DCo OES - Strategic Report

STRATEGIC PLAN

INTRODUCTION FROMTHE DIRECTOR

DurhamCountyOES StrategicPlan 2023-2028: Fosteringresilience, innovation,and collaborationfora responsiveandwellalignedfuturewith stakeholdersandthe public.

Itismydistinctprivilegetointroducethe DurhamCountyOfficeofEmergencyServices (OES)StrategicPlan2023-2028.Itwas developedasacollaborativeeffortamonga teamofOESvolunteersfromeachDivisionof theDepartmentandwouldnothavebeen possiblewithouttheStrategicPlanningTeam’s tirelesseffortsbalancingtheirday-to-day obligationswiththeaddedresponsibilityof developingthisplan.TothePlanningTeam, pleaseacceptmysincereadmirationand appreciationforyourhardwork.

OnMarch1,2020,theCountyManagerjoined theCounty’sEmergencyMedicalServices(EMS), EmergencyManagement,andFireMarshal functionsintotheOfficeofEmergencyServices (OES)andaspartoftheconsolidationthese functions,aBusiness ServicesDivisionwas

OfficeofEmergencyServices

implementedtoeffectivelymanagethenew Department’sbudget,finance,contract,and logisticalfunctions.OESwasenvisionedaspartof theCounty’sManagingForResults(MFR)process thatreviewsprogramsandservicesobjectivelyfor governmentperformance,change,and accountability.

Bydefinition,astrategicplanalignsadepartment’s operationsandbudgetstructurewithorganizational priorities.ThisStrategicPlandoesnotdescribehow thedepartmentwillrespondtoanemergencyor disaster,butratherfocuseseffortonstrategic approachessothatOESwillbebetterpreparedto prevent,prepare,respond,mitigate,andrecover fromemergentincidentsanddisasters.Thegoalof thiseffortistodevelopresiliencyandstabilitywithin OESbyprovidingaroadmaptoadesiredendstate thatincorporatescoordinatedthought,insight,

JimGroves

planning,andstructure.Effectiveimplementationof theStrategicPlanwillenableOEStomoveforward byformingstrongerbondsofcollaborationbetween eachDivision,ourstakeholders,andthepublicwe serve.Atitscore,theStrategicPlandocumentsthe waytowardbuildingonprogramstrengths,focuses onareasforimprovement,andactsasanexusfor OESsustainability,innovation,andresilience.

ToguidethedevelopmentofOESStrategicPlan,a StrategicPlanningTeamof12-15memberssolicited inputfromtheentireOESteamatalllevelsofthe organization,aswellascommunitystakeholders. TheTeamsentoutsurveys,conductedaSWOTand DiamondsandStonesanalysis,collectedand synthesizeddata,identifiedmajorthemes,and createdthisinauguralStrategicPlan.Itisdesignedas ashort,mid,andlong-termguidethatwillassistthe OESteamindirectingprogrammaticeffortswithin

eachDivisiontoassigntasks,monitorprogress, ensureaccountability,andeffectivelyallocate departmentalresourcesoverthenextfive(5)years. TheOESStrategicPlanhasbeendevelopedin supportoftheDurhamCountyStrategicPlanand theCityofDurhamStrategicPlan.

Pleasetakeafewmomentstoreadthroughour Plan.Weviewitasalivinganddynamicdocument thatwillbeupdatedbasedoncontinuousevaluation ofourprogress.Ihopeyouenjoytheread.

Sincerely,

JimGroves

PERFORMANCEMANAGEMENT

Ourperformancemanagementprocessisasystemsapproachtogovernmentalperformance,change,and accountabilitythathelpstheorganizationplanstrategicallyandoperationally,budgetfortheoutcomesit desires,manageservicedeliverytoachievethoseoutcomesand evaluatecontinuouslytolearn,tweak,andimprove.Performance managementandtheOESStrategicPlanaretrulylinked.Our performancemeasuresarethe“engine”underthehoodmovingthe organizationforward,andtheStrategicPlanisthe“roadmap”crafted byOESleadershiptomovetheDepartmentintherightdirection.The DCoDataTransparencyPortal providesdatacollectedforallDCo StrategicPlanobjectives.

TheOfficeofEmergencyServices(OES)Departmentisanintegral partofthe DCoStrategicPlan’sGoal3: Partnerwithstakeholders topreventandaddressunsafeconditions,protectlifeandproperty, respondtoemergencies,andensureaccessibleandfairjustice. TheOESStrategicPlangoals,objectives,and strategieshavebeendevelopedtocorrelatewithDurhamCounty’sStrategicPlan.

