 What is a Strategy?  Why is it Needed?  Elements of an Emergency Management Program Strategy

Merriam-Webster’s Dictionary a. A careful plan or method; b. The art of devising or employing plans of strategems toward a goal.

Business Dictionary.com a. Alternative chosen to make happen a desired future, such as achievement of a goal or solution to a problem; b. Art and science of planning and marshalling resources for their most efficient and effective use.

Hybrid Definition A plan or method used to provide efficient and effective direction for use of resources in meeting organizational goals.

Justification of Program / Projects  Economy / Budget Cuts  “What is it that you do when there are no disasters?”  Emergency is often misunderstood due to not typically being on the “front lines”.

To Meet Goals and Objectives  Federal and State Mandates  Requirements by Organizational / Jurisdictional leadership  Other externally-driven projects  Self-imposed goals and objectives

Program Development and Direction  What has been accomplished?  What is currently being worked on?  What needs to be done?

Work Plans and Assignments  Define Personnel Tasks  Performance Objectives  Resource Assignments

 Introduction  Mission Statement  Vision Statement  Organizational Values  Organizational Chart  Executive Summary  Standards Under Consideration  Goals and Initiatives  Defining Challenges  Capabilities and Future Needs  Summary

Introduction  Explain departmental or organizational responsibilities.  First impression.  May be first and only page someone reads.  Be concise yet complete.

Mission Statement  Brief  Concise  Defines Your Organization / Program  What do you do?

Example The ___________ Department of Emergency Management will serve the citizens of ____________ by directing and coordinating emergency management programs to prevent / mitigate, prepare for, respond to, and recover from emergencies and disasters.

Vision Statement  A look into the future  What direction are you going?  What are you planning on doing?  General terms.

Organizational Values  Excellence  Teamwork  Dependable  Adaptable  Commitment  Respect  Ethics and Integrity  Loyalty  Empowerment  Safety  Education  Communication

Organizational Chart Director Senior Administrative Assistant Sr. Emergency Management Specialist (Preparedness and Response) Emergency Management Specialist (Mitigation and Recovery) Sr. Emergency Management Specialist (Planning and Special Projects)

Executive Summary  Who is covered in the strategy?  What the department does and has generally accomplished?  Why the strategy is being developed?  When the strategy will be reviewed and updated?  How the strategy is laid out structurally?

Standards State of Texas Preparedness Standards  Planning  Training  Exercising

Standards National Incident Management System  Command and Management  Preparedness  Resource Management  Communications and Info Mgmt.  Supporting Technologies  Ongoing Management and Maintenance

Standards Emergency Management Accreditation Program  Voluntary  Built upon NFPA 1600 (elements of Capability Assessment for Readiness)  64 standards  Best Practices

Planning Team  Emergency Management Staff  Supervisors  Other stakeholders ▪Public Works ▪Utilities ▪Fire Dept. ▪Law Enforcement ▪Volunteer Agencies ▪Public

Formats  Phases of Emergency Management ▪Mitigation / Prevention ▪Preparedness ▪Response ▪Recovery

Formats  Incident Command System ▪Incident Command / Command and Control ▪Operations ▪Planning ▪Logistics ▪Finance / Admin

Formats  Emergency Support Functions ESF-1 TransportationESF-9 Search and Rescue ESF-2 CommunicationsESF-10 Oil and Hazardous Materials Response ESF-3 Public Works and EngineeringESF-11 Agriculture and Natural Resources ESF-4 FirefightingESF-12 Energy ESF-5 Emergency ManagementESF-13 Public Safety and Security ESF-6 Mass Care, Emergency Assistance, Housing, and Human Services ESF-14 Long Term Community Recovery ESF-7 Logistics Management and Resource Support ESF-15 External Affairs ESF-8 Public Health and Medical Services

Formats  Operational Areas Natural Hazards Administrative Man-Made Hazards Financial Technological Hazards Direction and Control Risk and Hazards Analysis Hazard Specific Sections Public-Private Partnership Public Education Evacuation Exercises and Training

Merriam-Webster’s Dictionary a. The end toward which effort is directed: (aim)

Business Dictionary.com …a goal is an observable and measurable end result having one or more objectives to be achieved within a more or less fixed timeframe.

SMART Goals  Specific  Measurable  Attainable  Realistic  Timely / Time Specific

Specific  Who is to achieve this goal (individuals or a team)?  What needs to be accomplished?  Where is this goal to be reached or accomplished?  Why does this goal need to be accomplished?  Which way is the goal to be attained, taking into account legal and other requirements?  When should the goal be completed by (this is also covered under the “T” part of the SMART acronym)?

Measurable  Quantitative  Break goal smaller pieces  Establish milestones

Attainable  Able to be reached  Able to be managed  May be necessary to “reverse engineer”

Realistic  Similar to “Attainable”  Don’t defeat yourself before you get started

Timely / Time Specific  Dates, segments of time (days, weeks, etc.)  Necessary to add “sense of urgency”  Can be flexible to account for external influences

Non-SMART  Complete Emergency Operations Plan;  Ensure readiness of the Emergency Operations Center (EOC);  Establish pre-event contract for debris management. SMART

 Establish planning team to complete revisions to the Emergency Operations Plan no later than July 1,  Develop schedule for Operations Chief to test and complete operational readiness checks prior to the beginning of hurricane season each year.  Director will work with Purchasing personnel to develop specifications and bid package for debris management contractor no later than April 10, 2012.

Initiatives  Some may call “objectives” or “tasks”  “Initiatives” call for a leading action to be taken to meet an end result  Should follow SMART methodology

Action Words  Develop  Build  Update  Hire  Assess  Analyze  Review  Compose  Change  Update  Maintain  Evaluate  Perform  Build

Strategic Goal 4 By May 2011, the Department of Emergency Management staff (all staff members) shall complete a review of and update the Comprehensive Emergency Management Plan as needed based on lessons learned and new requirements.  Emergency Management staff, as assigned, shall continue identification of planning gaps and work with emergency management stakeholders to attain information to address gaps. This shall be completed no later than the end of February 2011  By the end of March 2011, Emergency Management staff, as assigned, shall perform Tabletop Exercise (TTX) that tests out the new CEMP and make corrections based on After Action Review (AAR) and Improvement Plan.

Challenges  All need to be fully explained in Strategy document  Lack of Funding  Lack of Personnel  Lack of Resources  Apathy  External Deadlines  Actual Events  Politics

Capabilities  Describe Agency Capabilities for completion of listed goals and initiatives. ▪Budget ▪Facilities ▪Equipment ▪Personnel

Future Needs  List any gaps or shortfalls ▪Budget / Funding ▪Facilities ▪Equipment ▪Personnel  Do not be hesitant to include this in your strategy.  Provide solutions to overcome shortfalls.

 List all goals lined out in the Strategy document.  Wrap up  Final impression of the Emergency Management organization / agency.

 Projects  Budgeting  Work Plans  Performance Objectives Strategy Performance Objectives Work Plans

Shane Stovall, CEM Director Department of Emergency Management City of Plano, Texas (972) Deon Pfenning Sr. Emergency Mgmt. Specialist Department of Emergency Management City of Plano, Texas (972)