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2021-2024EMERGENCY MANAGEMENTSTRATEGIC PLANStanislaus County Office ofStriving together to be the best!Emergency Services / FireWarden7/1/2021
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EXECUTIVE SUMMARYThe Stanislaus County Office of Emergency Services Emergency Management 2021 – 2024Strategic Plan provides a framework for supporting the community before, during, and afterdisasters and improving the Agency’s execution of its fundamental mission to provide a safeand resilient community for all residents. From 2021 – 2024, the OES will focus on three mainstrategic goals and will drive progress through 11 supporting strategic objectives. Thesestrategic objectives will highlight meaningful ways the OES identifies, understands andcommunicates risks, prepares the community and partners to respond to and recover fromdisasters, and standardizes the delivery of the emergency management program.STRATEGIC GOAL 1:BUILD A CULTURE OF PREPAREDNESSStrategic Goal 1 promotes the idea that everyone should be preparedwhen a disaster strikes. The OES will focus on preparing and engagingresidents, schools, partners, and county departments in disasterpreparedness by identifying and communicating risks, fosteringpartnerships with the public and private sectors, and focusinginvestments to build and sustain capabilities to reduce disaster risk.STRATEGIC GOAL 2:ENSURE READINESS TO RESPONDStrategic Goal 2 builds on preparedness activities from Strategic Goal1 and focuses on enhancing readiness to respond to disasters. Thereadiness of our community depends on emergency managementprofessionals who can effectively coordinate disaster responseactivities and deliver competent and consistent emergency services.The OES will focus on building a competent incident workforce throughtrainings and exercises, improve continuity of operations throughplanning and updating equipment, and ensure a common operatingpicture by consolidating data management systems.STRATEGIC GOAL 3:STANDARDIZE THE EMERGENCY MANAGEMENTPROGRAMStrategic Goal 3 promotes the standardization of the emergencymanagement program by developing plans, policies, and proceduresthat are consistent with national standards, updating local resourcemanagement procedures, and ensuring disaster recovery plans andprocedures are in place.2021-2024Emergency Management Strategic PlanPage 1
TABLE OF CONTENTSExecutiveSummaryPreparedness, when properlypursued, is a way of life, not asudden, spectacular program-Spencer W. KimballPage 1INTRODUCTIONPage 3STRATEGIC GOAL 1:Build a Culture of PreparednessSTRATEGIC GOAL 2:Ensure Readiness to RespondPage 5Page 7STRATEGIC GOAL 3:Standardize the Emergency ManagementProgramIMPLEMENTATION ANDMAINTENANCECONCLUSIONPage 11APPENDIX A: MILESTONES2021-2024Page 9Emergency Management Strategic PlanPage 12Page 13Page 2
INTRODUCTIONThe Stanislaus County Office of Emergency Services Emergency Management Division isresponsible for fulfilling the local government role for preparing the community for disasters,maintaining a functional Operational Area Emergency Operations Center (EOC), coordinatingemergency response activities that exceeds day-to-day resources, coordinating emergencymanagement mutual-aid (EMMA) requests, and facilitating communications between localgovernment and the State. Activities identified in this Strategic Plan support Stanislaus CountyBoard of Supervisor’s priority for Supporting Strong and Safe Communities.MissionStatementTo provide a safe and resilient withinStanislausCountyOperational Area to protect lives, property andthe economy by preparing, planning, mitigating,responding to and recovering from disastersand emergencies.Provide for a safe and resilient communitythrough public awareness, fostering valuablepartnershipsandensuringeffectiveemergency management.VisionWithout a mission statement,you may get to the top of theladder and then realize it wasleaning on the wrong building!- Dave RamseyCity of Riverbank discusses flood issues during a multijurisdictional functional exercise (2019).2021-2024Emergency Management Strategic PlanPage 3
