Collaborative Planning as an Effective Tool for Program Management and Sustainability … beyond...

Collaborative Planning as an Effective Tool for Program Management and Sustainability

… beyond UASI funding …

Sandra DavisDenise Barrett

Portland UASI

Presentation Outline

Current Situation Identified Need An Urban Area Solution Realizing the Vision Let’s Talk About Your Region

The Past

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

The Present

Number of UASIs reduced Reduced funding for most

remaining UASIs

The Future

UASI funding will continue to decline and or be discontinued

Many preparedness needs could and may go unmet

The Challenge

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

Finding A Solution

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

The Portland Example

Organizations with a role in disaster preparedness– UASI – REMG– REPPG– NWHPO– WA HS Region IV– Others (e.g., Metro, Water, MARSEC,

Private Sector)

Facts/Needs Identified

UASI funding will diminish over time– Regional preparedness must

continue 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– A coordinated regional governance

framework/organization is needed

Activities

Developing preparedness vision, strategy and priorities, work plan and associated funding plan

Developing plans, procedures and agreements

Conducting training and exercises Acquiring and maintaining regional

capabilities to protect people and physical assets

RDPO Emerges

Regional AccountabilityRegional Accountability

Responsibility

Regional StrategyRegional Strategy

Regional Work PlanRegional Work Plan

Projects and InitiativesProjects and Initiatives

Input & Inform

ation Exchange

Public OfficialsPublic Officials

Directors, Executives, Administrators


ManagersManagers

Discipline and Subject Matter Experts


Participants

Stak

ehol

ders

Reg

iona

l Sta

ff

Focu

sed

Adv

isor

y Pr

oces

s

Standing Work Groups & Task Forces


Program CommitteeProgram Committee

Steering CommitteeSteering Committee

Policy CommitteePolicy Committee

FRA

MEW

OR

KG

UID

AN

CE

STRA

TEGIC

DIR

ECTIO

N


Responsibility




Input & Inform

ation Exchange




ManagersManagers



Participants

Stak

ehol

ders

Reg

iona

l Sta

ff

Focu

sed

Adv

isor

y Pr

oces

s






FRA

MEW

OR

KG

UID

AN

CE

STRA

TEGIC

DIR

ECTIO

N

Responsibility




Input & Inform

ation Exchange




ManagersManagers



Participants

Stak

ehol

ders

Reg

iona

l Sta

ff

Focu

sed

Adv

isor

y Pr

oces

s






FRA

MEW

OR

KG

UID

AN

CE

STRA

TEGIC

DIR

ECTIO

N

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

RDPO Secondary Stakeholders

Secondary: the Public throughout the PUA

. . .and any other public or private

entity that would benefit from our improved regional disaster preparedness efforts

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.

RDPO Vision—a sustainable & high-impact regional DP organization

Horizontal and vertical connectivity; increased coordination & collaboration

Engaged & empowered elected officials

Stronger multi-disciplinary, all-hazards strategic planning, training & exercising (i.e., enhanced capabilities)

Greater efficiency & effectiveness

RDPO Value & Benefits

Builds networks of support & cross-fertilization

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

Jurisdictions & Agencies:


Elected Leaders:

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

Increased public support


You are not alone!Widen your options!

The RDPO Model Structural Elements


Responsibility




Input & Information Exchange




ManagersManagers



Participants

Stak

ehol

ders

Regi

onal

Sta

ff

Focu

sed

Advi

sory

Pro

cess






FRAMEW

ORK

GUIDANCE

STRATEGIC DIRECTIO

N


Responsibility








ManagersManagers



Participants

Stak

ehol

ders

Regi

onal

Sta

ff

Focu

sed

Advi

sory

Pro

cess






FRAMEW

ORK

GUIDANCE

STRATEGIC DIRECTIO

N

Responsibility








ManagersManagers



Participants

Stak

ehol

ders

Regi

onal

Sta

ff

Focu

sed

Advi

sory

Pro

cess






FRAMEW

ORK

GUIDANCE

STRATEGIC DIRECTIO

N

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

Structural Elements: purpose & compositionSteering Committee: Directors, Executives

*Org. Development & Regional DP Strategy*

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


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


Work Groups & Task Forces:Disciplines & Subject Matter Experts (All

jurisdictions)

*Develop and Manage Regional Projects & Initiatives*

Discipline & Capability-based Groups Represented

Law Enforcement Fire/EMS Public Works Emergency Management Citizen Corps WebEOC Regional Users Group

Public Safety Communications Public Information Officers Transit Public Health/Medical Marine & Civil Aviation Resource Management Committee

Structural Elements: purpose & compositionStaff: RDPO Administrator, UASI Regional Staff

(start-up)

*Process leadership & operational support: regional strategy, work plan,

projects, & initiatives*

(plus organizational development during start-up)

The RDPO Start-Up

Period: August 2011 – July 2013 Organizational Development:

– Stand up structure (phased approach)

– Confirm mission, vision, values, etc.– Charter & authorize the organization– Develop sustainability plan

RDPO Sustainability

Financial Support (e.g., grants, regional contributions)

Political Will

Social Cohesion

Prioritization Process

What Can You Do?

Identify existing groups of preparedness coordination

Identify regional and/or interagency activities & priorities

Develop a collaborative framework for integrating existing efforts

Implement your vision!

Thank you!

Any Questions?

Denise Barrett, RDPO Administrator 503-823-5386

Sandra Davis, Project Manager 206-478-6881

Collaborative Planning as an Effective Tool for Program Management and Sustainability … beyond...

Documents

Transcript of Collaborative Planning as an Effective Tool for Program Management and Sustainability … beyond...