Community Preparedness Team Strategic Plan: Difference between revisions

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== PBEM Community Preparedness Team Policy Drivers Journal ==
== PBEM Community Preparedness Team Policy Drivers Journal ==
To view, click the EXPAND link to the right of the screen.
<div class="mw-collapsible mw-collapsed">
Below is a table listing the factors, both internal and external, which shape policies for PBEM's Community Preparedness Team.
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%"
{| class="wikitable" style="width:65%"
|+
|+
!style="text-align: center";|#
!style="text-align:center"|#
!Policy Driver
!Policy Driver
!Explanation and Implications
!Explanation and Implications
|-
|-
|'''<big>1</big>'''
|style="text-align:center"|'''<big>1</big>'''
|Portland Neighborhood Emergency Teams are inserted into [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).
|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.
|Though the code language is not particularly detailed, all program policies should at least not contradict code.
|-
|-
|'''<big>2</big>'''
|style="text-align:center"|'''<big>2</big>'''
|PBEM is an "all hazards" emergency management organization.
|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.
|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.
|-
|-
|'''<big>3</big>'''
|style="text-align:center"|'''<big>3</big>'''
|Neighborhoods/communities will be/often are the frontline disaster responders, not government.
|Neighborhoods/communities will be/often are the frontline disaster responders, not government.
|PBEM community programming should decentralize knowledge, expertise, and equipment.  
|PBEM community programming should decentralize knowledge, expertise, and equipment.  
|-
|-
|'''<big>4</big>'''
|style="text-align:center"|'''<big>4</big>'''
|Communities underserved by government bear the brunt of a disaster.
|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].
|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.
|-
|-
|'''<big>5</big>'''
|style="text-align:center"|'''<big>5</big>'''
|An earthquake is the only foreseeable disaster for which PBEM will '''''not''''' directly deploy NET volunteers.
|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).
|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).
|-
|-
|'''<big>6</big>'''
| style="text-align:center" |'''6'''
|Community-based organizations (CBOs) frequently 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).
|-
|'''<big>7</big>'''
|From PBEM's perspective, the only reason for organizing NETs into geographic-based neighborhood teams is to respond to an earthquake.
|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.
|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 circulate around their response to an earthquake.
This implies that the organization of NETs into teams should center around their response to an earthquake.
|-
|-
|'''<big>8</big>'''
| style="text-align:center" |'''7'''
|Following a catastrophic earthquake, communities should plan to be on their own for up to two weeks.
|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.
|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.
|-
|-
|'''<big>9</big>'''
| 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.
|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 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.
|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>
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>
|-
|-
|'''<big>10</big>'''
| 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.
|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 none are excluded on the basis of their socioeconomic status or their schedule.  
|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.  
|-
|-
|'''<big>11</big>'''
| style="text-align:center" |'''<big>12</big>'''
|Disaster response volunteers have access to sensitive information, vulnerable populations, secure property access, and taxpayer-owned equipment.
|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. If a volunteer serves in the EOC, they should read and sign a non-disclosure agreement (NDA).
|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).
|-
|-
|'''<big>12</big>'''
|style="text-align:center"|'''<big>13</big>'''
|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.
|-
|'''<big>13</big>'''
|PBEM should work with other government organizations and community organizations to force multiply resilience and produce "community resilience dividends".
|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.
|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.
|}
|}
</div>
</br>


== PBEM Community Preparedness Team Vision, Mission, and Values ==
== PBEM Community Preparedness Team Vision, Mission, and Values ==
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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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'''Background:''' TBA
'''Background:''' TBA


==== NET Goal #1: Branding & awareness of NET ====
To view, click the EXPAND link to the right of the screen.
<div class="mw-collapsible mw-collapsed">
 
