Trans Pecos Emergency Resource Program

PROMPT-

Imagine what it would look like for your community to have stronger climate resilience and systemic, structural support to help all individuals have a better climate reality. 

BACKGROUND

This project proposal was inspired by 2021’s weeklong climate-change-created, and under-preparedness-fueled, freeze disaster in Texas. The past few years have revealed so many American systems as under-functioning and its people as thusly under-resourced. The Texas freeze was an event caused by a meandering polar vortex; infused with a failing centralized energy grid–backed by American exceptionalism, racial inequities, as well as wealth-gap politics.

I often think, particularly when situated in Marfa, a town with a population of 1700+ and more or less a community mindset, how infrastructure might be better situated on an incredibly local level, across the country. To widen the lens beyond the power grid, would trash consumption look different in any community in this nation (a known over-consumer) if it were collected and compacted street-by-street. What would happen if rainwater catchment and solar collection and storage were based and shared within neighborhoods. Of course, these are huge infrastructure shifting considerations- but how much more of a “hyperobject” (Morton, 2013, p.1) can we make issues of overconsumption by nature of, say, trucking our trash several states away. It is easy to ignore the invisible.

I witnessed in real-time how communication is at the foundation of community resilience building. It goes without saying science communication is important for witnessing on a large scale the potential harms and comorbidities of health, mental health with imminent climate change. Yet, due to the widespread and differentiated (of type and time) disasters caused by climate change based on location, resilience-building requires a pace that mirrors the specific disaster. In Covid, we have had a national slow-rolling disaster that requires a slow and steady stream of information, and at times, a tempered amount, to avoid overwhelm or revolt of the general public. A disaster of this type in Texas, one that unfolds quickly and at a smaller more emergent (at least more visible) scale requires immediate check-ins, resource-building, and resource-trading or lending. Lives are saved or infections staved when information is quickly delivered that includes tips for staying warm, ways to sanitize and conserve water, and how to remedy a burst pipe or frozen toilet.

An extra symptom of a disaster of this scale and length, when coupled with a pandemic, is the impact it has on labor productivity (Smith, et al, 2014, p. 713). With the text largely noting impacts on agriculture and labor that would be impacted by heat conditions; we are now seated in the Zoom era wherein without access to the internet or power, both now ideally considered as utilities–the gig economy and freelance work take a major and immediate hit, and larger more cushioned corporations or industries encounter a sharp dip in their employee productivity. Additionally, schools that had already been inconsistent for a full calendar year have had to take a weeklong break in most areas to account for the internet losses which can account for a deepening of the crisis younger people are facing in both education and mental health. In 2022, Texas schools are still under-functioning and closing often due not only to Covid and its complexities but to residual plumbing issues from last year’s freeze.

Marfa is a veritable microcosm that can function as a possible model for other parts of America as pilot programs are resourced, supported, and funded. Yet it’s a place that is specific so ideas would not always be applicable or scaleable elsewhere. Marfa is a border-proximate town with an amalgam of locals and an affluent art-focused base of people who began moving to the area in the ’80s and ’90s. With this, a tight-knit community exists, as does the unfortunate and inevitable model of the haves and have nots that can get further bifurcated during a crisis. There is existing food insecurity here with zones tough to grow in, no local farms save one nearby hydroponic tomato warehouse, and the occasional backyard chicken coop. Covid exacerbated the food inequity in many Texas towns, including this one. Due to the remoteness of the area, a previously considered food desert, on top of the existing insecurity; unlike a big city— it is more likely to be cut off from gas and food trucks that the area relies on to truck-in stores. In a longer-spanning emergency, it is possible this community could get cut off from either for stretches of time that would impact preexisting conditions or medical emergencies (can someone access the medical care they would need for a heart attack or aneurism). Or it might even impact nutrition if food trucks are unable to make their normal drops for a longer stretch of time.

