BoCo
STRONG E THRIV
CTAR CONE AR NECT CON
T
ADAPTAR R STRUI CON ADA P LD I U B
PROSPE R
TRANSFORMATIVE CHANGE BOCO STRONG’S RESILIENCE NETWORK REPORT 1
CONTENTS EXECUTIVE SUMMARY
4
INTRODUCTION 6 STRENGTHENING CONNECTIONS
7
Why Is This Important?
7
Cross-Sector Benefits
7
BUILDING A CULTURE OF RESILIENCE
8
INCREASING COLLECTIVE CAPACITY
9
ACTIVATING RESILIENCE Connections at all scales
10 10
Outcomes 11 Digital Engagement
12
Outcomes 15 Community At Work:
16
Quarterly Meetings and Offshoots in 2016
16
Outcomes 17 Grant Applications
18
Outcomes 18
SUMMIT 2015
20
Outcomes 25
SUMMIT 2016
26
Outcomes 31
2
WRAP-UP 32 Impact 32 Recommendations 33
APPENDIX A: 2016 SUMMIT DISCUSSION DATA
35
Introduction 36 Information Exchange
37
Economics and Finance
37
Health and Wellbeing
37
Networks 37 Community Engagement
38
Organizational Structure
39
Tools and Tech
39
Volunteers 39 Disaster Response
40
Systemic Change
40
Catalyzing Change
41
APPENDIX B: 2016 SUMMIT PERSONAL RESILIENCE COMMITMENTS
47
3
EXECUTIVE SUMMARY
BoCo
STRONG
CONNECT | BUILD | ADAPT | THRIVE CONECTAR | CONSTRUIR | ADAPTAR | PROSPERAR
The importance of social ties was made very clear after the flood: communities with neighbor to neighbor support as well as strong connections to outside organizations and local government recovered much more quickly than those without similar social relationships. The BoCo Strong Resilience Network was created to build relationships and knowledge across all sectors and at all levels by bridging between the diverse communities and resources of Boulder County. With the goal of ensuring that communities are not growing in isolation, the BoCo Strong Resilience Network focused on building partnerships and projects that increase collective capacity and holistically strengthen people and places rather than duplicating efforts. As the network shares knowledge and lessons learned across all geographic, cultural, social, and professional sectors, it is uniquely situated to increase Boulder County’s transformative capacity to not only adapt to future shocks and stressors, but to innovate and thrive in the face of disruption. 4
The BoCo Strong Resilience Network Project Coordinator worked to integrate existing efforts and promote collaborative action through information sharing, outreach, and social capital building. This work was conducted through community meetings, outreach to local organizations and agencies, social media communications, data visualization, and community development research and program implementation. The Project Coordinator created outreach materials; developed programming for community and one on one meetings; worked with network members to create other meetings and events; created digital graphics, website materials, social media campaigns and outreach; performed research on social resilience strategies; assisted member organizations with digital materials and outreach strategy; and performed inclusive outreach, education, data analysis, and information sharing.
5
INTRODUCTION For BoCo Strong’s Resilience Network, resilience is a process underpinned by increasing capacities through building connections. The increase in relationships between organizations, individuals, and governmental representatives leads to improved adaptive capabilities for all systems, and provides the means to increase the transformative capacity of systems which are non-resilient. Recognizing the important impact that relationships have, BoCo Strong’s Resilience Network built projects and programming from a social perspective; encouraging and supporting the formation of community capacity, disaster resilience, and adaptive systems through human agency, community empowerment, connection, relationships, and shared lessons learned.
6
STRENGTHENING CONNECTIONS “Thank you for highlighting the importance of resilience in our community. This is a wonderful step in bringing people together in times of need and also unifying folks around these ideas for positive effects at other times, too.” -Rise Keller, KGNU Radio WHY IS THIS IMPORTANT?
CROSS-SECTOR BENEFITS
Emerging from the flood of 2013, BoCo Strong members saw first hand how crucial personal connections were to creating holistic flood recovery. Connections ran both internally and externally: bringing non-profits together as part of the Longterm Flood Recovery Group allowed each organization to work according to their specialty while still connecting their resources to one another and addressing community needs effectively and efficiently. The discussions that took place between organizational representatives allowed for recovery policies to be created and adapted as needed for the situation; guidelines for operation to be established; and for agencies to supplement one another’s efforts rather than duplicate or compete.
Recognizing that there was no organization to keep relationships vital and thriving, BoCo Strong developed the Resilience Network, to help create opportunities for both external and internal relationships to continue and grow. The need for this was underscored during the state’s National Disaster Resiliency Competition process. At every charette in Boulder County, organizations pressed the need for connection: both for finding the resources that they needed to meet the extraordinary needs of recovery, but also to understand who was doing what and how their own projects fit into the larger picture of recovery activity in Boulder County. Representatives from every one of the six sectors recognized the need for or asked for better relationships between organizations. This included governmental departments as diverse as Parks and Wildlife and Waste Disposal as well as non-profits serving both the mountains and plains in multiple capacities.
Subsequent to the flood, personal connections helped speed the recovery of some places, while lack of relationship kept others stagnant in their recovery. Residents in the town of Lyons had close connections to one another as well as a mayor with ties to powerful organizations. The town quickly raised an immense amount of money to help in their recovery. In other areas that lacked strong relationships, such as the City of Boulder, residents remained isolated and struggled with recovery for years after the flood.