==== NET Goal #1: Branding & Awareness of NET ====
{| class="wikitable" style="width:65%"
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Emphasize community-building and the fact that there is a role in NET for everyone.
Emphasize community-building and the fact that there is a role in NET for everyone.
Work with the PBEM PIO.
Work with the PBEM PIO.
Consider a CCWG/regional approach.
Consider a CCWG/regional approach.
'''[JVK note: would like clarification on this last point...why a CCWG/Regional approach?]'''
|
|
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
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|BEECN & NET Integration
|BEECN & NET Integration
|Continue to merge the programs from the volunteer and administrative perspectives, so that BEECN volunteers are not ‘othered’.
|Continue to merge the programs from the volunteer and administrative perspectives, so that BEECN volunteers are not ‘othered’.
'''[JVK note: what do we mean by "othered"?]'''
Continue to promote the BEECN program publicly as a stand-alone capability.
Continue to promote the BEECN program publicly as a stand-alone capability.
'''[JVK note: looking for clarification on this last point as well]'''
|
|
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
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| style="width: 5%; text-align:center" |'''<big>NET 1C</big>'''
| style="width: 5%; text-align:center" |'''<big>NET 1C</big>'''
|
|
|Raise NET Visibility
|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.
|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.
'''[JVK note: I would hope "legal bounds" is presupposed. But anyway, promote the value of NET to who? This reads a little vague.]'''
|
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
|-
| style="width: 5%; text-align:center" |<big>'''NET 1D'''</big>
|
|Complete a [https://app.smartsheet.com/b/publish?EQBCT=af06ca29dd8d4b0badab875e0a6b06b8 comprehensive data dashboard]
|Continue to improve collection, and analysis, of program metrics. Develop and promote dashboards to City leadership and the public (this would include all CPT programs).
|
|
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
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|
|
| style="width: 20%" |
| style="width: 20%" |
|Analyze demographic data trends to determine whether we are heading in the correct direction.
|Analyze demographic data trends to determine whether we are heading in the correct direction. '''[JVK note: this is more like a step to an objective rather than objective itself I think. Or are you suggesting we do a perennial review of data trends to create new program objectives? If so, how often? Check out the draft dashboard I'm working on, linked on NET 1D]'''
|
|
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
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|
|
|Interpretation/Translation
|Interpretation/Translation
|
|'''[JVK note: please elaborate...]'''
|
|
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
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|
|
|Better integration of persons with disabilities, both directly and through partner organizations
|Better integration of persons with disabilities, both directly and through partner organizations
|
|'''[JVK note: how might P-CEP or the new CERT module figure into this?]'''
|
|
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
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|
|
| style="width: 20%" |Address Facility Contraints
| 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.
|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. '''[JVK note: Does the new burn pan help open possibilities?]'''
|
|
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
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| style="width: 5%; text-align:center" |'''<big>NET 3B</big>'''
| style="width: 5%; text-align:center" |'''<big>NET 3B</big>'''
|
|
|Address Instructor Constraints
|Address instructor constraints
|'''[JVK note:''' '''are you referring to payment methods?]'''
* Develop and regularly offer a training about ‘How to Be an Excellent Instructor,’ separate from SME topic. Resources have been identified, but the project has not been a priority.
 
* Long-term, cultivate a more robust culture of volunteer and paid SME trainers, expanding on past successes of individuals rising through the ranks.
 
* Short-term, identify a solution to the shortage of qualified instructors for the Medical and Disaster Psychology units (3, 4, 5).
 
* Better develop the regional trainer list. Jurisdictions appear to still maintain their own privately, and have contributed few to [[Instructors|the public list]].
|
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
|-
| style="width: 5%; text-align:center" |'''<big>NET 3C</big>'''
|
|Increase Available PF&R instructors
|
* Decide whether recruiting more PF&R Instructors is feasible at this juncture, or should be set aside for now.
 
* See Improve PF&R Buy-in.
|
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
|}
 
==== NET Goal #4: Increase Advanced Training Capacity ====
{| class="wikitable" style="width:65%"
|+
!ID
!Priority
!Objective
!Narrative
!KPIs/Timeline
!Approval Status
|-
| style="width: 5%; text-align:center" |<big>'''NET 4A'''</big>
|
| style="width: 20%" |Offer classes based on volunteer VSF priorities
|Use the Annual Customer Service survey to schedule advanced classes based on volunteer interests.
|
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
|-
| style="width: 5%; text-align:center" |<big>'''NET 4B'''</big>
|
|Recruit and train more NET trainers through Train the Trainer courses
|
* Staff should continue to focus on training trainers, not delivering classes themselves. The latter is unsustainable.
 
* The upfront investment can be high, but so is the return. In the long term, volunteer’s willingness to instruct for reduced rates, and for free, constrain costs.
 
* Ongoing management and vetting of instructors is critical, so that volunteers continue to know that training offered by PBEM is high quality.
 
* Address Instructor Constraints Develop and regularly offer a training about ‘How to Be an Excellent Instructor,’ separate from SME topic. Resources have been identified, but the project has not been a priority.
 
* Demonstrated success with this model:
** VSF02 – Radio/RTLs
** VSF08 – NET HSI Instructor cadre
** VSF14 – Speakers Bureau
|
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
|-
| style="width: 5%; text-align:center" |<big>'''NET 4C'''</big>
|
|Peer Instructor Network (PIN)
|
* Reassess feasibility.
 
* If retained, develop a new recruiting approach.
 
