AUSA 2020 HLS Seminar - Army Response to COVID-19

good morning i'm professor bert tussing of the director of the homeland defense and security issues group of the united states army war colleges center for strategic leadership and i'm honored this morning to be moderating a panel examining dod's role in contributing to the whole of mission response to covet 19 crisis i'm joined this morning on the panel by lieutenant laura richardson commanding general of the united states army north lieutenant general jody daniels the chief of the army reserve and the commanding of the united states army reserve command lieutenant general john jensen the director of the armenian national guard deputy assistant secretary robert statuses the deputy assistant secretary of defense for homeland defense integration and defense support of civil authority and last but not least assistant administrator damon penn the assistant administrator for response in the federal emergency management agency the individual biographies of these great circumstances are available on the conference website but a reflection of their individual contributions to be found in their combined services 170 years which of course lieutenant general jensen deputy assistant secretary salasis and are exceedingly old now to say that the country's military has risen to the occasion of supporting the federal federal state local territorial navy and even tribal governments in dealing with the growth and especially the nation's army would be something of a gross understatement but i'm going to leave it to these leaders to provide a quick demand of that support in their prepared statements as they do however i would draw your attention to how that support turned out to be a model of integration of the total force of a federal interagency and through all of the tiers of federal state local tribal and territorial government would like to lead off this morning by the entity to the policies which led the direction of our response the federal emergency management agency and assistant administrator pin thank you everyone for attending and uh and inviting me i kind of like to lead off and talk a little bit about uh uh the situation and kind of outline things uh so we all kind of have a common point to speak from as the other presenters come up uh and i would kind of characteristic the whole characterize the whole response as uh managing shortages versus managing resources uh normally when we have a disaster we pride ourselves on having overwhelming strength and power uh to bring the bear that and we can uh uh challenge it handle any challenges by uh brute force and ignorance sometimes but uh really couldn't do that when we're trying to manage uh shortages versus managing resources and i'll give you an idea on how big that was but i'd first like to remind you that this whole effort started back in january that's when uh mr salasis and i had our first conversations with hhs and we were trying to figure out then how to house uh the uh members of the the uh passengers from the cruise ships and how they were going to come into the country and how that was all going to work and just escalated from there and really the whole piece started with us trying to figure out what we didn't know about how to respond to this type of an incident um our first response was back to uh california and texas where we thought we were going to have the biggest party outbreak and we committed some resources there only to find out that the east coast was our biggest challenge particularly in new york and new york city and then how we diverted resources and worked our way there we also thought as a nation that we would go to the china model where we'd have these large alternate care facilities and we really only did that in new york city because the way the uh the way our health system worked was a little different from what we expected based on the china model but to give you an order of magnitude at one point we had 1900 dod people engaged in the response that was a single day in june that response lasted for the better part of 120 days with mainly uh medical and medical support people and over 500 people in new york city at one time to give you an example also discuss the also used had the use of the comfort and mercy and how they played a role in what we did and then subsequent deployments later to california and texas and oregon as the situation continues to develop but we wound up having our national response coordination center active for over 220 days where the previous record was 93 days some other challenges to work our way through was medical equipment personal protective equipment in particular for the medical care facilities uh n95 mask gloves gowns then hardware like ventilators and other respirators uh one out of box things that we did was uh then to establish an air bridge where we actually flew uh equipment that belonged to civilian entities rather than wait for their ships to come we actually flew uh their equipment over and then let them distribute it during the through their normal distribution channels and we can talk about that a little more as we go on if you would like but imagine as order of magnitude first request for ventilators came through as what would amount to 10 years production of ventilators so if you take the worldwide production of ventilators we had an initial request for 10 times what is produced in a normal year much the same when we talk about n95 mask that you need in hospitals and when you talk about gloves and gowns uh so we worked our way through all that and then oh by the way we had this little thing called hurricane season that crept up on us and complicated things even more and we had 27 named storms uh the most ever five were in the gulf at the same time that we responded to we had uh 10 strike the mainland the most that have ever struck the mainland and 85 f mags for uh wildfires uh when 30 is normally uh considered very high and the three largest fires in our nation's history all at the same time so dod is act has been a very active part of all of those responses in addition to the ongoing covid response that we're dealing with and uh we're really lucky to have paid to have partners uh like uh like dod um we can talk if you like later a little bit about some lessons learned with the ability to do congregate sheltering and non-congregate sheltering how