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HomeMy WebLinkAboutAgenda - 01-28-2014 - 3ORANGE COUNTY BOARD OF COMMISSIONERS ACTION AGENDA ITEM ABSTRACT Meeting Date: January 28, 2014 Action Agenda Item No. 3 SUBJECT: Draft Emergency Services Strategic Plan DEPARTMENT: Emergency Services PUBLIC HEARING: (Y /N) No ATTACHMENT(S): INFORMATION CONTACT: A) Emergency Services Strategic Plan Jim Groves, 245 -6140 (Draft) PURPOSE: To receive the Draft version of the Emergency Services Strategic Plan for review and comment. BACKGROUND: Orange County Emergency Services has not developed a consolidated Strategic Plan that incorporates each Division in the planning process. The Draft Strategic Plan has been developed in support of the Orange County Board of County Commissioners (BOCC) goals and priorities, the Comprehensive Assessment of Emergency Medical Services & 9 -1 -1 Communication Center Operations Center Assessment, and staff survey and feedback. It is intended to build and sustain resiliency within Emergency Services so that the organization may continue to prevent, respond to, and recover from manmade, technological, and natural emergencies and /or disasters independent of staff attrition. FINANCIAL IMPACT: The presentation of the Draft Strategic Plan is for informational purposes. Any financial impact will be presented to the Board during the budget process. RECOMMENDATION(S): The Manager recommends that the Board receive the presentation and provide comment. 2 OCES Strategic Plan -2014 county Emergency Semmes z Stra te9k Plan Revision 1.0 — January 28, 2014 (DRAFT) OCES Strategic Plan -2014 Table of Contents Tableof Contents ........................................................................................................... ............................... 2 ExecutiveSummary ......................................................................................................... ..............................3 Vision, Mission, Core Values, Guiding Principles, and Strategic Goals ........................... ..............................3 Introduction.................................................................................................................... ..............................4 DevelopmentProcess ..................................................................................................... ..............................4 Diamonds and Stones ................... .................................................. 4 VisionDevelopment .................................................................................................... ....:.........................5 SWOTAnalysis ............................................................................................................ ............................... 5 MissionStatement ...................................................................................................... ..............................5 Goalsand Objectives ................................................................................................... ..............................5 Approach.................................................................................................................... ............................... 5 EmployeeSurvey Results ................................................................................................ .....::.......................6 StrategicGoals and Objectives ...........................................................:........................... ..............................7 ADMINISTRATIONDIVISION .....................................................:..:............................... ..............................7 Administration Mission Statement ......................................................................... ..............................7 Approach................................................................................................................. ............................... 7 EMSDIVISION .............................................................................................................. ..............................9 EMSMission Statement .......................................................................................... ..............................9 Approach............................... ............................... ............................................. ............................... 9 COMMUNICATIONSDIVISION .................:...........:...................................................... .............................11 E9- 1- 1Mission Statement ....................................................................................... .............................11 Approach.................................::..:.......................................................................... .............................11 FIREMARSHAL DIVISIION ........................................................................................... .............................13 FireMarshal Mission Statement ............................................................................ .............................13 Approach................:::............................................................................................. .............................13 EMERGENCYMANAGEMENT DIVISION ..................................................................... .............................15 Emergency Management Mission Statement ........................................................ .............................15 Approach........:....................................................................................................... .............................15 PerformanceEvaluation ................................................................................................. .............................17 PlanMaintenance .......................................................................................................... .............................17 AppendixA - ETHOS ....................................................................................................... .............................18 AppendixB —Work Plan Template .............................................................................. ............................... 23 Table of Contents OCES Strategic Plan -2014 Executive Summary Orange County Emergency Services (OCES) is comprised of five (5) business program areas. They are identified as the: Administrative Division, Communications Division, Emergency Management Division, EMS Division, and Fire Marshal Division. This Strategic Plan has been developed in support of the Orange County Board of County Commissioners (BOCC) goals and priorities. It is intended to build and sustain our resiliency in preventing, responding to, and recovering from manmade, technological, and natural emergencies and /or disasters. This Strategic Plan is designed as a short and long -term guide that will assist OCES leadership in directing programmatic efforts within each Division, accomplish results, ensure accountability, and properly allocate departmental resources over the next five (5) to seven (7) years. It was developed in collaboration with OCES leadership, OCES staff, and Subject Matter Experts from local and State governmental organizations. Vision, Mission, Core Values, Guiding Principles, and Strategic Goals The vision statement describes OCES's desired future state for emergency service capabilities. It is where we eventually want to be. Each Division's mission statement describes how the vision will be achieved by their program area. Our Core Values and Guiding Principles are identified in the OCES ETHOS document, incorporated in Appendix A. The Strategic Goals were developed by incorporating data from employee brainstorming and feedback (p. 6), BOCC,goals, best practices across the State and Nation, and the Comprehensive Assessment of Emergency Medical Services & 9 -1 -1 Communication Center Operations Center Assessment report from October, 2013 which is incorporated herein by reference. The BOCC specific goals include: • Goal #1: Ensure a community network of basic human services and infrastructure that maintains, protects, and promotes the well -being of all County residents. • Goal #2: Promote an interactive and transparent system of governance that reflects community values. • Goal #4: Invest in quality County facilities, a diverse work force, and technology to achieve a high performing County government. Executive Summary k OCES Strategic Plan -2014 Introduction By definition, a strategic plan aligns an organization's operations and budget structure with organizational goals and priorities. The OCES Strategic Plan does not describe how OCES will respond to an emergency or disaster, but rather focuses our efforts on strategic approaches so that we will be better prepared to respond and recover from emergencies and disasters. The goal of this effort is to develop resiliency and stability within OCES by providing a roadmap to our desired end state that incorporates coordinated thought, planning, and structure. It will enable the department to continue moving forward in each program area, independent of a change in staff due to attrition. It is designed to be a practical, flexible, and long -term guide that will direct our efforts in order to eventually realize our vision. Development Process This Strategic Plan was developed during a three (3) month planning period that incorporated multiple meetings with OCES senior leadership, SMEs, and staff feedback. Each meeting was approximately 3 -5 hours in length, and was facilitated by SME's and senior leadership within OCES. Some of the SMEs attended in person, others provided critical feedback on our goals and objectives. The strategic planning process was performed in six (6) steps: 1. Review of Diamonds and Stones 2. Vision Development 3. Identification of Strengths, Weaknesses, Opportunities, and Threats (SWOT analysis) 4. Mission Statement Development 5. Goals and Objectives 6. Approach to implementation (including evaluation of the plan's effectiveness) Diamonds.and Stones On June 4 -6, 2013, Mr. Archie Tew (http: / /archietew.com) delivered several enlightening leadership and organizational change meetings with OCES staff. One outcome of these meetings included the results of several brainstorming sessions that enabled each employee to identify the good and bad of our organization in a guilt free, no -fault atmosphere. The document is called "Diamonds and Stones ". Diamonds are things that we do well and we should continue to pursue. The Stones are our opportunities for improvement. If we focus intense pressure on the Stones, we can turn them into Diamonds. Key