FOUNDATION FOR THE STRATEGIC PLANThis Strategic Plan outlines the goals and objectives the Stanislaus County OES must implementto strengthen the agency and carry out our mission. The 2021 – 2024 Strategic Plan will mobilizethe whole community to build a culture of preparedness, engage partners and stakeholders in theprocess, and ensure the capabilities of the emergency management program are sustainable forthe future.STAKEHOLDER INPUTPLANDEVELOPMENTFeedback from executive leadership, stakeholders,partners, and EOC Management Team members wasgathered from after-action reports, operational areameetings, and training feedback evaluation forms and usedto develop this Strategic Plan.After-action ReportsOperational Area MeetingsTraining Evaluation FormsLeft: Stanislaus County Chief Executive Officer discussing continuity of operations during a COOP exercise (2015). Right:Stanislaus County EOC Management Team members discuss disaster recovery concepts during training (2018).2021-2024Emergency Management Strategic PlanPage 4
STRATEGIC GOAL 1:BUILD A CULTUREOF PREPAREDNESSSTRATEGIC OBJECTIVES1.1Promote Community Preparedness for DisastersThe Stanislaus County OES will partner with faith-based,community-based, and non-profit organizations to establish acoalition of Voluntary Organizations Active in Disaster (VOAD)to prepare for and recover from disasters. OES will also bolsterour volunteer workforce by increasing membership of the localCommunity Emergency Response Team (CERT) and engageresidents and families in disaster preparedness activities. Inaddition, the OES will develop a robust training plan to ensurethat the county workforce is prepared for their role as DisasterService Workers (DSW).1.2Identify and Communicate Disaster RiskThe Stanislaus County OES will collaborate with our cities,schools, and other operational area partners to conduct athorough hazard and risk assessment. This information will beused as the basis for planning, training, and equipping the OESand partner agencies with the information and tools needed toreduce disaster risk and increase disaster resilience.1.3By failing to prepare,you are preparing tofail.- Benjamin FranklinBuild and Sustain Community PartnershipsThe Stanislaus County OES will work with community partnersto develop agreements for mutual aid, facilitate discussion withpartners regarding preparedness planning, conduct outreachactivities to engage residents, and attend emergencymanagement trainings and conferences to stay up to date withthe most current practices for disaster preparedness.1.4Improve Community Resilience to DisasterThe Stanislaus County OES will make strategic investmentsusing disaster preparedness funding to reduce disaster risk,build community resilience to disaster, and sustain and enhancecapabilities to prepare for, respond to, and recover from disaster.2021-2024Emergency Management Strategic PlanPage 5
PERFORMANCE MEASURESSTRATEGIC GOAL 1: BUILD A CULTURE OF PREPAREDNESSYEAR 1:2021 - 2022 VOAD Coalition membership identified and bylaws developedCERT Team hosts first training; increase CERT membershipIncrease County NIMS training compliance to 70%Conduct THIRA with community partnersIncrease number of outreach engagements (i.e. meetings, events)Increase number of preparedness plans updated/developedIncrease VOAD coalition membership; quarterly meetings heldCERT program hosts two trainings; increase CERT membershipIncrease County NIMS training compliance to 80%Hazard Mitigation Plan updated from THIRAIncrease number of MOU’s with partner agenciesIncrease number of outreach engagements (i.e. meetings, events)Increase number of preparedness plans updated/developedYEAR 3:2023 - 2024 YEAR 2:2022 - 2023Increase VOAD coalition membership; quarterly meetings heldCERT Team hosts two trainings; increase CERT membershipIncrease County NIMS training compliance to 90%Hazard Mitigation Plan updated and approved by FEMAIncrease number of MOU’s with partner agenciesIncrease number of outreach engagements (i.e. meetings, events)Increase number of preparedness plans updated/developedComing Together is a Beginning,Staying Together is Progress,and Working Together is Success- Henry FordAmerican Red Cross supports Oakdale Community Resource Center during PSPS event (2019).2021-2024Emergency Management Strategic PlanPage 6