to move equipment we can talk about some of the second and third order effects that that creates and we can kind of work our way from there but uh i'll uh yield my time back to uh back to you bert and uh we can move on thank you very much damon the other side of the the other political side of the equation in this particular endeavor of course was orchestrated through the department of defense specifically through the office of the uh area of defense for homeland defense and global security and particularly through the office of the assistant secretary of defense for homeland defense and defense support civil authority that's my friend merciless bob if you would please take over uh great to see everybody thanks for the opportunity to highlight some of dod's efforts to confront and and respond to the covid crisis obviously a crisis of scope and scale unprecedented in recent history and really a tremendous tribute to everybody that contributed to uh responding and dealing with the crisis i think early on in the crisis one of the seminal activities was secretary esper establishing three priorities for the defense department those priorities were simply to protect our people maintain our mission readiness and support the whole of government response to the pandemic and although there were some challenges throughout the crisis dod has demonstrated its resilience and ability to continue to execute all of its missions throughout this pandemic and again it's a real tribute to the leaders at every level throughout the department understanding what needed to be done and taking the actions to meet the secretary's priorities as we look at those priorities protecting dod's people early on what was critical to that was the kind of force health protection guidance that was released throughout the department of defense to all our military members our civilians and the work that was done to highlight uh the strategies and approaches that we needed to reduce the spread of covid and mitigate the impacts obviously all of that policy guidance that was released was aligned with the cdc and hhs guidance also what was important in protecting our people was implementing the needed mitigation measures the social distancing the early decisions on reducing travel and restriction of movement and then of course implementing our personal protective measures that were so important masks and other types of personal protective equipment that we used critical to protecting people was our diagnostic and testing as you may be aware we conduct over 50 000 tests a week in the defense department over our military members and civilians the significant effort to get that testing up and running also we strengthen our dod material and logistics posture in particular in the ppe area pharmaceuticals and certainly helped out uh in the whole of government effort which i'll talk to just in a second here but our expanded testing and our ability to do contact tracing in our efforts to implement mitigation measures certainly limited the spread of covid and protected the dod personnel the second priority of maintaining mission readiness and safeguarding dod's national security capabilities was executed flawlessly in this way too and the key things that were uh important was the availability of the dod workforce and to maximize teleworking and to provide alternate work schedules to make sure that we continue to work on our critical missions we did things like adjusted recruiting which as i'd like to point out our retention the services are actually meeting or exceeding our retention rates this year so a number of great things happen in maintaining mission readiness we continue to monitor the the readiness of the force we continue to monitor the readiness of our major defense programs and the resiliency of our force is echoed throughout not just the active force but the guard and reserve and how they responded throughout this crisis and i know others will talk at great length about the tremendous work that the garden reserve did along with the active component and of course we're back with our medical facilities child care facilities and schools are open either in person or teleworking the other thing is our ability to support the whole of government which is really the focus of today and both domestically and internationally the department provided incredible capabilities i know folks will go through a lot of the details of the military support but i think it's important to point out the critical role the installations played in the force health protection levels that they established to protect their people and to be able to continue to execute their emissions the important work that dla did the thousands of contracts they let for critical supplies the work that transcom did with airlift airlift not just around the country but around the world to bring critical supplies back into the united states the work that the corps of engineers did in developing alternate care facilities providing over 16 000 beds through many of the major metropolitan cities and then one of the other key aspects of this response working closely with damon and his team and hhs and others was the establishment of task forces the department supported the supply task force that was established to support hhs and fema and bring critical supplies as damon pointed out some of the work that was done with ventilators but ppe also another critical aspect of it was the joint acquisition task force would worked on defense production act activity to increase the industrial-based capabilities with the united states uh headed up by ms stacy cummings and the work that the team did across the services with our ability to use contracting capabilities to help in that regard and then of course more recently the establishment of operation war of speed the work that we're doing with hhs on vaccines and therapeutic development just a tremendous undertaking and i will just point out from the international response the department of defense and the combatant commands out there provided over assistance to over 135 countries critical supplies lab and diagnostic support those types of things to include over 29 field hospitals so just again to summarize a great tribute on the work that was done in the department uh in support of our federal state and local partners our international partners allies and just a tribute