Community Preparedness Team Strategic Plan: Difference between revisions

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|Community Preparedness Manager, '''Portland Bureau of Emergency Management'''
|Community Preparedness Manager, '''Portland Bureau of Emergency Management'''
|}
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</br>
== 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.
{| class="wikitable" style="width:65%"
|+
!style="text-align:center"|#
!Policy Driver
!Explanation and Implications
|-
|style="text-align:center"|'''<big>1</big>'''
|Portland Neighborhood Emergency Teams are included in [https://www.portland.gov/code/3/124#toc-3-124-070-neighborhood-emergency-team-program 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.
|-
|style="text-align:center"|'''<big>2</big>'''
|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.
|-
|style="text-align:center"|'''<big>3</big>'''
|Neighborhoods/communities will be/often are the frontline disaster responders, not government.
|PBEM community programming should decentralize knowledge, expertise, and equipment.
|-
|style="text-align:center"|'''<big>4</big>'''
|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 [https://belonging.berkeley.edu/sites/default/files/2022-12/Targeted%20Universalism%20Primer.pdf Targeted Universalism] when developing programs.
|-
|style="text-align:center"|'''<big>5</big>'''
|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).
|-
| style="text-align:center" |'''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.
|-
| style="text-align:center" |'''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.
|-
| style="text-align:center" |'''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.
|-
| style="text-align:center" |'''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).
|-
| style="text-align:center" |'''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.<ref>''State of Housing report''. (n.d.). Portland.gov. https://www.portland.gov/phb/state-of-housing-report</ref>
|-
| style="text-align:center" |'''<big>11</big>'''
|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.
|-
| style="text-align:center" |'''<big>12</big>'''
|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).
|-
|style="text-align:center"|'''<big>13</big>'''
|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.
|}
</br>
</br>


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{| class="wikitable" border="1" style="align:left; width:65%; margin-left:10px; border-collapse:collapse;"
{| class="wikitable" border="1" style="align:left; width:65%; margin-left:10px; border-collapse:collapse;"
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| style="background:#AFEEEE; text-align:left; padding-left:10px; border:4px solid white;"|
| style="background:#AFEEEE; text-align:left; padding-left:10px; border:4px solid white; width: 20%"|
====== <big>Vision</big> ======
====== <big>Vision</big> ======
| style="background:#AFEEEE; text-align:left; padding-left:20px; padding-right:20px; border:4px solid white;"|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.
| style="background:#AFEEEE; text-align:left; padding-left:20px; padding-right:20px; border:4px solid white;"|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.
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# '''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.
# '''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.
|}
|}
</br>


== Community Preparedness Team Service Areas ==
== Community Preparedness Team Service Areas ==
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=== Portland Neighborhood Emergency Teams (Portland NET) ===
=== Portland Neighborhood Emergency Teams (Portland NET) ===
'''Program manager:''' Glenn Devitt
'''Background:''' TBA
==== NET Goal #1: Branding & awareness of NET ====
{| class="wikitable" style="width:65%"
|+
!
!Priority
!Objective
!Narrative
!KPIs/Timeline
!Approval Status
|-
| style="width: 5%; text-align:center" |'''<big>NET 1A</big>'''
|
| style="width: 20%" |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.
|
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
|-
| style="width: 5%; text-align:center" |'''<big>NET 1B</big>'''
|
|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.
|
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
|-
| style="width: 5%; text-align:center" |'''<big>NET 1C</big>'''
|
|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.
|
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
|}
==== NET Goal #2: Improve program accessibility ====
{| class="wikitable" style="width:65%"
|+
!
!Priority
!Objective
!Narrative
!KPIs/Timeline
!Approval Status
|-
| style="width: 5%; text-align:center" |'''<big>NET 2A</big>'''
|
| style="width: 20%" |
|Analyze demographic data trends to determine whether we are heading in the correct direction.
|
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
|-
| style="width: 5%; text-align:center" |'''<big>NET 2B</big>'''
|
|Interpretation/Translation
|
|
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
|-
| style="width: 5%; text-align:center" |'''<big>NET 2C</big>'''
|
|Better integration of persons with disabilities, both directly and through partner organizations
|
|
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
|}
==== NET Goal #3: Increase Basic NET Training capacity ====
{| class="wikitable" style="width:65%"
|+
!