STRATEGIC GOAL 2:ENSURE READINESSTO RESPONDSTRATEGIC OBJECTIVES2.1Build and Sustain the Best Incident ResponseWorkforceThe Stanislaus County OES will organize the best scalable andcapable incident workforce by recruiting new EOC ManagementTeam members, provide training and exercise opportunities thatwill progressively challenge and develop skills, and promotecredentialing of the incident workforce.2.2You are what you do,not what you say you’lldo.- Carl Gustav JungImprove Continuity of Operations and ResilientCommunication SystemsThe Stanislaus County OES will improve continuity of operations(COOP) by updating county department COOP plans,developing the continuity of government (COG) plan, anddocumenting communications systems and strategies for riskcommunications. The OES will also make strategic investmentsto enhance the County’s disaster cache and redundantcommunications systems. In addition, the OES will ensure theprimary and alternate EOC’s are in a ready state at all times byupdating technology and standard operating procedures.2.3Enhance Situational Awareness and CommonOperating PictureThe Stanislaus County OES will enhance situational awarenessand common operating picture by integrating data systemswithin the local Fusion Center to develop intelligencedashboards that will provide situational awareness andoversight of risks, threats, and assigned resources. Datasystems such as CAD, First Watch, and GIS will be used toassist with making decisions regarding incident responsestrategies and local resource allocation.2021-2024Emergency Management Strategic PlanPage 7
PERFORMANCE MEASURESSTRATEGIC GOAL 2: ENSURE READINESS TO RESPONDYEAR 1:2021 - 2022 Increase EOC Management Team (EOCMT) membersIncrease number of training and exercise opportunities for EOCMTUpdate Operational Area Multi-Year Training Exercise Plan (MYTEP)Update county COOP Plans; increase number of plans updatedComplete 100% of identified After-Action ItemsAssess data systems that can be integrated into Fusion CenterIncrease number of EOCMT membersIncrease number of credentialed EOCMT membersUpdate the Operational Area MYTEPUpdate county COOP plans; increase number of plans updatedComplete 100% of identified After-Action ItemsIdentify warehouse space for enhancing local disaster cacheUpgrade technology in the primary and alternate EOC’sDevelop data dashboards for Fusion Center YEAR 3:2023 - 2024 YEAR 2:2022 - 2023Increase number of EOCMT membersIdentify qualified/credentialed EOCMT members for local IncidentManagement Team developmentUpdate the Operational Area MYTEPUpdate County COOP plans; increase number of plans updatedComplete 100% of After-Action ItemsCounty Continuity of Government Plan developedDisaster cache established with minimum identified stock levelsFusion Center situational dashboards operationalYou can do what I cannot do.I can do what you cannot do.Together we can do great things.-Mother TeresaEOC Management Team members learn about EOC operations and management during training (2018).2021-2024Emergency Management Strategic PlanPage 8
STRATEGIC GOAL 3:STANDARDIZE THE EMERGENCYMANAGEMENT PROGRAMSTRATEGIC OBJECTIVES3.1Improve Records Management Policies andProceduresThe Stanislaus County OES will identify office records andestablish records management policies and practices thatsupports national standards and ensures long-term sustainmentof the emergency management program.3.2Document Local Resource Management Practicesand Incident Personnel Training StandardsThe Stanislaus County OES will update the training andqualification standards for EOC, JIC, and elected or appointedofficials and publish the new training standards. The OES willalso standardize the process to identify and track operationalarea resources in real-time. In addition, the OES will updatepolicy and procedures for requesting and deploying operationalarea resources.3.3Align the Emergency Management Program withNational StandardsThe Stanislaus County OES will align the EmergencyManagement program with national standards outlined in theEmergency Management Accreditation Program (EMAP). TheOES will assess readiness for accreditation and implementchanges to bring the program up to national standards.3.4If you think ofstandardization as thebest that you knowtoday, but which is tobe improved tomorrow;you get somewhere.- Henry FordDevelop Disaster Recovery Plans, Policies, andProceduresThe Stanislaus County OES will develop a robust disasterrecovery program. The OES will develop plans, policies, andprocedures for implementing disaster recovery activities andensuring current practices align with best practices for disastercost and community recovery.2021-2024Emergency Management Strategic PlanPage 9