categories in the "Diamond and Stones" document include: Pay, Work /Life Balance, Interpersonal Communications, Work /Job Satisfaction, and Facility /Equipment. Introduction 1 OCES Strategic Plan -2014 Vision Development Vision is the picture of how our world will be if we are successful in our work. It is the end state of where we want to be if there are no roadblocks or pitfalls in our way. It was developed in a collaborative effort with everyone in attendance during the first planning meeting. SWOT Analysis By performing a SWOT analysis, we explored possibilities for new efforts or solutions to existing problems. The SWOT analysis guides us to making decisions about the best path for our initiatives, helps in determining our priorities and possibilities, and helps determine where change is possible. The SWOT analysis was performed both internally and externally. The internal analysis helpedf us plan for the future by identifying how our organization operates right now. It revealed trends, irregularities, limitations, and opportunities. It was performed by brainstorming the S -W of SWOT, listing`out or actual or perceived strengths and weaknesses. The external analysis helped us understand how our organization is perceived externally and what potential factors may affect our future. External factors included things like the economy, funding trends, demographics, social factors, technology changes, politics, regulatory factors, and public or stakeholder opinion. The external analysis was performed by recalling emails, conversations, and other feedback from stakeholders as part of the O -T of SWOT. Mission Statement Each Division's mission statement is at the core of why we do the work we do. They identify purpose and may include some strategy reflection. Crafting good mission statements was challenging. By understanding our Vision and identifying why we do what we do to reach the "end state ", our mission statements help formulate our goals and objectives in the Strategic Plan. Each Division within OCES has their own mission statement in support of our Vision. Goals and Objectives , Goals are a clear statement of the mission, specifying the accomplishments to be achieved if the mission is to become real. Goals are outcome based and not process oriented. They clearly state specific and measurable outcomes /changes that can be reasonably anticipated as we move toward our "end state ". Objectives are even clearer statements of the specific tasks and activities that will be required to achieve the goals; They are stated in ways that describe what we will do, and in some instances how we will do it. Our objectives address the difference between where we are ( "current state "), and where we want to be (our Visions "end state "), by spelling out what we will do to get there. We tried diligently to make our objectives SMART: Specific, Measurable, Actionable, Realistic, and Timely. Approach The approach is a narrative section in the strategic plan where we will spell out and justify our choices about goals and objectives. It explains to the layperson why we chose the path that we chose. The Approach also includes data collection from our action plan that will enable us to determine what is working and what is not (are we being successful). OCES will evaluate our strategic plan at least annually, with a new plan anticipated to be created or significantly revised every five (5) years. Development Process 7 OCES Strategic Plan -2014 Employee Survey Results This graphic represents the good and the bad (the Diamonds and Stones) of our Department and related Divisions. It was developed utilizing an open source program on the World Wide Web that incorporated each component of employee feedback. The terms below helped form our Strategic Goals, Objectives and related Tasks. The largest words are those that were used most often during the employee feedback sessions. As each word is reduced in size, it represents that it was used less and less often by the employees. We concentrate our efforts on the large words, and work down towards the small words to eventually realize our Vision. Clean scruss Bonuses II?� I, I, t?n�ing I}eeelup I rl Saln?�es fo ?'ftvd , c ;, calf +?ral U Ca rl,( tletirities EI,ID _ Q J !�C(�il'aICY! Ltetlna. i Llllt DlVI'1SC•�' � '� G (? !a(lder r .) 5chedele 11lTlltett I „l. u.s!?i ?; �- Volume a = hesponsae Cooperation Teml�t�a�� �� p � io�c[l° � .a= � I p sell Streamlining �zoik pp — Q ©rtUTlltleS Sel' 1 ?ei�d = y ! CUS t oert' .l.c s p1anrling Resources a find of s LGIi ation Great . � ture L/ t T be€tec a 1:) 0 AM � Boundaries e, !!oust r �, " �� ��ithin relaiionship lal�' Redtm�3cs ASSe55lllent • k Prnblems �o '� w figs ommunications Retention � .��� Inereame A- "'C'djr8 � = p)���-diTe � o - �? ,Tee h t��. ShOii � � � , c� � � i.. � l��re�,i.o� �, o Supportive b� t'? «,,, ?li •rLrs,, .