This desire for connection, and the repercussions of information sharing and collaboration underscore the basic importance that social relationships, or social capital, has for effective day to day functionality, but also for ensuring that county systems are resilient to all shocks and stresses. 7
BUILDING A CULTURE OF RESILIENCE Designing scenarios for uncertain futures can be a daunting task; however, a community effort allows for well-rounded analysis of all trends capable of affecting a place’s future. -Windy Fischer-Cherenzia, UC Denver
Community capital and social cohesion are difficult to measure, but have the ability to strongly impact the health and longevity of communities. Effective citizen engagement and constructive social capital protect vulnerable populations, reduce government costs by increasing civic attachment, build economic mobility as networks grow, and significantly improve the speed of recovery post-disaster. Recognizing that social cohesion can also be detrimental if not inclusive, as populations segment into smaller groups and compete for resources, BoCo Strong’s Resilience Network is focused on building a culture of resilience that empowers citizens and organizations through connected, collaborative, and forward-looking projects and programming. By working at different scales, geographies, and across sectoral silos, BoCo Strong’s Resilience Network works to construct and strengthen social networks that build horizontal neighbor to neighbor connections as well as vertical ties to resource organizations. After the flood, the increased communication and collaboration of organizations, businesses, and governments, was able to aid in recovery much more effectively than individual efforts. The Resilience Network works to preserve the relationships built after the flood, but also expand them in ways that 8
will prevent the regrowth of departmental, sectoral, and project silos, and fragmented social enterprise that stunts holistic resilience. Through quarterly meetings, trainings, and strategic meetings set by the Project Coordinator, BoCo Strong’s Resilience Network facilitates connection building between organizations, community leaders, and governments. Building quality relationships between individuals, agencies, and governments in Boulder County, the Resilience Network is able to increase trust between agencies and individuals, strengthen community resilience to both long term stressors such as economic downturns and sudden shocks such as natural disaster and support information exchange between diverse cultures. By promoting inclusive social networks at all scales and across all sectors, the Resilience Network is able to highlight community strengths, increase knowledge of community work, and explore the skills and knowledge residing in diverse populations. This knowledge of and engagement with the different organizations, and communities of Boulder County creates flexibility and useful redundancies for times of stress while also increasing the region’s capacity to adapt to meet the needs of whatever shocks might arise.
INCREASING COLLECTIVE CAPACITY There are many innovative and ongoing projects, initiatives, and people already contributing to resilience building throughout Boulder County. What is lacking from those efforts is common understanding of the region’s joint capacities and overlapping dependencies: where better collaboration can take place to maximize existing resources and deepen their impact; how separate projects contribute to a common picture of resilience; where gaps still negatively impact people and infrastructures; and how local governments, organizations, businesses, and citizens work together in creating a regional culture of resilience for Boulder County.
include information sharing, resource pooling, access to different audiences, and the ability to share lessons learned. In the aftermath of a disaster, it is often difficult to implement lessons learned or institute meaningful change on a systemic level. By connecting a wide variety of organizations across sectors and hierarchies, the BoCo Strong Resilience Network increases collective capacity in a way that is not currently occurring elsewhere. Examples of this include the social service sector, which has traditionally maintained strong partnerships between organizations, but has not reached out to partner cross-sectorally with technology groups or emergency responders. BoCo Strong’s Resilience Network fosters connections between these diverse groups as well as across power structures and hierarchies. The openness of the network and support for community connection can create meaningful relationships that reduce strain on individual agencies and increase the resources available to community members in times of need.
Charity Background
BoCo Strong’s Resilience Network is well situated to meet the need of information sharing and connection building. As it is an agnostic platform for information sharing and relationship building, organizations, individuals, and businesses can participate in Resilience Network functions without conflict or compromise to their own missions. Benefits to member organizations
9
ACTIVATING RESILIENCE CONNECTIONS AT ALL SCALES BoCo Strong’s Resilience Network participated in several conferences that created connections between Boulder County and a much larger world of resilience-related work. BoCo Strong’s Resilience Network Project Coordinator provided logistical and design support of the Understanding Risk Boulder conference, which took place from October 23rd-25th. This conference is a local instance of a World Bank effort that was put together in conjunction with the Rockefeller Foundation and 100 Resilient Cities program. Several speakers were drafted out of the Resilience Network and provided local knowledge and specialities to help create vibrant discussions, presentations, and important contributions to the panel sessions. As part of the tech challenge, $20,000 was awarded to the Community Foundation Serving Boulder County. 10
The Resilience Network Project Coordinator also worked in close connection with the City of Boulder and the 100 Resilient Cities project to help host a week long learning exchange with New Zealand’s Wellington Regional Emergency Management Office. This has helped to incentivize resilience toolkit interchange; functioned as a case study for different types of resilience building; and provided a shared lessons learned process that is already resulting in new training programs, partnerships, citizen engagement, and emergency response workshops throughout Boulder County. More locally, BoCo Strong’s Resilience Network took part in the University of Colorado Natural Hazards Annual Workshop; the Project Coordinator presented a poster on the effects of network building in resilience work.
OUTCOMES The Community Foundation’s TRENDS Report has now been published online with more sophisticated programming to follow. This will supply tailored demographic information to Boulder County to support data driven decision making for local organizations and governments.
The City of Boulder’s Better Together classes have trained 30 people to be more prepared in a city that suffered greatly from negative impacts of social capital after the flood
The Resilience Network Project Coordinator has assisted groups in finding ways to map their own connections and better understand how networks affect their organizational impact.
WORLD MAP
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DIGITAL ENGAGEMENT The Resilience Network Project Coordinator performed outreach on several different digital platforms in order to acknowledge the needs of different age groups and technology users. The main metric of success for this grant was the establishment of a website for the Resilience Network. Exceeding expectations, the Project Coordinator not only accomplished that, but reached beyond it to begin building a suite of digital tools that would be of use to the network as a whole. BoCo Strong’s Resilience Network is now leading the way in social network mapping for all its stakeholders and is developing a resilience focused digital toolkit and directory for Boulder County.
The initial engagement numbers are encouraging and suggest that the demand for digital platform engagement, social media outreach, and inclusion of technological trainings should be an important part of BoCo Strong’s programming moving forward. This will assist member organizations with information management as well as data collection. Monitoring and evaluation procedures have been another common request from network members and digital options would assist in developing best practices and common M&E methodologies.
BOCO STRONG WEBSITE USERS Sessions
% New Sessions
100
50
June 2016
July 2016
August 2016
September 2016
October 2016
November 2016
MEETUP SIGNUPS 2015-16 30 25 20 15 10 5 0
12
r r il ay ne ly st er er r r be y l e e t r i y r y y e l n r b Ap M Ju Juugu mbtob em uar rua rch Ap Ma Ju Ju gus mb obeem t v A pte Oc ec Jan Feb Ma Au pte Oc No e D S Se
December 2016
INITIAL MAPPING OF RESILIENCE NETWORK
TWITTER IMPRESSIONS 2015-16 4000 3500 3000 2500 2000 1500 1000 500 0
er e r r e r t b y e n ul us b be m b ch pril ay ne uly ust ber u J J ug m to ve em ar A M Ju J ug m A pte Oc No ec A pte M D e S Se
13
MATCHING USERS TO LOCATION AND TECHNOLOGY The top users for BoCo Strong’s website came from Boulder, Denver, and Longmont, matching the location of the Resilience Network members. The main language was English (79.6%), but there were several users for whom English was either not a first language, or did not have English specified on their browsers. The large majority of the users came to the website from a desktop computer; there were very few tablet and smartphone users (2.5%). This indicates a somewhat older user base, and suggests that BoCo Strong could do more outreach to youth populations.
