Community Preparedness Team Strategic Plan

DRAFT DRAFT DRAFT The following article is a working draft of the strategic plan for the community preparedness team. DRAFT DRAFT DRAFT

2025 Community Preparedness Team Strategic Planning Group members

Name	Organization
Joshua Baker	Outreach Program Manager, Lloyd Ecodistrict
Glenn Devitt	Community Preparedness Coordinator, Portland Bureau of Emergency Management
Michael Genuine	Emergency Preparedness and Safety Manager, Immigrant and Refugee Community Organization
Regina Ingabire	Community Resilience Outreach Manager, Portland Bureau of Emergency Management
Ernie Jones	BEECN Coordinator (retired), Portland Bureau of Emergency Management
Lydia Ledgerwood-Eberlein	Senior Analyst, Community Capacity Building and Grant Coordination, Multnomah County Emergency Management
Marisol Lozano-Peralta	Community Engagement Specialist, Portland Bureau of Emergency Management
Angelique Nomie	Administrative Specialist, Portland Bureau of Emergency Management
Jim Quinn	Board Member, Friends of Portland NET
Jeremy Van Keuren	Community Preparedness Manager, Portland Bureau of Emergency Management

PBEM Community Preparedness Team Policy Drivers Journal

Below is a table listing the factors, both internal and external, which shape policies for PBEM's Community Preparedness Team.

#	Policy Driver	Explanation and Implications
1	Portland Neighborhood Emergency Teams are included in Portland City Code (though no other community disaster preparedness programs are).	Though the code language is not particularly detailed, all program policies should at least not contradict code.
2	PBEM is an "all hazards" emergency management organization.	Community programming must consider the region's disaster risks (preferably through a formal hazard identification and risk assessment) and be mindful of how different disasters require different community resources. For example, the differences in how communities prepare for an earthquake compared to preparation for an extreme weather event.
3	Neighborhoods/communities will be/often are the frontline disaster responders, not government.	PBEM community programming should decentralize knowledge, expertise, and equipment.
4	Communities underserved by government bear the brunt of a disaster.	Those communities may include immigrant communities, communities of color, persons with disabilities, and low-income households. To address this, PBEM advocates for the application of Targeted Universalism when developing programs.
5	PBEM volunteers only deploy when directly requested by PBEM, except in the case of a major earthquake when communications are unavailable. In that event, they follow the Earthquake Plan developed by their team.	This factor necessitates that NETs and communities be prepared in the immediate aftermath of an earthquake, with clear protocols, to deploy without a request from PBEM. For all other incidents, NETs must not deploy until requested directly by PBEM via socialized and established notification systems (e.g. Everbridge).
6	From PBEM's perspective, the only reason for organizing NETs into geographic-based neighborhood teams is to respond to an earthquake.	In the history of the NET program, volunteers have only ever deployed under PBEM's direct guidance and management, with PBEM effectively serving as the "incident commander" for responding volunteers. No anticipated disaster would break this trend except for an earthquake. In that situation, it makes sense for NETs to come together as neighborhood teams to organize and respond. This implies that the organization of NETs into teams should center around their response to an earthquake.
7	Following a catastrophic earthquake, communities should plan to be on their own for up to two weeks.	Community training, curriculum, and messaging around earthquake preparedness and response should be shaped by the prospect of receiving no outside aid or assistance for up to two weeks. For example, this should shape how we talk with folks about storing water, or treating injured people, or establishing communications.
8	Communities manage their own disaster response volunteer teams.	It is not the responsibility of PBEM or the City of Portland to manage neighborhood-based teams of disaster response volunteers; only to support them through training, equipment, and information. Community organizing must happen at the community level.
9	Community-based organizations (CBOs) play a critical role in disaster preparedness, response, and recovery.	PBEM is responsible for organizing, guiding, and training Portland-area CBO personnel to prepare for their roles (e.g. through the COAD).
10	Portland NET is an urban volunteer disaster response program.	Organization and training of volunteers must consider the urban landscape, particularly when PBEM adopts curriculum from other programs. For example, CERT programming from FEMA is best suited for residential suburban and rural communities. NET, on the other hand, has modified CERT curriculum to consider vertical communities (e.g. apartment buildings) and organizing into multiple teams across city neighborhoods as opposed to having a single "Portland" team. As an accessory to this policy driver, programming should consider that approximately 47% of Portlanders are renters.
11	Not everyone has time to be a NET volunteer, but everyone has a part to play in their community's disaster resilience.	Becoming a NET volunteer takes 28 hours of basic training and a minimum 12-hour annual commitment. To keep programming equitable and accessible PBEM should ensure that there are multiple points of entry to participation, and that no person is excluded on the basis of their socioeconomic status or their schedule.
12	Disaster response volunteers have access to sensitive information, vulnerable populations, secure property access, and taxpayer-owned equipment.	For this reason, disaster response volunteers must undertake a criminal background check renewed every three years. If a volunteer serves in the EOC, they should read and sign a non-disclosure agreement (NDA).
13	PBEM should work with other government organizations and community organizations to force multiply resilience and produce "community resilience dividends".	Communities better prepared for a disaster also present better public health outcomes, less social isolation, and less crime. When possible, PBEM should remove disaster resilience from its silo and connect programming to other resilience efforts.