�I ?try �a1'eer Prinritiaiirrn idroeates E5 Ivr?i?;i! Responsible tt ,r r,1 ��! b6ons era " _respond Roles hospitals Professionalism W ?nit Mission Positive cuslu?ncr � Insufficient 2 plan � .ltr':ii?;,S�I�i � � `i ` I'nrelat.?tl � Qc'jitvcornoilttee � fill °ool 1? :o.? SFr ;,, Patient stall �, }utrmis r. ltneutnia V1'ork Employee Survey Results E OCES Strategic Plan -2014 Strategic Goals and Objectives Strategic Goals are global concepts that are supported by one (1) or more Objectives. Each Objective is supported by one (1) or more Tasks. The Tasks are tangible ideas or concepts that will help achieve the Objective. Tasks have been developed as part of this Strategic Plan, but are not included as they may change often based on internal and external influences, sometimes beyond our control. The flexibility built into the Strategic Plan enables each Division to morph or change their Tasks while continuing to meet the Objective. What looks good on paper may not necessarily work in real life. It is imperative to integrate the ability and flexibility to adapt in order to continue making progress. Tasks are identified as Short -Term (1 -2 years), Mid -Term (2 -4 years), and Long -Term (4`7 years) initiatives. Progress will tracked by publically visible Gantt charts in the OCES office, and the form in Appendix B. Each Division will have a chart in their office area, and a master chart will be posted in the reception area of the facility. Administration Mission Statement The OCES Administrative Division is responsible for delivering superior customer service and support for our internal and external customers. Approach In streamlining the agencies hiring, contract and approval process, the agency becomes more efficient and uses less monetary resources. As a service agency, it is our goal to effectively coordinate and develop community partnerships, public education and special event coordination. In an effort to be innovative, we will use technology to efficiently capture, process, and store operational data. As the agency continues to grow, Administrative staff will be encouraged to build skill levels through continued education and training. III STRATEGIC GOAT. #1 (�I Streamline Hirine, Contract and Approval Process OBJECTIVES 1. Eliminate the need for paper documents requiring a physical signature 2. 'Restructure and tier the hiring process for E9 -1 -1 and EMS, to include effectively utilizing NEO GOV 113. Restructure contract routing internal/county-wide Strategic Goals and Objectives 01 OCES Strategic Plan -2014 STRATEGIC GOAL #2 Effectively Coordinate and Develop Community Partnerships, Public Education and Special Event Coordination OBJECTIVES 1. Establish and maintain relationships with supporters and stakeholders, including our schools, in order to educate our community in safety and disaster preparedness a. Utilize skills of the County PIO to develop outreach materials b. Utilize all members of Admin Staff to sut)port outreach initiatives SMA T EGIC GOAL #3 Use Technology to Efficiently Capture, Process and Store Data as needed in Aaencv Operations , OBJECTIVES 1. Research and Solicit Qualified Vendors for Services Needed 2. Produce Accurate Financial Information for Staff STRATEGIC GOAL #4 Build skill through education and training, and formally recognize above and beyond achievements of staff OBJECTIVES 1. Internally grow leaders through education and training 2. Create a process to formally acknowledging outstanding work Strategic Goals and Objectives 10 OCES Strategic Plan -2014 EMS Mission Statement The OCES EMS Division will deploy highly educated, well- trained emergency medical personnel to deliver efficient, effective, and excellent care that encompasses the wide range of community health needs. Approach Orange County EMS will provide highly trained, critically thinking EMS providers equipped with the most up to date Emergency Medical Services knowledge, skills and abilities. The EMS Division is committed to improving information dissemination and accessibility to all staff and partner agencies. In order to improve customer service and relationships with internal staff and partner agencies, EMS will improve transparency by proving accurate and timely performance measures, standard operating guidance with intent and direction. EMS will improve employee retention and develop continuity of operations by providing career pathways and professional development. EMS must stay up to date with changing community health needs by participating with other health care providers, County Departments, and partner agencies to identify, prioritize, and implement community health initiatives. STRATEGIC GOAL #1 Deploy highly educated, well- trained personnel OBJECTIVES 1. Develop an efficient and cost - effective education and training model a. Implement Field Training Officer (FTO) training to interested employees b. Create FTO positions by reclassifying one (1) paramedic position per shift to act in a dual role (paramedic /FTO) 2. Consistently deliver and grow organizational knowledge Strategic Goals and Objectives STRATEGIC GOAL #2 Build capabilities to support efficient, effective, and excellent care OBJECTIVES 1. Continue implementation of the Emergency Services Workgroup approved Comprehensive Assessment of EMS & 9 -1 -1 Communications Center Operations report 2. 