Community Resilience Districts: Difference between revisions

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Community Resilience Districts (view source)

Revision as of 13:53, 1 September 2023

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→‎CRD Model Precepts
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# '''Many hands make light work.''' Don't expect one volunteer or a small group to handle all the tasks. Workloads should be manageable, considering that people are busy and have lives.
# '''Many hands make light work.''' Don't expect one volunteer or a small group to handle all the tasks. Workloads should be manageable, considering that people are busy and have lives.
# '''Defy the Pareto Principle.''' The [[wikipedia:Pareto_principle|Pareto Principle]] states that 20% of people do 80% of the work. In the case of NET, this principle tends to hold true if not addressed (approximately 25% of NET volunteers log 75% of all the hours). However, the principle harms the resilience of volunteer teamwork as it puts too much burden on a few individuals, leading to burnout or a team relying on one or two people to thrive. Leaders should invest in their fellow volunteers' capacity and delegate appropriately. In other words, spread the effort around instead of depending on a few willing hard workers.
# '''Defy the Pareto Principle.''' The [[wikipedia:Pareto_principle|Pareto Principle]] states that 20% of people do 80% of the work. In the case of NET, this principle tends to hold true (approximately 25% of NET volunteers log 75% of all the hours). However, the principle harms the resilience of volunteer teamwork by placing too much burden on a few individuals, leading to burnout or a team relying on one or two people to thrive. Leaders should invest in their fellow volunteers' capacity and delegate appropriately. In other words, spread the effort around instead of depending on a few willing hard workers.
# '''Align volunteer responsibilities with personal interests.''' Everyone has a role in disaster preparedness and response. Make use of the diverse skills and interests of volunteers to create a more effective response team. For instance, a registered nurse could be valuable in a medical response unit, and someone who enjoys cooking could contribute to a kitchen unit. Non-NETs (ATVs) can and should participate in community resilience.
# '''Align volunteer responsibilities with personal interests.''' Everyone has a role in disaster preparedness and response. Make use of the diverse skills and interests of volunteers to create a more effective response team. For instance, a registered nurse could be valuable in a medical response unit, and someone who enjoys cooking could contribute to a kitchen unit. Non-NETs (ATVs) can and should participate in community resilience.
# '''Keep response plans up to date.''' A response plan is a dynamic document. Even if a charter or operations plan is written, it should be regularly reviewed and updated as resources change.
# '''Keep response plans up to date.''' A response plan is a dynamic document. Even if a charter or operations plan is written, it should be regularly reviewed and updated as resources change.
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PBEM recommends that CRDs choose an FMA for their service area boundaries, for the following reasons:
PBEM recommends that CRDs choose an FMA for their service area boundaries, for the following reasons:


* '''Each'''
* '''Each FMA has their own fire station.''' This makes working with PF&R easier, since it means fire officers need only keep tabs on one team instead of multiple teams.
* '''Each FMA has similar public safety problems to solve.''' With an exception here and there, FMAs were plotted with the response capabilities of fire stations in mind. For example, FMA 27 is up around Forest Park and the firefighters there are ready to fight fires in the Wilderness Urban Interface (WUI). Go down the slope and you're in FMA 6, Portland's industrial part of town. The firefighters there are prepared for industrial accidents. It makes sense for NETs to organize themselves around these similar response challenges.
<span style="color:#ffffff">...</span>
 
== Phases of CRD Development ==
PBEM recommends CRD Committees develop the CRD with the following arc in mind, and approach each phase as a goal in and of itself:
{| class="wikitable"
|+
|'''1.) Assessment/Planning Phase'''
* Determine CRD Service Area.
* Plug willing people into as many CRD roles/jobs (interim if necessary) as feasible. Decide term limits, if any.
* Identify who can help you with the next phase (outreach); create a plan of action to move forward, decide what success looks like for this phase and set that as a goal.
|'''2.) Outreach Phase'''
* Organize/announce a couple community-wide meetings to inform people/businesses inside the CRD of the plan and get them on board as resources, and to help determine CRD priorities. Use social media.
* Build a list of people who are willing to help and have skillsets that will benefit the CRD committee.
* Decide what success looks like for this phase and set that as a goal.
|-
|'''3.) Organization Phase'''
* Clarify where the NETs are located in the CRD.
* Identify acute barriers to participation in your community (such as language, ability, apathy, time) and attempt to address those issues in the way your committee is structured.
* Make final determination of who the CRD officers are and their responsibilities.
* Decide how often to meet in the foreseeable future.
|'''4.) Continuance Phase'''
* Consider writing/adopting a charter (if it makes sense to do so).
* Identify ongoing agenda items.
* Set yourselves into a cycle of identifying problems relevant to the CRD's mission and solving them; appoint task forces as needed.
|}
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