PBEM Community Preparedness Team Vision, Mission, and Values

Vision	Portlanders lead, support, and collaborate with one another to prepare for, adapt to, and thrive after disasters, with a focus on ensuring that no community is left behind in our city's resilience future.
Mission	To strengthen community resilience by fostering inclusive networks, co-creating accessible preparedness programming, and building long-term partnerships that empower everyone who lives, works, plays, and worships in Portland.
Values	Safety and Well-Being: The physical safety and emotional well-being of volunteers, staff, and community members are paramount. We provide trauma-informed training, resources, and care to support all participants in Community Preparedness Team activities. Equity and Historical Acknowledgement: We recognize the importance of understanding our city's and region's history and work to ensure that our programs are inclusive, accessible, and responsive to all Portlanders, especially those most affected by disasters. Community-Centered Collaboration: We meet communities as partners. We support community-driven solutions through action, collaboration and co-creation of programs and resources. Preparedness Through Co-Creation: We see preparedness as the foundation of resilience. We co-create policies, trainings and resources that provide communities with the knowledge, skills, and support they need to act independently and collectively before, during, and after emergencies. Inclusive Design and Accessibility: We use inclusive design principles and lead with accessibility to ensure that our policies, resources, trainings, and programs are practical and meaningful for all. Building Trust Through Transparency and Accountability: We believe trust must be earned through honest communication, clear intentions, and follow-through. We hold ourselves and our partners accountable to the communities we serve. Prioritizing Impact Over Scale: We favor meaningful and intentional engagement over quantity. We believe this builds stronger, more sustainable networks of resilience. Agents of Positive Change: As emergency responders, we advocate for a more resilient and thriving community for all. We are facilitators of and partners in positive change with the communities we serve.

Community Preparedness Team Service Areas

The section below covers all the programs managed by PBEM's Community Preparedness Team.

Approval Status guide:

Each of a goal's objectives includes its current approval status. Each objective progresses through five possible statues:

1.   Proposed  : Objectives proposed by the program manager to the Strategic Planning Committee for review in a strategic planning session.
2.   Under Review  : The objective was discussed at a strategic planning session and the program manager is incorporating committee feedback to prep for committee approval.
3.   Committee Approved  : The Strategic Planning Committee has approved the objective as written (though it may not yet include KPIs/timeline/prioritization yet).
4.   Director Review  : The Committee has added KPIs/timeline/prioritization and sent to the PBEM Director for review and feedback or approval.
5.   Adopted  :The objective is approved for the final PBEM CPT Strategic Plan.