'Implement consistent regulatory oversight 3. Improve dissemination of information for Staff on the EMS Website 4. Improve dissemination of information for patients, partner agencies, and doctor's office's on the EMS Website S. Implement Professional Development Pathways 6. Support field based medical directors 7. Increase the operational capacity to deliver EMS services in the community 8. Improve internal and external communication from the EMS Division n Strategic Goals and Objectives 11 OCES Strategic Plan -2014 ST'RAT'EGIC GOAL #3 Develop programs to address the wide range of community healthcare needs OBJECTIVES 1. Support high risk community healthcare program strategies 2. Develop programs to support the medical needs of special operations Strategic Goals and Objectives 12 OCES Strategic Plan -2014 E94- 1I'viission Statement The OCES Communications Division is dedicated to provide the vital link between the community and emergency services through integrity, leadership, and teamwork. Approach Our approach provides a road map that will position Orange County's E9 -1 -1 System to embrace next generation technology, support state and regional collaborative efforts, and stress fiscal responsibility while improving E9 -1- 1 services for the agencies and citizens served. This approach also reflects the desire for improving customer service, quality of dispatch services, an improved working environment, and a forecast of future needs. STRATEGIC GOAL #1 Improve customer service OBJECTIVES 1. Continue implementation of the Emergency Services Workgroup approved Comprehensive Assessment of EMS & 9 -1 -1 Communications Center Operations report 2. Deliver exceptional 9 -1 -1 and non- emergency public safety services 3. Ensure operational staffing and agency emergency preparedness 4. Promote 9 -1 -1 and public safety communication awareness and build and enhance partnerships with all stakeholders STRATEGIC GOAL #2 Improve business processes OBJECTIVES 1. Ensure compliance with applicable national and state 9 -1 -1 call taking and dispatching standards 2. Develop Continuity of Operations Plan (COOP) for Orange County's E9 -1 -1 system to ensure local and countywide 9 -1 -1 access and reliability. 3. Develop a plan to include all necessary back -up systems needed to sustain E 9 -1 -1 call answering operations and ensure E9 -1 -1 survivability at a County level. Strategic Goals and Objectives 13 OCES Strategic Plan -2014 STRATEGIC GOAL, #3 Improve technology for stakeholders and customers OBJECTIVES 1. Provide SunGard CAD interface to all partner agencies 2. Create a robust and functional radio system that is accessible to all County and partner public agencies 3. Create a robust and functional radio paging system that works countywide 4. Continue to enhance the 9 -1 -1 system to incorporate future technologies known as, NG9 -1- 1 (Next Generation 9 -1 -1) allowing text, video and the capability of connecting to the statewide network Strategic Goals and Objectives STRATEGIC GOAL, ##4 Improve the work environment for employees OBJECTIVES ]]I 1. Provide employees with quality education, training and career development 2. Instill a professional departmental culture 3. Identify appropriate and productive comm_ unication processes for integrating the various generations of employees 4. Promote healthy living and lifestyle recommendations for public safety employees S. Actively attract, recruit and sustain a highly motivated workforce 6. Restructure the hiring process to focus on tiered learning approach: a. Call Taking b. Radio Dispatching C. Both functions 7. Revamp the training program to enhance and strengthen critical skills prior to on- the -job training 118. Identify and implement Telecommunicator contracts and psychological testing Strategic Goals and Objectives 14 OCES Strategic Plan -2014 Fire Marshal Mission Statement The OCES Fire Marshal Division is dedicated to preserving life, property, and environmental resources through education, prevention, investigation and fire code enforcement Approach The Fire Marshal Division is committed to consistently providing a superior customer service program. As our number one goal, we acknowledge that the objectives listed within this goal will align with the Orange County Emergency Services ETHOS and the expectations of each individual we interact with on a daily basis. The goals and objectives create a snapshot of how we would like our Division to represent itself. Having a basis for outside comment will allow us to better serve our partnering agencies and customers alike. Our overall intent for identifying the Goals and Objectives in this Strategic Plan is to distribute the most effective fire prevention programs, fire protection support and code enforcement capabilities to all of the people in Orange County. STRATEGIC GOAL #1 Achieve premier customer satisfaction OBJECTIVES 1. Develop and implement an action plan to identify opportunities to increase customer satisfaction. 2. Critically analyze current fire and life safety guidelines and SOGs for the Fire Marshal Division 3. Develop a professional, comprehensive data management system 4. Market the Fire Marshal Division's Services Strategic Goals and Objectives 15 OCES Strategic Plan -2014 nt trainine for external customers OBJECTIVES 1. Increase training opportunities for external customers 2. Evaluate the effectiveness of the Fire Marshal Division's education and training for customers STRATEGIC GOAL #4 Enhance effectiveness of internal communications OBJECTIVES 1. Create an internal communication plan to ensure information between administration and employees is easily accessible and transparent 2. Ensure employees have access to critical information and feedback channels are available STRATEGIC GOAL #5 Create progressive professional development OBJECTIVES 1. Create an environment of teamwork and efficiency 2. Foster an organizational climate where employee diversity is a catalyst for