!Priority
!Objective
!Narrative
!KPIs/Timeline
!Approval Status
|-
| style="width: 5%; text-align:center" |'''<big>NET 3A</big>'''
|
| style="width: 20%" |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.
|
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
|-
| style="width: 5%; text-align:center" |'''<big>NET 3B</big>'''
|
|Address Instructor Constraints
|
|
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
|-
| style="width: 5%; text-align:center" |'''<big>NET 3C</big>'''
|
|
|
|
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
|}


==== UNIDOS NET ====
==== UNIDOS NET ====
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|style="width: 5%; text-align:center"|'''<big>BEECN 1A</big>'''
|style="width: 5%; text-align:center"|'''<big>BEECN 1A</big>'''
|
|
| style="width: 20%" |'''Evaluate, and move the BEECN District Coordinator program out of its pilot phase.'''
| style="width: 20%" |Evaluate, and move the BEECN District Coordinator program out of its pilot phase.
|[https://volunteerpdx.net/index.php/VSF_14.01.03:_BEECN_District_Coordinator 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.  
|[https://volunteerpdx.net/index.php/VSF_14.01.03:_BEECN_District_Coordinator 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.
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.
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|style="width: 5%; text-align:center"|'''<big>BEECN 1B</big>'''
|style="width: 5%; text-align:center"|'''<big>BEECN 1B</big>'''
|
|
|'''Recruit 40 more Amateur Radio Operators (AROs) and assign them to fire stations.'''
|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.  
|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 ''<u>any</u>'' AROs assigned. Program-wide, BEECN needs to recruit, train, and assign a minimum of 34 AROs to get on solid footing.  
At this time, 20 fire stations do not have ''<u>any</u>'' AROs assigned. Program-wide, BEECN needs to recruit, train, and assign a minimum of 34 AROs to get on solid footing.  
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|style="width: 5%; text-align:center"|'''<big>BEECN 1C</big>'''
|style="width: 5%; text-align:center"|'''<big>BEECN 1C</big>'''
|
|
|'''Re-start regular BEECN training.'''
|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.  
|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.
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.
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|style="width: 5%; text-align:center"|'''<big>BEECN 1D</big>'''
|style="width: 5%; text-align:center"|'''<big>BEECN 1D</big>'''
|
|
|'''Develop a training module on how to run a District-level BEECN test.'''
|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.
|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.
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.
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|style="width: 5%; text-align:center"|'''<big>BEECN 1E</big>'''
|style="width: 5%; text-align:center"|'''<big>BEECN 1E</big>'''
|
|
|'''Retire old BEECN cache boxes and site 100% of all BEECN radios in the field.'''
|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.  
|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.
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.
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|style="width: 5%; text-align:center"|'''<big>BEECN 1F</big>'''
|style="width: 5%; text-align:center"|'''<big>BEECN 1F</big>'''
|
|
|'''In all strategic goals and objectives, prioritize District 1.'''
|In all strategic goals and objectives, prioritize District 1.
|[https://www.portland.gov/council/districts 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.
|[https://www.portland.gov/council/districts 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 plans to improve District 1’s score can include working with D1 Councilors and local nonprofit organizations to recruit more BEECN volunteers.
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|style="width: 5%; text-align:center"|'''<big>BEECN 2A</big>'''
|style="width: 5%; text-align:center"|'''<big>BEECN 2A</big>'''
|
|
| style="width: 20%" |'''Decide on criteria for prioritizing CBOs as prospective BEECN nodal points.'''
| style="width: 20%" |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.
|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.
|
|
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|style="width: 5%; text-align:center"|'''<big>BEECN 2B</big>'''
|style="width: 5%; text-align:center"|'''<big>BEECN 2B</big>'''
|
|
|'''Establish a COAD Comms workgroup.'''
|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.
|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.
|
|
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|style="width: 5%; text-align:center"|'''<big>BEECN 2C</big>'''
|style="width: 5%; text-align:center"|'''<big>BEECN 2C</big>'''
|
|
|'''Obtain resources to purchase BEECN radios.'''