The nation witnessed Texans not accustomed to this climate react with unfortunate side effects; carbon monoxide poisoning became endemic within days of the disaster as families attempted to heat with generators, gas stoves, propane heaters inside, or within their cars in enclosed spaces. Additionally, Texas homes are not set up for the cold and precipitation we are now seeing more regularly. Those who reside in original adobe homes, or non-updated stick-built homes that lack stable water lines or proper insulation, with current-code allowing exterior wall plumbing suffered greater losses of general utilities. With the freeze crisis caused by polar vortex wobbling and increased precipitation (snow and ice in an area non-acclimated to these conditions); the most acute impact is hypothermia to those exposed to the cold directly. And lack of water, heat as well as Texas residential building codes enabling exterior wall plumbing which could mean lack of access to uncontaminated water as plumbing quickly fails. In a similar crisis, the secondary but equally important impact is on mental health— even the housed-population in an event like this is exposed to cold for days, as well as the loss of electricity, heat, and/or water can put the body into fight-flight-freeze mode. Even in times when the power was on, without knowing how long it would last; there is anticipatory anxiety and hypervigilance. Friends, clients, and neighbors without heat for a continued 3-4 nights complained of lack of focus, energy, and exhaustion as the body is in a constant emergency mode trying to stay warm which also impacts the brain and body's functioning. Symptoms of distraction, body aches, insomnia, survivor’s guilt, and malaise were all reported that week in my consulting room.

Some best practices, witnessed via the coronavirus pandemic is watching the area’s vaccine rollout, which due to the size and communication efforts, were comparatively smoother and more rapid compared to other cities and states. (Current data Jan 2022 cites Presidio County as 95% vaccinated with at least one dose.) This rollout was seemingly achieved through the consolidation of doses to two hospital districts at a time. There was one well-staffed number or website that was easy to navigate, per district to assess eligibility and sign up. Follow-up was completed by contracting the local library to call all persons over 65 and anyone with a known preexisting condition via the local medical clinic to ensure signup and second doses were well-timed and completed. 

We do not have an unhoused population but we have both impoverished and elderly populations. With a better check-in system, particularly directed, we can avoid unnecessary death caused by a lack of short-term resources. Due to the small population size, it feels tenable to have stores of bottled water, solar chargers, dry goods, and other kit items available for drop-off or pickup via a loan system.

What is positive and actionable in the future was the quick turnaround of several restaurants (who had no power so had to act quickly to preserve food) banded together and made use of the generator-fueled school cafeteria for walk-up free meals and a warming and charging station. These areas could be designated disaster zones in the future.

Trans Pecos Emergency Resource Program

Texas Rural Communities Climate Change Pilot Program

ADAPTATION ACTION PROGRAM

PROJECT PROPOSAL

RATIONALE - Climate and Health Prioritization

Wildfire, droughts, heatwaves, desertification, fracking and natural gas oil pipelines, as well as possible extreme weather events such as freezes with ill-prepared infrastructure, are all threats to this region.

Considering the semi-arid landscape and southwest location, even with the RCP 4.5 scenario, by 2070 the Trans Pecos area may become less suitable for human life (Shaw and Lustgarten, 2020). With the RCP 8.5 Business as Usual model; by as soon as 2040, the entire region would be subject to extreme temperatures, possibly over 95 degrees Fahrenheit for six months a year (Shaw and Lustgarten, 2020).

As “[c]limate models predict warmer temperatures and less rain for the region” (n.a., 2014); the region will likely experience increased wildfires, which is already a concern in the area with the semi-arid shrub landscape and lighting storms that come down from the mountains north of town. Wildfire potentiality will only increase with fracking and natural gas pipelines. 

