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ORANGE COUNTY
BOARD OF COMMISSIONERS
ACTION AGENDA ITEM ABSTRACT
Meeting Date: February 11, 2014
Action Agenda
Item No. 4
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.
ATTACHMENT A 2
OCES Strategic Plan-2014
Orange County Emergency Services
Strategic Plan
17 ��
Revision 1.0—January 28, 2014 (DRAFT)
- 3
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
Diamondsand Stones...............................................................................................................................4
VisionDevelopment..................................................................................................................................5
SWOTAnalysis...........................................................................................................................................5
MissionStatement....................................................................................................................................5
Goalsand Objectives.................................................................................................................................5
Approach..................................................................................................:................................................5
EmployeeSurvey Results..............................................................................................................................6
Strategic Goals and Objectives .....................................................................................................................7
ADMINISTRATION DIVISION......................................................:................................................................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
Fire Marshal Mission Statement.........................................................................................................13
Approach.............................................................................................................................................13
EMERGENCY MANAGEMENT DIVISION ..................................................................................................15
Emergency Management Mission Statement.....................................................................................15
Approach.............................................................................................................................................15
Performance Evaluation..............................................................................................................................17
PlanMaintenance.......................................................................................................................................17
AppendixA-ETHOS....................................................................................................................................18
AppendixB—Work Plan Template.............................................................................................................23
Table of Contents
4
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 g y Mana em
g ent 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 wa"s 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 -v
Principles are identified in the OCES
ETHOS document, incorporated in
Appendix A. The Strategic Goals
® e
were developed by incorporating
� ee 'e •e e s 'o e e ' e a 'e
data from employee brainstorming
and feedback(p. 6), BOCC,goals, - e -
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
5
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.Thgoal of this effort is to .I 11 I
iJ ` IW
develo p resilient and stability within OCES b providing . e D16 D16n identifies
a roadmap to our desired end state that incorporates
the organizoti6n,wants to be at
coordinated thought, planning,and structure. It will
enable the department to continue moving forward in V some Doint in time in the future.
each program area, independent of a change in staff due
o et there.
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 Tow(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
6
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 helped 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.
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Employee Survey Results
8
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 DIVISION
Administration Mission Statetnent
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 ourgoal 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.
STRATEGIC GOAL #1
Streamline Hiring, 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
3. Restructure contract routing internal count -wide
Strategic Goals and Objectives
9
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 support outreach initiatives
STRATEGIC GOAL #3
Use Technology to Efficiently Capture, Process and Store Data as needed in
Agency 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
Z. Create a process to formally acknowledging outstanding work
Strategic Goals and Objectives
10
OCES Strategic Plan-2014
EMS DIVISION
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 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
Strategic Goals and Objectives
- 11
OCES Strategic Plan-2014
STRATEGIC 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
COMMUNICA'T'IONS DIVISION
E9-1-1Mission 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 GOAL #4
Improve the work environmentfor employees
OBJECTIVES
1. Provide employees with quality education,training and career development
2. Instill a professional departmental culture
3. Identify appropriate and productive communication 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 DIVISIION
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.
I
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 GOAL #2
Build strong relationships and consistent collaboration with partner and
support agencies
OBJECTIVES
1. Generate and sustain strong partnerships among fire agencies, community groups,
regulated and non-regulated industries,governmental agencies, and targeted audiences
Strategic Goals and Objectives
15
OCES Strategic Plan-2014
STRATEGIC GOAL #3
Augment training 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 fee�,Iback channels are available
STRATEGIC GOAL #5
Create progressive professional development
OBJECTIVES
1. Create an environment of team work 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
Strategic Goals and Objectives
16
OCES Strategic Plan-2014
EMERGENCY MANAGEMENT DIVISION
Emergency Management Mission Statement
The Emergency Management Division will coordinate with partner agencies to ensure that Orange County is
prepared to respond to and recoverfrom 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 better training for county and stakeholder staff,and increase the ability of community
leaders to make informed decisions during times of crisis.
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 longterm planning development&support
a. Emergency Operations Plan (revise and update)
b. Hazard Mitigation Plan (revise and update) I
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
118. 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 growing 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
113. 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
5. Coordinate with county departments to make staffing levels three deep
6. Develop County owned and operated Mobile Command Post capabilities
Strategic Goals and Objectives
18
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 I 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
19
OCES Strategic Plan-2014
Appendix A - ETHOS
ETHOS
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.
I ntegrity
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 growthrough
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
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 I
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
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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 I 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
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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.
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OCES Strategic Plan-2014
Appendix B -Work Plan Template
OCES DIVISION:
Goal Resources Responsibility Performance Start End Status as
(personnel, (Primary Measures Date Date of(date):
equipment, person and On Target
supplies) agency)
i J Delayed
Critical
Goal#
Objective#
Task#
Timeframe:
Goal#
Objective#
Task#
Timeframe:
Goal#
Objective#
Task#
Timeframe:
Description of status:
Appendix B—Work Plan Template