Strategic Visioning Plan - Emergency Management

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JULY 2, 2019STRATEGIC VISIONING PLANsssA PRIMARY GUIDANCE DOCUMENT FOR THE COUNTY OFSANTA CLARA OFFICE OF EMERGENCY MANAGEMENTOFFICE OF EMERGENCY MANAGEMENTCOUNTY OF SANTA CLARA & SANTA CLARA COUNTY FIRE55 W. YOUNGER AVE., SAN JOSE, CA

OFFICE OF THE COUNTY EXECUTIVECOUNTY OF SANTA CLARA & SANTA CLARA COUNTY FIRE(Page Inten onally Le Blank)1 PageStrategic Visioning Plan7/02/2019

OFFICE OF THE COUNTY EXECUTIVECOUNTY OF SANTA CLARA & SANTA CLARA COUNTY FIREMESSAGE FROM THE DIRECTOR“Leadership is the capacity to translate vision into reality.”Warren BennisThe Office of Emergency Management’s mission speaks to our purpose – why we exist. Our vision is howwe deliver on our mission. Our guiding values are those characteristics that we commit to as individualsand as an organization so that we endeavor to develop a culture that delivers our mission and executesour vision for the greater good. This Strategic Visioning Plan represents everyone’s commitment anddedication to the professional field of Emergency Management. In this guidance document we have theprivilege of seeing the culmination of hours of thought, conversation, expertise and the collective wisdomthis office has to offer to fulfill our role and responsibility to the County, Santa Clara County FireDepartment, and all of our Operational Area jurisdictional partners and stakeholders. I would be remiss ifI did not acknowledge the vision that Santa Clara County Fire and the County Executive had when theycreated this unique integrated model of emergency management. Their leadership, trust, and support hasbeen the hallmark of a successful organization that has been allowed to create what I believe is one of themost progressive emergency management offices in California. I could not be any prouder of the entirestaff for their tireless commitment and dedication to creating this guidance document. This document isa reflection of you as individuals, and as a collective team that understands the value of a true servicedelivery model embracing the values of cross discipline agencies, collaboration, coordination, and buildsa sustainable platform to support those in need during disasters and emergencies. There is still much tobe done; in fact, everything we do is a continuous dynamic process requiring reflective evaluation, review,and revision to maintain our “Best Practice’s Approach”Dana C. Reed,Director, Office of Emergency Management2 PageStrategic Visioning Plan7/02/2019

Office of Emergency Management Core ValuesCommunity mer sRealisticPassionateValues Discussion from 2018 Planning Retreat Facilitated by Lisa Schoenthal, CEM

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OFFICE OF THE COUNTY EXECUTIVECOUNTY OF SANTA CLARA & SANTA CLARA COUNTY FIREACKNOWLEDGMENTSWe would like to acknowledge the dedica on, commitment, and contribu ons made by the en re OEMstaff to bring this strategic visioning plan to reality:Aracely Barrientos, Public Outreach Coordinator (Bi‐Lingual)Pa y Eaton, Public Risk Communica ons OfficerDavid Flamm, Deputy DirectorGraciela Hernandez, CERT Senior Program SpecialistDeborah Hinton, Management AnalystVladimir Ibarra, Senior Emergency Planning CoordinatorJimmy Liang, OEM ISD Technical SpecialistMarisol Mar nez, Execu ve AssistantVan Nguyen, Accountant IITammy Norem, Emergency Planning CoordinatorDarrell Ray, Jr. Emergency Management Senior Program SpecialistDana Reed, DirectorJoe Riccio, OEM ISD Technical SpecialistMichelle Sandoval, Program Manager Grants Administra onEdie Schaffer, Emergency Management Program Specialist IIKarla Smith, Management AnalystWill Stewart, OEM ISD Technical SpecialistLouay Toma, Emergency Management Program Specialist IIJeff Walker, CERT Program Specialist IIIvan Williams, Senior Management Analyst5 PageStrategic Visioning Plan7/02/2019

