final 2016 - 2020 scem strategic plan

Sedgwick County Emergency

Management

2016 - 2020 Strategic Plan Published June 2016

Table of Contents 2

Table of Contents

1 Executive Summary ................................................................................... 3

2 Special Note about “Whole-Community” .................................................. 4

3 Emergency Management Program History and Organization ..................... 5

4 Emergency Management Mission and Values ............................................ 7

5 SWOT Analysis ........................................................................................... 8

6 Strategic Priorities ..................................................................................... 9

6.1 Priority 1 .................................................................................................................................. 10

6.2 Priority 2 .................................................................................................................................. 11

6.3 Priority 3 .................................................................................................................................. 12

6.4 Priority 4 .................................................................................................................................. 13

6.5 Priority 5 .................................................................................................................................. 14

7 Tactical Matrix ......................................................................................... 15

7.1 Priority 1 Matrix ...................................................................................................................... 15

7.2 Priority 2 Matrix ...................................................................................................................... 17

7.3 Priority 3 Matrix ...................................................................................................................... 19

7.4 Priority 4 Matrix ...................................................................................................................... 20

7.5 Priority 5 Matrix ...................................................................................................................... 21

8 Key Performance Indicators ..................................................................... 22

8.1 Priority 1 KPI ............................................................................................................................ 22

8.2 Priority 2 KPI ............................................................................................................................ 23

8.3 Priority 3 KPI ............................................................................................................................ 23

8.4 Priority 4 KPI ............................................................................................................................ 24

8.5 Priority 5 KPI ............................................................................................................................ 24

9 Contact Emergency Management ............................................................ 25

Executive Summary 3

1 EXECUTIVE SUMMARY

At Sedgwick County Emergency Management, our vision is to build a resilient and sustainable

community. Resilience is the ability to bounce back – the ability to get up when something has knocked

you down. Sustainment is simply the capacity to endure. It is continuing on – putting one foot in front of

the other no matter what is pushing against you. SCEM’s vision, our preferred future, is a community

that can get back up and keep moving forward no matter the emergency or disaster.

Our mission – the way we plan to achieve our vision – is by creating an environment of readiness for the

Whole-Community through a comprehensive preparedness program of prevention, protection,

mitigation, response, and recovery.

In 2015, Sedgwick County Emergency Management (SCEM) underwent a series of strategic planning

sessions designed provide a clear path towards our preferred future. This document, the 2016 – 2020

Strategic Plan, is the culmination of those efforts.

SCEM identified five priorities through 2020. Those are:

Priority 1: Serve as Sedgwick County’s leading expert in contemporary emergency management

strategies and policies

Priority 2: Ensure optimal readiness, response, and recovery to emergencies and disasters within

Sedgwick County

Priority 3: Ensure training and exercises are implemented to improve readiness, response, and

recovery efforts

Priority 4: Coordinate and expand outreach and education efforts to promote resilience for the

Whole-Community in Sedgwick County

Priority 5: Ensure active stakeholder participation in plan development and revision

Each priority has a series of objectives, found in the “Strategic Priorities” section, with each objective

further focused into a series of specific steps and deadlines in the “Tactical Matrix” section.

The first part of the plan is a history of emergency management in Sedgwick County, from its beginnings

shortly after World War II through to 2016. A current organizational chart is included to show how SCEM

reports through the Division of Public Safety to the Board of County Commission and, through them, to

the citizens of Sedgwick County.

The mission, vision, and values of Sedgwick County and SCEM are highlighted, underscoring the County’s

mission to assure quality public services that provide for the present and future well-being of the

citizens of Sedgwick County. The Strengths/Weakness/Opportunities/Threats (SWOT) analysis is a

snapshot of areas where the program already has a solid foundation, as well as an examination of areas

for improvement. The plan follows up with Key Performance Indicators that will take effect in 2017,

allowing SCEM to accurately track progress of the strategic planning priorities. The final page provides

contact information for anyone wishing to get more information from Sedgwick County Emergency

Management.

To all who assisted with this process, you have our sincerest thanks!

