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Community Resilience Districts: Difference between revisions
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Community Resilience Districts (view source)
Revision as of 15:57, 5 September 2023
, 5 September 2023→Recommended CRD Committee Officers
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'''Estimated time commitment:''' 5 hours/month | '''Estimated time commitment:''' 5 hours/month | ||
<span style="color:#ffffff">...</span> | <p><span style="color:#ffffff">...</span></p> | ||
==== Summary Position Description: Committee Whip ==== | ==== Summary Position Description: Committee Whip ==== | ||
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'''Estimated time commitment:''' 5 hours/month | '''Estimated time commitment:''' 5 hours/month | ||
<span style="color:#ffffff">...</span> | <p><span style="color:#ffffff">...</span></p> | ||
==== Summary Position Description: Operations Manager ==== | ==== Summary Position Description: Operations Manager ==== | ||
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Estimated time commitment: | Estimated time commitment: | ||
Depends on the number of active NETs...estimated an hour or two each month per active NET in the NPW | Depends on the number of active NETs...estimated an hour or two each month per active NET in the NPW | ||
<span style="color:#ffffff">...</span> | <p><span style="color:#ffffff">...</span></p> | ||
==== Summary Position Description: PF&R Fire Station Liaison ==== | ==== Summary Position Description: PF&R Fire Station Liaison ==== | ||
Instead of a fire station interfacing with each active NET in the CRD, it is more efficient and effective if the FMA’s fire station is represented at the CRD. Therefore, this proposal recommends a dedicated seat on the Committee for an officer from the station. | Instead of a fire station interfacing with each active NET in the CRD, it is more efficient and effective if the FMA’s fire station is represented at the CRD. Therefore, this proposal recommends a dedicated seat on the Committee for an officer from the station. | ||
This gives PF&R an opportunity to learn about what the community is doing to improve resilience, and provide feedback and advice. | This gives PF&R an opportunity to learn about what the community is doing to improve resilience, and provide feedback and advice. | ||
<span style="color:#ffffff">...</span> | <p><span style="color:#ffffff">...</span></p> | ||
==== Summary Position Description: Training Officer ==== | ==== Summary Position Description: Training Officer ==== | ||
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Estimated time commitment: | Estimated time commitment: | ||
10 - 15 hours a month, depending on how much instructing the training officer does. | 10 - 15 hours a month, depending on how much instructing the training officer does. | ||
<span style="color:#ffffff">...</span> | <p><span style="color:#ffffff">...</span></p> | ||
==== Summary Position Description: Outreach Officer ==== | ==== Summary Position Description: Outreach Officer ==== | ||
More than any other officer, the Outreach Officer is the most likely to need help and will likely need to coordinate the work of other outreach volunteers. | |||
The Outreach Officer is responsible for organizing block scale preparedness campaigns in conjunction with the NETs (such as distributing emergency preparedness materials door to door). The Outreach Officer will also coordinate the presence of NETs at local community events (such as parades and picnics) and interface with PBEM’s Outreach Manager to obtain materials. | |||
With the Committee Chair, it is also the responsibility of the Outreach Officer to identify where specialized materials and efforts may be needed; for example, reaching out to non-English speaking communities, schools, the local business community, persons with disabilities, or “vertical” communities such as apartment high-rises. | |||
Finally, the Outreach Officer is responsible for - or appoints someone to help with - the CRD’s internet and social media presence (NextDoor, Facebook, PortlandPrepares.org, etc). | |||
It is not necessarily intended that a single person undertake all of the indicated tasks. They can be “farmed out” to other volunteers that specialize in them; for example, by appointing someone to focus narrowly on working with the business community and assisting with business continuity planning. | |||
Or, a Committee may find that they don’t need to do a particular branch of outreach work at all (e.g. business outreach not needed in a fully residential community that has no, or few, businesses). | |||
How the Outreach Officer organizes other outreach volunteers should reflect the composition of the CRD, available resources, and the goals set by the Committee Chair. | |||
KEY COMPETENCIES: people management, diversity awareness, communications, marketing. | |||
Estimated Time Commitment: | |||
Elastic and dependent on how much help is available from other volunteers; but, in order to avoid burnout, the Outreach Officer should not put in more than 20 hours a month. | |||
<p><span style="color:#ffffff">...</span></p> | |||
==== Summary Position Description: Resources Officer/Treasurer ==== | |||
The Resources Officer is responsible for keeping an inventory of local emergency supply caches, controlling access to them and finding places for them, and finding materials to supply them with. In this capacity, the Resources Officer also oversees any local BEECN cache and equipment. | |||
Furthermore, the Resources Officer acts as the CRD’s Treasurer if the CRD has an account with Friends of Portland Fire & Rescue. This means keeping tabs on the cash account and requesting reimbursements from the FoPF&R Board as needed. | |||
Finally, working with the Outreach Officer as needed, the Resources Officer raises cash and in-kind donations for team supplies. | |||
KEY COMPETENCIES: basic accounting, fundraising, asset management, record-keeping. | |||
Estimated Time Commitment: | |||
Seven hours a month. | |||