* Promote PIN for multi-team training (formerly NERF)
|
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
|-
| style="width: 5%; text-align:center" |<big>'''NET 4D'''</big>
|
|Large-scale Exercises
|
|
* Continue integrating NET/BEECN into exercises, like IronOR.
* Continue CDEs, with inclusion of other Oregon CERTs.
* Conduct an overnight and multi-day exercise.
|
|
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
|}
==== NET Goal #5: Improve Support for Team Autonomy ====
{| class="wikitable" style="width:65%"
|+
!ID
!Priority
!Objective
!Narrative
!KPIs/Timeline
!Approval Status
|-
|-
| style="width: 5%; text-align:center" |'''<big>NET 3C</big>'''
| style="width: 5%; text-align:center" |<big>'''NET 5A'''</big>
|
| style="width: 20%" |Maintain Standards
|‘Autonomy’ does not mean ‘chaos’. Continue to foster initiative, and reward integration of those efforts withing established NET policy and priorities.
'''JVK note:''' '''Agreed, but not sure this belongs in a strategic plan if a strategic plan presupposes maintaining a status quo.'''
|
|
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
|-
| style="width: 5%; text-align:center" |<big>'''NET 5B'''</big>
|
|
|Team Leader Training
|
|
* Continue developing and deploying the well-received [[Team Development Arcs]].
* Find and deliver general leadership development training.
* Implement, directly or through FPN, a TL mentorship program.
|
|
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
|}
|}


==== NET Goal #6: Fiscal Stability ====
{| class="wikitable" style="width:65%"
|+
!ID
!Priority
!Objective
!Narrative
!KPIs/Timeline
!Approval Status
|-
| style="width: 5%; text-align:center" |'''<big>NET 6A</big>'''
|
| style="width: 20%" |Find new grant funding
|Meet with the Office of Grants and Funding to discuss potential funding streams, beyond General Fund, UASI, and SHSP.
|
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
|-
| style="width: 5%; text-align:center" |'''<big>NET 6B</big>'''
|
|Generate income
|Convert NET into an enterprise program.
* Acknowledge that initiating a payment acceptance mechanism could potentially harm perception of the programs.
* Acknowledge that any income generation could cause, or be perceived to cause, competition for funds with Friends of Portland NET.
* Consider minimal fees, e.g. $5 for CPR training.
* Consider sliding-scale fees.
* Consider ‘pay it forward’ options for Basic NET Training, allowing new NETs to make a completely optional donation to defray the costs of BNT for future trainees.
* Consider class fees that are refunded for attendance, or forfeited for not-attendance. The intent here is to reduce no-shows, rather than raise revenue.
* Payment receipt options are numerous. Other bureaus have adopted their own disparate mechanisms, so there is a precedent. An amendment to City Code by Council might be required.
|
| style="width: 15%; background-color: #B8F5D0; text-align: center; color: black" |<big>'''Proposed'''</big>
|}
</div>
==== UNIDOS NET ====
==== UNIDOS NET ====


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'''Program manager:''' Jeremy Van Keuren
'''Program manager:''' Jeremy Van Keuren
:''For background on the BEECN program, please visit the [[Basic Earthquake Emergency Communications Nodes (BEECN)#BEECN Program Introduction|BEECN Program Introduction article]].''
:''For background on the BEECN program, please visit the [[Basic Earthquake Emergency Communications Nodes (BEECN)#BEECN Program Introduction|BEECN Program Introduction article]].''
To view, click the EXPAND link to the right of the screen.
<div class="mw-collapsible mw-collapsed">


==== BEECN Goal #1: Pull the BEECN Readiness Score to a consistent 50% quarterly average ====
==== BEECN Goal #1: Pull the BEECN Readiness Score to a consistent 50% quarterly average ====
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| style="width: 15%; background-color: #00C96B; text-align: center; color: white" |<big>'''Committee Approved'''</big>
| style="width: 15%; background-color: #00C96B; text-align: center; color: white" |<big>'''Committee Approved'''</big>
|}
|}
</div>


=== Community Organizations Active in Disaster (COAD) ===
=== Community Organizations Active in Disaster (COAD) ===
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Together, we can make sure our communities receive timely information, resources, and support—especially those most impacted by emergencies.
Together, we can make sure our communities receive timely information, resources, and support—especially those most impacted by emergencies.
<div class="mw-collapsible mw-collapsed">


==== COAD Goal #1: Build and strengthen cross-sector coordination for disaster preparedness and response ====
==== COAD Goal #1: Build and strengthen cross-sector coordination for disaster preparedness and response ====
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==== COAD Response Network ====
==== COAD Response Network ====
</div>


=== Community Trainings ===
=== Community Trainings ===
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|[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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