained properly.  All right. So this is what an average recruiter square mileage is. Average. And then also, although it's small, this right here is an average goal for a recruiter. This is a recruiter. When you peel it back, tier one recruiters are the ones who are actually on goal, not tier two, not tier three. Okay. So when you look at those numbers, they have to bring in an average of three recruiters a month. Some people think that's easy.  You go out there and try to talk to three individuals, qualified individuals to come in because you can talk to three people and you can probably get like 20 within a month that say that they're interested. But I'm going to show you a chart in a second on how we get down to one individual in all the things that you have to go to through to get there. All right. So when our recruiters, they keep a positive attitude. Again, they're going to do what they need to do. But please keep this in mind that these recruiters are out doing the engagements and they're also trying to get those qualified individuals every month. So we look at the environmental scan. So some of the challenges the recruiter have in getting those qualified individuals. If you look at these stats, it's based on a survey that we did. So 49 percent of these adults can only name four, can name all four of the branches of service. 49 percent. And these are the people that we're going after. Then you look at it, only 34 percent of them can actually comprehend what the military does. Have any kind of basic knowledge. But what is disturbing is when you look at the numbers at the bottom. So back in 1995, 40 percent of our parents or 40 percent of us with kids or anyways. So the parents who served, there's 40 percent of parents who served in 1995 would encourage their kids to come in. 14 percent in 2018, I said that wrong. But right now most of us would not encourage our our kids to come in and serve. 52 percent said no. So when you look at that challenge that the recruiters have and we are wearing this uniform and we're saying that hey, I don't want you to join the military, it becomes a huge challenge for our recruiters. A huge challenge. This is this is Air Force. Yeah, this is Air Force. All right. So on the left hand side, this is what you think that that you're getting. Well what we're recruiting. We think that we're getting these structured, you know, individuals coming into military and that they're ready to conform to our standards. But what you're actually getting is people who have zero military experience. Again they don't know anything about our core values nor do they have a common standard of conduct. This is what I was talking about earlier. So let's look at how a recruiter actually get to a qualified recruit or applicant. A recruiter can get approximately 110 contacts of what we call leagues. They can get 110 of month. And when you start peeling that back, well first of all these contacts as you can see can come from different areas. So whether you are referring somebody to them, they're going out through high school engagement, somebody's just reaching out through Air Force.com etc. So 110 contacts. Well we have these five steps. So when you start looking at the pre-screening portion of that. So if these individuals have too many traffic tickets, they didn't even graduate from high school. Maybe they're just too old. So we've already eliminated a chunk there. Then we actually bring them in and do an interview. Then we're looking at things like we find out there's a history of drug abuse. Maybe you know they're just not a qualified applicant just talking to them. They're not mature enough where we think that they should come in and serve in the Air Force. Maybe they have some of these other disqualifying factors like excess debt etc. If they make it through that process, then we'll administer the ASVAP test. And believe me a lot of people cannot pass that ASVAP test or at least score high enough for the Air Force. Eliminate that chunk. Let's send them down to MEPS and do a physical. They get down there. We're going to find out way too many tattoos. All these other kind of medical issues. Sorry, yeah. They're going to have all these other challenges that will disqualify them on the physical piece. But if they can get through those four steps, then we're going to put them in a delay entry program. So now they're waiting the ship. In between that time, because it depends on when the class seats are available and it also depends on when they are available. So the recruiters are at risk of these individuals changing their mind. They're also at risk of something happening to that recruit. And now they don't have a person to ship. Recruiters don't make goal until they get a person that will ship to BMT. That's when they make goal. Not through all of this. Unlike the officers, if they get applications, they're making goal. For us, it's a little bit different. So when they're sitting in the delay entry program, maybe a great job opportunity came up. So now they changed their mind. Maybe, unfortunately, life happens. Maybe someone got pregnant. Anything can happen here. And now we've got to take that person out. So again, we can get 110 contacts or leads, but to get down to that one person who's qualified to go is challenging. So let's talk a little bit about the actual recruiters themselves. This is just an idea of what an average recruiter looks like. Of course, we get on from the development of special duty process. As we were talking last night about the whole DSD, you know, we want to get away from people saying, oh, you were DSD to go into a special duty. And that's across all special duties. We need to stop looking at DSD as a bad thing. So what I like is you said it's a draft. So they were drafted into the special duty. That's the way we're looking at because you're so great you were drafted. Your leadership team thought that you were awesome and they put you into one of these jobs. But we do need to get away from that concept of this being a bad thing. Now, we are going to ask if we can start opening this up for more volunteers. I