MAPPING THE RESILIENCE NETWORK Going beyond previous mapping efforts, the Resilience Network Project Coordinator worked with network stakeholders and coders to develop a prototype tool that will allow network members to easily search for resiliencerelated people, organizations, and projects in Boulder County. This process was started in response to continued requests for better information sharing and better situational awareness of which organizations are working on which projects. While the tool is still under development, users can explore it to see which organizations are part of the Resilience Network; which sectors are represented in the network; analyze the main geographical representation of the network; view which connections came about as part of the BoCo Strong Resilience Network; and see a local social network map of which organizations are connected to which. Expansion of the tool would include project identification and location; main contact points for each project; and more detailed capacity descriptions for each organization. 14
OUTCOMES The Resilience Network has grown from 25 to 89 separate organizations and includes over 300 individuals on its mailing list.
The website provided content to over 1,500 users from June to November of 2016.
The meetup group has grown steadily since August 2016, and now numbers over 120 members. 15
COMMUNITY AT WORK: QUARTERLY MEETINGS AND OFFSHOOTS IN 2016
Other Business Education Non-Profit Government Community
7 SECTORS ENGAGED Face to face networking and relationship building remains a key part of BoCo Strong’s work and process. In addition to the two resilience summits held in September of 205 and 2016, the Resilience Network Project Coordinator organized 3 smaller quarterly meetings throughout 2016 to highlight the work of organizations within the network and from around Boulder County. These meetings were held in different locations each time in order to be accessible to different populations within the county. Responding to network member requests for more skill building activities, the first quarterly meeting of the Resilience Network in January of 2016 included a training focused around increasing inclusivity in the workplace. Continuing the upward trend of engagement, interest in the event was even stronger than previous quarterly meetings, but attendance had to be capped at 60 in order for the training to be effective. The BoCo Strong Quarterly Meeting on May 13th offered residents an opportunity to learn 16
94 MEETING ATTENDEES
about natural resource protection and personal property protection. Guest speakers included Boulder County’s Wildfire Partners as well as volunteer group Saws and Slaws and two different watershed coordinators from St Vrain and Fourmile Canyon. As part of the new quarterly meeting format, the presenters also brought a question or project to workshop with attendees in a small group setting. These conversations brought to light new partnership possibilities between the City of Boulder and Wildfire Partners that will help to maximize the impact of their respective home resilience programs. It also showed possibilities for increasing the web of communications across Boulder County by creating new collaboration potential between Saws and Slaws and Foothills United Way. This meeting format showed great promise for creating knowledge and building connection between organizations and the community at large; increasing disaster response capacity and increasing mitigation projects; and helping to maximize the impact of existing resources.
Resilience Network meetups have already connected several partners that were about to duplicate efforts and allowed them to turn efforts to other things rather than wasting resources. By continuing to build connections, the Resilience Network Project Coordinator assisted organizations in crafting new partnerships and integrating with community leaders in order to pivot towards innovative responses to ongoing community stressors rather than unnecessarily duplicating work. By concentrating on building connections, the Resilience Network is able to maintain a broad view of resilience projects and resilience building organizations so that agencies, jurisdictions, and communities don’t slip back into siloed action, but continue to bridge outward to create strong and vital connections.
OUTCOMES
Residents from the Cities of Lafayette and Louisville became more active in resilience work and began attending quarterly meetings even though they hadn’t been affected by the flood.
The Project Coordinator assisted members of the faith community in connecting to resilience work and beginning to lend more of their resources to community members outside their own congregations.
Organizations forged new connections and relationships. The Project Coordinator assisted Boulder County Wildfire Partners in connecting with the Voluntary Organizations Active in Disaster network so that homeowners who mitigated their homes could get tree felling assistance after a fire. 17
GRANT APPLICATIONS BoCo Strong’s Resilience Network has begun to create a new context for funding and distributing money as resilience work within the county continues to take hold. Collaboratives have become a much more attractive funding option for donors as they hold the promise to achieve results through resource-rich partnerships that can maximize the effect of donated funds rather than starting from scratch. The Resilience Network offers a more flexible option for those seeking funding, as member organizations are able to solicit support, advice, and skills from other organizations to strengthen applications, but don’t need to enter into formal agreements or contracts unless they wish to do so.
Small acts, when multiplied by millions of people, can transform the world
OUTCOMES The City of Boulder’s Home Preparedness Program will be signing up users starting in 2017. This program will help in assessing infrastructure around Boulder and will function as a pilot for program expansion in partnership with Boulder County sustainability efforts. Through BoCo Strong’s Resilience Network the Wildfire Partners program now has the potential to be a partner in this effort as well. 18
-Howard Zinn
Resiliencia para Todos/ Resiliency for All, the grant proposed by the City of Longmont, was funded and will be expanding BoCo Strong’s work with a specific focus on the Latino and Spanish speaking communities of Boulder County.
Foothills United Way’s Community Resilience Grants were just awarded and will be distributed in the beginning of 2017. BoCo Strong will assist in monitoring and publicizing their stories throughout the year.