STRATEGICPLANDEVELOPMENTPROCESS

Volunteersweresolicitedandacceptedfromthe fourdivisionswithinOES.Alllevelsand participantswerewelcomed.Meetings commencedonWednesdaySeptember15,2021 andwereheldonThursdayswithanattemptto meetbiweekly.Thecommitteeagreedtowork undertheguidingprinciplesoutlinedintheOES Ethosdocumentandwithspecificimportance placedondiversity,equity,andinclusion.They furtherconcurredthatforthepurposesofthis committee,allmemberswouldholdequal accountabilityandinfluence,regardlessof positionortitle.

Theinitialstepsweretoresearchandreturnwith reportsofthestrategicplansofourstakeholders,

thelargercountyorganization,andexamplesfrom otherentities.Thisallowedthecommitteetoalign theirplanwithotherentitiesandtogaininsight andgarnerideasofcontentandareasofinclusion forthisworkinggrouptoconsider.Theteamthen movedonthecreationofthe5-yearvision statementandidentifyingthestrengthsandareas forimprovementfortheorganization.Adiamonds andstonessurveyandSWOTanalysiswassentto allmemberswithinOEStogarneraclear understandingoftheissuesthatneedtobe addressedintheplan.Theresultswerecompiled, andthemeswereidentified.Theresultswere furtheranalyzedtoidentifycleargoals,objectives, andstrategieswithinthosethemes.

STRATEGICPLAN IMPLEMENTATIONTIMELINE

Aswithanystrategicplan,ittakestimetoimplement andevenyearstorealizetheresultsoftheplan. Strategiesareinitiallydevelopedandinitiated,and eventuallythecompletionofmultiplestrategies achievesanobjective.Thecompletionofmultiple objectivesachievesthegoal.Withtheachievement ofmultiplegoals,theVisionisrealizedwherereal changehasoccurred.Atleastthatisourplanning assumption.

TheOESStrategicPlanisa5-yearplanfor 2023-2028.Data,evidence,andcertaintyarehighin thestrategyphase;however,ittakestimeto understandifthosestrategieswillbeeffective.The graphbelowshowsthatprojectingthedata, collectingevidence,andbeingcertainthatthe strategieswillworktakesyearstounderstand.So, ourplanningassumptioncertaintyishighinthe strategyphasethatthecurrentdataandevidence

MAJORTHEMES

Aswithanystrategicplan,ittakestimetoimplement andevenyearstorealizetheresultsoftheplan. Strategiesareinitiallydevelopedandinitiated,and eventuallythecompletionofmultiplestrategies achievesanobjective.Thecompletionofmultiple objectivesachievesthegoal.Withtheachievement ofmultiplegoals,theVisionisrealizedwherereal changehasoccurred.Atleastthatisourplanning assumption.

TheOESStrategicPlanisa5-yearplanfor 2023-2028.Data,evidence,andcertaintyarehighin thestrategyphase;however,ittakestimeto

weproposewillwork.Aswecontinuetocollectdata andevidenceaspartoftheStrategicPlan implementation,ourcertaintyaboutthe effectivenessofthestrategybecomeslowerwhen projectedoutoverseveralyearsthroughthe objectiveandgoalphasesbecausewejustdon’t knowwhatthedatawilltellusyet.

understandifthosestrategieswillbeeffective.The graphbelowshowsthatprojectingthedata, collectingevidence,andbeingcertainthatthe strategieswillworktakesyearstounderstand.So, ourplanningassumptioncertaintyishighinthe strategyphasethatthecurrentdataandevidence weproposewillwork.Aswecontinuetocollectdata andevidenceaspartoftheStrategicPlan implementation,ourcertaintyaboutthe effectivenessofthestrategybecomeslowerwhen projectedoutoverseveralyearsthroughthe objectiveandgoalphasesbecausewejustdon’t knowwhatthedatawilltellusyet.

STRATEGIESOBJECTIVESGOALS VISION DIVISION/DEPARTMENT-LEVEL EVOLUTION&CHANGE

CoreValues& GuidingPrinciples

TheCoreValuesand GuidingPrinciplesare furtherdefinedinthe OESDepartment’s Ethosdocument,which willbecomea significantpartofour re-imaginedculture.