Portland Neighborhood Emergency Teams (Portland NET)

Program manager: Glenn Devitt

Background: TBA

NET Goal #1: Branding & awareness of NET

	Priority	Objective	Narrative	KPIs/Timeline	Approval Status
NET 1A		Fix NET branding	Potential volunteers frequently say they are too old, disabled, or simply trepidatious about doing SAR and putting themselves in danger. Photos used to promote the program are too focused on flames and patient carrying. Promote volunteer roles using the other 14 VSFs. Emphasize community-building and the fact that there is a role in NET for everyone. Work with the PBEM PIO. Consider a CCWG/regional approach.		Proposed
NET 1B		BEECN & NET Integration	Continue to merge the programs from the volunteer and administrative perspectives, so that BEECN volunteers are not ‘othered’. Continue to promote the BEECN program publicly as a stand-alone capability.		Proposed
NET 1C		Raise NET Visibility	Within legal and ethical bounds, investigate means to collaborate with Friends of Portland NET, COAD, and other partners to better promote the value of NET to Portland. Continue to improve collection, and analysis, of program metrics. Develop and promote dashboards to City leadership and the public.		Proposed

NET Goal #2: Improve program accessibility

	Priority	Objective	Narrative	KPIs/Timeline	Approval Status
NET 2A			Analyze demographic data trends to determine whether we are heading in the correct direction.		Proposed
NET 2B		Interpretation/Translation			Proposed
NET 2C		Better integration of persons with disabilities, both directly and through partner organizations			Proposed

NET Goal #3: Increase Basic NET Training capacity

	Priority	Objective	Narrative	KPIs/Timeline	Approval Status
NET 3A		Address Facility Contraints	We currently can reliably use only the PF&R Training Center Main Classroom on weekends. The classroom components are limited to 50 people, because more makes it impossible to take questions. Managing 50 already demands a lot from instructors. Diligent searching by staff and NETs have not turned up other suitable facilities, at low or no cost. We have placed classes at locations such as Terwilliger Plaza as a convenience to some trainees. But there is added overhead for staff, and the quality of the learning environment is more difficult to maintain.		Proposed
NET 3B		Address Instructor Constraints			Proposed
NET 3C					Proposed

Basic Earthquake Emergency Communications Nodes (BEECN)

Program manager: Jeremy Van Keuren

For background on the BEECN program, please visit the BEECN Program Introduction article.

BEECN Goal #1: Pull the BEECN Readiness Score to a consistent 50% quarterly average

Background: The BEECN Readiness Score is an aggregate score reflecting key deployment readiness factors for each individual BEECN resource and the program as a whole. The Readiness Score in and of itself is not important, but it assesses the viability of elements that make a BEECN resource work, such as volunteers assigned, radio signal strength, deployment status, and more. A low score for a BEECN resource indicates that deploying it in the aftermath of an earthquake is less likely to be successful as there are more points of prospective failure.

PBEM began tracking the overall BEECN readiness score in October 2023. From then to November 2025, the overall BEECN Readiness Score has maintained an average of 27% and has not climbed past 36%. This is important because individual BEECN resources depend on an integrated network of collaborative BEECN resources. Therefore, a low overall score represents a higher risk of the BEECN system failing to perform in the aftermath of an earthquake.

The PBEM Community Preparedness Team proposes the following objectives in order to bring the overall BEECN Readiness Score to a consistent average at or exceeding 50%:

