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Is the community ready to deal with a situations stemming from communii pion? This needs more focus and attention This opporates well in the community This is one of our community's strengths 0 5 10 15 20 While the prospective responders engaged in a one -day training, Donaher explains, one day is "wholly inadequate for such an undertaking." Training "should be longer and more comprehensive preparing CRT members to properly address crisis situations" PLANNING Hurdles CRT leaders developed draft protocols that illustrate how and when CRT would engage in the Rochester community. The draft protocols included provisions defining CRT membership, CRT's advisory board, CRT's officers (including a team coordinator, assistant team coordinator, secretary, training coordinator, communications specialist), training requirements, protocol for activation of the CRT in the event of potential community concerns, or potential civil unrest, identification of CRT member activities, protocol for confidentiality and conflicts of interest, and after -action reporting. The protocols were neither edited nor finalized, and are not publicly available. Initially there was an expectation that a coordinator would provide direction to the project and make decisions. CRT Steering Committee members do not have the bandwidth to personally manage the day to day development, outreach, recruitment, training and other logistic activities for managing an effective CRT. Steering Committee members were generally in agreement that their role would be to serve as community leaders supportive of boots -on -the -ground CRT volunteer team members. It is clear that developing a team of respected community volunteers, trained and prepared to respond to critical community events, would require leadership and coordination by a dedicated, highly respected person or persons intimately familiar with in the Rochester/Monroe County area. The CRT staff, working under the guidance of the Steering Committee, would be charged to conduct extensive public outreach to community groups; develop and provide training for the volunteers; develop protocols for notification and activation of CRT volunteer members; facilitate regularly scheduled Steering Committee and Volunteer Responders meetings; and stay abreast of developments in the community resiliency building field. Donaher explains, "If the CRT is going to be successful, it must have a dedicated person, community buy -in, and involvement of community organizations and the faith community." Liberti agrees that funding is necessary in order to coordinate, manage, and oversee the CRT project. Indeed, the CRT's work has stalled. CRT leaders have not had formal conversations since September 2017 There appears to be a desire to strengthen community resiliency, perhaps through the development and implementation of a Community Response Team, or other means. The CRT itself may be a good start in preparing to build community resiliency but CRT efforts must be clearly identified and supported. Doran says very plainly "Communication, trust and relationship building" are integral. It is also clear there are critical areas of preparedness that need further exploration and work. Liberti expressed optimism that a local university — perhaps supplemented with community grant funding — will provide resources to activate, organize, and train CRT leaders and volunteers.