OESCOREVALUES

Integrity&Honesty

Integrityrequireshonesty.Wecommunicatewith eachother,ourcustomers,andourstakeholdersin atruthfulandmeaningfulway.Beinghonestisnot beingrude,accusatory,ormalicious.Ifwecannotbe honestwitheachotherinarespectfuland compassionateway,thenwewillnotbeableto effectivelycommunicatewitheachother.

AsindividualsandasacollectiveDepartment,we recognizethatintegrityandhonestyisourmost valuableattribute.Weareobligatedaspublic servantstobetransparentinouractions,conduct ourselvesethicallyandmorally,andmaintainthe higheststandardsofconductwhileondutyandoff duty.Weworkdiligentlytoestablishproductive relationshipswithourcustomersandstakeholders byearningtheirtrustandalwaysbeingtherefor them,especiallywhentheyneedusthemost.

Integritybuildstrust,trustbuildshonesty,andtrust isnotarightthatisgiven,itmustbeearned.

Respect

Respectisthepracticeofacknowledgingthevalueof ourteammembersandthecustomersand stakeholdersthatweserve.Wewelcomediversityof thought,opinion,andbackground.Weare committedtotreatingourcustomersand stakeholderswithfairnessanddignity.Wedothis becauseitistherightthingtodo,anditdevelops andmaintainscollaborativerelationships.Weare committedtounderstandingtheuniquesensitivities ofdiversegroupsandmembersofourcommunity andrespondingappropriatelybytreatingeveryone withoutintentionalbiasorpreference.

Competency&Knowledge

Competencyandknowledgearetheskills,abilities, andbehaviorsthateachofusmusthaveto successfullyperformourworkrole.Everymemberof OESmustbemastersoftheircraft,andOESwill providetheresources,training,andexperiencesto ourteammemberstoenablethemtobethevery bestthattheycanbe.Asindividualswestrivetobe theverybestthatwecanbeandworktomake ourselvesbettereveryday.Asagroupofindividuals thatshareoureducationandexperienceswitheach other,webecomeacompetentandknowledgeable teamthatprovidesenhancedandinnovative servicestoourcustomersandstakeholders.

OpenCommunication

Informationissharedfrequentlyandtransparently fromalllevelsofOES.Allteammembersare encouragedandempoweredtoexpressideas,share

theirthoughts,andprovidefeedbacktoeachother atalllevelsoftheOESdepartmentwithoutfearof retaliation.

Compassion&Empathy

Compassionandempathyaretheexpressionofour careforothers.Theyareessentialqualitiesthatmust beembodiedinourplanning,preparedness, response,andrecoveryefforts.Wefocusonthe needsofallmembersofourcommunity,especially thosewhomayhavespecialfunctionalneeds requirementsandthosewhohavebecomemost disadvantagedbytheemergencyordisaster.Our primaryresponsibilityistosupportourcustomers andstakeholders,caringforthoseaffectedbyany emergencyordisasterfairly,withpatienceand understanding.

OESGUIDINGPRINCIPLES

Preparation

Preparationisthekeytoachievingourvision.Oneof themostimportantpreparationtasksthatwe continuallyengageinistheprocessofplanning.We arecommittedtotheplanningprocesswhile ensuringthatourplansareplausible,actionable, andgroundedinreality.Whendevelopingplans,we solicitandincorporateinputfromourcustomers andstakeholders.

Ourplansaccountforthevariouselementsof DurhamCounty’spopulationandfocusonequity andintegratingthefunctionalneedsofall communitymembers,notjusttheaverage communitymember.Ourplansareflexibleand readilyadaptabletothesituationathand.Weplan foreventsthatexceedourcapabilitiessothatwe, andourcommunity,arealwaysprepared.

Safety

Safetyisourtoppriority,andeveryteammemberis empoweredandencouragedtospeakupifthey haveanysafetyconcern.Wewillmaintainand strengthenourcultureofsafetybyprovidingthe bestequipmentandtechnologytoourteam, throughcontinuouslearning,andthrough innovationtoremoveorcontrolhazards.Wewill worktogetherasONETEAMtoensurethephysical andemotionalsafetyofourteammembers, partners,stakeholders,andthepublicweserve.

Teamwork

WithinOES,oursuccessisdependenton interdisciplinary,intergovernmental,andinteragencycollaboration,coordination,andcooperation. Understandingthatdisastersandmajor emergenciesmaybetoocomplexforanysingle agencytohandle,wearepreparedtoleadand embraceteamworkamongallofourstakeholders, aswellasthosestakeholdersoutsideofourcounty lines.Weworkhardtomaintainandstrengthenour relationshipwiththesestakeholdersbyapproaching ourworkwithaONETEAMmindset,andpursuing everyopportunitytoidentify,enable,andfoster highlycollaborativerelationships.