Demographic wise: Marfa, Texas is a town that has a population of 1,788 persons, 76.2% of whom are American citizens and 69.1% of total population are Hispanic. Surrounding towns within the Big Bend include Alpine (pop. 5,992; 14.2% poverty rate; 51.5% Hispanic; 96.9% US Citizens); Fort Davis: (pop.1,029; poverty rate 5.73%; 58.2% Hispanic; 82.6% US Citizens); Valentine: (pop. 63; 28.6% Hispanic; 14.3% Native American); Presidio: (pop. 4,076; poverty rate: 40.1%; 92.5% Hispanic; 62.6% US Citizens); Terlingua: (pop. 82; poverty rate 14.6%); Marathon: (pop. 395; poverty rate 7.4%; 41.3% Hispanic).

It is notable that Presidio, the most directly bordering town to Mexico has an estimated nearly 40% undocumented population and Marfa has a nearly 25% possible undocumented population, as these populations will be especially vulnerable and depending on US policy, possibly blocked from governmental resources in emergency scenarios. 

RATIONALE - The Vulnerable or Unprotected Populations

“In mitigating and planning for emergencies, state, local, and tribal officials

must identify socially vulnerable communities to provide those residents

increased assistance over the course of a disaster” 

(Flanagan, et al, 2011, p. 3).

Served in this pathway are the elderly, living alone, low income households and families, undocumented persons and those with underlying medical conditions (including but not limited to diseases of the lung, heart and kidney and respiratory illnesses including asthma).

The strongly prioritized detriments of the climate vulnerabilities (wildfire, extreme temperature events) are mental health detriments, diseases from contaminated water, and increased need for medical care in an area that already lacks adequate medical care. With wildfire, particularly when considering already medically vulnerable, there would be increased particulate matter and a high risk for respiratory irritation and illness.

What is most prioritized with this plan is creating a route for access- to material, information, assistance to any, and all in the region when impacted by acute or ongoing disaster, and the dangers they present between the response and recovery phases.

PATHWAYS

SELECTED ADAPTATION ACTION

“Climate change is likely to have broad public health impacts, from the direct impacts of weather extremes to shifting geographies of infectious diseases and the potential for destabilization of critical societal support systems such as food, energy and transportation…[C]limate change will be the defining issue for public health in the 21st century.” (Bierbaum, 2014)

The adaptation action I am proposing in the Trans Pecos Region is to create a neighborhood-alert and buddy system to assist elderly and impoverished neighbors in the event of extreme heat, a freeze (similar to February 2021 event) or a wildfire evacuation. The alert system would deliver consolidated contact, tips, shared resources and notifications through both the typical channels of the radio station and at in-person stations such as the a) firehouse b) school cafeteria (previously used as a warming center) and c) newspaper/town hub.

Pre-determined neighborhood contacts would be assigned per vulnerable person in town(s) and would be responsible for wellness check-ins and equipped with excess materials (such as water, blankets, flashlights, food/supplies) and trained in town-wide psychological first aid. The buddy system would enable an equitable check-in and resource sharing setup that could be used in a variety of events and emergencies.

I think it would be a marked shift for the town, and area, to honor and witness the data (and impending shifts) and implement action to mirror. Yet, the town and surrounding towns are small in a way that fosters accountability. And the region prides itself on being citizen-forward and finds itself to be inclusive, of course, there are problematic faults in this. There might need to be a decent amount of education to create the proper buy-in to not only implement this but also to update it with regularity.

This project was partially inspired by watching gaps emerge in the February freeze Response-Recovery cycle, while witnessing a statewide failure in the areas of Mitigation and Preparedness. Similarly inspired by the vaccine roll out in the Trans Pecos region which has largely been equitable and smooth.

A couple of lessons from these combined events; In this era, successful and well-designed web-wayfinding needs to be incorporated as a frontline communication tool. Strategizing and communicating without design and follow-up may result in the original communication getting buried. When access and resources can be shared mutually and in a bio-ethically determined order; a community-focused spirit and energy can emerge to solidify planning and preparedness. 

