Issue link: https://blog.providence.org/i/1367431
36 many shapes and forms, the most effective are multi-sectoral and all share five key conditions: • A common agenda, and a shared vision for success • Shared measurement framework, including agreement on helpful data collection and accountability • Mutually reinforcing activities, which requires coordination through a joint plan of action • Continuous communication, which builds trust and transparency • Backbone support, an organization with the staff, resources and skills to help the collec- tive convene, coordinate and communicate While some of these conditions are in effect currently in Sonoma and Napa, not all of them are in play. Some of the recommendations that follow address the requirements for these conditions. Identify a backbone for collaborative preparedness and action Intentional commitment to investing in a disaster response backbone entity to help strengthen these collective impact conditions could pave the way for a stronger disaster response col- laborative. The creation of new government agencies, the deepening of public-community partnerships, the strengthening of Community Organizations Active in Disaster (COADs) and Long Term Recovery Groups (LTRGs) – all of this organizational development can be a foun- dation for collective impact, but for truly effective collaboration, a backbone entity is a key. A backbone entity does not preclude multiple strategies, networks, efforts or timelines – but it goes a long way in aligning all good effort toward a common agenda. Improve collective communication. There have been dramatic improvements to county-level communication systems relevant to disaster response as a result of the wildfires. In communication across sectors, however, there is still room for improvement to keep the myriad individual organizations, networks, partnerships and coalitions connected and aware of each other's efforts. Whether regional or county-specific, creating a cross-sector communications hub will bolster all phases of disaster response. Create (and share) an equity lens. Discuss and define equity and vulnerability. Prioritize coordination and cooperation when definitions diverge. One of the findings of this assessment was that equity and vulnerability were critical frame- works that drove planning and strategy – but that many stakeholders have differing defini- tions on what exactly equity and vulnerability look like. There are many different opinions on how to address equity and serve vulnerable groups in post-disaster settings. Is equal giving or equal service an effective strategy in a time of grave need, given evidence that indicates that low-income, racial/ethnic, and linguistic minority 3 4 5