History and Organization 4

2 SPECIAL NOTE ABOUT “WHOLE-COMMUNITY”

The term “Whole-Community” is used throughout this document. At Sedgwick County Emergency

Management, the term is meant to encompass everyone contributing to the well-being of the people of

Sedgwick County. The usage in this document generally captures three broad groups:

Individuals and households

Businesses and Non-Profits

Governments and First responders/First Receivers

Whole-Community is meant to be all-inclusive; it should capture anyone who is part of Sedgwick County

even if they do not fall into one of the listed categories.

The following is an excerpt from A Whole Community Approach to Emergency Management: Principles,

Themes, and Pathways for Action produced by the Federal Emergency Management Agency (FEMA) in

December 2011.

Whole-Community is a concept whereby residents, emergency management practitioners,

organizational and community leaders, and government officials can collectively understand and

assess the needs of their respective communities and determine the best ways to organize and

strengthen their assets, capacities, and interest. By doing so, a more effective path to societal

security and resilience is built. In a sense, Whole Community is a philosophical approach on how

to think about conducting emergency management.

There are many different kinds of communities, including communities of place, interest, belief,

and circumstance, which can exist both geographically and virtually (e.g. online forums). A

Whole Community approach attempts to engage the full capacity of the private and non-profit

sectors, including business, faith-based and disability organizations, and the general public, in

conjunction with the participation of local, tribal, state, territorial, and federal government

partners. This engagement means different things to different groups. In an all-hazards

environment, individuals and institutions will make different decisions on how to prepare for

and respond to threats and hazards; therefore, a community’s level of preparedness will vary.

The challenge for those engaged in emergency management is to understand how to work with

the diversity of groups and organizations and the policies and practices that emerge from them

in an effort to improve the ability of local residents to prevent, protect against, mitigate,

respond to, and recover from any type of threat or hazard.


3 EMERGENCY MANAGEMENT PROGRAM HISTORY AND ORGANIZATION

Sedgwick County Emergency Management began shortly after World War II as the Wichita/Sedgwick County Office of Civil Defense. Around 1970, responsibility shifted to the County with the creation of Sedgwick County Civil Preparedness. In August of 1988 the agency was moved under the Sedgwick County Fire Department. In January 1992 it became the Sedgwick County Department of Disaster Management. In June 1995, the Sedgwick County Emergency Management Department was established to comply with new state and federal regulations. In 2015, emergency management functions were merged with 9-1-1 to create the new department Emergency Communications and Management. Today, Emergency Management continues at a program level in Sedgwick County. The original mission was to plan and prepare for an attack on our community. Though today’s mission is much broader, the focus on creating a resilient and sustainable community continues. Sedgwick County Emergency Management has responsibility for all-hazards preparedness through the five key mission areas of prevention, protection, mitigation, response, and recovery. The Emergency Management program reports to the Emergency Communications and Management department, which is housed in the Public Safety division. Public Safety reports to the County Manager’s office, which reports to the Board of County Commission. The elected leaders on the Board of County Commission serve the interests of the citizens of Sedgwick County. Historical information pulled from a January 1993 newsletter published by the Sedgwick County Department of Disaster Management under Director John Coslett.

Sedgwick County Board of County

Commission

Sedgwick County Manager’s Office

Public Safety Division

Emergency Communications and Management

Department

Emergency Management

Program

Citizens of Sedgwick County


Emergency Management Organizational Chart

Public Safety Division Director

Emergency Communications and Management

Director

Emergency Manager

(Dept. Director Level)

Community Liaison

Coordinator

Warning Systems Manager

Emergency Management

Planner

Training and Exercise Officer

Public Health Planner

ESF 8 Coordinator

Public Health Planning Assistant

CERT

RACESEmerg. Support

Unit

Viola Fire Dept

Medical Reserve

Corp

K9 Search & Rescue

Bentley Fire Dept

Fire Reserves

Full Time Staff

Volunteer Groups

Mission and Values 7

4 EMERGENCY MANAGEMENT MISSION AND VALUES

SEDGWICK COUNTY MISSION STATEMENT To assure quality public services that provide for the present and future well-being of the citizens of Sedgwick