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SUMMIT 2015 20
Other Education Business Community Non-Profit Government
6 SECTORS ENGAGED
How do we build a Culture of Resilience? This was the topic of BoCo Strong’s first annual Resilience Summit held at Planet Bluegrass in Lyons on September 24th, 2015. Over 70 people came for the half-day event that included Ignitestyle presentations on community projects, updates on BoCo Strong activities, and a discussion on community concerns and resilience building. Beginning with the standard Ignite-style presentations, presenters included Jerry Frangas from FOCUS Reentry, a nonprofit organization that works to build personal resilience for former inmates and reduce prison recidivism rates in Boulder County and beyond. Dr. Paty Romero Lankao, an interdisciplinary sociologist leading the Urban Futures institute at NCAR, spoke on the barriers and options for building community resilience to meet growing challenges in the face of climate change and natural disasters. Finally, Dr. Liz Erley, Reverend Emily Flemming, and Christy Cope from the Lyons Community Foundation
75 MEETING ATTENDEES
spoke on the importance of local giving and how collaboration between local community organizations can expedite disaster relief and effectiveness in the wake of disasters. These community focused presentations brought together a diverse group of interests and individuals which led to a lively question and answer period for the audience. The afternoon programming was focused on moving the resilience conversation past the flood to encompass other threats and stressors that the communities of Boulder County face. Part of the motivation behind BoCo Strong’s Resilience Network was building out connections across all sectors that would help community members recover and thrive in the face of both short term shocks and long term stresses. The afternoon programming was a deliberate attempt to move beyond the flood-focus of BoCo Strong’s early programming and function in order to activate a network that was holistically focused on community resilience and not simply on disaster response. 21
13
1 Neighborhood & Social Connections
12
2 Hazard Education & Risk Communication
11 10
3 Preparedness Plans or Programs
1
4 Increase Housing Options
9
5 Sustainable Living 6 Natural Hazard Mitigation
8
2
7 Infrastructure Investments 8 Diversify Economic Support
7
9 Resource Mapping 3
6 5
4
10 Environmental Protection 11 Community Empowerment 12 Inclusivity 13 Insurance Education
The group discussion in the afternoon was preceded by a viewing of the movie “Unacceptable Risk.” This movie focuses on the impact of climate change on fire fighters. Prompted by this, the audience worked in small groups to identify the risks that impacted them the most. This provided a great deal of information from which the Resilience Network could create programming. The audience groups identified their risks and, conversely, what their resilience focuses would be. They identified the following categories for prioritization: Community Empowerment Connect community to governmental decision making Give communities the resources they need in the way that they ask for them Diversify Economic Support Help non-profits working in communities find economic support from multiple sources Work with banks to engage them locally 22
Environmental Protection Consider human impact on ecosystems Protect natural resources Hazard Education and Risk Communication Change from preparedness planning to community training days Programming to educate community on specific risks they face Education on community shocks and stresses Keep people informed, newsletters, networks that expand to include new neighbors Inclusivity Make sure everyone is at the table Reach out to everyone Find people who aren’t included and make sure they feel welcome
8
1 Neighborhood/ Social Connections
7 1
6
2 Hazard Education/Risk Communication 3 Natural Hazard Mitigation
5
4 Inclusivity
4
5 Economic Stability
3
6 Affordable Housing 2
Increase Housing Options More co-ops/cohousing Change zoning Infrastructure Investments Roads Dams Electricity Water capacity Escape routes Infrastructure as interface to engagement with natural resources Natural Hazard Mitigation Planning for disaster before it happens Communicating risk to communities Environmental awareness
7 Infrastructure Investments 8 Community Empowerment
Neighborhood and Social Connections Reduce fragmentation Encourage people to get to know each other in social settings Hold local Resilience Days for multiple groups Community building initiatives Preparedness Plans and Programs Partnerships, community based response and preparedness teams Monthly news broadcasts on what to do in event of natural disaster Resource Mapping Make people aware of local resources, strengths, and skills Sustainable Living Neighborhood cooperatives Reduction of carbon footprint 23
Following the summit, BoCo Strong held its first annual Resilience Awards Ceremony on the evening of September 24th. There were over 30 nominees from around Boulder County who were nominated in honor of their outstanding service and commitment to building resilience for their communities. Besides honoring those continuing to work in flood recovery, as well as on resilience initiatives in their communities, this awards ceremony served as a catharsis for community members still badly affected by the 2013 flood. Large groups of community members came to the event to share stories, food, and celebration of the work that had been done and the work that remained. The need for this event was evidenced in the number of other awards that were added on to the ceremony, including an award for former governor Julie VanDomelen, an award from FEMA for Boulder County’s flood insurance program, and an award for Jamestown staff who had been instrumental in weaving the town back together after the flood.
24
2015 Resilience Award Winners Youth Resilience Leader Sierra Tucker
Business Leader Lefthand Excavating
Nonprofit Leader Big Thompson Conservation District
Community Projects Saws and Slaws Sanchez Elementary
Community Leaders Amy Hardy Terry Parrish
OUTCOMES
BoCo Strong supported grant applications for resilience work in infrastructure with homeowner assessements.
The Resilience Network Project Coordinator supported the Understanding Risk Boulder conference to introduce best practices in Disaster Risk Communication and Hazard Education.
The Resilience Network Project Coordinator assisted the InterMountain Alliance to create a new website to better serve and educate mountain communities 25
SUMMIT 2016
26
Other Business Environmental Education Non-Profit Community Government
8 SECTORS ENGAGED
The theme for the 2016 Resilience Summit was “The Power of Connection.� Resilience work has grown rapidly in Boulder County, and the goal of the summit was to reignite the interest in connection building and showcase for attendees just how much of a difference relationships and resilience building make in day to day work. The day featured a robust schedule that included a group discussion on building a community of resilience practice in Boulder County and a key note address from Professor Daniel Aldrich, the Director of the Security and Resilience Studies Program at Northeastern University in Boston. The day began with updates from the Resilience Leadership Program and presentations from two of the leadership groups on the projects that they had developed. This included a resilience assessment of the wildland urban interface of Boulder County, and community building projects in the Gold Hill area. This was followed by updates on BoCo Strong activities and the
83 MEETING ATTENDEES
key note address from Professor Aldrich. After a break, participants worked in group discussion on brainstorming and generating data that would help create a community of resilience practice. In addition to organizing all advertising, graphic design, the program, speakers, and presentations for the day, the Project Coordinator worked with partners from non-profits, emergency response agencies, and local governments to create a plan for the afternoon discussion. Many conversations about resilience have already taken place in the county, and the goal for this one was to identify tangible actions that could be taken to help organizations build out their own organizations and networks in ways that would build resilience for them and their partners. The day finished with wrap up and the Resilience Awards ceremony. 27
The afternoon discussion at the summit generated a great deal of data that can be used for future programming within the Resilience Network, and to assist member organizations in developing their own programming. The full list of data is available in Appendix A. During much of 2015 the State of Colorado facilitated a process within Boulder County that resulted in the development of a Boulder County Resilience Strategy. This strategy was developed over the course of a year with stakeholders from many sectors as well as public comment into the final project. This strategy has not been officially adopted by any government agency in the county, but has been used to develop the questions and goals for this facilitated exercise at the summit. While the strategy has no official agency to champion it, the Resilience Network Project Coordinator used the BoCo Strong Summit as an opportunity to create a discussion about collective resilience practices, tools, and strategies that would allow the network to work more effectively toward the goal of a shared resilience practice that can help align and strengthen the varied sectors, communities, and systems of Boulder County. This discussion and the following two questions were developed in order to help the network get closer to that goal.
