1. Collaborative Planning as an Effective Tool for Program Management and Sustainability … beyond UASI funding … Sandra Davis Sandra Davis Denise Barrett Portland UASI

2. Presentation Outline Current Situation Current Situation Identified Need Identified Need An Urban Area Solution An Urban Area Solution Realizing the Vision Realizing the Vision Lets Talk About Your Region Lets Talk About Your Region

3. The Past Substantive UASI funding for regions to prioritize preparedness needs and make significant progress towards meeting them Substantive UASI funding for regions to prioritize preparedness needs and make significant progress towards meeting them

4. The Present Number of UASIs reduced Number of UASIs reduced Reduced funding for most remaining UASIs Reduced funding for most remaining UASIs

5. The Future UASI funding will continue to decline and or be discontinued UASI funding will continue to decline and or be discontinued Many preparedness needs could and may go unmet Many preparedness needs could and may go unmet

6. The Challenge How to manage and sustain your disaster preparedness program while continuing to build capacity with less resources How to manage and sustain your disaster preparedness program while continuing to build capacity with less resources

7. Finding A Solution Developing creative ways to maximize limited resources Developing creative ways to maximize limited resources –Effective collaborative planning processes that build relationships and alliances which live beyond traditional UASI funding –Cost sharing –Use of regional staff

8. The Portland Example Organizations with a role in disaster preparedness Organizations with a role in disaster preparedness –UASI –REMG –REPPG –NWHPO –WA HS Region IV –Others (e.g., Metro, Water, MARSEC, Private Sector)

9. Facts/Needs Identified UASI funding will diminish over time UASI funding will diminish over time –Regional preparedness must continue Ongoing & coordinated engagement of stakeholders is key to capacity building Ongoing & coordinated engagement of stakeholders is key to capacity building –Contributions must be targeted Staff support will be required for the program to be sustainable Staff support will be required for the program to be sustainable –A coordinated regional governance framework/organization is needed

10. Activities Developing preparedness vision, strategy and priorities, work plan and associated funding plan Developing preparedness vision, strategy and priorities, work plan and associated funding plan Developing plans, procedures and agreements Developing plans, procedures and agreements Conducting training and exercises Conducting training and exercises Acquiring and maintaining regional capabilities to protect people and physical assets Acquiring and maintaining regional capabilities to protect people and physical assets

11. RDPO Emerges

12. RDPO Primary Stakeholders Members/partners: counties, cities, special districts, regional organizations, agencies, businesses and non-profits in the PUA--and all of the elected officials, executives, operational staff et al--who are responsible for disaster preparedness Members/partners: counties, cities, special districts, regional organizations, agencies, businesses and non-profits in the PUA--and all of the elected officials, executives, operational staff et al--who are responsible for disaster preparedness

13. RDPO Secondary Stakeholders Secondary: the Public throughout the PUA Secondary: the Public throughout the PUA...and any other public or private entity that would benefit from our improved regional disaster preparedness efforts

14. RDPO Mission Statement (draft) The RDPO is a public-private collaborative partnership in the Portland Urban Area that coordinates the region's all hazards disaster preparedness efforts. The RDPO is a public-private collaborative partnership in the Portland Urban Area that coordinates the region's all hazards disaster preparedness efforts.

15. RDPO Vision a sustainable & high-impact regional DP organization Horizontal and vertical connectivity; increased coordination & collaboration Horizontal and vertical connectivity; increased coordination & collaboration Engaged & empowered elected officials Engaged & empowered elected officials Stronger multi-disciplinary, all-hazards strategic planning, training & exercising (i.e., enhanced capabilities) Stronger multi-disciplinary, all-hazards strategic planning, training & exercising (i.e., enhanced capabilities) Greater efficiency & effectiveness Greater efficiency & effectiveness

16. RDPO Value & Benefits Builds networks of support & cross- fertilization Builds networks of support & cross- fertilization Increases your access to regional assets & other resources (more cost- effective) Increases your access to regional assets & other resources (more cost- effective) Builds capacity and capabilities in your jurisdictions, among staff at all levels and among all disciplines Builds capacity and capabilities in your jurisdictions, among staff at all levels and among all disciplines Jurisdictions & Agencies:

17. RDPO Value & Benefits Elected Leaders: Helps prepare them for complex, tough decision-making Helps prepare them for complex, tough decision-making Enables them to contribute to developing much needed policies and coordination mechanisms and setting direction/priorities for an all-hazards regional approach Enables them to contribute to developing much needed policies and coordination mechanisms and setting direction/priorities for an all-hazards regional approach Increased public support Increased public support

18. RDPO Value & Benefits You are not alone! You are not alone! Widen your options! Widen your options!

19. The RDPO Model Structural Elements

20. Structural Elements: purpose & composition Policy Committee: Elected Leaders *Unified Vision & Clear Policies* 17 members: 1 county rep. and two cities represented per county. Plus 1 rep each: City of Portland and Metro 17 members: 1 county rep. and two cities represented per county. Plus 1 rep each: City of Portland and Metro

21. Structural Elements: purpose & composition Steering Committee: Directors, Executives *Org. Development & Regional DP Strategy* 12-15 members (16 for Start-Up) : 12-15 members (16 for Start-Up) : –Counties & City of Portland (6): one rep each –Law (1), Fire (1), Public Works (2), Public Health (1), PS Comms (1), Health Care Delivery System (1) –Private Sector (1); Non-profit Sector (1) –Program Committee Chair

22. Structural Elements: purpose & composition Program Committee: Chairs of Work Groups (x10) as voting members, plus a range of non-voting members *Regional Work Plan (Projects)* Operationalizing the Regional Strategy

23. Structural Elements: purpose & composition Work Groups & Task Forces: Disciplines & Subject Matter Experts (All jurisdictions) *Develop and Manage Regional Projects & Initiatives*

24. Discipline & Capability-based Groups Represented Law Enforcement Law Enforcement Fire/EMS Fire/EMS Public Works Public Works Emergency Management Emergency Management Citizen Corps Citizen Corps WebEOC Regional Users Group WebEOC Regional Users Group Public Safety Communications Public Safety Communications Public Information Officers Public Information Officers Transit Transit Public Health/Medical Public Health/Medical Marine & Civil Aviation Marine & Civil Aviation Resource Management Committee Resource Management Committee

25. Structural Elements: purpose & composition Staff: RDPO Administrator, UASI Regional Staff (start-up) * Process leadership & operational support: regional strategy, work plan, projects, & initiatives * (plus organizational development during start-up)

26. The RDPO Start-Up Period: August 2011 – July 2013 Period: August 2011 – July 2013 Organizational Development: Organizational Development: –Stand up structure (phased approach) –Confirm mission, vision, values, etc. –Charter & authorize the organization –Develop sustainability plan

27. RDPO Sustainability Financial Support (e.g., grants, regional contributions) Financial Support (e.g., grants, regional contributions) Political Will Political Will Social Cohesion Social Cohesion Prioritization Process Prioritization Process

28. What Can You Do? Identify existing groups of preparedness coordination Identify existing groups of preparedness coordination Identify regional and/or interagency activities & priorities Identify regional and/or interagency activities & priorities Develop a collaborative framework for integrating existing efforts Develop a collaborative framework for integrating existing efforts Implement your vision! Implement your vision!

29. Thank you! Any Questions? Denise Barrett, RDPO Administrator 503-823-5386 Denise Barrett, RDPO Administrator 503-823-5386 Sandra Davis, Project Manager 206-478-6881 Sandra Davis, Project Manager 206-478-6881