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And again, this is just a few of the highlights from the report which can be downloaded from the MCEER Website. The URL is up here at the top, or you can link to it from our homepage, imagecatinc.com.
Thank you for your time.
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We begin by viewing the entire network representing the interactions of 529 organizations. Organizations are represented by circles while the functions serving as the basis for their interaction (such as logistics, debris management, and search & rescue) are represented by different colored lines. Even at first glance, we can see how this provides a great way to visualize the network.
You’ll notice organizations at the center of the network that are involved a large number of functions, each having multiple colored lines connecting them to other organizations, while others are only bounded to the network by interaction in one response function area.
The organizations in the center with multiple connections across many relationships are said to have a high “Degree Centrality” that is to say these organizations, again represented by circles, are at the center of a web of other nodes and therefore the center of the system. These central organizations represent the nodes with the most influence over the network due to their ability to connect otherwise isolated organizations and functions as well as an ability to broker relationships between others. 
The next level out you will see other organizations connected to these central organizations on one side and another another group of organizations that are important to the network on the other.  These organizations are said to have a high degree of “between ness centrality” due to the fact that they are those that most often sit on the geodesic (or shortest) path connecting two organizations.  In other words, they connect organizations that otherwise would not be connected to the network by providing a path tat would not otherwise exist or a shortened  path between two organizations.
What else? You should note that the placement of the nodes/ organizations throughout this presentation is not meaningless.  The distances between the nodes and the lengths of the line are controlled by algorithms in a process known as multi-dimensional scaling.  In this process the program pushes organizations less bounded the network to the outer rim while centering organizations with many ties. 
I want to first move quickly through slides visualizing several different response functions and then return to each. The functions I will focus on today all have a strong connection to Ground Zero, although the activities associated with some functions include responsibilities beyond the World Trade Center site.  The contrast in network size and shape points to the different characteristics of various networks.  Networks themselves form different shapes and vary to the extent to which they span the network.
Consider response functions such as emergency coordination and logistics. Each of these functional networks spans a large portion of the entire network. In emergency coordination, we see a strong concentration of organizations near the center, but notice the extent to which organizations are connected farther out. The same is true of logistics.
Now compare the two images from the previous slide representing emergency coordination and logistics with debris management where the function still covers a large portion of the system, but due to an increase in specialization is somewhat smaller than the previous two networks.