PERFORMANCE MEASURESSTRATEGIC GOAL 3: STANDARDIZE THE EMERGENCY MANAGEMENT PROGRAM YEAR 1:2021 - 2022 Office records identified and records management plan outlinedTraining requirements for EOC, JIC, and Elected/Appointed OfficialsupdatedAccreditation Coordinator assigned and OES personnel trained inEMAP standardsPolicy and procedures identified to track disaster costs for recoveryRecords management plans, policies, and procedures developedRecords management system identified and implementedPolicy and procedures developed for resource managementEmergency Management program accreditation assessmentcompletedCost recovery documentation standards developedPolicy and procedures developed for disaster cost recovery YEAR 3:2023 - 2024 YEAR 2:2022 - 2023Records management system sustained with policy and proceduresin placeOperational Area resources inventoried and credentialed personnelcataloguedEmergency Management program operating at national standardand is ready to apply for accreditation reviewEmergency Management Division 2024-2027 strategic plan draftedStanislaus County Recovery Plan developed/draftedThe true test of leadershipis how well you function in a crisis.- Brian TracyFormer Stanislaus County CEO, Stan Risen provides a briefing to the CA Army National Guard Adjunct General and formerCongressman Jeff Denham during the Floods of ‘17 EOC activation (2017).2021-2024Emergency Management Strategic PlanP a g e 10
IMPLEMENTATION AND MAINTENANCEThe 2021 – 2024 Emergency Management Strategic Plan contains strategic goals and objectivesdesigned to drive the agency’s actions over the next three years. To ensure that meaningful actionis taken to achieve these priorities, the Stanislaus County OES has identified performancemeasures and milestones that will track the progress of the emergency management programand provide insight to how successful the program is in achieving results.IMPLEMENTATION TIMELINEThis Strategic Plan will be implemented July 1, 2021 and the performance period will end June30, 2024.EVALUATION SCHEDULEThis Strategic Plan will be reviewed annually at the beginning of the last quarter of the currentfiscal year. The next review is scheduled to begin in April 2022. An annual performance reportwill be produced by the Emergency Management Program Coordinator and will measureperformance based on criteria established in this Strategic Plan.REVISION AND UPDATE SCHEDULEThis Strategic Plan will be revised at the end of the performance period, in 2024.It is important that whenwe make a resolution, orestablish a goal, that wetake the ACTIONnecessary to accomplishthat goal.- Steve MaraboliStanislaus County CEO, Jody Hayes briefs the EOC team during the COVID-19 Pandemic Response (2020).2021-2024Emergency Management Strategic PlanP a g e 11
CONCLUSIONThis Strategic Plan is not only the Stanislaus County Emergency Management program’s pathforward, but also describes a future state to which the entire emergency management communitymay collectively aspire. When achieved, it will change the way the OES does business andimprove the support it provides the Community of Stanislaus before, during, and after disasters.With this Strategic Plan, we have set big goals and laid the groundwork for how they will beachieved over the next three years and sustained into the future.Stanislaus County OES represents the very best of California’s Government public service –providing front-line support to county departments, local jurisdictions, partners, and residentsduring times of greatest need. This Strategic Plan presents an outstanding opportunity for theStanislaus County OES to improve by standardizing our processes, strengthening our incidentworkforce, and building and sustaining new and stronger partnerships with the whole community.In this, the OES will achieve its mission to provide a safe and resilient community throughemergency management and coordination within Stanislaus County Operational Area to protectlives, property and the economy by preparing, planning, mitigating, responding to and recoveringfrom disasters and emergencies.We think we listen,but rarely do welisten with realunderstanding, trueempathy. Yetlistening, of thisvery special kind, isone of the mostpotent forces forchange that I know.- Carl RogersEOC Director discusses expanding the ICS structure with the Logistic Section Coordinator during the COVID-19 PandemicResponse (2020).2021-2024Emergency Management Strategic PlanP a g e 12