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OFFICE OF THE COUNTY EXECUTIVECOUNTY OF SANTA CLARA & SANTA CLARA COUNTY FIREContentsMESSAGE FROM THE DIRECTOR . 2CORE VALUES . 3ACKNOWLEDGMENTS . 5SIGNATURE PAGE . 7PREFACE . 12INTENDED AUDIENCE . 13HOW TO USE THIS DOCUMENT . 13DEVELOPMENT . 14MAINTENANCE . 14OFFICE OF EMERGENCY MANAGEMENT . 16MISSION . 16VISION . 16OVERVIEW . 16A STRATEGIC OEM PARTNERSHIP . 17OEM IN A SNAPSHOT . 18GROWTH OPPORTUNITIES. 21MANAGEMENT SECTION . 25SECTION MISSION . 25SECTION VISION . 25SECTION OVERVIEW . 25GOALS, OBJECTIVES, TASKS . 26GRANTS & ADMINISTRATION . 37SECTION MISSION . 37SECTION VISION . 37SECTION OVERVIEW . 37GOALS, OBJECTIVES, TASKS . 39EMERGENCY COMMUNICATIONS AND . 49PUBLIC OUTREACH SECTION . 49SECTION MISSION . 49SECTION VISION . 49SECTION OVERVIEW . 49GOALS, OBJECTIVES, TASKS . 49OPERATIONS SECTION . 569 PageStrategic Visioning Plan7/02/2019

OFFICE OF THE COUNTY EXECUTIVECOUNTY OF SANTA CLARA & SANTA CLARA COUNTY FIRESECTION MISSION . 56SECTION VISION . 56SECTION OVERVIEW . 56GOALS, OBJECTIVES, TASKS . 56PLANNING SECTION. 66SECTION MISSION . 66SECTION VISION . 66SECTION OVERVIEW . 66GOALS, OBJECTIVES, TASKS . 66TRAINING AND EXERCISE (T&E) SECTION . 73SECTION MISSION . 73SECTION VISION . 73SECTION OVERVIEW . 73GOALS, OBJECTIVES, TASKS . 74DISASTER SERVICE WORKER (DSW) SECTION . 82SECTION MISSION . 82SECTION VISION . 82SECTION OVERVIEW . 82GOALS, OBJECTIVES AND TASKS . 83COMMUNITY EMERGENCY RESPONSE TEAM(CERT) SECTION . 89SECTION MISSION . 89SECTION VISION . 89SECTION OVERVIEW . 89GOALS, OBJECTIVES, TASKS . 9110 PageStrategic Visioning Plan7/02/2019

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OFFICE OF THE COUNTY EXECUTIVECOUNTY OF SANTA CLARA & SANTA CLARA COUNTY FIREPREFACEThis Office of Emergency Management (OEM) Strategic Visioning Plan describes who we are, what we do,and what we aspire to achieve as an organization. It outlines the key organizational sections that make upthe County of Santa Clara OEM. It also describes the strategic goals, components, objectives, and tasksassociated with each programmatic section’s day‐to‐day, “steady state” activities. The Strategic VisioningPlan guides short‐ and long‐term OEM growth, and ensures effective preparedness for response, recovery,and mitigation activities. This document also provides a deeper understanding of the role and function ofOEM during all phases of emergency management, from day‐to‐day operations to acute disaster responseoperations.The Strategic Visioning Plan is one of four primary, foundational OEM plans. The other three foundationalplans are the Multi‐Hazard Mitigation Plan, Emergency Operations Plan, and the Recovery Plan. Each ofthese plans corresponds to one of the four commonly accepted phases of emergency management:Preparedness, Mitigation, Response, and Recovery. The figure below depicts this plan’s relationship tothe other foundational OEM documents. It is important to become familiar with all four OEM foundationalplans and their supporting documents.This document is the result of nearly six years of strategic planning and visioning. It incorporates a longhistory of departmental growth; the maturation and growth of emergency management as a field; bestpractice research; and experienced practitioner input from past and present OEM staff.The State of California’s Standardized Emergency Management System (SEMS) recommends the use ofan operationally focused organization of five essential functions to successfully manage emergencies:Management, Operations, Planning, Logistics, and Finance/Administration. Similarly, OEM’sprogrammatic sections include Management, Grants Management and Administration, EmergencyCommunication and Public Outreach, Operations, Planning, Training and Exercise, Disaster ServiceWorker (DSW), and Community Emergency Response Team (CERT) Training. These programmatic12 PageStrategic Visioning Plan7/02/2019

