Community Preparedness Team Strategic Plan: Difference between revisions

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|style="width: 5%; text-align:center"|'''<big>BEECN 1A</big>'''
|style="width: 5%; text-align:center"|'''<big>BEECN 1A</big>'''
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| 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>'''
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|'''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>'''
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|'''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>'''
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|'''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>'''
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|'''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>'''
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|'''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>'''
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| 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>'''
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|'''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>'''
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|'''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>'''
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|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>'''
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|'''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>'''
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|'''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>'''
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|'''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>
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|'''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>
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|'''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>'''
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| 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>'''
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|'''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>'''
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|'''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>'''
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|'''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>'''
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|'''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>'''
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| 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>'''
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|'''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?)''
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| style="width: 5%; text-align:center" |'''<big>COAD 2C</big>'''
| style="width: 5%; text-align:center" |'''<big>COAD 2C</big>'''
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|'''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?)''
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| style="width: 5%; text-align:center" |'''<big>COAD 3A</big>'''
| style="width: 5%; text-align:center" |'''<big>COAD 3A</big>'''
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| 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>'''
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|'''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>'''
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|'''Improve situational awareness through shared data, dashboards, and after-action learning.'''
|Improve situational awareness through shared data, dashboards, and after-action learning.
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| style="width: 5%; text-align:center" |'''<big>COAD 3D</big>'''
| style="width: 5%; text-align:center" |'''<big>COAD 3D</big>'''
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|'''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>'''
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| 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>'''
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|'''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>'''
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|'''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...''
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| style="width: 5%; text-align:center" |'''<big>COAD 4D</big>'''
| style="width: 5%; text-align:center" |'''<big>COAD 4D</big>'''
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|'''Facilitate peer learning and knowledge exchange among COAD members.'''
|Facilitate peer learning and knowledge exchange among COAD members.
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| style="width: 5%; text-align:center" |'''<big>COAD 5A</big>'''
| style="width: 5%; text-align:center" |'''<big>COAD 5A</big>'''
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| 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>'''
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|'''Improve alignment between spontaneous volunteers, community groups, and formal response systems.'''
|Improve alignment between spontaneous volunteers, community groups, and formal response systems.
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| style="width: 5%; text-align:center" |'''<big>COAD 5C</big>'''
| style="width: 5%; text-align:center" |'''<big>COAD 5C</big>'''
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|'''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>'''
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|'''Capture lessons learned through structured after-action reviews and continuous improvement cycles.'''
|Capture lessons learned through structured after-action reviews and continuous improvement cycles.
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!Approval Status
!Approval Status
|-
|-
| style="width: 5%; text-align:center" |'''<big>COAD 5A</big>'''
| style="width: 5%; text-align:center" |'''<big>COAD 6A</big>'''
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| style="width: 20%" |'''Diversify funding through public, philanthropic, and private sources.'''
| style="width: 20%" |Diversify funding through public, philanthropic, and private sources.
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| 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>
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|-
| style="width: 5%; text-align:center" |'''<big>COAD 5B</big>'''
| style="width: 5%; text-align:center" |'''<big>COAD 6B</big>'''
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|'''Strengthen COAD staffing, leadership development, and operational capacity.'''
|Strengthen COAD staffing, leadership development, and operational capacity.
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| 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>
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|-
| style="width: 5%; text-align:center" |'''<big>COAD 5C</big>'''
| style="width: 5%; text-align:center" |'''<big>COAD 6C</big>'''
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|'''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.
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| 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>
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|-
| style="width: 5%; text-align:center" |'''<big>COAD 5D</big>'''
| style="width: 5%; text-align:center" |'''<big>COAD 6D</big>'''
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|'''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.
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