to everyone that was involved in this so thank you very much thank you bob the next speaker of course is lieutenant general laura richardson the commanding general of army north uh general richardson of course and her command were the key component of the activation and integration of the active duty forces and our response lieutenant general richardson please ma'am okay thank you bert and good morning everybody thank you so much to ausa for this very important seminar and highlighting the importance of it again bert thank you for being our moderator this morning and also the participation of our distinguished analysts required an unprecedented response it required a whole of nation response all 10 fema regions were activated across the entire country and we have only trained for something like this and exercises and a national response requires and this pandemic response has absolutely validated department of homeland security's national response framework fema became the lead federal agency and in early march would be going to be needed and was going to be requested as such us northcom disney made an army north land component command 19. as the first mission assignment came out on the ground very quickly but one state's request to take a majority of dod's medical capacity and therefore prioritization of the national level will be required in order to list several states in the not just as well as the medical provider the remaining army filled hospital uh the remaining the one remaining possible what we quickly learned in new york city is that the 11 public city hospitals were desperately in need of help working with fema and the new york city emergency manager we quickly sent dod medical providers into those hospitals who immediately had an impact and decompress these hospitals with more capability hospitals have all the infrastructure needed for copiod high flow oxygen icu wards or alternate care facilities you were having to build a hospital and all of that infrastructure out of an empty event center the key critical decision for dod was to put title 10 medical providers which are supposed to be the last resort when a state is overwhelmed where they can immediately go to work and make an impact and this was in the hospital as such the army quickly went to the drawing board and developed a scalable field of a scalable field hospital of 85 medical providers who could quickly arrive on board in a hospital and be working within one to two days the golden rule in responding at a crisis is don't be late to need this was a sure way of getting dod capability there in time by going straight into the hospitals and not waiting for patients to show up at an alternate care facility to summarize the dod title 10 coveted response i'd like to highlight that this was truly a whole new response by a joint military force medical providers from the army navy and air force active duty reserves and national guard today dod has supported fema with about 3 840 military medical providers for 134 mission assignments we've deployed in 10 states 31 cities worked in 47 hospitals and nine alternate care facilities the national response framework works u.s northcom as dvd's synchronizer for the nation works well as uh also works well and the dual status commander is an absolute necessity in this process thank you for your time today and i look forward to your questions thank you very much general richardson as general richardson said is with the army's component the army's contribution to this effort was certainly a total force effort role of the active forces was equally matched by the role of the reserves the national guard the next set of comments and observations will be by lieutenant general daniels the chief of the army reserve lieutenant general daniels so thank you bert and good morning i'm lieutenant general jody daniels chief of army reserve and commanding general of u.s army reserve command i'm very excited to participate in this important discussion on homeland security thank you so much for the invitation as chief of army reserve i'm responsible for plans policies and programs affecting all army reserve soldiers including those who report directly to the army as commanding general of u.s army reserve command i lead a community base of more than 200 000 soldiers and civilians a footprint that encompasses all 50 states and five u.s territories and more than 30 countries across the globe america needs a powerful resilient federal reserve force ready to deliver capabilities on the battlefield and in the homeland fulfilling our integral role as a critical force provider for the army and the joint force and never has that dual role ever been more tested or employed than over the past eight months as we united army and other services and agencies across the nation to safeguard and serve our citizens in the fight against the covet 19 pandemic the army reserve has been in this from the beginning and we remain so today providing the forces and capabilities needed to support the department of defense's whole of nation response while also working with the army and our interagency partners to ensure the health and safety of our soldiers families civilians and retirees at home and abroad i want to express my profound gratitude to the more than 3 000 army reserve soldiers who served in a variety of headquarters and specialties and mobilized and deployed across the united states and who have remained and continue to serve so selflessly on the front lines of this kobit 19 pandemic while also remaining ready for whatever threats and challenges lie ahead i look forward to your questions thank you thank you very much and finally the final leg of the total force structure of course is the national guard the most conduit for state and local governments especially the army national guard was a key effect in what we've done thus far with covet 19 and what we will continue to do in leading the nation the crisis representing the army national guard of course is their director determination johnson general jetson police professor tustin thank you very much and i'd like to thank lieutenant general laura richardson for the opportunity this morning to participate in the homeland security seminar as my seminar colleagues have described 2020 has been a very challenging year for our nation and certainly for our national guard as well from the earliest