Due to the small and rural nature, the unhoused population is 0 in most areas, and vulnerability is delegated to the undocumented, impoverished and elderly populations. With a better check-in system, particularly directed, we can avoid unnecessary death caused by a lack of short-term resources. Due to the small population size, it feels tenable to have stores of bottled water, solar chargers, dry goods, and other kit items available for drop-off or pickup via a loan-system.

Designated disaster zones, warming/cooling centers or pick-up areas for temporary resources/materials can be mapped and included in the buddy system materials.

And each neighbor who chooses to sign-up is assigned a neighborhood “buddy” for wellness-check-ins and resource distribution 

“As set forth by the National Research Council in 2004, the adaptive management approach is best applied in settings 

that exhibit six key elements: 

(1) Management objectives that are regularly revisited and revised;

(2) A model of the system(s) being managed;

(3) A range of management choices;

(4) Monitoring and evaluation of outcomes;

(5) Mechanisms for incorporating learning into future decisions; and

(6) A collaborative structure for stakeholder participation and learning” 

(Bierbaum , 2014, p. 6435)

The program also creates action within appropriate nodes of the disaster cycle:

STAKEHOLDER IDENTIFICATION

Front-end buy-in and set up would be the most difficult portion of this idea; and finding the right stakeholder(s) to manage maintenance would be equally important to manage well.

Deployment of the buddy system could happen at the city council level, and storage and distribution of the materials could call upon the fire department/EMT station.

IMPLEMENTATION DESIGN

Stakeholder Readiness Assessment

Stakeholders identified in the region: local radio station and newspaper, conservation organizations, desert plant researchers, ranchers, school districts, city councils, fire departments, area public libraries, mental health worker, and community and country clinic medical workers and staff.

For the purpose of this assignment, a mock readiness assessment has been run courtesy Yale’s survey, with the following placeholder scores:

INTERPRETATION AND IMPLICATION FOR DESIGN

Motivation: 8

All implementers would have a high level of motivation, especially considering the recent freeze. The maintenance importance in a program like this would be as important to manage as the initial setup which could be cumbersome and would require active engagement and proper delegation. That said, initial buy-in and motivation are key to get this program properly set up. 

General Capacity: 5

These towns are incredibly different in their resources, setup, politics and may feel already-encumbered by Covid-19-related shifts and projects.

This area, in its remoteness and resourcefulness, is inherently knowledgeable about its natures and climate, but escapes some of the bigger cites’ resources and education programs that focus more specifically on climate-related matters. An education component to catch some of the implementers up on how the region will change in the coming decades may expand its capacity to provide support for this program(s).

Adaptation-Specific Capacity: 5

This adaptation action is relatively simple in form and purpose; the specific capacity to address its actions should, while requiring buy-in, be simple to implement. 

These implementers are generally resourced and due to the scale of the towns in the Trans Pecos region are committed to their citizens.

The education component to complete and inherent reminders to follow-up with the program are key bookends to create initial interest and continued coordination.

Goal to further assess for stakeholder-recipients

This area has limited awareness of the directness and immediacy of how climate change can impact the region. Part of this is the United States’ focus on cities, wherein the rural border town does not receive general education or interest at this moment in the climate change space. As many disasters have been delegated to the states, and Texas in this current moment is pretty evidently anti- equitable education and, collectively, for profits over biospheric concern; one emerging  issue with this adaptation implementation is the disparate level of leadership and the respective political differences town to town.

MAJOR ACTIVITIES

ACTIVITY 1

DELIVER MATERIALS TO CITY COUNCIL AND ENROLL CONSERVATION AGENCIES TO COORDINATE EFFORTS AND CORROBORATE DATA

Plan to present/coordinate a presentation to create buy-in of prioritization of climate change adaptation actions, and the specifics of this action. Includes: content and material development and/or coordination

>  Design booklets with data / Powerpoints to mirror to deliver information 

>  Describe how climate change will impact the region and its constituents to create buy-in and begin to design the Delivery 

>  At meetings/over email program roll-out 

Location, Setting, Context

>  City Council meetings are the delivery method, these are largely held over Zoom due to Covid, so delivery methods are limited to email/Dropbox and the virtual realm. This should not be a barrier as these documents/presentations begin and end in digital formats regardless.