APPENDIX A: MILESTONESSTRATEGIC GOAL 1: BUILD A CULTURE OF PREPAREDNESSReport PeriodJuly 1, 2021 – June 30, 2022Objective 1.1: Promote Community Preparedness for DisastersMilestonesVOAD membership identifiedVOAD Bylaws developedCERT Program hosts first trainingNIMS training compliance baseline established for county departmentsUpdate the EOP by EOY in 2021Review the Extreme Freeze Plan and update if neededDevelop emergency plan maintenance procedures by EOY 2021Date6/17/2021CompleteY/NYObjective 1.2: Identify and Communicate Disaster mpleteY/NForm a local HMP teamConduct THIRA with stakeholdersUpdate the local Hazard and Risk Assessment (HIRA) reportUpdate Mitigation StrategiesObjective 1.3: Build and Sustain Community PartnershipsMilestonesParticipate in (1) quarterly (Jul-Sep) outreach event (i.e. meeting, exercise)Participate in (1) quarterly (Oct-Dec) outreach event (i.e. meeting, exercise)Participate in (1) quarterly (Jan-Mar) outreach event (i.e. meeting, exercise)Participate in (1) quarterly (Apr-Jun) outreach event (i.e. meeting, exercise)Establish, review or update at least (2) Mutual Aid AgreementsObjective 1.4: Improve Resilience to DisasterMilestonesSubmit the FY 21 EMPG applicationExpend 100% of the FY 20 PSPS Resiliency FundsExpend 100% of FY19 HSG allocationSecure (1) additional preparedness grant2021-2024Emergency Management Strategic PlanP a g e 13
APPENDIX A: MILESTONESSTRATEGIC GOAL 2: ENSURE READINESS TO RESPONDReport PeriodJuly 1, 2021 – June 30, 2022Objective 2.1: Build and Sustain the Best Incident Response WorkforceMilestonesDateReconcile and update the EOCMT membership listRecruit at least (4) new EOCMT membersHost at least (2) training or exercise events for EOCMT membersUpdate the EOCMT membership guideUpdate the EOCMT training planHost the OA TEPW/IPPWUpdate the OA MYTEP/IPPCompleteY/NObjective 2.2: Improve Continuity of Operations and Resilient CommunicationSystemsMilestonesDateUpdate the OES/FW COOPUpdate at least (2) county department COOPsConduct at least (2) COOP planning workshops or meetingsDraft the county COOP/COG Base PlanConduct monthly mass notification system testsConduct quarterly mass notification system tests with confirmationcomponentComplete the quarterly EOC readiness checklist (Jul-Oct-Jan-Apr)Complete 100% of AAR/IP itemsCompleteY/NObjective 2.3: Enhance Situational Awareness and Common Operating PictureMilestonesDocument the data systems used for SA/COPInventory current OA resourcesIdentify additional needed resources for establishing local disaster cacheSecure warehouse space for disaster cache2021-2024Emergency Management Strategic PlanDateCompleteY/NP a g e 14
APPENDIX A: MILESTONESSTRATEGIC GOAL 3: STANDARDIZE THE EMERGENCYMANAGEMENT PROGRAMReport PeriodJuly 1, 2021 – June 30, 2022Objective 3.1: Improve Records Management Policies and ProceduresMilestonesDateOffice records have been identified and documentedRecords management plan outline draftedCompleteY/NObjective 3.2: Document Local Resources Management Practices and IncidentPersonnel Training StandardsMilestonesDateDraft the County Emergency Management Mutual Aid (EMMA) PlanUpdate the minimum training standards for EOC personnelUpdate the minimum training standards for JIC personnelUpdate the minimum training standards for Elected/Appointed OfficialsCompleteY/NObjective 3.3: Align the Emergency Management Program with National StandardsMilestonesDateAssign an Accreditation Manager and document by letter of appointmentAssign the Accreditation Manager to complete the EMAP Standards trainingComplete the EMAP gap analysisComplete an EMAP overview training for all Emergency ManagementpersonnelCompleteY/NObjective 3.4: Develop Disaster Recovery Plans, Policies, and ProceduresMilestonesUpdate the EOP Recovery ESF Annex to include EMAP required contentDraft local procedures to track disaster costsDraft local procedures for damage assessments2021-2024Emergency Management Strategic PlanDateCompleteY/NP a g e 15
EMERGENCY MANAGEMENT STRATEGIC PLAN 2021-2024 Striving together to be the best! This page is intentionally blank. 2021-2024 . County Continuity of Government Plan developed Disaster cache established with minimum identified stock levels Fusion Center situational dashboards operational . YEAR 3: 2023 - 2024 .
