Issue link: https://blog.providence.org/i/1367431
23 difficult for all". Another CBO leader referred to upstream investment as a luxury investment that there isn't space for currently. These findings indicate that there is an opportu- nity for the CBO community to discuss and define resilience, and its importance as a crucial phase of disaster response. There is also an opportunity for other sectors such as the private philanthropic and local government to join in this conversation and incentivize holistic strategies that include all three phases – relief, recovery, and resilience. Mission and Services Mission and services are defining for CBOs, and they do not rapidly shift them in times of normalcy and calm. There is even negative connotation to change when it is not intentional and strategic ("mission drift" or "mission creep"). 16 However, literature on disaster response, the CBO survey, and multiple CBO interviews indicate that CBOs go above and beyond in times of disaster relief and recovery. There are numerous examples of CBOs and volunteer groups flooding the Emergency Operations Centers (EOCs) and Local Assistance Centers (LACs) to fill gaps and support. Catholic Charities in Santa Rosa, and the Napa Valley COAD/ Long Term Recovery Group took on the task of administering Disaster Case Management, which made them hubs of recovery activity in their communities 17 . St. Vincent de Paul re- ceived flexible funding to fill needs related to housing that arose, which allowed them to de- velop programs accordingly. The organization responded with programs such as House in a Box, which provided furniture to those who had lost everything, and provided funding to Bur- bank Housing to get Journey's End mobile home residents in safe, permanent housing. ROC Sonoma 18 provided over 4,000 cases of water over 18 months to those who had lost their homes in the fires and had been relocated to trailers on the Fair Grounds. Sonoma County Churches United provided free childcare to families who had lost their usual childcare services. Filling gaps is what the social sector does. It can also lead to organizations being stretched very thin and to become fatigued. Survey findings indicate an incredible level of change in the two years following the wildfires. Rapid change, even if mostly positive in service of imme- diate relief and recovery, can be exhausting for CBO leaders and staff. The table below illus- trate what sorts of change CBOs experienced. UNMET NEEDS Survey findings indicate that although 80% of CBO respondents say that there are continuing unmet needs related to the wildfires, and 82% indicate that increased funds would be needed to fulfill unmet needs, 63% of respondents have no plans to raise more fire response funds. 16 Jonker, Kim and William F. Meeham III, "Mission Matters Most", Stanford Social Innovation Review (Feb. 19, 2014) accessed at https://ssir.org/articles/entry/mission_matters_most. 17 The administrating groups delegated to trusted CBOs and volunteer groups. In the case of Napa, this included delegating to On the Move, Up Valley, and others. In the case of Sonoma, to Catholic Charities. 18 ROC Sonoma is technically a volunteer collaborative of organizations and not a CBO, but is included in this section