don't want to speak for Chief Bass, but when we come to these special duties, we have a lot of individuals who want to do these special duties, but we're pigeonholing them with this two times a year vectoring folks and getting them in here and we need to stop that in our our perception or our thoughts on this. So we're going to ask that the AFSEL relook at the whole DSD program and start doing volunteers. Having said though, especially that you guys are Chiefs, we can do out of cycle requests. So don't forget that. If you have an individual that's super sharp and you think that they're ready, you need to elevate that so that we can send that forward and that's across all special duties, okay? I have two right now that I'm trying to work that people said, hey, these guys are sharp. We don't want to wait till the next DSD cycle. Cool. We'll do initial check. If it looks good, then we're going to say go ahead and get that application and let's do it as a exception of policy. All right, but an average recruiter is a staff sergeant. One thing here is that I want you to look at the age. The average age is 30 years old, which is a good thing, okay? Because and they're about in that midpoint. We're talking about dealing with 17 to 25 year olds. Sometimes that can be a challenge because maybe we a little bit more mature and don't know how to relate, okay? But also the age limit for coming into the Air Force is 39. So maybe that age group is actually good to get those other people, those other mature adults to come into the Air Force. But I just want you, I don't want you vectoring people based on age, but I just want you to keep that in mind. Also with the time and service, an average for a staff sergeant 10 to 12 years. Think about this, especially as a tech sergeant when you're vectoring them. If you get a tech sergeant into any special duty, but recruiting, we're keeping it at four years right now. If you get a tech sergeant vector at 15 years, that could potentially be their last job. If we can get them a little bit earlier, I mean that's twofold there, hopefully they'll want to stay in recruiting and we can keep them going. But if not, the whole point of the special duty program is to come in, do this and take that back and go back out there and continue to mentor and inspire the other individuals, right? It's all about leadership. So think about that time and service because that's some of the feedback that I'm getting as the command chief is that, hey, you know, I was vectored into this job as a tech sergeant when I was at 14 years in. And as you know with special duties, there, yes, you can definitely get promoted. We know that, but sometimes you might get promoted a little bit later in your career. Okay? So keep that in mind for me, please. Although we have up here that most and average recruiters married with two children, I'm finding out that it's actually probably about three. And that can create challenges too because we're talking about recruiters that are out. The majority of the recruiters, maybe 70% or higher, are not near a military installation. So when we start talking about child care, you know, after our activities, medical, those things can be a challenge for a person who's just coming into recruiting with these amount of kids and then you think about their spouse. Their spouse don't have that network, right? So now we're talking about maybe a loss of income, things of that sort. But that's what an average recruiter is. Now, having said this, I want to make sure that I'm clear about this. I may be kind of painting some of the challenges that we have, but I'm telling you these recruiters are so motivated and they are finding a lot of ways to get after this. So we do, within recruiting, I mentioned child care. There is a what is the child care? Child care aware. So the recruiters do have an opportunity to get their child care subsidized, okay? So we do have a program for them and I'll tell you that we are going after this whole BAH situation because our recruiters, their BAH, no matter where they are, is based on what is that nearest Air Force or military installation and it is so not right, okay? We have recruiters that are living literally two hours away from their recruiting office because of schools because that's what they can afford and I went out to Chicago. We had an individual that was in that situation and when you have a family with small kids, you have three kids, in Chicago, you can't live right there in the city and if you do, you're probably going to have a super small apartment. You're probably going to be more susceptible to crime. So these are just things that we need to get after. Okay, as I mentioned earlier too, these recruiters, they have to get out and they have to do a lot of engagement. So this this slide here just depicts a lot of the things that they're doing. These recruiters are not sitting behind their desk. They are actually getting out and trying to do a lot of things within the community so that they can continue to inspire and engage. Marketing, some of the things that they're doing when they're out, some things that you may not be aware of is STEM. Okay, STEM is huge throughout the Air Force but we're trying to get after this even harder. So we're partnering with organizations such as FIRST. So we'll get out there, set up our assets at some of these STEM events and we're trying to target those high school individuals and trying to get them to come into the Air Force. We do a lot of other things, not just air shows. We're doing snow, you probably heard about snow crawls, we're doing motocross, of course we're doing NASCAR. But we're looking outside of the box too. We do Spartan races. We're doing some of these FIT programs. We just did the NFL experience. Well, we do that the last couple of years we've done those. So we're trying to get ourselves out there and we are not opposed to any kind of event because we need to see where we can insert ourselves and continue to inspire individuals to come in. All right, so how are we getting at the diversity? Our commander stood up a diversity sale, so