Question 1: What practices, projects, tools, communication strategies, etc. would you need to improve and expand resilience within your organization? Question 2: What practices, projects, tools, communication strategies, etc. would help you connect resilience efforts between your organizational partners as well as across your local and regional networks? These questions were used to instigate small group conversations. The goal was to identify concrete strategies, tools, and, and practices that would help organizations in the Resilience Network and Boulder County create connections and work more resiliently. The tools and strategies identified from these discussions fell into the following categories. The full list of tools can be found in Appendix A. Information Exchange Economics and Finance Health and Wellbeing Networks Community Engagement Volunteers Disaster Response Organizational Structure Systemic Change Tools and Tech
Social capital plays a critical role in the ability of a community to withstand disaster and rebuild both the infrastructure and the ties that are at the foundation of any community. - Professor Daniel Aldrich 28
Once the groups had discussed the strategies and themes that they saw as relating to resilience and functional resilience building in Boulder County, they voted to prioritize several questions for further discussion. These topics were then examined in detail and the groups decided on action items that would strengthen these key areas of community and organizational resilience.
In addition to these group discussions, individual attendees wrote resilience commitments that they would accomplish over the next year. The Project Coordinator collected and documented these so they could be shared around the community. For a full list of commitments, see Appendix B.
The following are the topics that were examined during the second round of group discussion. For a full portrait of the solutions and strategies that were discussed, see Appendix A.
Advocate for a culture of social cohesiveness.
Funding and Staffing Institutional Memory
I commit to: Develop neighborhood seed/plant share program Talk to my supervisor about having more team building days! Reach out to other departments
Communication Channels
Introduce myself to people I don’t know, but are in the same office as me!
Inclusivity Across the Board
More lunches and non-work events at work
Networks and Connections
Have dinners with friends on regular basis
Evaluation and Assessment
Work on developing capacity by using volunteers more effectively
Community Trust Social Capital Leveraging Resources
Be the one to facilitate outside of work/school meetups Have coffee with someone new once a month Plan a cross-departmental event Reach out more to organizations working with the homeless I commit to meeting more people in City of Boulder I will invite each town in Boulder to enter a float in the Lyons parade Exploring the passport idea for Resilient Boulder (people get stamps for gaining knowledge about specific topics. The passport can be used for local goods or services) Meeting 10 neighbors To promote wakefulness through meditation and nature Establish more opportunities to listen to the community Getting to know my neighbors 29
Following the 2016 Resilience Summit, BoCo Strong held the 2016 Resilience Awards. The 2016 Resilience Award Nominees represented organizations, groups, or individuals who are working to strengthen the systems, relationships, and communication pathways in Boulder County. The variety of skills, resources, and capacities demonstrated by these nominees showed clearly the community understanding that resilience is not built from a singular entity, program, or project, but is rather a reflection of how connections and diversity of abilities, cultures, and knowledge help their communities thrive.
2016 Resilience Award Winners
This year’s award categories were based on the six categories identified in the State of Colorado’s Resiliency Framework.
Tracy DeFrancesco, City of Longmont
Community Allen Saville, Pinebrook Hills Maeve Conran, KGNU Community Radio
Economic Boulder Small Business Development Center
Health and Social El Centro Amistad
Housing Infrastructure Mountain Emergency Radio Network
Watershed and Natural Resources Wildland Restoration Volunteers
Youth Environment for the Americas Youth Ambassadors
30
OUTCOMES Information gathered during the group discussions at the summit will be used as a foundation for future BoCo Strong programming and will create a means, in conjunction with the Resilience Assessment to support recommendations for policy and cultural change in Boulder County.
The Resilience Network Project Coordinator packaged and released the data from the discussions for other organizations to use in building resilience as well as to help with future BoCo Strong Programming
Each organization and individual left Resilience Commitments that would motivate them to build more resilient practices into their everyday lives. 31
WRAP-UP IMPACT The Resilience Network has grown from 25 to 89 separate organizations and includes over 300 individuals on its mailing list in Boulder County as well as the State of Colorado and federal representatives. The Resilience Network held four meetups as well as two Resilience Summits and Awards Ceremonies. Each meetup explored different facets of resilience work in Boulder County by showcasing projects of network members while the summits offers a chance to examine the state of resilience planning in the county and honor community driven resilience building efforts. The website provided content to over 1,500 users from June to November of 2016. The meetup group has grown steadily since August 2016, and now numbers over 120 members. The Resilience Network brought the voices of a wide variety of people to the state’s application for NDRC funds and helped to guide the development of the Boulder County Resilience Plan through feedback given at the Resilience Summit. The Project Coordinator and network members also helped support the World Bank Global Disaster Risk Reduction conference program
by participating in a local instance of the Understanding Risk three day conference at the University of Colorado. The Community Foundation’s TRENDS Report has now been published online with more sophisticated programming to follow. This will supply tailored demographic information to Boulder County to support data driven decision making for local organizations and governments. The Resilience Network Project Coordinator assisted the InterMountain Alliance to create a new website to better serve and educate mountain communities Resiliencia para Todos/Resiliency for All, the grant proposed by the City of Longmont, was funded and will be expanding BoCo Strong’s work with a specific focus on the Latino and Spanish speaking communities of Boulder County. The Resilience Network Project Coordinator assisted the InterMountain Alliance to create a new website to better serve and educate mountain communities. The Resilience Network Project Coordinator has assisted groups in finding ways to map their own connections and better understand how networks affect their organizational impact.
A strong community does not use a top down approach, but includes different sectors and community voices in decision making, disaster preparedness, and planning efforts.