|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.
|Assemble a budget and find funding (e.g. City funds, grant resources, etc) to purchase BEECN radios and accessory equipment for CBOs.
|
|
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|style="width: 5%; text-align:center"|'''<big>BEECN 3A</big>'''
|style="width: 5%; text-align:center"|'''<big>BEECN 3A</big>'''
|
|
|style="width: 20%" |'''Work with Portland Fire & Rescue on a comprehensive BEECN communications plan.'''
|style="width: 20%" |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.
|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.
|
|
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|style="width: 5%; text-align:center"|'''<big>BEECN 3B</big>'''
|style="width: 5%; text-align:center"|'''<big>BEECN 3B</big>'''
|
|
|'''Merge the BEECN and NET programs.'''
|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.  
|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.
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.
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|style="width: 5%; text-align:center"|'''<big>BEECN 3C</big>'''
|style="width: 5%; text-align:center"|'''<big>BEECN 3C</big>'''
|
|
|'''Purchase and install more permanent BEECN cache boxes as resources permit.'''
|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.  
|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.
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.
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|style="width: 5%; text-align:center"|'''<big>BEECN 3D</big>'''
|style="width: 5%; text-align:center"|'''<big>BEECN 3D</big>'''
|
|
|'''Fully resource and integrate the District 4 UHF repeater.'''
|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.
|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.
|
|
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|style="width: 5%; text-align:center"|<big>'''BEECN 3E'''</big>
|style="width: 5%; text-align:center"|<big>'''BEECN 3E'''</big>
|
|
|'''Re-evaluate use of BEECN sites as check-in points for Portland employees.'''
|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).   
|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.
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.
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|style="width: 5%; text-align:center"|<big>'''BEECN 3F'''</big>
|style="width: 5%; text-align:center"|<big>'''BEECN 3F'''</big>
|
|
|'''Require BEECN Coordinators to complete a BEECN Response Framework.'''
|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: [https://volunteerpdx.net/index.php/Operations_at_BEECN_Sites#Deployment_Planning:_the_BEECN_Response_Framework BEECN Frameworks]
|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: [https://volunteerpdx.net/index.php/Operations_at_BEECN_Sites#Deployment_Planning:_the_BEECN_Response_Framework BEECN Frameworks]
Under this objective, every BEECN Coordinator would complete the plan annually and District Coordinators would be responsible for evaluating them.
Under this objective, every BEECN Coordinator would complete the plan annually and District Coordinators would be responsible for evaluating them.
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| style="width: 5%; text-align:center" |'''<big>COAD 1A</big>'''
| style="width: 5%; text-align:center" |'''<big>COAD 1A</big>'''
|
|
| style="width: 20%" |'''Establish a formal COAD governance structure with clear roles, decision-making processes, and communication protocols.'''
| style="width: 20%" |Establish a formal COAD governance structure with clear roles, decision-making processes, and communication protocols.
|<mark>'''''Tactical notes:'''''</mark>
|<mark>'''''Tactical notes:'''''</mark>
''Might need to build the COAD out a little more''
''Might need to build the COAD out a little more''
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| style="width: 5%; text-align:center" |'''<big>COAD 1B</big>'''
| style="width: 5%; text-align:center" |'''<big>COAD 1B</big>'''
|
|
|'''Promote Neighborhood Emergency Teams (NETs) as a point of cross-collaboration.'''
|Promote Neighborhood Emergency Teams (NETs) as a point of cross-collaboration.
|<mark>'''''Tactical notes:'''''</mark>
|<mark>'''''Tactical notes:'''''</mark>
''BEECNs as the comms part of the COAD?''
''BEECNs as the comms part of the COAD?''
