Step 1 - Assess
Identify the Boundary, Geography of Interest
What it is:
When initiating a Cohesive Strategy to reduce the risks of wildfire, the community and participants first need to understand and identify the boundary of impact. As Cohesive Strategy actions tend to focus on the reduction of long-term risk and encompass large scale projects, identifying boundaries based on a watershed may be appropriate.
When to use it:
Identifying the boundary for action should be initiated at the beginning of the collaborative process.
How to use it:
This may be as simple as physically drawing lines on a map to identify the geography of interest for the community. Once a general boundary is agreed upon by stakeholders and land managers, the boundary can then be created drawn onto a GIS Map and additional layers added such as roads, etc. ESRI also offers free maps to help plan and prepare for natural disaster such as wildfire.
Identify a Group Convener
What it is:
A convener is an individual or group responsible for bringing people together to address an issue, problem, or opportunity. In the context of collaborative leadership, it usually involves convening representatives from multiple sectors for a multi-meeting process, typically on complex issues.
When to use it:
A convener should be identified at the beginning of the collaborative process. The initial convener does not need to be the convener for the entire process, the role can be rotated among co-conveners to prevent burnout. However, a convener should be able to review and meet two key criteria:
- I will ensure legitimacy of the process through inclusive participation and will work with the facilitator to determine the best approach for inviting members to the group.
- To launch the process, I will help set the stage for the group at the first meeting by welcoming participants and discussing the purpose of the collaboration, my role, the roles of the facilitator or project manager, and how the work of the group will be utilized or implemented.
How to use it:
Based on information from the Collaborative Leader’s Network: A Convener's Checklist, the following checklist is provided to ensure understanding on the role and responsibility of a convener.
Convener’s Checklist
The convener plays a pivotal role in any collaborative process. This checklist serves as a guide for what is typically needed by the convener to launch and carry out a collaborative leadership effort. The steps can be tailored to suit the specific needs of any given collaboration.
- After scanning and assessing top-level challenges or issues, I have identified one or two important leverage points that could benefit from a collaborative leadership approach and I think the timing might be right.
- I have conducted or commissioned an initial assessment among respected colleagues, leaders, and others. Through this, I have identified key challenges or issues and have selected one that seems to have the necessary political or policy impact and the potential to garner support and involvement by those who could contribute meaningfully to a needed dialogue or solution.
- If it is appropriate, I have secured partners to serve as co-conveners and sponsors. We have discussed the collaboration in detail and are in agreement about the purpose of the collaborative leadership process.
- I, and any co-conveners, recognize that to be successful, the collaborative leadership process needs to be carefully designed and given sufficient time and resources to generate long-lasting solutions.
- I, and any co-conveners, have a preliminary and realistic idea of the time and resources needed for the collaborative process and have secured the necessary resources. If the process or outcome will require political or community support, I have built the necessary bridges to gain that support.
- I understand that a skilled, neutral facilitator may be needed to design and carry out an effective collaborative leadership process to tackle the issue.
- I recognize that a neutral venue for group meetings may produce the best results.
- I will use due diligence and seek recommendations to select a facilitator who is a good fit for the process.
- I will make my expectations clear to the facilitator regarding any “givens” for the process, internal and external communication constraints, financial limitations, deadlines, and my right to review materials or other work products before publication.
- I have a clear agreement and contract with a project leader, manager, or facilitator and we are clear on our respective roles and expectations.
- I will ensure legitimacy of the process through inclusive participation and will work with the facilitator to determine the best approach for inviting members to the group.
- To launch the process, I will help set the stage for the group at the first meeting by welcoming participants and discussing the purpose of the collaboration, my role, the roles of the facilitator or project manager, and how the work of the group will be utilized or implemented.
- Once the process gets underway, I will monitor and support the agreed-upon process and will be available to the facilitator or project manager to provide timely feedback and direction.
- I understand that multi-stage processes are never totally predictable and that some adjustments to the original scope or timeline may be needed to ensure a successful outcome.
- I will honor the resulting work of the group to the greatest degree possible and, when appropriate, make every effort to ensure that the group’s work is implemented.
- At the conclusion of the project, I will acknowledge the work of the participants, other co-conveners or sponsors, and the project manager or facilitator. I will agree to be part of bringing appropriate closure to the effort.
- If an external communications plan has been created as part of the process, I will help ensure that the plan is carried out.
- I will meet with the facilitator or project manager to debrief and evaluate the process in order to learn best practices for future collaborations and strategize about areas that could be improved.
- If funding has been secured for the collaborative leadership effort, a summary of the process and the outcomes of the group will be communicated to funders.
Identify the CORE Group
What it is:
The CORE Group includes those individuals who are interested in and able to drive the early planning process and whose engagement is fundamental to the success of the collaborative. To help identify potential CORE members, use CORE as an acronym to include:
- Community, residents or landowners of a community that may be impacted.
- Options- Agency or decision-makers who can provide strategy options.
- Responsibility- individuals who will have a responsibility for strategy implementation.
- Engagement- individuals who need to be engaged to make the Cohesive Strategy successful.
This will be the CORE Group.
When to use it:
Early in the process, begin a discussion with key participants about who else needs to be included. Ensure that the early phases of the collaborative process include these CORE members within the community while also understanding the collaborative will evolve and gain more members during later stages.
How to use it:
Engage in conversations with community leaders, residents and decision makers. Determine if a new collaborative needs to be developed or if and existing collaborative can be reinvigorated to address the wildfire threat. For example, perhaps the community has an existing fire safe council or a homeowner’s association completed a Wildfire Protection Plan.
Building a successful CORE Group in a collaborative planning process can be difficult. Four general recommendations are offered from the report Branching Out: Engaging Forest Stakeholders through Collaborative Design
Gather Existing Knowledge / Information
What it is:
Prior to beginning a collaborative planning process to initiate Cohesive strategies, the core team should gather the best available information regarding the risk, resilience and if the community is fire-adapted. This will involve compiling information from various sources.
When to use it:
Gathering and compiling existing information occurs during the assessment phase to determine, where the community is now in regard to the three goals of the Cohesive strategy, and where the community needs to go. Understanding this benchmark will provide the foundation for current conditions and help frame the target goal for a successful cohesive strategy.
How to use it:
Is your community a fire adapted community? Had the community conducted an assessment to determine how to become adapted?