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RECOMMENDATIONS Increase Social Resilience. BoCo Strong’s Resilience Network can expand its impact through more targeted events that help to connect organizations, community leaders, and governments. Increasing trainings, supporting member organizations in holding events, holding events targeted to different audiences, and supporting inter-community sharing events would help to strengthen the social fabric of Boulder County. Strengthen Communication Networks and Information Access. Like many other areas, the resilience sphere is hampered by simultaneous influx of a great deal of information without ways to manage or easily share data across departments, communities, or organizations. BoCo Strong’s Resilience Network is well positioned to help collect, manage, and distribute information about resilience work in the county and should make this a priority to help members both cut through the sea of data and share it in order to make effective use of the information. Acknowledge our Collective Impact. There are already a plethora of organizations in Boulder County doing great work for social services and community impact. There is, however, a lack of understanding of the collective impact that these organizations have among the general public. This will support annual reporting and data pools for non-profits across the county. It will also work to increase local volunteers and residents’ understanding of how their engagement impacts the county; promote the importance of local philanthropy; and create the opportunity for new connections between organizations and individuals. Continue Increasing Quality of Connection. BoCo Strong’s Resilience Network offers a variety of ways to build both personal and strategic connections. Recognizing the importance of building connections at different scales, geographies,
and across silos, BoCo Strong is uniquely situated to expand communications and quality of connections between network members. Resilience Network leaders should invest some energy in curating connections between key organizations; offer focus groups for agencies working on resilience projects; and act as an effective information conduit for members. Work to Maximize Resources. By stregthening quality connections, building a digital tool kit, and increasing information access to resilience related projects from around the county, BoCo Strong’s Resilience Network should continue to work at preventing duplicative efforts while creating partnerships to maximize resources. Perform Data Collection and Analysis. In addition to creating face-to-face connections, the Resilience Network should collect data from members and community leaders to create and support resilience metrics and strengthen the potential for collective impact. By performing data collection and analysis of collective impact across the Resilience Network, BoCo Strong will be able to create a much more in-depth understanding of work in Boulder County. This will also assist in creating reports and evaluation for member agencies and organizations to help identify ongoing areas of need and longitudinal community wants and needs. Improve Digital Tools. Investing in further development of the toolkit begun by the Project Coordinator will allow network members to search, sort, and filter data about resilience work in the county. In addition to collecting data for this tool, the BoCo Strong Resilience Network would be able to offer network members technical assistance, articulate impacts of the Resilience Network, and create Resilience Network member profiles and impact analysis. 33
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APPENDIX A: 2016 SUMMIT DISCUSSION DATA
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INTRODUCTION During much of 2015 the State of Colorado facilitated a process within Boulder County that resulted in the development of a Boulder County Resilience Strategy. This strategy was developed over the course of a year with stakeholders from many sectors as well as public comment into the final project. This strategy has not been officially adopted by any government agency in the county, but has been used to develop the questions and goals for this facilitated exercise at the summit. While the strategy has no official agency to champion it, the BoCo Strong Summit presented an opportunity to create a discussion about collective resilience practices, tools, and strategies that would allow us to work more effectively toward the goal of a shared resilience practice that can help align and strengthen the varied sectors, communities, and systems of Boulder County. This discussion and the following two questions were developed in order to help us get closer to that goal: Question 1: What practices, projects, tools, communication strategies, etc. would you need to improve and expand resilience within your organization? Question 2: What practices, projects, tools, communication strategies, etc. would help you connect resilience efforts between your organizational partners as well as across your local and regional networks? The following sections represent an accumulation of the strategies that arose from the group discussion. 36
INFORMATION EXCHANGE
NETWORKS
Clear pathways of communication
Link existing organizations working in resilience
Connect initiatives
Build alliances between organizations
Creative ways for communication –e.g. volunteering, informal gatherings
Increase support for networks and longterm relationships
Be willing to share and tell stories – can help connect at personal level
Connecting organizations and initiatives to leverage resources, work done, etc. by increasing workshops that promote networking, building relationships through multi-venues
Promoting things that are already successful Going out and looking for successes/asking people to report successes Establish neighborhood points of contact Establish chains of command and clear roles (need to trust) A central area for community resources
Hearing stories/sharing stories across networks Tie together different types of organizations Work with organizations already working with community Figure out who’s doing what Maintain relationships Regular sync-up meeting (cross-organizational, cross-county)
ECONOMICS AND FINANCE Small business assistance Promotion of the local economy by means of community currencies more focused grant programs for specific projects that support resiliency
Go outside own network to see what the knowledge needs are Utilizing the connections in normal event times Think about existing programs to add a resiliency element to – leveraging existing participation
Small grants to push new partnerships
View normal collaboration in a lens of social capital
Grant sources
Mapping, networking, connections
Identifying money sources with a central location for sources
Expanding networks outside of the organization
HEALTH AND WELLBEING Increase access post event Increase/simplify resource access Redefine wellness to include resilience in the individual and community Mental Health services Remember resiliency is not just about disasters – chronic stress 37
COMMUNITY ENGAGEMENT Use different methods: each appropriate for the specific communities involved Involve HOAs Use neighbors/neighborhoods to break barriers instead of concentrating power new models for organizing neighborhoods More neighborhood parties, increase social interaction and interconnectivity Resilience Center: spaces that foster crossconnections, engagement Tools for keeping people involved, energized Teaching opportunities Cultural brokers Develop trust (7) provide space for connections work with community block/community parties Reach people where they are Local wisdom know vulnerabilities – who is vulnerable? where are they located? Know whom to go to/where expertise resides Mutual respect and learning Work with community Engaging with community before a disaster Teams in organizations to talk directly with communities – analyze the situation Use VOAD model for resiliency growth – meet often to strengthen Make opportunities to gather informally - nonstressful gatherings pre-disaster (5) Purposely make connections in a fun environment Potlucks, neighborhood block parties, crosspollinate neighborhoods “sister nieghtborhoods” Celebrations, events 38
Outreach, storytelling Research opportunities Having block parties/events to build neighborhood connections Need for improved outreach strategies Build community that is non-issue based Increased community outreach for community and neighborhood preparedness Better understanding of community member needs and resources they have to offer
ORGANIZATIONAL STRUCTURE
TOOLS AND TECH
Remove cubicles
Create more connections “central clearing house”
Communicate between departments
Online resource for events
Plan for succession for organizations/boards
Online platform for projects and people
Hiring staff focused on making connections, working across organizations and sectors
Have a centralized website with all information updated all the time, not just during disasters
Co-locating staff working on the same projects/ issues
Maintain inventory of all communities/groups and keep an up-to-date poing of contact for each
Sharing policies and procedures
Phone numbers, email addresses
Sharing mission statement and goals – make them more visible
Spreadsheet of groups, organizations, agencies, HOAs
Introduce yourself to new people and introduce/ make connections for others
Qualitative and quantitative metrics
Develop a culture of listening in on organization – e.g. Boulder’s “Listen Like a Leader” class
Community calendar, clarity, shared goals
Internal and External feedback
Translate daily activities within organization by making a conscious effort to connect to bigger goal
Online community forum
Make resilience part of e.g. job descriptions
VOLUNTEERS
Make this part of organizational culture Staff time to implement new ideas Longevity – turnover can erode resilience Strengthen interpersonal connections
Community currency Tackle volunteer burn-out by providing flow of volunteers into pool with those who exit mentoring those who come in