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| style="width: 5%; text-align:center" |'''<big>COAD 1C</big>'''
| style="width: 5%; text-align:center" |'''<big>COAD 1C</big>'''
|
|
|'''Increase active participation across nonprofits, culturally specific organizations, faith-based groups, government agencies, and private sector partners.'''
|Increase active participation across nonprofits, culturally specific organizations, faith-based groups, government agencies, and private sector partners.
|<mark>'''''Tactical notes:'''''</mark>''(KPIs?)…prioritizing based on D1''
|<mark>'''''Tactical notes:'''''</mark>''(KPIs?)…prioritizing based on D1''
''(County and City building a network of served agencies together)''
''(County and City building a network of served agencies together)''
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| style="width: 5%; text-align:center" |'''<big>COAD 1D</big>'''
| style="width: 5%; text-align:center" |'''<big>COAD 1D</big>'''
|
|
|'''Develop shared operating principles for coordination, information sharing, and mutual aid.'''
|Develop shared operating principles for coordination, information sharing, and mutual aid.
|<mark>'''''Tactical notes:'''''</mark>
|<mark>'''''Tactical notes:'''''</mark>
|
|
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| style="width: 5%; text-align:center" |'''<big>COAD 1E</big>'''
| style="width: 5%; text-align:center" |'''<big>COAD 1E</big>'''
|
|
|'''Conduct regular cross-sector convenings to strengthen relationships and improve readiness.'''
|Conduct regular cross-sector convenings to strengthen relationships and improve readiness.
|<mark>'''''Tactical notes:'''''</mark>''COAD mixers, events...talk with Parks about the mixer thing...they have a network for those things.''
|<mark>'''''Tactical notes:'''''</mark>''COAD mixers, events...talk with Parks about the mixer thing...they have a network for those things.''
|
|
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| style="width: 5%; text-align:center" |'''<big>COAD 2A</big>'''
| style="width: 5%; text-align:center" |'''<big>COAD 2A</big>'''
|
|
| style="width: 20%" |'''Center culturally specific and community-based organizations as trusted messengers and response leaders.'''
| style="width: 20%" |Center culturally specific and community-based organizations as trusted messengers and response leaders.
|
|
|
|
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| style="width: 5%; text-align:center" |'''<big>COAD 2B</big>'''
| style="width: 5%; text-align:center" |'''<big>COAD 2B</big>'''
|
|
|'''Identify and address gaps in disaster preparedness, response, and recovery for low-income communities.'''
|Identify and address gaps in disaster preparedness, response, and recovery for low-income communities.
|<mark>'''''Tactical notes:'''''</mark>''
|<mark>'''''Tactical notes:'''''</mark>''
(Essentially, a low income community HIRA? Ensure planning documents are composed with the lens of marginalized communities?)''
(Essentially, a low income community HIRA? Ensure planning documents are composed with the lens of marginalized communities?)''
Line 373: Line 545:
| style="width: 5%; text-align:center" |'''<big>COAD 2C</big>'''
| style="width: 5%; text-align:center" |'''<big>COAD 2C</big>'''
|
|
|'''Co-design communication strategies that are accessible, multilingual, and trauma informed.'''
|Co-design communication strategies that are accessible, multilingual, and trauma informed.
|<mark>'''''Tactical notes:'''''</mark>''
|<mark>'''''Tactical notes:'''''</mark>''
''(isn’t that in our mission/vision/values?)''
''(isn’t that in our mission/vision/values?)''
Line 393: Line 565:
| style="width: 5%; text-align:center" |'''<big>COAD 3A</big>'''
| style="width: 5%; text-align:center" |'''<big>COAD 3A</big>'''
|
|
| style="width: 20%" |'''Develop or adopt shared tools to track organizational capacities, services, and geographic coverage.'''
| style="width: 20%" |Develop or adopt shared tools to track organizational capacities, services, and geographic coverage.
|
|
|
|
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| style="width: 5%; text-align:center" |'''<big>COAD 3B</big>'''
| style="width: 5%; text-align:center" |'''<big>COAD 3B</big>'''
|
|
|'''Create standardized processes for resource requests, offers, and referrals.'''
|Create standardized processes for resource requests, offers, and referrals.
|
|
|
|
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| style="width: 5%; text-align:center" |'''<big>COAD 3C</big>'''
| style="width: 5%; text-align:center" |'''<big>COAD 3C</big>'''
|
|
|'''Improve situational awareness through shared data, dashboards, and after-action learning.'''
|Improve situational awareness through shared data, dashboards, and after-action learning.