days of the pandemic and national guard response to the pandemic goes uh goes back to late january uh with the washington national guard's support to their state eoc the national guard has been called upon to assist their fellow citizens in what's become an unprecedented nationwide domestic response by the department of defense and by the national guard at the peak of our response in may over 47 000 national guardsmen were on duty across the 50 states three territories in the district of columbia these 47 000 soldiers and airmen were performing an array of missions to include residential care support including long-term care facilities and veterans homes alternate care facility establishment and manning covid 19 community testing food distribution and meal delivery distribution of personal protective equipment and medical equipment as well as medical supplies phone bank manning and so many other important and life-saving missions our traditional military skills in many cases developed and honed over multiple overseas deployments and training exercises quickly were adapted to this new environment and these new missions as it has this year for hurricane response wildfire response in the western part of the united states domestic unrest response across the country and other state and local emergencies today over 17 000 soldiers and airmen of the national guard remain on duty across the country providing support to their fellow citizens part of the 8.4 million man days of domestic operations support provided by the national guard this calendar year the continuation of the national guard or i'm sorry the con contribution of the national guard has been immense as part of the interagency intergovernmental covid19 response fully integrated at the local and federal levels to date the national guard has assisted in the distribution of three of 387 million mass gloves gowns and other ppe has helped serve and deliver 367 million meals and has assisted in the screening and testing of 9.3 american citizens this challenging year has shown once again the national guard possesses the capabilities capacities and connections to respond in mass to in mass domestically while simultaneously supporting the national defense strategy as a full contributing member of the united states army the united states air force so again i'd like to thank lieutenant general richardson for this opportunity and that concludes my opening comments thank you thank you very much general jensen and thanks to all the panel members for their their quick portrayal of the contributions of their organizations i'd like to begin now with a question for the panel members asking what they thought were the key things that the organization did to prepare and then to execute an event of this scope and i'd like to begin by turning it to deputy assistant defense at least hey bert thank you um so obviously uh the key to this and and everybody's spoken to it is just the complete integration and coordination of efforts and and the leadership by uh fema and hhs through this effort uh on the domestic response it's uh it's been tremendous in what they've done i i think the key also a couple key aspects of it was our ability to share information very rapidly uh to allow for decisions and that that information sharing comes from years and years of just strong partnerships enduring partnerships across the u.s government enterprise to allow us to share that information and also to understand the capabilities that we each have and how we can contribute and our ability to have pre-arranged agreements to support the the immediate uh you know delivery of those capabilities all of that combined with some of the other factors in that certainly we could talk a lot more about uh as it relates to the private sector and the partnerships that we had with the private sector in this effort and not just the federal government the state and local governments working together um it was just an incredible effort and that that level of of understanding and work that was that took place is is the key to the success that we've had as a nation responding to this unprecedented event and i know we've used that word quite a bit uh but but fundamentally it is one of the most unprecedented events that the nation has faced with when you think about the 50 states the four territories and the combination of dealing with the demands of all of that simultaneously and being able to do that effectively as a nation we learned a lot in this event and i think we'll carry away a lot of those lessons as we move forward thank you very much bob lieutenant general richardson when you aren't executing i know the command is constantly in a state of truth so if you would please ma'am could you give us an idea from your perspective of what you all did to prepare and execute and for an event of this scope so it was uh last october we participated in a joint staff um a dod joint staff tour one level exercise called influence shield and last year uh to participate full up in vigilant field and quite honestly this was um this was an exercise that involved uh what occurred with the entire country um and [Music] became activated it was the entire uh civil authorities as the exercises that continuously occur uh that allow the partnerships and relationships to be built because you absolutely don't want to be that you're working with for the first time uh on the ground trying to figure things out and generally um as i found just my year of being uncommon over a year at army north is that i've been able to meet so many different people uh from the uh army reserve the national guard from fema hhs uh from the national interagency firefighter that we're working the you know wealth empires i mean it's just a tremendous disaster response network out there and so uh quite honestly as well as having the seibert exercise over army north we just participate in so many exercises throughout the year which i think is truly invaluable very much ma'am and general jensen of course guard enjoys relationship with these local authorities that they have to deal with in times of that is well developed prior to occurring could you give us an idea sir we went about preparing and executing with the national guard forces this endeavor yes i think mr salas has brought up a very good point at the at the beginning of his comments is that uh you know our our