County

SEDGWICK COUNTY EMERGENCY MANAGEMENT MISSION STATEMENT Creating an environment of readiness for the Whole-Community through a comprehensive preparedness

program of prevention, protection, mitigation, response, and recovery

SEDGWICK COUNTY EMERGENCY MANAGEMENT VISION A resilient and sustainable community

SEDGWICK COUNTY VALUES Accountability

Accepting responsibility for our job performances, actions, behavior, and the resources entrusted to us Commitment

Individual and collective dedication of employees to their jobs and the organization in providing quality services to meet client/customer needs

Equal Opportunity Proving a work environment which is fair to all current and prospective employees through equal treatment in employee benefits, promotions, trainings, continuing educations, and daily responsibilities, as well as fair

and equitable access for all citizens and consumers of Sedgwick County services Honesty

Truthful, forthright interaction among employees, management, and the public which fosters trust, integrity, and a lasting working relationship

Open Communication The honest exchange and processing of ideas and information with the public, co-workers, staff members,

other departments, and administration Professionalism

An individual promoting honesty, respect, pride, positive self-image, and team effort who adheres to a high standard of ethical conduct, competence, and innovation; and who acknowledges criticism, accepts

responsibility, and strives for occupational growth Respect

Consistently demonstrating a deep regard for the diversity, needs, feelings, and beliefs of all people while acknowledging ideas and opinions of every employee, citizen, and consumer

SWOT Analysis 8

5 SWOT ANALYSIS

Strengths

Sedgwick County has a well-established emergency management program. With over 120 years of combined experience among its full-time staff, SCEM has a wide-variety of experiences from which to

draw.

SCEM enjoys strong support from the Sedgwick County Board of County Commission, as well as other elected and appointed officials within Sedgwick County. The continuing partnerships between

communities, businesses, and governments within Sedgwick County allows a strong foundation for readiness.

Weaknesses

In recent years, economic challenges have hit all governmental agencies. Reductions in federal, state, and local budgets have caused Sedgwick County Emergency Management to enter into a “reduce”

mode, rather than working to sustain or grow capabilities to create an environment of readiness for the Whole-Community. One such reduction was in the Emergency Management Director position. This position was eliminated in 2015, with duties being split between the Director of Emergency

Communications and the program manager of public health preparedness. Currently, the “Emergency Manager” position is focused 25% on all-hazards preparedness, and 75% on public health specific

issues. While there is crossover for many areas in public health preparedness and all-hazard preparedness, the lack of a dedicated Emergency Manager detracts from building a resilient and

sustainable community.

Opportunities

Emerging technologies provide a unique opportunity to improve the effectiveness of preparedness, response, and recovery efforts. By staying up-to-date with new technologies, Sedgwick County can continue to provide quality services in a way that reaches the majority of partners and customers.

Many grant programs exist in both the private and public sectors that could benefit the citizens of Sedgwick County. Researching and identifying those grant opportunities could greatly aid in building

the resilience of the whole-community.

Threats

Thankfully, major disasters do not happen every day. However, this can lead to a sense of complacency among the community. Fostering engagement with partners is the only way to truly

create a resilient, sustainable community.

In the current organizational layout, the Emergency Manager position is only 25% locally funded and 75% grant funded. A sudden shift in federal funding could negatively impact the primary position

charged with managing disasters.

Strategic Priorities 9

6 STRATEGIC PRIORITIES

Sedgwick County Emergency Management’s Priorities

Through a strategic planning series, Sedgwick County Emergency Management staff identified five

priorities to guide the program through the year 2020.