ID	Priority	Objective	Narrative	KPIs/Timeline	Approval Status
BEECN 1A		Evaluate, and move the BEECN District Coordinator program out of its pilot phase.	District BEECN Coordinators are a new volunteer position position currently piloted in Districts 2 and 4. With PBEM no longer employing 1 FTE to manage the BEECN program, BEECN maintenance and monitoring has fallen to the remaining PBEM CPT team. Absorbing that additional workload in-house has dragged down BEECN Readiness Scores, as testing, maintenance, and restocking caches has been deferred. The purpose of a District Coordinator is, for each resource in their District, solve simple maintenance fixes, request inventory refills, coordinate BEECN radio tests, and provide leadership. The program only began in the Fall of 2025 with District 2 and 4, and it is too soon to say if a District Coordinator can help pull up scores. But if the program is successful in the pilot Districts, PBEM will expand it to Districts 1 and 3.		Committee Approved
BEECN 1B		Recruit 40 more Amateur Radio Operators (AROs) and assign them to fire stations.	Each fire station is the radio traffic relay point for multiple BEECNs (sometimes as many as five or six). If a fire station does not have at least one ARO assigned, all of the BEECN caches tied to that fire station are unlikely to be able to pass radio traffic up to the EOC. At this time, 20 fire stations do not have any AROs assigned. Program-wide, BEECN needs to recruit, train, and assign a minimum of 34 AROs to get on solid footing. The recruitment process for AROs is challenging. AROs have to become licensed amateur radio operators, and then undertake hours of additional training to learn how to operate a fire station orange kit. Since the system relies on amateur radio, by FCC rules, the AROs must be volunteers and not City employees (unless they volunteer their time without pay). Success recruiting more AROs will require dedicated attention from PBEM staff and the help of Multnomah County’s amateur radio community.		Committee Approved
BEECN 1C		Re-start regular BEECN training.	Owing to staff shortages, PBEM CPT suspended monthly BEECN training sessions in April 2025. These training sessions, open to the public, were critical for increasing the number of available BEECN volunteers (a typical training would have 40 attendees). Available BEECN volunteers is a factor in overall program readiness. PBEM can mitigate the staff capacity issue by recording the training on video and making the video available to prospective BEECN volunteers. The video content would be complemented by optional virtual Q&A sessions with prospective volunteers after they complete the video training.		Committee Approved
BEECN 1D		Develop a training module on how to run a District-level BEECN test.	Optimally, the entire BEECN system is radio tested annually. The tests help identify radio communications issues and ensure the equipment is in good working order for deployment. PBEM no longer has the staff capacity to conduct regular radio tests for the BEECN program. Volunteers could fulfill that role if trained, with some PBEM support. The training could be done through an SOP published to WikiNET.		Committee Approved
BEECN 1E		Retire old BEECN cache boxes and site 100% of all BEECN radios in the field.	The older style BEECN cache boxes are difficult to maintain, difficult to place securely (because they have a large horizontal footprint), and there is no funding available to replace boxes that have fallen into critical disrepair. When caches have been stolen or removed from the field for maintenance issues and not returned, it is a significant drag on the overall BEECN Readiness Score because that resource is scored at “0% ready”. A cache that is not deployed is not available for use. This plan recommends permanently retiring old cache boxes when they are stolen or no longer work. For each BEECN cache that loses a cache, PBEM will instead site only the UHF radio. The UHF radio (which is in a case the size of a lunchbox) is far easier to track, maintain, and site with BEECN volunteers or other community partners. All associated cache equipment (e.g. medical supplies) would be placed with the local Neighborhood Emergency Team (NET). Tactical notes: Why can NETs find a place if we can’t? Will the radio still be accessible on private property? Deconflict NET staging areas and BEECN sites… Have BEECN sites and medical evac areas next to each other, with NET staging areas further away “Medical deployment activation” “Central location…” “Make the radio portable…NET is the team, BEECN is the team member”		Committee Approved
BEECN 1F		In all strategic goals and objectives, prioritize District 1.	District 1 consistently has the lowest BEECN Readiness Score by a significant margin, often in single digits. Compared to the other districts, District 1 also includes the greatest proportion of communities underserved by government: BIPOC communities, new Portlanders, low income households. This objective proposes that District 1 be prioritized for staff work and intent. Tactical plans to improve District 1’s score can include working with D1 Councilors and local nonprofit organizations to recruit more BEECN volunteers. Tactical notes: Two district coordinators instead of one? Strategic partnerships with community based orgs, possible financial incentives? Targeted Universalism Maybe this is a CPT goal for the whole strategic plan?		Committee Approved

BEECN Goal #2: Expand BEECN to include communication nodal points with community based organizations

Sketching out how PBEM might overlap COADs and BEECNs. The prospective communication chain would run CBO → BEECN → FS → EOC.

Background: Some COAD partner organizations could be developed as BEECN "nodal points"; community locations that report up to BEECN locations. By developing a COAD partner in this way, the communities served by the COAD partner will have improved access to information and other resources in the aftermath of a catastrophic earthquake.