initial uh preparation execution were based on existing relationships that have been created and maintained across the country by our adjutants general with their state and federal agencies whether that's hurricane response whether that's wildland fire response but those you know ensuring that we focused on those initial relationships was very key the other thing that the the advantage that we had is because it did not hit the entire country at the same time to the same magnitude what we were able to do was learn from uh from one area of the country or a state or a city and look at those uh problems and look at those solutions as options throughout the throughout the country so previously before becoming the director of the army guard i was the adjutant general of minnesota and being in the middle part of the country uh we saw kovid 19 come to that part of the country later than it did on our coast uh so through the the communication architecture established by the national guard bureau our ability to communicate across all 54 states territories in the district i was able to learn from what the uh from what the the governor of new york was doing i was able to learn what the governor of washington was doing in response to covet and where we'll take those lessons and apply them to minnesota at that time but uh but again the key part as mr salas has said at the beginning is these existing relationships uh that are so important as we begin that immediate response to any emergency thank you thank you very much very much general justin and the question of learning is what leads me to uh the next question that i have for the panelists what lessons have we learned on our interagency in intergovernmental elimination and response out of the covert crisis our response there too let me start by turning that one to the leader of our policy efforts here mr penn uh i think that's a great question first of all uh just uh reinforce uh general richardson's point that the nrf works and uh using our existing systems and and using that as a the basis for how we uh did our national coordination of the federal effort uh was key to what we uh to what we did we made some modifications then that instead of using the really strict emergency support function framework we really divided it into eight lines of effort and developed eight task forces that worked and worked together and moved forward as mr salas has mentioned and dod was a part of all of those the other lesson learned is what general jensen referred to when he talked about the state sharing information we actually went as far as to develop some task forces that uh worked their way from uh new york which uh had the the initial largest single response effort uh to where they went to other states and continue to go to other states and take lessons learned in doctrine and and best practices and work those out across the nation in fact there's a team that went to wisconsin over the weekend to do that very thing so all par all that is part of playing to our strengths and knowing what works for us as a nation and being able to coordinate a federal effort using the strength of all the key players that we have thank you assistant administrator pen general jensen of course once again the unite the national has the best bottom up look time to time in a situation like this one and i was wondering were there any particular lessons that you all took out of this this uh crisis with regard to interagency and perhaps more importantly for your intergovernmental coordination and response yeah i thought i think what was very important early on is the ability to flatten communications uh at as we are responding to different levels of of this pandemic across the country we were able to do that uh by frequent senior leader uh huddles uh at one time we we were doing them you know multiple times a a week as we were sharing our information and we had the ability to bring in additional senior leaders to participate for example the secretary of defense on more than one occasion came into our senior leader huddles so our ability to to really communicate from from the ground level all the way to the senior executive level of the department of defense was very important uh during this time and then at the local level it's all about our liaison officers that were able to uh send out to state county and city level at one time we had almost a thousand liaison officers that were operating across their states to and and then also at the federal level so it gave us the a great ability to understand uh at every echelon of the governmental response to the to the pandemic thank you very much general jensen and then from the larger national perspective of course where we most often apply our active component general rules and what were the lessons that came out from our north's experience regarding the interagency our intergovernmental coordination that we were responding to simultaneously and so as we were um i was sending a subordinate headquarters to northeast to new york city um i was also sending his important picture to the state of washington um that was the seattle response so what we did and it was very of headquarters out for the thing that required immediate coordination of where they wanted and so what i did was and they uh all of conus and sliced and so quite honestly that allowed the flexibility of being able to work simultaneously ready to go to work and work hard and had a great work that work effort from the military um uh really provided her an extra life that they needed to make it and so just really proud 31 different cities in every place um there are different positions that are key makers in that state or in that city and so you have to figure out who that is on the environment side of the house in new york relationships it really helped us out tremendously working with the tag of every state also the corps of engineers work projects with all of these uh states and cities and so they they know who decision makers are too so it's really it was really fantastic to be able to work with so many different states and cities through this response thank you very much now i'd like to turn to another view of this top of talk this description so far and then the answer to the question so far of all on with regard to the medical business we helped out there everything from the urban augmentation medical