Priority 1

Serve as Sedgwick County’s leading expert in contemporary emergency management strategies and policies

Priority 2

Ensure optimal readiness, response, and recovery to emergencies and disasters within Sedgwick County

Priority 3

Ensure training and exercises are implemented to improve readiness, response, and recovery efforts

Priority 4 Coordinate and expand outreach and education efforts to promote resilience

for the Whole-Community in Sedgwick County

Priority 5 Ensure active stakeholder participation in plan development and revision

The following pages describe these priorities in further detail including their importance to Sedgwick

County. They also identify objectives to help Sedgwick County Emergency Management achieve those

priorities.


6.1 PRIORITY 1

Priority 1 Serve as Sedgwick County’s leading expert in contemporary emergency

management strategies and policies

As Sedgwick County’s lead agency in emergency management, we make every effort to be an expert in

emergency management coordination and preparedness. Key to this is the program’s ability to

demonstrate and provide responsible leadership in all emergency management situations. Sedgwick

County Emergency Management is one of the core public safety entities in Sedgwick County and strives

to be the most effective emergency management agency for the Sedgwick County community.

Priority 1 Objectives

A. Strengthen SCEM’s role as Sedgwick County’s leader and authority in emergency management

coordination, planning, preparedness, response, recovery, and mitigation activities

B. Ensure SCEM’s staff receive the emergency management training necessary to carry out job

duties effectively and be compliant with state and federal requirements

C. Ensure SCEM demonstrates leadership and responsibility in all emergency management

situations

D. Initiate collaboration with public and private partners that support emergency management

functions for training and peer-review of plans and procedures

E. Identify funding for Emergency Management staff to perform core functions and services while

considering the trend of decreased county-level budgets and the possibility of state and federal

budget cuts

F. Promote a positive image of the Emergency Management profession


6.2 PRIORITY 2

Priority 2 Ensure optimal readiness, response, and recovery to emergencies and

disasters within Sedgwick County

Operational readiness is vital to Sedgwick County Emergency Management’s ability to respond and

recover from emergencies and disasters. Ensuring optimal readiness goes beyond the minimum

competencies; it challenges SCEM to consistently evaluate the best approach for readiness. Ensuring

optimal readiness allows SCEM to provide the highest quality service to the Whole-Community of

Sedgwick County.


A. Review and update Emergency Operations Center policies and procedures to streamline

processes

B. Optimize and enhance EOC technology to maintain operational readiness

C. Improve and enhance public warning systems

D. Develop a comprehensive inventory management program

E. Maintain updated contact information for county government and other community partners

F. Review volunteer response programs and develop a plan for promoting, utilizing, and funding

functioning programs


6.3 PRIORITY 3

Priority 3 Ensure training and exercises are implemented to improve readiness,

response, and recovery efforts

Training and exercises are a vital part of any emergency management program. Trainings provide an

opportunity for staff to learn about or refresh on a subject matter, while exercises provide an

opportunity to validate plans, policies, and procedures. All Sedgwick County Emergency Management

trainings follow existing best practices in structure and content. All SCEM exercises follow Homeland

Security Exercise and Evaluation Program (HSEEP) guidance. SCEM strives to provide the highest quality

trainings and exercises for all authorities with jurisdiction in Sedgwick County.


A. Define and disseminate the strategy for updating the three-year Training and Exercise Plan to

prioritize emergency management training needs and capabilities

B. Provide opportunities for all authorities with emergency management responsibilities to learn

from and collaborate with Sedgwick County Emergency Management

C. Ensure first response agencies from all communities within Sedgwick County have access to

training and exercise support

D. Develop a follow-up process to track improvement plan items and corrective actions while

ensuring the current status is available for agencies to review upon request


6.4 PRIORITY 4

Priority 4 Coordinate and expand outreach and education efforts to promote resilience

for the Whole-Community in Sedgwick County

Resilience is the ability to withstand or recover quickly from difficult conditions. SCEM believes in

promoting a resilient community. Resilient communities bounce back quicker from crisis situations and

require less support from governments and other entities. This allows businesses to return to work

faster, citizens to regain a sense of normalcy, and governments to focus on the hardest hit areas

following an emergency or disaster. To that end, SCEM strives to invest in the resiliency of the Whole-

Community to provide a more efficient response and recovery system.