|
|
|
|
Line 414: Line 586:
| style="width: 5%; text-align:center" |'''<big>COAD 3D</big>'''
| style="width: 5%; text-align:center" |'''<big>COAD 3D</big>'''
|
|
|'''Support collaboration or information sharing between COAD tools and local or state emergency management systems.'''
|Support collaboration or information sharing between COAD tools and local or state emergency management systems.
|
|
|
|
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| style="width: 5%; text-align:center" |'''<big>COAD 4A</big>'''
| style="width: 5%; text-align:center" |'''<big>COAD 4A</big>'''
|
|
| style="width: 20%" |'''Support member organizations in developing or strengthening continuity and disaster response plans.'''
| style="width: 20%" |Support member organizations in developing or strengthening continuity and disaster response plans.
|
|
|
|
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| style="width: 5%; text-align:center" |'''<big>COAD 4B</big>'''
| style="width: 5%; text-align:center" |'''<big>COAD 4B</big>'''
|
|
|'''Expand training opportunities, including preparedness, first aid/CPR, and disaster response roles.'''
|Expand training opportunities, including preparedness, first aid/CPR, and disaster response roles.
|
|
|
|
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| style="width: 5%; text-align:center" |'''<big>COAD 4C</big>'''
| style="width: 5%; text-align:center" |'''<big>COAD 4C</big>'''
|
|
|'''Promote community-led preparedness efforts that build trust, skills, and local leadership.'''
|Promote community-led preparedness efforts that build trust, skills, and local leadership.
|<mark>'''''Tactical notes:'''''</mark>
|<mark>'''''Tactical notes:'''''</mark>
''Community trainings...''
''Community trainings...''
Line 457: Line 629:
| style="width: 5%; text-align:center" |'''<big>COAD 4D</big>'''
| style="width: 5%; text-align:center" |'''<big>COAD 4D</big>'''
|
|
|'''Facilitate peer learning and knowledge exchange among COAD members.'''
|Facilitate peer learning and knowledge exchange among COAD members.
|
|
|
|
Line 479: Line 651:
| style="width: 5%; text-align:center" |'''<big>COAD 5A</big>'''
| style="width: 5%; text-align:center" |'''<big>COAD 5A</big>'''
|
|
| style="width: 20%" |'''Establish protocols for coordinated activation during emergencies.'''
| style="width: 20%" |Establish protocols for coordinated activation during emergencies.
|
|
|
|
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| style="width: 5%; text-align:center" |'''<big>COAD 5B</big>'''
| style="width: 5%; text-align:center" |'''<big>COAD 5B</big>'''
|
|
|'''Improve alignment between spontaneous volunteers, community groups, and formal response systems.'''
|Improve alignment between spontaneous volunteers, community groups, and formal response systems.
|
|
|
|
Line 493: Line 665:
| style="width: 5%; text-align:center" |'''<big>COAD 5C</big>'''
| style="width: 5%; text-align:center" |'''<big>COAD 5C</big>'''
|
|
|'''Support long-term recovery planning that addresses systemic vulnerabilities, not just immediate needs.'''
|Support long-term recovery planning that addresses systemic vulnerabilities, not just immediate needs.
|
|
|
|
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| style="width: 5%; text-align:center" |'''<big>COAD 5D</big>'''
| style="width: 5%; text-align:center" |'''<big>COAD 5D</big>'''
|
|
|'''Capture lessons learned through structured after-action reviews and continuous improvement cycles.'''
|Capture lessons learned through structured after-action reviews and continuous improvement cycles.
|
|
|
|
Line 518: Line 690:
!Approval Status
!Approval Status
|-
|-
| style="width: 5%; text-align:center" |'''<big>COAD 5A</big>'''
| style="width: 5%; text-align:center" |'''<big>COAD 6A</big>'''
|
|
| style="width: 20%" |'''Diversify funding through public, philanthropic, and private sources.'''
| style="width: 20%" |Diversify funding through public, philanthropic, and private sources.