ID	Priority	Objective	Narrative	KPIs/Timeline	Approval Status
BEECN 2A		Decide on criteria for prioritizing CBOs as prospective BEECN nodal points.	With limited resources, COAD and BEECN managers at PBEM will need to decide which COAD partners would most effectively serve as BEECN nodal points. Prospective criteria might include what communities are served by a COAD partner, their physical location and proximity to their nearest BEECN cache, security, and availability of CBO staff/volunteers to train on and operate BEECN equipment.		Committee Approved
BEECN 2B		Establish a COAD Comms workgroup.	Inside Portland's COAD, establish a workgroup of CBOs that will serve as BEECNs. The purpose will be to coordinate training, processes/policies, resources, and communications.		Committee Approved
BEECN 2C		Obtain resources to purchase BEECN radios.	Assemble a budget and find funding (e.g. City funds, grant resources, etc) to purchase BEECN radios and accessory equipment for CBOs.		Committee Approved

BEECN Goal #3: Improve the resilience of the BEECN program

Background: The objectives that follow are not targeted to increase the overall BEECN Readiness Score, but will increase the quality of BEECN programming and ultimately improve service to Portlanders.

ID	Priority	Objective	Narrative	KPIs/Timeline	Approval Status
BEECN 3A		Work with Portland Fire & Rescue on a comprehensive BEECN communications plan.	Though the chain of BEECN communications from BEECN cache to fire station to EOC is well understood, there is little clarity around what the EOC can or will do with radio traffic from BEECNs. Portland Fire & Rescue could have an important part to play in this plan, since possibly some of the radio traffic (e.g. life safety traffic) should be relayed only to the fire station level and not to the EOC.		Committee Approved
BEECN 3B		Merge the BEECN and NET programs.	Though NETs and BEECN volunteers will likely depend on each other after an earthquake, the programs have been artificially partitioned since 2013. This siloization has eroded situational awareness between the two volunteer responder groups, and has placed medical supplies in the hands of BEECN volunteers even though BEECN volunteers, unlike NETs, do not receive any mandatory medical training of any kind. This objective requires more discussion over how NETs and BEECNs share responsibility, and how a BEECN crew decides what NET to associate with (as well as what to do if no NET is active near them). Nonetheless, combining NETs and BEECNs into unified teams will strengthen both programs.		Committee Approved
BEECN 3C		Purchase and install more permanent BEECN cache boxes as resources permit.	Permanent BEECN cache boxes are steel and concrete and significantly more secure and durable than the older metal boxes. Currently, PBEM maintains six of them, and most of them are sited in East Portland. Though they occasionally get vandalized, none of them have been forced open. They are cost prohibitive, however. Manufacturing and installing one costs approximately $20,000. However, as grant and other resources permit, PBEM should consider installing more of these in District 1.		Committee Approved
BEECN 3D		Fully resource and integrate the District 4 UHF repeater.	Because of District 4’s hilly and wooded geography, PBEM possesses a UHF repeater and it is a key part of the resilience of District 4 BEECN resources. However, some parts of it need updating (particularly the battery) and institutional knowledge on how to set it up and operate it is improving but still lacking. This objective proposes that the appropriate equipment be purchased (which should cost less than $2,000) and a WikiNET article be written that addresses processes and procedures for standing up the repeater in an emergency.		Committee Approved
BEECN 3E		Re-evaluate use of BEECN sites as check-in points for Portland employees.	When the BEECN system was brought online in 2013, PBEM intended to socialize BEECN sites as a location for City employees to check in after an earthquake. However, PBEM and bureau partners never developed check in procedures, and the need for BEECNs to serve in this way has never been fully evaluated. Possibly, this was not evaluated because the purpose of the check-ins were not made explicit (e.g. checking in for a specific post-earthquake response role, and/or checking in so their employer knows they are safe, and/or checking in to receive directions from bureau leadership). Tactically, this question is probably best evaluated with the Emergency Management Steering Committee (EMSC). If the EMSC would like BEECNs used for employee check ins, PBEM would take the lead on proposing specific policies/processes/procedures.		Committee Approved
BEECN 3F		Require BEECN Coordinators to complete a BEECN Response Framework.	A BEECN Response Framework is a brief operations plan that helps a cohort of BEECN volunteers plan their response in the event of an earthquake, and is kept on record for EOC responders so they know when to expect a BEECN resource to come online after an earthquake. More information at: BEECN Frameworks Under this objective, every BEECN Coordinator would complete the plan annually and District Coordinators would be responsible for evaluating them.		Committee Approved

Community Organizations Active in Disaster (COAD)

Program manager: Regina Ingabire

The Portland-area Community Organizations Active in Disaster (COAD) is a network of community-based organizations, nonprofits, small businesses, faith groups, and neighborhood partners working together to strengthen our region’s readiness and response to emergencies. COAD brings people and organizations together before disasters happen—helping us communicate better, coordinate smarter, and ensure that every community has the support it needs during and after a crisis.