OFFICE OF THE COUNTY EXECUTIVECOUNTY OF SANTA CLARA & SANTA CLARA COUNTY FIREsections reflect the key aspects of successful public sector emergency management operationalcapability, readiness, and resilience.OEM works to increase the County’s capacity to manage emergencies of any size or type, planned orunexpected, through the four phases of emergency management. This focus supports and augments thedisaster resilience of the entire operational area. Disaster resilience is a vital part of the NationalPreparedness Goal, to create a nation “with the capabilities required across the whole community toprevent, protect against, mitigate, respond to, and recover from the threats and hazards that pose thegreatest risk.” Thus, the goals, components, objectives, and tasks of each OEM programmatic sectionshould in some way improve our ability to manage emergencies, leading to increased resilience.Through the strategic planning process, OEM will prioritize tasks identified year‐over‐year and assemblethem into a measurable, transparent, and intuitive work plan that may be used as a metric for annualperformance evaluation.INTENDED AUDIENCEThe intended audience for this document includes current OEM staff members, newly‐hired OEM staff,newly‐appointed Santa Clara County and Santa Clara County Fire Department leaders, OEM partners andstakeholders, and others seeking an understanding of the mission, structure, scope, current status, andfuture direction of the Santa Clara County Office of Emergency Management.HOW TO USE THIS DOCUMENTThough reading this document from beginning to end would benefit anyone seeking to learn moreabout OEM, readers may also wish to review the information most relevant to them. For quick referencepurposes, the document is organized into the following sections:1. Preface – Maintenance Sections: Details the purpose of the document, provides document familiarity,ensures content consumption efficiency, and shares other administrative particulars.2. OEM Overview Section ‐ Provides a brief organizational overview of OEM including staffing, missionand vision statements, some historical office context, and potential growth opportunities.3. Programmatic Management – CERT Sections: Provides specific programmatic section overviewsinclusive of staffing needs, supportive mission and vision statements, and key programmatic sectiongoals, components, objectives, and tasks. The office familiarization diagram below shows the variousprogrammatic sections of OEM, and the plans, policies, and other procedural documents aligned withthose sections.13 PageStrategic Visioning Plan7/02/2019

OFFICE OF THE COUNTY EXECUTIVECOUNTY OF SANTA CLARA & SANTA CLARA COUNTY FIREDEVELOPMENTThis Emergency Management Strategic Visioning Document is the result of a six‐year collaborativeprocess incorporating feedback, and guidance from the following sources: Emergency Management Accreditation Program (EMAP) standards,National Fire Protection Association (NFPA) standard 1600: Standard on Continuity, Emergency,and Crisis Management,The “Complete EM” emergency management program evaluation tool,The Emergency Management Institute’s National Emergency Management Advanced Academy(NEMAA) recommended best practices for emergency management program strategic planning,The Santa Clara County Central Fire Protection District National Accreditation requirementspertaining to emergency management,Operational Area stakeholder feedback and interviews, archived office strategic documentsspanning several decades, and emergency management specialist consultant recommendations.The visioning process also incorporated input from Santa Clara County OEM emergency managementpractitioners with over a decade of office context, knowledge, and experience, as well as best practicesgarnered from emergency managers from across the nation.MAINTENANCEThis is a “living document.” Accordingly, OEM will review, revise, and redistribute it frequently, and onan as‐needed basis. At a minimum, the document formally reviewed annually as part of the annual workplan development. As the mission, scope, vision, capabilities, and technologies of emergencymanagement as a discipline, and OEM as a department evolve, this document should also evolve in areflective and relevant manner.14 PageStrategic Visioning Plan7/02/2019