creativity 3. Transition non - related Fire Marshal Division job duties to the appropriate Division STRATEGIC GOAL #6 Improve budget strategies OBJECTIVES 1. Review service levels and support requirements to identify and establish funding 2. Develop a budget plan and provide continual review and revision t Strategic Goals and Objectives 16 OCES Strategic Plan -2014 Emergency Rianagernent rAission Statement The Emergency Management Division will coordinate with partner agencies to ensure that Orange County is prepared to respond to and recover from all natural, technological, and man -made emergencies. We will provide the leadership and support to reduce the loss of life and property through an all- hazards emergency management program of prevention, mitigation, preparedness, response, and recovery throughout Orange County. Approach Our approach is intended to improve customer service and further enhance the Emergency Management Division through the addition of key staff that will be tasked with developing realistic and actionable preparedness, response, recovery and mitigation plans. In addition, our approach will develop better use of technology, provide bettertraining for county and stakeholder staff, and increase the ability of community leaders to make informed decisions during times of crisis. Strategic Goals and Objectives STRATEGIC GOAL #1 Develop relevant and actionable EM plans which are verifiable through exercises and real world implementation OBJECTIVES 1. Add 1 FTE in 14/15 for EM Planner for long term planning development & support a. Emergency Operations Plan (revise and update) b. Hazard Mitigation Plan (revise and update) c. Debris plan (support Solid Waste) d. Damage Assessment (new) e. THIRA (new) f. Recovery Plan (new) g. Tactical Interoperable Communications Plan (new) h. Nuclear 50 mile ingestion pathway (new) i. Active Threat (new) j. Standard Operating Guidelines and job aids for EOC (revise based on EOP) 2. Revise and update the County Emergency Operations Plan 3. Reassess the County multi - hazard mitigation plan 4. Conduct a Threat and Hazard Identification and Risk Assessment ( THIRA) S. Conduct a Commodity Flow Study to identify the Hazardous Materials travelling through Orange County by rail, highway, and pipeline 6. Incorporate public health plans into the department with the Public Health Preparedness Coordinator 7. Disseminate the new resource manual which replaced the outdated version 8. Create EOC job aids that exist outside of the EOP and are currently not in existence Strategic Goals and Objectives 17 OCES Strategic Plan -2014 STRATEGIC GOAL #2 Develop a more robust and better organized logistics branch to serve the current and growiniz needs of the department OBJECTIVES 1. Implement supply chain management and organizational tools in the warehouse a. Research, obtain, and implement an inventory tracking system 2. Provide logistical training to warehouse staff 3. Create Division logistical lead positions for the warehouse to improve coordination STRATEGIC GOAL. #3 Implement tools to further incident command operations and EOC operations countywide OBJECTIVES 1. Improve coordination for incident management 2. Reorganize and reequip the Emergency Operations Center 3. Develop countywide EOC training tools and technology, including Incident Command 4. Create and utilize EOC functional exercise for key stakeholders S. Coordinate with county departments to make staffing levels three deep 6. Develop County owned and operated Mobile Command Post capabilities Strategic Goals and Objectives iE OCES Strategic Plan -2014 Performance Evaluation As the Strategic Plan matures, each Division will develop performance indicators that will be specific to each goal. As the indicators may change fairly rapidly, they are not included in this plan, but will be developed separately in support of this plan (Appendix B). The performance indicators will serve as a tool to track the progress of each goal and demonstrate progress of the Strategic Plan implementation. Plan Maintenance This plan is a living document that will be reviewed at least annually to determine if implementation is being successful. It will be updated every five (5) years to reflect new or changing County and organizational goals and priorities. To update the plan, OCES will convene a Task Force of stakeholders to review, provide feedback, develop consensus, and revise the contents of the plan. Each time the plan receives a major update, it will be presented to the Orange County BOCC for their input, feedback, and consensus before implementation occurs. The final plan will be presented to OCES stakeholders for their situational awareness. Performance Evaluation ETHOS OCES Strategic Plan -2014 Core Values and Guiding Principles The distinguishing character, moral nature, or guiding beliefs of a person, group, or institution. Orange County Emergency Services' (OCES) goal is to help and support our citizens, visitors, co- workers, and emergency responders, especially when they are most in need. OCES personnel must be good stewards of county resources, and ensure that our customers —both internal and external —are treated fairly and respectfully. Achieving this goal will occur through formal processes, such as personnel policies and training programs, as well as through fair and respectful treatment of each other and those that we come in