Why COAD Matters

When emergencies strike, trusted local organizations are often the first to see emerging needs in their communities. COAD helps prepare partners by providing:

• Stronger coordination during disasters
• Faster, clearer communication between agencies and community groups
• Shared training and resources that build local capacity
• Equitable, community-centered response that reflects local priorities

Together, we can make sure our communities receive timely information, resources, and support—especially those most impacted by emergencies.

COAD Goal #1: Build and strengthen cross-sector coordination for disaster preparedness and response

Background: Build a durable, trusted community network that enables rapid coordination and response before, during, and after disasters.

	Priority	Objective	Narrative	KPIs/Timeline	Approval Status
COAD 1A		Establish a formal COAD governance structure with clear roles, decision-making processes, and communication protocols.	Tactical notes: Might need to build the COAD out a little more Might need a budget structure to accomplish this		Under Review
COAD 1B		Promote Neighborhood Emergency Teams (NETs) as a point of cross-collaboration.	Tactical notes: BEECNs as the comms part of the COAD? How do COADs ask for NET assistance? Resource requests? Show COADs what NETs have been available for (but leave the door open to creative solutions) NETs helping facilitate community connections		Under Review
COAD 1C		Increase active participation across nonprofits, culturally specific organizations, faith-based groups, government agencies, and private sector partners.	Tactical notes:(KPIs?)…prioritizing based on D1 (County and City building a network of served agencies together)		Under Review
COAD 1D		Develop shared operating principles for coordination, information sharing, and mutual aid.	Tactical notes:		Under Review
COAD 1E		Conduct regular cross-sector convenings to strengthen relationships and improve readiness.	Tactical notes:COAD mixers, events...talk with Parks about the mixer thing...they have a network for those things.		Under Review

COAD Goal #2: Improve equitable access to disaster resources and information

Background: Ensure historically underserved and disproportionately impacted communities receive timely, relevant, and culturally responsive support.

	Priority	Objective	Narrative	KPIs/Timeline	Approval Status
COAD 2A		Center culturally specific and community-based organizations as trusted messengers and response leaders.			Under Review
COAD 2B		Identify and address gaps in disaster preparedness, response, and recovery for low-income communities.	Tactical notes: (Essentially, a low income community HIRA? Ensure planning documents are composed with the lens of marginalized communities?) (HIRA from the lens of low income communities) …possible to address through PSU, or an internship?		Under Review
COAD 2C		Co-design communication strategies that are accessible, multilingual, and trauma informed.	Tactical notes: (isn’t that in our mission/vision/values?)		Under Review

COAD Goal #3: Build shared infrastructure for information, data, and resource coordination

Background: Reduce duplication and silos by enabling real-time visibility into needs, assets, and activities across the disaster lifecycle.

	Priority	Objective	Narrative	KPIs/Timeline	Approval Status
COAD 3A		Develop or adopt shared tools to track organizational capacities, services, and geographic coverage.			Under Review
COAD 3B		Create standardized processes for resource requests, offers, and referrals.			Under Review
COAD 3C		Improve situational awareness through shared data, dashboards, and after-action learning.			Under Review
COAD 3D		Support collaboration or information sharing between COAD tools and local or state emergency management systems.			Under Review

COAD Goal #4: Increase community preparedness and organizational readiness

Background: Shift from reactive response to proactive resilience at both organizational and community levels.

How is a COAD structured?