A. Identify and implement methods for two-way exchange of information between the whole-

community with Sedgwick County Emergency Management

B. Implement strategies for the whole community to develop their own plans for emergencies and

disasters

C. Identify and promote outreach campaigns

D. Increase the promotion and usage of community volunteer programs


6.5 PRIORITY 5

Priority 5 Ensure active stakeholder participation in plan development and revision

Sedgwick County Emergency Management maintains several plans to assist in readiness for the whole-

community. However, SCEM is only one part of the equation. It is important to have active participation

from as many of the stakeholders as possible. SCEM defines stakeholders as a person or group with an

interest or concern in the services, products, or ideas of SCEM. Only through participation by many

stakeholders can we truly achieve effective planning.


A. Develop a schedule of plans to be maintained by SCEM to include applicable guidelines to follow

in their creation, requirements for review and promulgation, and stakeholders to be involved in

the process

B. Create an Emergency Management Coordinating Council to participate in plan revision and

general advisement

C. Improve partnership with the Local Emergency Planning Committee (LEPC)

D. Develop a plan to focus specifically on Continuity of Government and Continuity of Operations

for Sedgwick County government


7 TACTICAL MATRIX

7.1 PRIORITY 1 MATRIX


Strengthen SCEM’s role as Sedgwick County’s leader and authority in emergency management coordination, planning, preparedness, response, recovery, and mitigation activities

Work with County Attorney to review Sedgwick County Code to strengthen Sedgwick County Emergency Management’s authority to effectively coordinate whole-community preparedness activities by June 2017

Internally review state and federal laws relating to emergency management to ensure SCEM is utilizing the full scope of authority to coordinate whole-community emergency management activities by December 2017

Ensure SCEM staff receive the emergency management training necessary to carry out job duties effectively and be compliant with state and federal requirements

Create a training plan for new employees to ensure they are trained to the minimum competency standards within appropriate timelines by December 2016

Ensure personnel have at least one externally taught, contemporary emergency management education opportunity per quarter beginning in 2017

Establish annual reviews and updates of minimum training requirements for SCEM personnel, at all levels, to ensure compliance with current state and federal requirements for emergency management leaders by October 2017

Ensure SCEM demonstrates leadership and responsibility in all emergency management situations

Develop standardized processes to continually review and update procedures for SCEM functions and EOC operations on an annual basis by December 2016

Develop organizational learning standards to hold staff accountable for EOC activations and other emergencies by June 2017

Review credentialing of all SCEM staff within the Comprehensive Resource Management and Credentialing System (CRMCS) by June 2017

Lead and host emergency management roles and responsibility sessions annually for interested government agencies in Sedgwick County beginning in January 2017


PRIORITY 1 MATRIX – CONTINUED


Initiate collaboration with public and private partners that support emergency management functions for training and peer-review of plans and procedures

Identify at least three organizations with emergency management/preparedness functions to partner with in peer-review of trainings and exercises, plans, and procedures by December 2017

Develop written procedures and implementation guidelines for initiation of peer-reviews and applications of findings for SCEM trainings and exercises, plans, and procedures by June 2018

Identify funding for Emergency Management staff to perform core functions while considering the trend of decreased county-level budgets and the possibility of state and federal budget cuts

Transition the position of Emergency Manager to 100% local funding by 2021

Evaluate the Emergency Management Performance Grant for possibility of usage beyond personnel costs before the 2018 cycle

Evaluate the expansion of volunteer programs within SCEM to increase capability with minimal increase in costs by December 2017

Determine a suitable approach to replace MMRS Trust funding set to run out in 2018

Promote a positive image of the Emergency Management profession

Develop and publish an annual report for SCEM beginning in 2016

Create and conduct customer service surveys, including guidelines on when to provide the surveys and how to measure results by December 2016

Ensure all full-time SCEM personnel have the access and availability to apply for and maintain Kansas Certified Emergency Manager credentialing through the Kansas Emergency Management Association by January 2018

Ensure funding is available for all full-time SCEM personnel to seek Certified Emergency Manager® certification through the International Association of Emergency Managers by January 2020