contact with. Our personnel across each of the OCES Divisions: 9 -1 -1, Emergency Management, Emergency Medical Services, and Fire Marshal, must exhibit unwavering commitment and support of this ETHOS. Core Values The accepted principles and standards of a person, group, or institution. The following core values will guide our behavior and provide the basis for how our personnel operate and interrelate with others. OCES personnel must be committed to the core values of integrity, respect, fairness, and compassion. Integrity f As individuals and as a collective agency, OCES personnel must recognize that integrity is our most valuable attribute. We are obliged as public servants to comply with a range of ethics - based principles and high standards of conduct. OCES is an inherently collaborative organization; we work daily with a very diverse group of emergency responders, citizens, visitors, and community employees. Our personnel must work diligently to establish productive relationships with these groups by earning their trust and always behaving honestly, credibly, dependably, and professionally. Trust is not a right that is given, it must be earned. Appendix A - ETHOS 20 OCES Strategic Plan -2014 Respect OCES employees must be committed to treating those whom they serve and those with whom they work with fairness, dignity, and compassion. We do this because morally, it is the right thing to do. We also do this because it develops and maintains sustainable working relationships with our stakeholders. OCES personnel must be committed to understanding the unique sensitivities of diverse groups and members of our community, and respond appropriately by treating everyone without bias or preference. OCES, especially those in a leadership role, will support and encourage their fellow co- workers to grow through opportunity and empowerment while working as "one" cohesive team. Fairness The Core Value of fairness extends to the mission of all programs and services provided by OCES. Our personnel must communicate clear and consistent information to our stakeholders, listen actively, and consider the viewpoints of our citizens, visitors, emergency responders, and co- workers. Regardless of the outcome of any discussion or decision, all those with whom OCES has contact must feel that our personnel listened to their input, and treated them respectfully and fairly. Compassion In dealing with our communities and emergency responders who may be affected by a significant emergency or disaster, empathy and compassion are essential qualities that must be embodied in our preparedness, response and recovery efforts. OCES personnel must ensure that we focus on the needs of the members of our community, especially those who may have r special requirements and those who have become most disadvantaged by the incident. Our primary responsibility is to support our citizens, visitors, co- workers and emergency responders in caring for those affected by any emergency or disaster, and to provide this support with patience, understanding and respect. Guiding Principles The common framework for how OCES will deliver services and support for our stakeholders. These principles are grounded in our Core Values, and further help define how we should view ourselves as an organization, as well as how we would like our stakeholders to view OCES. These principles should be used to guide our actions, as they are particularly important when we face unusual situations where there is little or no clear guidance in policy or procedure. For Appendix A- ETHOS 21 OCES Strategic Plan -2014 OCES personnel, knowing and applying the following Guiding Principles will ensure that we constantly and consistently act in accordance with our Core Values. Stewardship OCES personnel are public servants, entrusted with public resources to perform our critical mission areas. We have ethical, moral and legal obligations to protect these resources and ensure they are used effectively and efficiently for their intended purpose. OCES employees are also entrusted with the responsibility to be good stewards of the County's resources. We must take this responsibility very seriously when executing each of our mission areas. Engagement OCES personnel should actively and regularly engage the whole community of Orange County, which includes organizations that may not traditionally have been seen as emergency response stakeholders, such as our citizens, visitors, and co- workers. Informed stakeholders make better choices for their organizations, themselves, and their communities. The process of engagement will enable OCES to develop and /or participate in teams that are needed to accomplish our core missions. Timely, accurate and open information sharing, along with mutual fairness and respect will provide the foundation for effective engagement. OCES must clearly and openly communicate the essential elements of our situational awareness to our leadership, to the public, and to our emergency services partners in order to form a common operating picture. We do not only want to be on the same sheet of music, we also want to be on the same note. Effective engagement means that OCES personnel respect and value the capabilities and professionalism that our stakeholders provide. OCES employees must seek new opportunities and innovative ways to include our emergency service partners in critical