	Priority	Objective	Narrative	KPIs/Timeline	Approval Status
COAD 4A		Support member organizations in developing or strengthening continuity and disaster response plans.			Under Review
COAD 4B		Expand training opportunities, including preparedness, first aid/CPR, and disaster response roles.			Under Review
COAD 4C		Promote community-led preparedness efforts that build trust, skills, and local leadership.	Tactical notes: Community trainings...		Under Review
COAD 4D		Facilitate peer learning and knowledge exchange among COAD members.			Under Review

COAD Goal #5: Increase community preparedness and organizational readiness

Background: Enable faster, more coordinated, and more effective response and recovery efforts.

...Probably best managed through the COAD response network...

	Priority	Objective	Narrative	KPIs/Timeline	Approval Status
COAD 5A		Establish protocols for coordinated activation during emergencies.			Under Review
COAD 5B		Improve alignment between spontaneous volunteers, community groups, and formal response systems.			Under Review
COAD 5C		Support long-term recovery planning that addresses systemic vulnerabilities, not just immediate needs.			Under Review
COAD 5D		Capture lessons learned through structured after-action reviews and continuous improvement cycles.			Under Review

COAD Goal #6: Ensure COAD sustainability and long-term impact

Background: Enable faster, more coordinated, and more effective response and recovery efforts.

	Priority	Objective	Narrative	KPIs/Timeline	Approval Status
COAD 6A		Diversify funding through public, philanthropic, and private sources.			Under Review
COAD 6B		Strengthen COAD staffing, leadership development, and operational capacity.			Under Review
COAD 6C		Clearly articulate the COAD’s value proposition to funders, partners, and community stakeholders.			Under Review
COAD 6D		Measure and communicate impact using outcomes aligned with resilience, equity, and systems change.			Under Review

Background and Notes

CPT Strategic Planning Group Meeting Notes

Appreciation to Angelique Nomie for being the group note-taker.

Meeting Date w/ link to notes	Meeting Topics
2026.01.23.CPT Strategic Planning Meeting	NET program
2025.12.19.CPT Strategic Planning Meeting	COAD program
2025.12.05.CPT Strategic Planning Meeting	BEECN goals/objectives
2025.10.24.CPT Strategic Planning Meeting	BEECN program
2025.10.10.CPT Strategic Planning Meeting	Refining Values
Strategic planning process suspended, June to October
2025.04.04.CRT Strategic Planning Meeting	CPT Values
2025.03.21.CPT Strategic Planning Meeting	CPT Mission and Vision
2024.12.08.Strategic Planning Intro Email	Background materials

Background Documents

The following documents were provided to group members as background review and (in some cases) later in the process as topics and ideas emerged in meetings.

Pub date	Document	Author(s)
2025.12.10	Wikipedia article: Structural violence
2025.01.31	Portland Public Safety Service Area Strategic Plan
2025.__.__	2025-2029 MCEM Strategic Plan
2025.__.__	West Street Recovery website
2019.05.__	Targeted Universalism Primer: Policy & Practice	john a. powell, Stephen Menendian, Wendy Ake (UC Berkeley)
2019.01.__	Building Cultures of Preparedness	FEMA
2019.__.__	The Spectrum of Community Engagement to Ownership	Rosa González, Facilitating Power
2018.10.17	Memo: Key Performance Indicators for PBEM	Jeremy Van Keuren (PBEM)
2014.01.__	The Big Lie of Strategic Planning	Roger L. Martin (Harvard Business Review)
2012.01.01	Public Participation in Emergency Management	Jason Alexander Rood (PSU)
1996.09.__	Building Your Company's Vision	Jim Collins and Jerry I. Porras (Harvard Business Review)

Online Resources Inventory

Service	Use Case Summary
Adobe Lightroom	Serves as a repository for images related to Community Resilience programming.
ArcGIS	Powers the NET map and directory.
Bit.ly	Helps create landing pages, short links, and QR codes for promotional materials.
Everbridge	For deployments, used for immediate push notifications to NETs.
MediaWiki	Powers the NETwiki.
MyImpact	The volunteer management system used by PBEM.
Smartsheet	Used to publish dashboards and collaborate on programming.
Survey123	With ArcGIS, powers the DAMM.
Tumblr	Home of the NET Tumblr account, a disaster response volunteer-relevant news blotter.
Vimeo	Platform for publishing NET training videos.
Zoom	Virtual meeting platform.