it's called attachment one. This particular sale is again to focus on diversity, mainly within the aviation area. So we're trying to get after the pilots here. So this team goes out and they do a lot of, excuse me, a lot of engagements in the communities where we can capitalize on the different diversity. Diversity is not just race. We're talking about gender as well. We also stood up an innovation sale. So this innovation sale is to have a streamlined process for individuals within recruiting to submit their ideas on how we can improve our processes. If you're not aware, if you haven't seen one of these new recruits going to BMT, they don't go with that thick folder anymore. If they go with any pieces of paperwork, it might be two pieces. Two pieces of paperwork is what they're going to BMT with, because now we have that automated within the system and it'll flow down to the BMT. What we're also trying to do, and we're in the process of trying to automate the actual application. I left a folder back there in my backpack, but I got her folder of what it, all the paperwork that a recruiter actually uses when they're talking to an applicant, and it's about this thick. Well, we need to do better. We need to automate that. So what we're trying to do is kind of like when you buy a house, everything is online right or packaged up. You can go through, read it, do your digital signatures or your thumb prints or whatever. So we're trying to we're working on that and we're going full speed with it. We have a depth app. This app is available right now. A lot of you probably didn't know that either, but you can download this.  But in there, it gives them information like the Airman's Creed that they can learn in advance, the reporting statement. It has all kind of physical information so that when they get the BMT, they shouldn't be surprised at what the standards are because it's there. And by the way, we have videos in there also that shows them how to do those things correctly. Okay, so download that depth app, show it and share it with everyone because that's good information for you as you're going out and talking to individuals. Also, we're working on an Aim High app, oops, I'm sorry, we're working on an Aim High app. This app is in the development of stages right now, so with this particular app, it's going to kind of bring in the family members a little bit more. So what we're going to do is we're testing it right now, it started yesterday with one of the flights down in BMT. We're going to have photographers following around the flight. Photographer will upload pictures and so the parents can go out and they can look and see what their child is doing during week one through airman's week. All right, and then it also has some other information out there and then what we're also going to do with this is we're going to have all the events out there. The events that's going to be on this app is the same information that you can get on the Aim High, I'm at the AirForce.com website. So if you're like here, you're in Montgomery and you're like, hey, let's see what's going on Air Force wise. I can go and just check out the recruiters or see what they're doing. You can go out there and click on it and you can find what's going on in Montgomery, the date, the time, etc. and go out there and participate if you want. So we always encourage you to go visit a recruiting office and get involved as much as you can. However, there are certain things you can't just show up for. If you try to go to the Super Bowl, I think it's in Miami this year or next year, you can't just show up if we're there. All right. There's certain things that we have to do credentials, etc. Total force recruiting.  We have been directed to make sure that we have one Air Force recruiting agency. General Wilson asked for this to be done back in July of 17 and unfortunately we didn't make a lot of leeway to that. But right now we are going full speed. I mean super full speed. General Leavitt has already hired her deputy commander who is a one star reservist. He should be on board in August. I mean August April May timeframe. We also have a chief that will be in our marketing office. That's a reservist. So he's going to bring some of that reserve expertise and help us get after our whole marketing. So we're still in the initial phases of this. But again, we're going full speed. We don't know what the structure will be like yet. We're working through all of that. But we do know that the headquarters will be in San Antonio. And then again, what the organization is going to be, how we're going to get funding, and all that. We're still in those initial stages. But we again are going full speed. Having said, we just graduated our first total force recruiting class. So that was huge. And I don't think we did a great job in marketing that so that everyone know. But it was awesome to see all the active duty guard and reserve recruiters in the same class. And when I talk to them, I ask them what did they think about this? So do they feel like there's going to be competition? A lot of our recruiters feel like they don't want to be, have to go out and compete against a guard or a reservist. And I'm telling you, that's not the whole point of total force recruiting. Total force recruiting, the point there is to make sure everyone see us as one. Because right now, it's not like the Marines or the Army. When you look at them, you see one component or one service. For us, you see three, technically four. Because civilians is in this as well. So civilians will be rolled up into this whole total force as well. So what our recruiters are going to do is, if we had the manpower, when we get the manpower, they will all sit together in one office, hopefully. It's not, again, not going to be a competition, but it's about awareness. So when the individual comes in and they see that actor do the recruiter, he'll talk to them.  