Centralized list of employee skills Bring own knowledge/experience Know employee needs/where they live Incentives at work – similar to wellness incentives Resilience work needs to be part of every position – specific skills related to resilience Address “burnout” – Policies that enable things like time off for self care for staff Finding new partners/co-leaders Breaking down silos between departments (2) Developing personal connections between coworkers Support creative/personal passion projects 39
DISASTER RESPONSE Better access to human service resources Simplify resource access Organize efforts during a disaster Enough staff to deploy, enough to continue daily operations Quick response plan/practice Resource knowledge and connection Preparedness training – model after Wildfire Partners – build out programs like this As government help incentivize neighborhoods to make connections in order to work together after a disaster Expectation management after a disaster Coordination/meeting with all organizations and volunteers in recovery efforts
SYSTEMIC CHANGE Institutionalize lessons learned from disasters Spreading value of social capital i.e. to infrastructure Implement participatory management practices instead of top-down decision making Resilience strategies become part of the culture/ institutional memory Finding shared values to connect around Looking outside/beyond assumed boundaries Sharing more information across organizations nationally Vulnerable populations have connections to those that can make decisions Agencies have dedicated budget for these activities
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CATALYZING CHANGE Round two of the afternoon discussion took a deeper dive into specific strategies and focus areas. Once the groups had discussed the strategies and themes that they saw as relating to resilience and functional resilience building in Boulder County, they voted to prioritize several questions for further discussion. These topics were then examined in detail and the groups decided on action items that would strengthen these key areas of community and organizational resilience.
Funding and Staffing Strategies for increasing internal funding and dedicated staffing for resilience work within organizations
The following are the topics that were examined during the second round of group discussion.
Intern to hire programs
Build relationships with donors that share missions Partnerships Corporate liaisons Tax breaks for volunteer hours Staff through corporate program Prioritization Longer term funding, shifting perceptions of funders Monitor and evaluation of the implementation of project – need qualitative and quantitative data Have a dedicated budget Grants Institutionalize within local government so they will pick up funding Earmark special events Create targeted events Corporate sponsors for rent or office space Comprehensive Master Plan – make sure initiatives rooted in community plan Implement participatory management practices instead of top-down decision making
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Institutional Memory Strategies for Ensuring that internal resilience strategies become part of the culture/institutional memory
Communication Channels
Resilience strategies become part of the culture/ institutional memory
Regular meetings (weekly, etc)
Individual reflection on resilience Group sharing of networking Make it a standing agenda item Make it a part of socialization for new employees Part of work plan/performance review Include in job description – for board and management as well
Strategies for better communication between points of contact and formalizing communication channels
Assigning a POC to attend partner/organization meetings and report back Make efforts to better understand the roles and projects of coworkers – take the time to know them Co-locating staff working on the same projects/ issues
Leadership support/buy-in
Sharing policies and procedures
Prioritizing face-to-face networking/info-sharing time
Sharing mission statement and goals – make them
Develop evaluation/record-keeping (qualitative and quantitative)
Introduce yourself to new people and introduce/
more visible
Place where passion for connections can flourish
make connections for others
Initial implementation involves creating opportunity to define resilience and discuss implementation in organization
Creative ways for communication –e.g.
Put plans in writing Revisit those plans Practice the plans Having the right hierarchy and team Discuss risks to make change Planning neighborhood meetings in advance
volunteering, informal gatherings Be willing to share and tell stories – can help connect at personal level Develop a culture of listening in on organization – e.g. Boulder’s “Listen Like a Leader” class Model after OSMEAC (Orientation, Situation, Mission, Execution, Administration, Command)
Schedule out the whole year
Establish a website/listserve
Connecting with others doing resilience work
Attend workshops/events
Building your network Need more time Increase staff Building efficiencies
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Inclusion Strategies for increasing inclusion within organizations
Networks and Connections Strategies for building networks and creating new connections outside of your organization or neighborhood
Get buy-in from leadership to create policies,
Exterior Building Networks and Connections
fund the effort, dedicate staff to this issue Education for why tolerance/inclusion will help with resilience Address political/social barriers to inclusiveness – work to help with “buy-in” Consider how to reach many different
Begin building relationships early Define and establish the purpose of the network Maintaining relationships – authentic relationships Mutually shared purpose (teams)
philosophies with this idea of inclusion
Government supporting community groups
Begin with a clear definition for what tolerance
Build capacity, collaborate with community
and inclusion actually means
Diversity strategies to create community
Talk to the community on a local level about
resiliency
what they want with regard to tolerance/
Facilitate social capital building
inclusion in their community Identify what gaps actually exist in each community or organization Work with faith community to help identify
Training series Leadership skills Community organizing
these things
Work on how to engage the community
Discuss how to increase tolerance of government
Personal ownership of finding solutions for their
help in times of non-disaster
communities Create tools for neighborhood leaders Linking organizations Creating depth/transferring knowledge/maintain institutional knowledge Funding for sustainability
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Evaluation and Assessment Strategies for evaluating, measuring, and monitoring programs and projects across networks
Community Trust Strategies for building trust and relationships between communities and organizations
Exterior – Evaluation and Assessments of Projects Happiness and Health Support Collaboration Goals Baseline Inventory Qualitative and quantitative metrics Internal and External feedback Adaptability Acceptance of change, outcomes, results The unknown Perception and reflection Transparency Open communication Shared narratives Creativity Success Balance
Exterior - Building Trust and relationship amongst communities and organizations Establish what is community is first step (ethnic, cultural, geographical, digital, linguistic) Get to know communities – get out there Listening and Collaboration Not in office hours Open up access to communities Create place to share Share wants and needs Translate for multiple languages Find common ground Simple language Use tangible tools to build trust Parameters for capabilities Link to other needs and resources No rigid agenda Adapt and be flexible Share your values and knowledge (personal or organizational) Actually use feedback – be actionable Passport to participation and information – make it fun Economic ties – bring together organizations Communication strategies to increase interest and participation
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Social Capital Strategies for building social capital by connecting people and building relationships across networks
Leveraging Resources
Resource Staff (grants) staff time/paid
Best practice – match/connect organizations that have shared values
Recognize/take care of volunteers Link event to mission of organizations Formal – informal conversations Have event be specific to a topic (something staff might be interested in) Diverse systems/channels of communication (social media, person to person); bring in experts to help with communication aka sign language class Take the show on the road – appeal to kids Perform targeted outreach – go to communities at the right time Develop/strengthen personal connections between co-workers or residents Utilizing interns and volunteers to help with time Management in an organization
Strategies for connecting organizations and leveraging existing resources across networks
Bring organization together at the tinkermill to co-create something “Marketplace” event where organizations highlight what they need and what they have to offer Make video about groups that engage in above “Fail” fairs – sharing what didn’t work Mapping networks, making accessible Also map things being done, successes “Atlas of Activities” to excite people about the work we’re doing make this part of local tourism Physical place where people can connect, space that inspires resilience thinking
Start small Face to face conversations Events Annual Resiliency event Local government/city support, money, community events Volunteer events Create a culture that becomes practice Create time in the workday for social events Gathering around projects Establish city or community traditions, i.e. weekly concerts, parades, floats Take your neighbor/interesting person to work day Rotations/stagger leadership, co-leadership, different organizations too Leverage resources of organization Neighbor link (pods) take leadership and time, context specific 45
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APPENDIX B: 2016 SUMMIT PERSONAL RESILIENCE COMMITMENTS
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At the 2016 Resilience Summit, attendees created personal resilience commitments that they considered would help them build resilience for themselves and for their own communities in the upcoming year. These are their commitments.
