Issue link: https://blog.providence.org/i/1367431
27 Given that CBOs rate their partnership and collaboration with other CBOs, local government agencies, and hospital ministries as very effective, this is a positive springboard for further, deepened collective work. For that future work to be even more effective, those involved have expressed a need for 1) pre-planning, 2) more clearly defined roles, especially around who is the lead, 3) clear shared priorities, and 4) more frequent and improved communication. These are usually stumbling blocks for effective collective action, and the fact that the community itself recognizes them, is further evidence that to strengthen such components is key to success. Lessons Learned & Next Steps Since unmet needs still exist, this is a time for CBOs, funders, and local government agencies to come together and be sure of the collective strategy going forward to fulfill them. This strategy will require a quantified description of the needs and/or goals and will need to iden- tify the key groups in each sector to fulfill them. In terms of planning for next time, it will be important begin planning now as a cross-sector collective. In terms of the role of CBOs, those that are best fit for immediate relief, medium term and long-term recovery, and resilience should be identified in advance. Based on their mandate, COADs and LTRGs such as ROC Sonoma County Fire Recovery, can be common sense fits for strategic leadership in the CBO community. However, if these groups are leaned on as leaders, it is crucial that all sectors identify them as such prior to a disaster, and that they are staffed. Multiple CBO leaders reiterated the importance of compensating leadership of COADs and LTRGs, because of the amount of work required. There are examples that demonstrate the effectiveness of setting up funding relationships in advance of disaster, for example through Memorandums of Understanding (MOUs) as was done between the Napa Valley Community Foundation and On the Move prior to the 2017 wildfires. Since a local community in the region has knowledge of navigating such a process, Sonoma players might look to Napa if and when questions arise. In addition to pre-planning funding relationships, there are opportunities to map and plan by topic of concern or need. Take the example of mental health. The American Red Cross and the Healthcare Foundation of Northern Sonoma County worked together to map mental health organizations in Ventura and Butte Counties, and the timing that services would be needed from each of these organizations. The Executive Director of the American Red Cross, California Wildfire Recovery Program suggests that this is something that could arguably been done on other needs/concerns as well (I.e. physical health, shelter, food access, etc.). Finally, findings indicate that in order to have effective collaborative response, communica- tion needs improvement, leadership and supporting roles and responsibilities need clarifica- tion, and shared goals need to be defined to facilitate evaluation. Full Circle: Did Philanthropic Response Help or Hinder? While the philanthropic response has certainly helped CBOs meet the immediate and me- dium-term relief and recovery needs, there is more work that needs to be done in terms of defining partnerships for longer term recovery and resilience work. Additionally, while many