Engagement

Informedstakeholdersmakebetterresponseand recoverypartners;theymakebetterchoicesfor themselves,theirorganizations,andourcommunity. Theprocessofengagementenablesustodevelop and/orparticipateinhighlyfunctionalteamsthatare neededtoaccomplishourvision.

Weclearlyandopenlycommunicateandsharethe

essentialelementsofoursituationalawarenessto ourleadershipandourstakeholderstoforma commonoperatingpicture.Notonlyareweonthe samesheetofmusic,butwearealsoonthesame noteasweplan,train,exercise,respond,and recoverasacommunity.

Effectiveengagementmeansthatwewillrespectand valuethecapabilitiesofourstaffandstakeholders. Weseeknewopportunitiesandinnovativewaysto includeourteammatesandemergencyservice partnersincriticaldecision-makingprocesses.We alsoactivelyengagewithourcommunityof residents,visitors,andco-workers.Asimple“how mightIhelpyou?”or“howareyoutoday?”or“how arewedoing?”goesalongwaytohelpusengage ourwholecommunity.

Empowerment

Thenatureofourresponsibilitiesnecessitatesthat weleanforwardandarealwayspreparedtomake informeddecisionsandtakedecisiveaction.Each teammemberisempoweredtotakeactionsand makedecisionsthatareinlinewithourCoreValues andGuidingPrinciples.ThisGuidingPrinciple reflectstheunderstandingthateachteammember inourdepartmentplaysacriticalroleinreachingour

vision.

Empowermentisachievedwhenthoseclosesttothe needmakeinformeddecisionsandtakeappropriate actionbasedonestablishedpolicies,procedures, training,andexperience.Makinginformeddecisions andtakingappropriateactionduringday-to-day operations,emergencies,anddisastersrequires askingthefollowingquestions:Isitlawful?2.Does thedecisionoractionhavethebestinterestsofthe County,customer,andstakeholderinmind?3. Wouldthesamedecisionactionbemadeifthe mediaorCommissionerswerepresent?4.Isthe decisionmakerreadytobeaccountableformaking thedecisionoraction?Iftheanswertoanyofthese questionsisNO,thenitismostlikelynotagood decisionoraction!

Accountability

Wemeettheextraordinaryneedsanddemandsof ourrespectivemissionareas,evenwhentheyare encounteredindifficultandoftenharshconditions. Weacceptresponsibilityforaccomplishinganytask withoutcomplaint,aretransparentinourdecisionmakingprocessandaccountablefortheactionswe takeanddecisionswemake,bothonandoffthejob.

ResultsOriented

Resultsorientedmeansidentifyingwhatmustbe accomplishedandaccuratelycompletingthetask/ assignmentwithinthatassignedtimeframe.Ifwe saythatwewilldosomethingorbesomewhere, thenwemustbethereordoitwithoutexcuseor delay.Thefocusofthisprincipleisthatthe employeeclosesttoourcustomers(bothinternal andexternal),willbeempoweredto,andheld accountablefor,gettingthingsdone.

Flexible

Weanticipateandaccommodatechangesinour Departmentalgoals,coursesofaction,and operatingenvironments.Wearepreparedtoadjust quicklyasourstakeholderneedschangetoinnovate andcollaboratetoovercomeallchallenges.

Aspublicservants,weunderstandthatintheevent ofanemergencyordisaster,wemaybedeployed/ dispatched/activatedwithlittleadvancenotice.We mayalsobeaskedtoworkirregularhoursand performdutiesotherthanthosespecifiedinour normalpositiondescriptions.

Stewardship

Asgovernmentemployees,weallarepublic servants.Weareentrustedwithtaxpayerresources toperformcriticaltasksineachofourmissionareas insupportoftheCounty’sStrategicPlan.Wehavean ethical,moral,andlegalobligationtoprotectthese resourcesandensuretheyareusedeffectivelyand efficientlyfortheirintendedpurpose.

DIAMONDSANDSTONES/SWOT

ByperformingaSWOTanalysis,theStrategic PlanningTeamexploredpossibilitiesfornewefforts orsolutionstoexistingproblems.TheSWOTanalysis guidesdecisionsaboutthebestpathforthe Department’sinitiatives,helpsindetermining prioritiesandpossibilities,andhelpsdetermine wherechangeispossible.Diamondsarethegood

thingsthattheDepartmentdoes.Diamondsare precious.TheyarethethingsthattheDepartment shouldcontinuetodoandsupport.Stonesarethe oppositeofDiamonds.Theyareopportunitiesfor improvement.Ifintenseplanningpressureis focusedontheStones,theycanbeturnedinto Diamonds.