I commit to: Advocate for a culture of social cohesiveness. Develop neighborhood seed/plant share program Talk to my supervisor about having more team building days! Reach out to other departments Introduce myself to people I don’t know, but are in the same office as me! More lunches and non-work events at work Have dinners with friends on regular basis Work on developing capacity by using volunteers more effectively Be the one to facilitate outside of work/school meetups Have coffee with someone new once a month Plan a cross-departmental event Reach out more to organizations working with the homeless I commit to meeting more people in City of Boulder I will invite each town in Boulder to enter a float in the Lyons parade Exploring the passport idea for Resilient Boulder (people get stamps for gaining knowledge about specific topics. The passport can be used for local goods or services) Meeting 10 neighbors To promote wakefulness through meditation and nature
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Influence our govt organization to create interdepartmental outreach teams that reach out to neighborhoods Mix up the focus of our neighborhood improvement grants Get to know neighbors and make more connections Understand how to help my community and where resources are in case of a disaster Prioritizing face-to-face networking and information-sharing
Network – continue to seek out resources/ assets in region and adjoining land/water systems towards food forest Encourage planning succession in my organization Increase social networking as method for building community Place where passion for connections to flourish Risk to make change Prioritizing face-to-face networking Weekly meetings to check in
Seek town leadership support for neighborhood gatherings
Getting to know my neighbors
Create a place where passion for connections can flourish
Resilience socialization at work
Foster group sharing/reflection on resilience Define resilience and what it means to us
Identifying and sharing resources Call for/promote inclusiveness Hearing from all stakeholders to define vulnerability and resilience
Put a plan in writing, practice it, revisit Develop qualitative and quantitative evaluation Advocacy Education Capacity building Seeking funding Know ten neighbors Clearly define my organization’s values Establish more opportunities to listen to the community Work – share research on why meetings are important to weathering disruptions GH – town seek out connections/assets/ resources within Gold Hill toward foodforest
Create knowledge on who are more vulnerable, where they are, and what their vulnerabilities are Disseminate this knowledge Learn from communities and decision makers Exchange knowledge with other colleagues, organizations, stakeholders in other countries Create a friends/neighbors list of names and contact info/family info (age, special needs, etc.) Meet with them to share/design a strategy First response organization Build social capital Look outside the established partnerships/ boundaries Be open to sharing failures 49
Learn more about mapping Be a part of a collaborative that builds/finds/ grows a wiki-map To establish a community climate resilience and adaptation and sustainability center Learn more about BoCo Strong Share what I learned at this meeting with other Within a year, I will create a small front yard garden I will spearhead a neighborhood gathering that includes food and some form of artistic expression Organizing a block or neighborhood party in the next year, with the goal of creating an annual or quarterly event Continue helping citizens of our community with resources for flood assistance, housing and educate them on the different resources that are available within the community and that they’re able to utilize To continue to be a partner and advocator to further build county-wide resilience Identifying new outreach strategies for my organization to create increased participation from the community Build a neighborhood network to be prepared for disaster Value of social capital, building community engagement and improving human services resources
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Continue to promote inclusion and holistic understanding of issues Write notes regarding connections on business cards collected Organize business cards so they are retrievable Follow-up promptly – say thank you Respond authentically – do what I say, say what I mean I commit to getting to know 5 new people in departments other than mine, within the City of Boulder Stay involved with BoCo Strong and encourage regular sync-up events, exploring if my organization can host one Build social capital in my local community by connecting people through social events inspired by what has worked elsewhere (such as City of Boulder Resilience Lab) Plan block party Start lean-in circle Co-produce knowledge on who are more vulnerable, where they are, and what they are vulnerable to Disseminate this knowledge at parties, events, gatherings Be sensitive to the information needs of community => Leadership Program Photo:Continue with BoCo Strong Leadership Program even after it ends by continuing to learn and developing resiliency projects in my community Strengthening interpersonal connections,
collaborating across sectors, silos, improving communication Better networking to provide services and know about other work Work to facilitate dedicated federal funding for community resilience efforts Broaden my outreach and engagement to include communities and demographics that I wouldn’t naturally come into contact with Organizing informal networking events and reaching out to new members/communiities Continue to push communications and build on networks that spread knowledge/information about resilience. The more knowledgeable the community is as a whole, the better prepared they will be. =>Continue to network and build social resilience: do this in times of stress and not stressful times Listening to other views/options and understanding the needs of the whole team. Find common ground Get out more/spread my wings and be social Not skipping out on social events at work Continue to push communications and build on networks that spread knowledge/information about resilience. The more knowledgeable the community is as a whole, the better prepared they will be.
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