I want to do part time. All right, then they'll go right here and talk to the reserve recruiter. And we do not expect our recruiters to know every single thing about every single component. That's not the way that again, it's supposed to be set up. It's about having everyone see the Air Force as one and not three or four different components. So what can we, what do I need your help with? I just want to make sure that we're getting the right airmen at the right time. I would tell you, we are getting a lot of the right airmen. Absolutely. And I appreciate it. And when these airmen come in, you ask them, did they want to go into recruiting? A lot of them would say no, but then they'll follow up with, I'm glad I did this. This is absolutely amazing. I love what I do. I see the difference that I'm making. So thank you. But sometimes we're not getting them at the right time, whether it's the right time in their career, whether it's the right time with their family or life issues. So we are finding out that people are struggling with the whole being separated from a military installation, not having those networks. So we could just use your help in making sure that now that you kind of have an understanding of what the recruiters go through, how they're separated, that maybe you can consider that when you're doing the vectoring. We are kind of looking at our process a little bit more with interviews. We do want to try to have an actual recruiter do some of those interviews. And chiefs, I forgot to ask you all, but I remember when I was a base level command chief that I had to sign off on those special duty applications. I could have sworn I signed off as a command chief on every single one of them. But I looked at the application, okay, that's what I thought. So obviously we changed it, which I think is a file. But I need to make sure that those commanders and those superintendents, not just the first sergeants, but I need to make sure that they're having those conversations and that we're getting the right airmen at the right time because again, it's not happening. We're finding out people had some marital issues. They were already going through counseling. Maybe they had some child issues, EFMP, whatever. And you're still vectoring them into recruiting and that just may not be the right time because there's no guarantee they're going to be at a military installation. Okay, so we're going to try to look at the whole interview process to include interviewing the spouse because the spouse is an integral part of being of a recruiter. If that spouse is not happy and can't take care of the home, that recruiter is not going to be successful. So those are things that we're going to try to get after. Okay, so again, our success just depends on basically just getting the right airmen, okay. We just need you to help us out and just remember that recruiting, in order for you, or in order for the Air Force to be successful, recruiting has got to get you those bodies. So we have a motto that we say without recruiter, there's no airmen. Without airmen, there's no airpower, all right. And that is the true. So we've got to make sure that we get the recruiters that can go out and get those airmen for you. All right, so I went super long. I apologize. But do you guys have any questions? Yes, sir. This thing works. Excuse my voice. I have a cold. I'm Sergeant Hodgin from Luke Air Force Base. My question is, regarding to the tech school that the recruiters go to, whatever, throughout my time in the Air Force, is that the recruiting school is one of the more difficult schools to get through. How has that changed? How are our recruiters being trained today? And is it a high pass rate or is there people still struggling to get through the school? All right. So the recruiting school, it's funny you say that because I kind of heard something the opposite that the people feel that we're just letting people go through and we're not getting the right recruiters in the field. Our team down there is doing a great job in making sure that they are doing one-on-one, the salesman, they have to go in and they'll do the mock pitch when a person walks into their office and how do they handle it, et cetera. It is not as hard, maybe as back in the day, the perception that was there, but it's not that easy either because we don't want to make this easy for the recruiters because we want to make it as realistic as possible of the type of applicants that they're getting to walk into their office. So maybe we've relaxed the job. I'm at the school a little bit. I keep looking over here because I just got in the seat in November and we have the training office over here who can probably talk a little bit more about that. Huge challenge to get through that. Very, very huge challenge to get through the school. I mean it wasn't like a PJ walk out here. I'll tell you. You didn't have some washouts. So because they're recording there. Now we still have a few, but it's not quite as bad. What we do have is, according to our instruction, when someone has an issue, they have a grading sheet and the grading sheet. Oh, my bad. The grading sheet really kind of tells you how well the person did in the school and what they need to work on and focus on and so forth. So when we do get those at the squadron level, as I used to be a prosuit, we kind of look at that report and say, okay, this young man, this young lady, has an issue with sales or whatever it is in the process and their training. And then when we bring them in, there's a training process when they come in, OJT, that we put them on and we focus on the issues that they may have. Some of it's public speaking, some of it's just generally confidence or what have your PT, whatever it might be. We try to engage with that in when they come in this way. So yeah, I mean, we're always going to have a few that don't necessarily come through, but it's all about attitude. Attitude is everything. That's our motto. And yeah, that's how it works. All right. If you guys have any other questions, specifically, the four of them will be here later on. And, you know, like we said earlier, it's about networking, right? So make sure that you reach out to them because they'll be out there taking care of your airmen. All right. Thank you for your time.