Create a visual history of emergency management in Sedgwick County in the main SCEM offices to recognize and honor the service and dedication of previous and current personnel by December 2019




Review and update Emergency Operations Center (EOC) policies and procedures to streamline processes

Review current EOC set-up and evaluate other potential set-ups that may prove more efficient, including the use of an Emergency Support Function (ESF) set-up by December 2016

Review existing EOC activation levels for effectiveness and compare against nationally accepted practices by December 2016

Identify processes that would be used in the final EOC set-up and develop written procedure guides by June 2017

Optimize and enhance Emergency Operations Center (EOC) technology to maintain operational readiness

Review and evaluate potential virtual EOC programs by December 2017

Identify budgetary considerations and develop a potential timeline for moving existing EOC infrastructure to a digital format by December 2017

Update current EOC computers to the most recent version of Microsoft Office by June 2016

Work with the Sedgwick County Radio Shop to identify budgetary considerations for replacement of all Motorola EOC radios by December 2016

Work with the Sedgwick County Radio Shop to develop a timeline for Motorola EOC radios for the 2018 budget

Improve and enhance public warning systems

Create and conduct emergency alert service (EAS) trainings for 911 supervisors by December 2016

Roll out educational campaign for first responders and elected officials on EAS capabilities by March 2017

Secure funding to continue to replace five sirens per year for the remainder of this strategic plan

Replace five outdoor warning sirens per year for the duration of this strategic plan

Develop a system to allow push notifications to citizens of emergency management advisories and important information by December 2018

Secure a mobile control system for activating outdoor warning devices by December 2017


PRIORITY 2 MATRIX – CONTINUED


Develop a comprehensive inventory management program

Catalogue and enter all SCEM operated deployable resources into the Comprehensive Resource Management and Credentialing System by June 2017

Catalogue and enter all medical countermeasure equipment into the IMATS system by December 2016

Develop written procedures to deploy, track, and return SCEM operated deployable resources by June 2017

Maintain updated contact information for county government and other community partners

Ensure existing contact lists are updated twice per year

Review existing contact lists to determine possible gaps and, if any, identify potential solutions by June 2017

Review volunteer response programs and develop a plan for promoting, utilizing, and funding functioning programs

Conduct individual reviews of all SCEM volunteer programs focusing on core mission and capabilities by June 2017

Evaluate the expansion of volunteer programs within SCEM to increase capability with minimal increase in costs by December 2017

Develop written recruitment plans for the use of community volunteer programs by June 2018

Conduct recruiting campaigns for SCEM volunteer programs in late 2018 and into 2019 with a focus on improving capabilities



Ensure training and exercises are implemented to improve readiness, response, and recovery efforts

Define and disseminate the strategy for updating the three-year Training and Exercise Plan to prioritize emergency management training needs and capabilities

Develop written guidelines for updating the three-year Training and Exercise Plan, including a timeline for key steps by October 2016

Hold a training and exercise workshop to establish a list of capabilities and needs for emergency management-related training and exercises at least once per year

Provide opportunities for all authorities with emergency management responsibilities to learn from and collaborate with Sedgwick County Emergency Management

Develop and maintain a contact list for authorities with emergency management responsibilities by December 2016

Develop and send an update at least twice per year with emergency management-related trainings to agencies with emergency management responsibilities beginning in 2017

Conduct a minimum of two Emergency Operations Center (EOC) drills per year beginning in 2017

Conduct a minimum of one EOC functional exercise per year beginning in 2018

Ensure first response agencies from all communities within Sedgwick County have access to training and exercise support

Develop and maintain a contact list for all first response agencies in Sedgwick County, including volunteers by December 2016

Ensure first response agencies are provided an opportunity to attend or observe trainings and exercises beginning in 2017

Work with first response agencies on a minimum of one exercise per year beginning in 2017

Develop a follow-up process to track improvement plan items and corrective actions while ensuring the current status is available for agencies to review upon request