task force to the alternate care sites but our whole of nation response was much more than just placing medical professionals in the community so my question would be to all now what were the other issues that your organization's made and i'd like to lead off in that question once again by going to the supported agency the most supported agent in these regards and that's fema mr penn oh great uh thanks bert uh yeah just again uh unprecedented coordination uh or a major task that uh that we hadn't experienced before so if you can imagine uh as you try to get an idea of the scale of this response uh think about a brigade combat team where you're normally used to having uh three battalions uh italian task forces that you work with and assorted number of separate companies uh then suddenly make that uh ten battalion task forces that you have with 55 companies that would represent the states and the territories all with major disasters all with concerns and all with needs that they have and then helping them trying to figure out exactly what the needs are and how to respond and uh and how to do all of this in a covent environment so just the um the complexity alone was uh uh was it's quite a challenge for everybody and we managed to work through it because we had systems in place that worked and we had practices in place that worked and general richardson's point exercises were key to what we did and continue to be key we happen to have a exercise with hhs called crimson contagion back in november that was about the outbreak of a pandemic and how you respond the other thing is that we have plans that for catastrophic incidents that are in place we actually have a pandemic crisis action plan that we took out dusted off and put in place but the uh i think where most lessons learned from this incident will come is if we have a catastrophe against them in the united states something to the magnitude of a new madrid earthquake or any other large seismic activity it involves multiple states multiple regions the command and control lessons i think that we learned and continue to learn from our response here are going to be what will carry us through and as i mentioned in my opening uh comments being able to help everyone understand that we are now managing shortages and not managing resources is key to that because you have to make some very critical decisions about priorities and not everybody gets what they necessarily need but we have to be able to work our way through that and make sure that we can satisfy the biggest need with what we do have much damon in general i've been uh neglecting you obviously the army reserve has done a tremendous amount in terms of the medical professions but i know that the organization has done more beyond that can you comment please on the extra activities that were taken undertaken by the army reserves now i believe your microphone may be off yes the army reserve also really rapidly mobilized logistical engineer legal intelligence support to the 19 response efforts as well as airlift movement of supplies the 377 three theater sustainment command the fourth statement command the 76th operational response command mobilized their headquarters along with the seventh medical command which stood up an operational command post to support those regions that general richardson mentioned we were fully integrated with those headquarters and her headquarters planning the overall response efforts we also uh deployed more than 180 of our emergency preparedness liaison officers they were across all female regions as advisors and army subject matter experts as covet 19 has no geographical boundaries eclipse served as civil support advisors to vms state and local governments as well as non-governmental organizations at the fema regions we also had our 416th and 412th engineer command providing engineering support as they rapidly help the rebuilding and refashioning of disability and military and medical facilities so we had quite a breath of resources that were out supporting this effort thank you mr man in general jensen you may be batting clean up for us on this one but would you uh like to respond to the question the the additional things that the national guard brought into the equation beyond the medical response yeah thank you professor testing yeah with 47 000 guardsmen um mobilized in support of kovic 19 response at the high water mark you know most of what we were doing was was non-medical as i mentioned 9.3 million covid tests and screenings done by guardsmen uh the the amount of ppe delivered 387 million mass gloves gowns and so what we really saw was the full capability of of the national guard being being utilized whether that's distribution of equipment whether that was distribution and preparation of of meals whether that was planning uh assisting our our state and local governments with planning it was just the entire array of military skills uh that our guardsmen are able to rapidly adapt to a domestic response and so you know i'm just reminded that that response isn't over over 17 000 guardsmen are still on duty in support of our covet 19 response and many of them have been on duty since march significantly contributing to their local community and to their state's response uh in in uh in the covet 19 response thank you thank you general jensen and i'd like to thank all the panel members for their contributions today and in their answers to the questions we're left with with the obvious impression of a force that was rapid in his response with the right force to meet the requirements at the right time uh there was a tremendous amount of things that we could have gone on for several more hours to talk about our ability to to provide for competency proficiency and flexibility across the expanse of the requirements that we met was frankly probably unparalleled in anything that could be done in the nation it's been an honor to be with you all here this afternoon i thank you very much and uh i would suggest once again to the american people that they are in great they are in great debt to their army their total army active component reserve and guard thank you very much

Channel: U.S. Army Professional Forum

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Keywords: US Army, Army Professional Development

Id: YDRjcZqlfIw

Length: 46min 52sec (2812 seconds)

Published: Tue Oct 20 2020