Relevant Stakeholders

>  City Council Members, Public Radio, The school districts 

INPUTS: Presentations designed and formatted

> Data including exposure prioritization matrix and climate change + health data in region incorporated into presentations

>  City councils contacted and officials set meetings

>  Advocates/ambassadors in each town in the region identified

OUTPUTS

> City Council presentations held  

EARLY OUTCOMES

> City officials, ambassadors (to include healthcare, mental health professionals, EMT/

     Fire Dept Representatives and other community-oriented stakeholders identified and

     organized)

> General buy-in and education of climate change impact on the region alongside needed

     intervention and protection

LATER OUTCOMES

Climate Change and Human Health becomes part of intrinsic planning and region-specific design, intervention planning and topics covered at least quarterly in council meetings

HEALTH IMPACT

Engaging stakeholders in a way that is empowering to them and the ways in which 

they impact the community means they will engage more thoroughly, intentionally with

these topics and design into systems adaptation (and possibly mitigation) strategies. 

A bottom-up approach with a community-focused model.

ACTIVITY 2

FOUNDATION BUY IN and FUNDING

Funds secured to complete the initial project and maintain it for the next decade.  

RELEVANT STAKEHOLDERS

> Meetings with foundations, radio station and local organizations and grant writers held

> Identification of possible state, federal grants and rural programs to apply to

>  Applications completed with grant writers (volunteers, paid by the city)

EARLY OUTCOMES

> Further city/town buy-in as it becomes a budget item.

>  First two steps also act to include the community on education of the future of 

the region, creating deeply engaged buy-in.

> Assess where the region is with policy around climate change- to help inform future projects.

LATER OUTCOMES

The program itself which creates resourcing, instills a community-orientation and creates positive health co-benefits gets secured in a way that might also implement a community orientation, and addresses some of the polarization happening on a 

local and national scale.

HEALTH IMPACT

Mental Health Crisis identification and resourcing and possibly medical health 

co-benefits for at-risk populations: elderly living alone, low income families, 

undocumented persons, those with underlying medical conditions 

In tandem with educating at the city level, meet with area foundations to discuss grant and funding opportunities.

Content and material development and/or coordination

> Research possible funding streams, study similar programs for ways in which they garnered resources and managed it over time

>  Set meetings with local organizations and send over a Climate in The Big Bend packet to educate, for program buy-in as well as a one-sheet for the buddy/resourcing program itself

> Meet with each stakeholder organization to assess for fit, and determine whether they may help on funding end or with implementation/volunteer

. Delivery

> E-mail to set up, Zoom meetings to start due to Covid, possible eventual in person meetings at their places of business.

ACTIVITY 3 

CITIES-WIDE NEEDS ASSESSMENT

Once there is buy-in at the city level, and knowledge of funding capacity; meet with the fire department and heads of medical clinics for a needs assessment.

Content and material development and/or coordination

INPUTS 

Needs Assessment survey, template and questions catered to each stakeholder type 

CONSIDERATIONS

What materials and plans might be in place at smaller scales. How can this program augment existing coordination, fill in gaps, or borrow from plans not yet in place. 

RELEVANT STAKEHOLDERS

>  Fire Department/EMT Staff, Medical Clinic Staff

INPUTS

Readiness Scores reviewed/assessed

> Funding pulled to complete needs assessment

>  Community, medical providers, first responders interviewed per area- translated into matrices and data per town compiled.

>  Needs assessment completed/delivered to parties involved in design/delivery

OUTPUTS

Additional data gathered to support the program and guide how it is designed and implemented.