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OFFICE OF THE COUNTY EXECUTIVECOUNTY OF SANTA CLARA & SANTA CLARA COUNTY FIREOFFICE OF EMERGENCY MANAGEMENTMISSIONSafeguarding lives, property, and the environment through strategic coordination of cross‐functionaloperations during preparedness, response, recovery, and mitigation phases of emergency management.Improving the governmental, economic, and operational efficiency and resiliency of the County of SantaClara and the entire Operational Area (Op Area).VISIONOur vision is to lead the way to inspiration and innovation setting the standard for EmergencyManagement program management, performance, engagement, capability and creating communityresilience.OVERVIEWOEM leadership recognizes the following as fundamental, functional priorities and capabilities in orderto have an effective emergency management office: Effective public engagement;Hazard‐ and function‐specific planning capability;Emergency management staff knowledge, skills, and abilities;Training and exercising expertise;Community preparedness and engagement;County employee preparedness and resilience;Grants and budget management;24/7 operational readiness and situational awareness; andStrategic leadership and management.It is important to note that OEM rotates staff among the three primary Emergency ManagementSections ‐ Planning, Operations, and Training and Exercise ‐ to ensure program growth, sustainability,and staff professional development. These rotations occur approximately every two years. The listbelow details the OEM organizational programmatic sections and their current staffing. Informationabout each section can be found on the pages listed below. Management Section (PG#: 25)o Currently staffed by the Director of Emergency Management, Deputy Director ofEmergency Management, Program Manager II in charge of Grants and Admin, and theExecutive Assistant.Grants Management and Administration Section (PG#: 37)o Currently staffed by a Program Manager, Senior Management Analyst, ManagementAnalyst, and an Accountant IIEmergency Communication and Public Outreach Section (PG#: 49)o Currently staffed by the Public Risk Communications Officer and Public OutreachCoordinatorOperations Section (PG#: 56)o Currently staffed by a Senior Emergency Management Program Specialist, anEmergency Planning Coordinator and supported by an ISD technical assistance team16 PageStrategic Visioning Plan7/02/2019

OFFICE OF THE COUNTY EXECUTIVECOUNTY OF SANTA CLARA & SANTA CLARA COUNTY FIRE Planning Section (PG#: 66)o Currently staffed by a Senior Emergency Planning Coordinator and a Program SpecialistIITraining and Exercise Section (PG#: 73)o Currently staffed by a Senior Emergency Planning Coordinator and a Program SpecialistIIDisaster Service Worker (DSW) Section (PG#: 82)o Currently staffed by a Management AnalystCommunity Emergency Response Team (CERT) Section (PG#: 89)o Currently Staffed by a Senior Program Specialist and a Program Specialist II withfrequent assistance of extra‐help adjunct instructorsA STRATEGIC OEM PARTNERSHIPTo more effectively leverage collective resources, increase consistency in processes and operations, andimprove overall Operational Area resiliency in a mutually beneficial manner, the County of Santa Claraand the Santa Clara County Central Fire Protection District (commonly known as the Santa Clara CountyFire Department) have co‐located emergency management personnel resources and have combinedemergency management leadership resources in the form of the Director and Deputy Director of OEM.The Fire District Emergency Management staff provide advice, consultation, and emergencymanagement program support to the various municipalities the Fire District serves, working in tandemwith County Emergency Management staff to create high quality, consistent training and operationalproducts and templates.Recognizing the growing complexities of the emergency management landscape in a rapidly‐growingcounty with international influence, and the increasing frequency of disaster events nationally and17 PageStrategic Visioning Plan7/02/2019

OFFICE OF THE COUNTY EXECUTIVECOUNTY OF SANTA CLARA & SANTA CLARA COUNTY FIREwithin the State, both County and County Fire leadership recognized that a concerted effort to continueinvesting in emergency management would be needed, and a collaborative approach would be the beststrategy. This strategic partnership, which has grown and solidified over the past six years, has proveninvaluable to all parties and has resulted in benefits such as greater administrative efficiencies,improved operational efficacy and consistency, increased mutual‐aid capability, and cost savings duringpreparedness, response, recovery, and mitigation.The value of this partnership cannot be understated and might be considered a “best‐practice” foremergency management programs. It will undoubtedly continue to add value to the County as itcontinues to mature. The quality and fidelity of OEM programs, products, and endeavors reflectpositively on both its parent agencies. OEM typically uses the “dual branding” logo below on its planningproducts, tools, and materials as a symbol of the continued successful partnership between theagencies.OEM IN A SNAPSHOTThe Office of Emergency Management’s overall function, mission, and success is predicated on effectivestakeholder engagement and coordination. OEM is rarely, if ever, a “direct service provider.” Rather,OEM coordinates the County’s indirect and direct service providers in a collaborative and coordinatedfashion to ensure those providers have the resources needed to provide their services to those whoneed them, especially in times of emergency. Understanding the groups, types, and levels ofstakeholders and decision‐making bodies that OEM interacts with on a daily basis during preparednessand mitigation helps illustrate OEM’s relationship management activities and responsibilities, whichultimately influence effectiveness and success in the response and recovery phases.The following diagram provides a broad categorization of the day‐to‐day preparedness and mitigationdecision‐making bodies that OEM has a role in, and the various response and recovery elements thatmake up the incident management enterprise, providing a comprehensive snapshot of OEM’s missionand stakeholder engagement responsibilities. Through effective engagement at these levels with thesegroups OEM can influence more effective preparedness, response, recovery, and mitigation operationsand activities across the incident management enterprise, and thus increase whole communityresilience.18 PageStrategic Visioning Plan7/02/2019