decision - making processes, in addition to collaborating with them during the execution of our daily missions. We must also actively engage with our community. A simple "how are you today ?" or "can help you ?" or "how are we doing ?" will go a long way. Teamwork As an emergency services organization, our success is dependent on interdisciplinary, intergovernmental, and interagency coordination and cooperation. Understanding that major disasters and emergencies may be too complex for any single agency to handle, OCES must be prepared to lead and embrace teamwork among our County stakeholders, as well as those stakeholders outside of our County lines. OCES personnel must work hard to maintain and Appendix A- ETHOS M 22 OCES Strategic Plan -2014 strengthen our relationship with these stakeholders by approaching our work with a "one team" mindset, and pursuing every opportunity to support and foster collaborative relationships. Empowerment The nature of OCES' responsibilities means that all of our personnel must constantly lean forward and always be prepared to take informed and decisive action. Our personnel will be empowered to take actions in order to achieve the desired outcomes that are in line with our Core Values and Guiding Principles. Empowerment starts at the top and is shared throughout the organization. The OCES leadership must be able to trust the personnel in our organization, authorize them to make decisions, and meet the needs of an incident or event without having to constantly request approval from their superiors. This Guiding Principle reflects the understanding that each individual in the OCES organization plays a critical role in the execution of our mission. Empowerment is achieved when those closest to the need are ready and able to act and make informed, prompt decisions based on appropriate authorities, policies, training and experience. Empowered decision - making during day -to -day operations, emergencies, and disasters requires asking the following questions: 1. Is the decision lawful? 2. Does the course of action have the best interest of the customer in mind? 3. Would/ make the same decision if the media or commissioner were right beside me? 4. Am/ willing to be accountable for this decision? If the answer to any of these questions is no, then it is most likely the wrong decision. Result Oriented Getting results means identifying what must be achieved, receiving direction as required, and accurately completing the task /assignment on time. We cannot drop the ball. If we say that we will do something or be somewhere, then we must do it without delay. The focus of this principle is.that our personnel closest to our customers (both internal and external), will deliver the OCES mission most efficiently and effectively. Getting results means to innovate when there are roadblocks, and to succeed where there are opportunities. Accountability OCES personnel must embrace our responsibilities for meeting the needs of our stakeholders, while being fully accountable to our citizens, response partners, and to each other. We will Appendix A - ETHOS 23 OCES Strategic Plan -2014 strive to meet the extraordinary needs and demands of our mission areas, even when they are encountered in difficult and often harsh conditions. OCES personnel must accept responsibility for accomplishing our missions without complaint, be transparent in our decision - making process, and expect to be held highly accountable for the actions we take and decisions we make. Flexibility OCES must anticipate and be prepared to accommodate changes in organizational goals, courses of action, and operating environments. We must also be prepared to adjust quickly as our stakeholder needs change, and in fact thrive in this environment and devise innovative ways to meet new challenges as they arise. As public servants, we must understand that in the event of an emergency or disaster, we may be deployed /dispatched /activated with little advance notice. We may also be asked to work irregular hours and perform duties other than those specified in our normal position descriptions. Being prepared to respond to the needs of our community stakeholders quickly and enthusiastically is at the heart of what it means to be a member of OCES. Preparation Preparation is the key to achieving the desired results. Benjamin Franklin once stated "by failing to prepare, you are preparing to fail ". One of the most important preparation tasks in which OCES must continually engage is the act of planning. OCES must be committed to the planning process, while ensuring that our plans are plausible and grounded in reality. When developing plans, OCES will solicit and incorporate input from our stakeholders. We must document what we will do, and then do what we document. In doing so, we will build resiliency and sustainability into our organization. OCES' plans must account for the various elements of Orange County's population, and focus on integrating the functional needs of all community members, not just the average community member. Our plans must also be flexible and readily adaptable to the situation at hand. Winston Churchill said "those who plan do better than those who do not plan, even though they rarely stick to that plan ". So, we will plan so that we will do better. Appendix A - ETHOS 24 OCES Strategic Plan -2014 Appendix B — Work Plan Template