Develop a written procedure for tracking and measuring improvement plan items and corrective actions for significant events in Sedgwick County by December 2016

Develop a process to allow agencies to review improvement plan items and corrective actions by July 2017

Include improvement plan items and corrective actions in the SCEM annual report beginning with 2017



Coordinate and expand outreach and education efforts to promote resilience for the Whole-Community in Sedgwick County

Identify and implement methods for two-way exchange of information between members of the whole-community and Sedgwick County Emergency Management

Develop or purchase a community preparedness application for smartphones and tablets that allows citizens to stay informed by December 2016

Evaluate the use of social media to provide and receive public information; Develop a written plan by December 2016; Review plan annually

Create a generic email for questions about emergency management concepts by July 2016

Implement strategies for members of the whole-community to develop their own plans for emergencies and disasters

Develop or purchase a community preparedness application for smartphones and tablets that allows citizens to develop their own plans by December 2016

Develop templates or checklists designed for businesses to assist in business continuity planning by December 2018

Develop guidelines for performing site surveys for small businesses/non-profits and possibly other entities in Sedgwick County by December 2017

Identify and promote outreach campaigns

Develop a communications plan for public outreach by November 2016; Update annually in November for the following year

Conduct a baseline assessment determining the readiness of households in Sedgwick County by December 2016

Conduct a review of the Emergency Management portion of the Sedgwick County website by December 2018

Increase the promotion and usage of community volunteer programs

Develop a written marketing plan for the use of community volunteer programs by June 2018

Begin marketing the use of community volunteer programs to coincide with the recruitment strategies outlined for late 2018 and into 2019



Ensure active stakeholder participation in plan development and revision

Develop a schedule of plans to be maintained by SCEM to include applicable guidelines to follow in their creation, requirements for review and promulgation, and stakeholders to be involved in the process

Develop a list of all plans maintained by SCEM by June 2016

Identify stakeholders, regulatory requirements, and authorities for each plan by December 2016

Develop a five year timeline showing key steps and deadlines for all plans maintained by SCEM by June 2017

Create an Emergency Management Coordinating Council (EMCC) to participate in plan revision and general advisement

Identify all agencies with emergency management functions in Sedgwick County by June 2016

Send overview and invitations regarding the EMCC by August 2016

Hold the first EMCC meeting by December 2016

Utilize EMCC to review the entire Local Emergency Operations Plan (LEOP) by December 2018

Improve partnership with the Local Emergency Planning Committee (LEPC)

Meet with LEPC Chairperson to discuss nomination process for LEPC membership by June 2016

Continue to provide administrative support to the LEPC, including offering to host their meetings, maintaining their records, and coordinating communication between the LEPC and the Board of County Commission

Evaluate LEPC membership by July of every year to ensure the minimum representation on the committee beginning in 2016

Evaluate the possibility of assisting the LEPC in a funding stream by December 2019

Develop a plan to focus specifically on Continuity of Government and Continuity of Operations (COOP) planning for Sedgwick County government

Identify SCEM mission essential functions by July 2016

Update SCEM COOP by December 2016

Develop a plan to encourage and support all Sedgwick County government agencies have a COOP in place by December 2017

Develop a standardized deconfliction report for Sedgwick County government agencies by June 2018

Key Performance Indicators 22

8 KEY PERFORMANCE INDICATORS

Key performance indicators, or KPIs, are a measurement tool to assess how well Sedgwick County is

completing its goals. Beginning in 2017, Sedgwick County Emergency Management will use the following

KPIs, measured by calendar quarters, to evaluate the emergency management program.