OFFICE OF THE COUNTY EXECUTIVECOUNTY OF SANTA CLARA & SANTA CLARA COUNTY FIRE County Levelo Community Members Engaged in multiple capacities and frequencies OEM’s engagement with county unincorporated community members isprimarily focused around the topic of personal and seasonal hazard‐specificpreparedness via social media and website platforms, during variouscommunity meetings and events, and frequent engagement in establishedadvocacy groups. OEM often manages county‐wide preparedness campaigns and frequentlysupports incorporated municipalities with community engagement eventswhen requested.o State Homeland Security Grant Program (SHSGP) Approval Authority Meets quarterly. Prioritizes Homeland Security Grant funding directly distributed from the Stateto the County for Operational Area public safety agency projects to reduce riskand vulnerability gaps and to increase capabilities.o Disaster Service Worker (DSW) Department Representatives Communicated with monthly, quarterly, and annually in different capacities. The primary departmental representatives charged with ensuring Countydepartment employee preparedness and incident management roleassignment.o Disaster Preparedness Executive Committee (DPEC) Meets quarterly.19 PageStrategic Visioning Plan7/02/2019

OFFICE OF THE COUNTY EXECUTIVECOUNTY OF SANTA CLARA & SANTA CLARA COUNTY FIRE Ensures effective County disaster preparedness, cross‐departmental activityprioritization, and cross‐mutual aid discipline reporting and coordinationplanning. Operational Area Levelo Section Advisory Groups Meet on various frequencies based on programmatic section workload/projectneeds. The mechanism used to ensure stakeholder engagement and input for sectionworkload priorities and products which might impact or involve theOperational Area.o Emergency Operational Area Council (EOAC) Meets quarterly. An appointed body subject to the Ralph M. Brown Act that serves as theCounty Accredited Disaster Council, composed of executive and electedleadership from across the Operational Area. Helps to prioritize and recommend Operational Area emergency managementendeavors and Emergency Management Performance Grant (EMPG) fundingpriorities and projects.o Operational Area Signatories (OAS) Meets monthly, except for December. An advisory committee of municipal and jurisdictional emergency managementpractitioners that propose EMPG projects and collaborate on collectiveOperational Area emergency management activities and priorities. Regional Levelo Mutual Aid Regional Advisory Committee (MARAC) Meets quarterly at various regional locations. Operational Area‐level emergency managers that convenes with Staterepresentatives to discuss operational coordination, training, and guidingdoctrine improvement needs, as well as relevant recent response and recoveryevents.o Bay Area Urban Area Security Initiative (UASI) Meets monthly in Dublin, Alameda County (except July, September, October,and December). UASI is a special federal grant fund administration mechanism for HomelandSecurity grant dollars allocated specifically to the Bay Area Urban Area, whichrepresents 12 Bay Area Counties. UASI conducts risk and capability assessments, supports policy developmentand implementation, and develops and disseminates tools and best practicesamong the region’s emergency response and management disciplines with theintent of reducing risk and vulnerabilities associated with threats. Santa Clara County has a seat on the UASI Approval Authority and receivesfunds through “South Bay Hub” project funding priorities determined annually.20 PageStrategic Visioning Plan7/02/2019

OFFICE OF THE COUNTY EXECUTIVECOUNTY OF SANTA CLARA & SANTA CLARA COUNTY FIRE Professional Levelo International Association of Emergency Managers (IAEM) Annual Conference. This professional body is the international certifying body for professionalemergency managers and is a member driven organization which works topromote emergency management best practices, career field growt

Through the strategic planning process, OEM will prioritize tasks identified year ‐over‐year and assemble them into a measurable, transparent, and intuitive work plan that may be used as a metric for annual . goals, components, objectives, and tasks. The office familiarization diagram below shows the various programmatic sections of OEM .

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