EARLY OUTCOMES
Additional community buy-in and data collection to inform the project roll-out.

> Cross-pollination at city and rural-regional levels to inform medical providers, educators, city council members, and equal what issues will arise with climate change and how to 

prepare within each volunteer and professional arena

LATER OUTCOMES

The project will be more applicable and actionable, as well as longer-standing 

with this programming phase complete

HEALTH IMPACT

The program could serve to be a rural community template to be implemented in other 

areas in the state and nationwide.

> Design funds pulled from grant(s) to meet and work with developers, web designers coinciding with town-wide meetings

ACTIVITY 4 

TEAM AND PLATFORM BUILDING

>  Gather small group of volunteers

>  Meet with a Web Designer. Design platform that helps coordinate and consolidate information in the interim of disaster as well as enables sign-up and tracking of buddy system.

Content and material development and/or coordination

>  The plan to create the buddy system happens here. Volunteers would help with gathering community needs assessments.

Delivery

>  In person (or during Covid, Zoom) meetings. Programming document sent to designer; meetings throughout the process. 

>  Attendance at City Council meetings to continuously gather details and update them on project progress, if interest is there, can happen here.

INPUTS

Data from meetings, needs assessment delivered to project manager + designer

OUTPUTS

Training around the platform simultaneously happens to ensure it continues to be updated.< 

EARLY OUTCOMES
Community members, volunteers, stakeholders and involved professionals are set up in their roles and aware of how to carry this forward

LATER OUTCOMES

An engaged group of diverse volunteers and multidisciplinary professionals encourage  a longer-project-scale

ACTIVITY 5 

IMPLEMENT BUDDY SYSTEM + RESOURCE PLANNING

Implement Buddy System and Materials/resource sharing at all levels

Content and material development and/or coordination

> The plan to create the buddy system happens here. Volunteers would help with gathering community needs assessments.

INPUTS

>  Buddies assigned

>  Resources (including communications across multi-platforms, materials) distributed/inventoried

>  Credible messengers identified for the roll-out

OUTPUTS

Buddy system launched

EARLY OUTCOMES
Buddy system implemented, on the local level this means possible immediate mental health benefits to community members

LATER OUTCOMES

Mental and physical health co-benefits to the region’s unprotected population

HEALTH IMPACT

“Maturing the field” of adaptation with local and national attention and co-implementation 

Evaluation Design

Adaptation Action Logic Model

APPENDIX - things to consider moving forward

MALADAPTATION CONSIDERATIONS     

> Bifurcation/political polarization - (worse before better effect)

> White saviorism with the “pick a vulnerable neighbor” aspect of the program-- How can

   consent be designed-in with buy-in, as well as an employed equitable approach governmental resources in emergency scenarios. 

IMPLEMENTATION ISSUES     

> Lack of mental health data to prove that preparedness in climate change scenarios impacts overall long-

standing mental health. That the “I’ve got you” approach has lasting positive effects.

> Country, state and large majority of the region does not value prevention-models + the issues are politicized. 

> Political terms are short and short-term / quickly implemented programs tend to win out

> CBA (Cost Benefit Analysis) might be hard to convince stakeholders of, not only due to the lack of data (Conlon, 2021) + as preventative measures in health and mental health are not aligned to the cultural complexes of this country and state, and they are somewhat ineffable

future CONSIDERATIONS  – Conscious attitudes to avoid white saviorism and equitable buy-in at each stage

BIG PICTURE ISSUES TO CONSIDER IN PLANNING AND IMPLEMENTATION

Desertification

> Exodus from the wealthy, island-effect as those more resourced protect themselves and isolate. 

> Fracking Boom Town possibility -- how this speeds up and impacts climate change detriments-- but also what happens to the towns’ geography and demographics

> How the region handles resources, housing and access.

“There is a direct connection between racism, policy and decision making, and the outcomes of  who is being exposed.” (Ali, 2020)