|
|
|
|
| style="width: 15%; background-color: #4DE38A; text-align: center; color: black" |<big>'''Under Review'''</big>
| style="width: 15%; background-color: #4DE38A; text-align: center; color: black" |<big>'''Under Review'''</big>
|-
|-
| style="width: 5%; text-align:center" |'''<big>COAD 5B</big>'''
| style="width: 5%; text-align:center" |'''<big>COAD 6B</big>'''
|
|
|'''Strengthen COAD staffing, leadership development, and operational capacity.'''
|Strengthen COAD staffing, leadership development, and operational capacity.
|
|
|
|
| style="width: 15%; background-color: #4DE38A; text-align: center; color: black" |<big>'''Under Review'''</big>
| style="width: 15%; background-color: #4DE38A; text-align: center; color: black" |<big>'''Under Review'''</big>
|-
|-
| style="width: 5%; text-align:center" |'''<big>COAD 5C</big>'''
| style="width: 5%; text-align:center" |'''<big>COAD 6C</big>'''
|
|
|'''Clearly articulate the COAD’s value proposition to funders, partners, and community stakeholders.'''
|Clearly articulate the COAD’s value proposition to funders, partners, and community stakeholders.
|
|
|
|
| style="width: 15%; background-color: #4DE38A; text-align: center; color: black" |<big>'''Under Review'''</big>
| style="width: 15%; background-color: #4DE38A; text-align: center; color: black" |<big>'''Under Review'''</big>
|-
|-
| style="width: 5%; text-align:center" |'''<big>COAD 5D</big>'''
| style="width: 5%; text-align:center" |'''<big>COAD 6D</big>'''
|
|
|'''Measure and communicate impact using outcomes aligned with resilience, equity, and systems change.'''
|Measure and communicate impact using outcomes aligned with resilience, equity, and systems change.
|
|
|
|
Line 563: Line 735:
!Meeting Date w/ link to notes
!Meeting Date w/ link to notes
!Meeting Topics
!Meeting Topics
|-
|2026.01.23.CPT Strategic Planning Meeting
|NET program
|-
|-
|[[Media:2025.12.19.CPT Strategic Planning Meeting.pdf|2025.12.19.CPT Strategic Planning Meeting]]
|[[Media:2025.12.19.CPT Strategic Planning Meeting.pdf|2025.12.19.CPT Strategic Planning Meeting]]
Line 639: Line 814:
|[https://hbr.org/1996/09/building-your-companys-vision Building Your Company's Vision]
|[https://hbr.org/1996/09/building-your-companys-vision Building Your Company's Vision]
|Jim Collins and Jerry I. Porras (Harvard Business Review)
|Jim Collins and Jerry I. Porras (Harvard Business Review)
|}
=== Online Resources Inventory ===
{| class="wikitable"
|+
!Service
!Use Case Summary
|-
|[https://lightroom.adobe.com/shares/d706802b4a654743aa78257a9ecba37a Adobe Lightroom]
|Serves as a repository for images related to Community Resilience programming.
|-
|[https://experience.arcgis.com/experience/b60507fbce994d49b441452afec724b9/page/Main-Page#data_s=id%3AdataSource_1-NET_Team_Details_7743%3A115%2Cid%3AdataSource_1-19c8bd2f4dd-layer-21%3A34 ArcGIS]
|Powers the NET map and directory.
|-
|[https://bitly.com/ Bit.ly]
|Helps create landing pages, short links, and QR codes for promotional materials.
|-
|[https://www.everbridge.com/ Everbridge]
|For deployments, used for immediate push notifications to NETs.
|-
|[[mediawikiwiki:MediaWiki|MediaWiki]]
|Powers the [https://volunteerpdx.net/index.php/Main_Page NETwiki].
|-
|[https://app.betterimpact.com/Login/Login MyImpact]
|The volunteer management system used by PBEM.
|-
|[https://www.smartsheet.com/ Smartsheet]
|Used to publish dashboards and collaborate on programming.
|-
|Survey123
|With ArcGIS, powers the [[Damage Assessment Mapping Module|DAMM]].
|-
|[https://portlandnet.tumblr.com/ Tumblr]
|Home of the NET Tumblr account, a disaster response volunteer-relevant news blotter.
|-
|[https://vimeo.com/pdxnet Vimeo]
|Platform for publishing NET training videos.
|-
|Zoom
|Virtual meeting platform.
|}
|}
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