8.1 PRIORITY 1 KPI Serve as Sedgwick County’s leading expert in

contemporary emergency management strategies and policies

Below Expectations: 0-2 points Meeting Expectations: 3-4 points Exceeding Expectations: 5 or more points

Below expectations (0)

Meeting Expectations (1)

Exceeding Expectations (2)

Ensure externally taught, contemporary emergency management training opportunities are available for staff

No opportunities available in a quarter

1 opportunity available in a quarter

Two or more opportunities available in a quarter

Ensure all full-time emergency management staff maintain a current state or national certification

Less than 75% of full-time emergency management staff have current state of national certification

75 – 90% of full-time emergency management staff have current state or national certification

All full-time emergency management staff have current state or national certification

Ensure emergency management staff are credentialed and badged through CRMCS

Less than 75% of full time staff and less than 25% of emergency management volunteers are currently credentialed

100% of full-time emergency management staff and more than 25 – 90% of emergency management volunteers are currently credentialed

All full-time staff and more than 90% of emergency management volunteers currently credentialed


8.2 PRIORITY 2 KPI Ensure optimal readiness, response, and

recovery to emergencies and disasters within Sedgwick County





Ensure outdoor warning devices are operational

A three-month average of less than 88% readiness as measured weekly during silent or audible weekly tests

A three-month average of 88 - 92% readiness as measured weekly during silent or audible weekly tests

A three-month average of greater than 92% readiness as measured weekly during silent or audible weekly tests

Ensure EOC activations occur in a timely manner (If no activations, mark meeting expectations)

Less than 90% of EOC activations are completed within 20 minutes of the request

90 - 95% of EOC activations are completed within 20 minutes of the request

Greater than 95% of EOC activations are completed within 20 minutes

8.3 PRIORITY 3 KPI Ensure training and exercises are implemented to improve readiness, response, and recovery

efforts





Host or support training opportunities for partner agencies

No training opportunities available to partner agencies during quarter

1 – 2 training opportunities available to partner agencies during quarter

3 or more training opportunities available to partner agencies during quarter

Host or support HSEEP exercises open to partner agencies

No exercise opportunities available to partner agencies during quarter

1 – 2 exercise opportunities available to partner agencies during quarter

3 or more exercise opportunities available to partner agencies during quarter

Ensure corrective actions are being addressed in a timely manner

Less than 80% of corrective actions are current

80 – 90% of corrective actions are current

More than 90% of corrective actions are current


8.4 PRIORITY 4 KPI Coordinate and expand outreach and education

efforts to promote resilience for the Whole-Community in Sedgwick County





Provide outreach training opportunities to members of the whole-community

Less than 2 outreach opportunities in a quarter

2 – 4 outreach opportunities in a quarter

5 or more outreach opportunities in a quarter

Provide educational learning opportunities through print or social media

0 – 1 opportunity in a quarter

2 – 4 opportunities in a quarter

5 or more opportunities in a quarter

8.5 PRIORITY 5 KPI Ensure active stakeholder participation in plan development and revision





Ensure Emergency Management Coordinating Council collaborates on a regular basis

EMCC members have no collaborated through a virtual or in-person meeting in a quarter

EMCC members have collaborated through a virtual or in-person meeting in a quarter

EMCC members, as a majority of the EMCC, has conducted or participated in a training or exercise in a quarter

Support membership activities of the LEPC

Emergency Management does not attend an LEPC event or meeting during the quarter

Emergency Management attends at least one LEPC event or meeting during the quarter

Emergency Management participates in an LEPC sponsored or hosted exercise in a quarter

Percentage of Sedgwick County departments with current (>2 yrs) COOP on file

Less than 50% of identified departments have provided a current COOP by the end of the quarter

50 – 80% of identified departments have provided a current COOP by the end of the quarter

More than 80% of identified departments have provided a current COOP by the end of the quarter

Contact Information 25

9 CONTACT EMERGENCY MANAGEMENT

If you have an emergency and need immediate assistance dial 9-1-1 Non-emergency Phone Line: (316) 660-5959 and listen for the prompts Please note: This line is not monitored after hours or on weekends / holidays. Email: [email protected] Website: sedgwickcounty.org/emermgmt Mail: Sedgwick County Emergency Management 714 N Main Wichita, KS 67203 Media Inquiries: Contact Sedgwick County Public Information Office 316-660-9370 [email protected]

You can also follow Sedgwick County Government on Facebook or Twitter. Just search for “Sedgwick County”.

final 2016 - 2020 scem strategic plan

Documents