OESVISIONANDDIVISION MISSIONSTATEMENTS

Thevisionstatementdescribesadesiredfuture stateforemergencyservicecapabilities.Itiswhere theOESDepartmenteventuallywantstobe.Each Division’smissionstatementdescribeshowthe visionwillbeachievedbytheirprogramarea.

VisionistheendstateofwheretheDepartment wantstobeandhowOESwillbeviewedbyour residents,partners,andstakeholdersifweare

VISIONSTATEMENT

successfulwithimplementingthisStrategicPlan.

EachDivision’smissionstatementexplainswhy theworkisdone.Theyhelpformulate departmentalgoals,objectives,andstrategiesin theStrategicPlan.EachDivisionhasamission statementinsupportoftheVision.

OESwillbeadedicated,compassionate,andprepared community-orientedteambuildingasafe,healthy,andresilient DurhamCounty.

MISSIONSTATEMENT

TheOESteamiscomprisedofdedicated, compassionate,andhighlytrainedprofessionals thatservetheDurhamCountycommunity 24/7/365.

BusinessServices -TheBusinessServicesDivision (BSD)providestechnicalandorganizational expertiseinlogistics,planning,administration, finance,publicinformation,fleetmanagement, informationtechnology,andhumanresourcesto ensurethecohesive,efficient,consistent,and effectiveoperationalfunctionswithinOES.

EmergencyManagement -Tofosteracultureof preparednessandcommunityresiliencythrough coordinationandcollaborativepartnershipsand toserveasaleaderinpreparingfor,mitigating

against,respondingto,andrecoveringfromall typesofhazards.

EmergencyMedicalServices -Astheprincipal providerofemergencymedicalservicesforthe CountyofDurham,DurhamCountyEMSwill respondtorequestsforserviceviathe911system andotherroutesinamannerthatissafe,clinically appropriate,customer-oriented,fiscallysound, andemployee-friendly.

FireMarshal -TheFireMarshalDivisionpromotes communityriskreductionpracticesbyproviding effectivefiresafetyeducation,firecode administration,fireinvestigationsandfire suppressiontoreducetheimpactsonthehuman, social,economic,political,andenvironmental community.

GOALS,OBJECTIVES,AND STRATEGIES

Goalsareaclearerstatementofthemission, specifyingtheaccomplishmentstobeachievedifthe missionistobecomereal.Theyclearlystate outcomesandchangesthatcanbereasonably anticipatedastheDepartmentmovestowardthe “endstate”.OurGoals,objectives,andstrategies weredevelopedbyincorporatingdatafrom brainstormingsessionsandteamfeedback,County andCityStrategicPlans,andbestpractices.

Objectivesareclearerstatementsofthespecific activitiesthatwillberequiredtoachieveeachGoal. Theyarestatedinwaysthatdescribewhatneedsto beaccomplished,andinsomeinstances,howitwill

bedone.Theobjectivesaddressthedifference betweenwheretheDepartmentis(“currentstate”), andwheretheDepartmentwantstobe(Vision“end state”),byspellingoutwhatwillbedonetogetthere. Strategiesareevenclearerstatementsofthespecific activitiesthatwillberequiredtoachieveeach objective.

TheflexibilitybuiltintotheStrategicPlanenables eachDivisiontomorphorchangestrategieswhile continuingtomeettheObjective.Whatlooksgood onpapermaynotnecessarilyworkinreallife.Itis imperativetointegratetheabilityandflexibilityto adaptthestrategiestocontinuemakingprogress.

INTRODUCEOESTEAMMEMBERSTOFORMALLEADERSHIPTRAINING ANDEDUCATION

OBJECTIVE 1A

Strategies:

Identify,develop,andimplementleadership developmentopportunitiesforteammembersto learn,practice,andenhancetheirleadershipskills aspartoftheirprofessionaldevelopment.

DevelopemotionalintelligencetrainingthataddressestheCoreValuesandGuiding PrinciplesofourEthosaswellasinterpersonalrelationships,transparency,trust,honesty, communication,consistency,respect,removingfavoritismandattitudes,accountability, activelistening,andfeedback.Groupactivitiesshouldbeincludedinthetraining.

IdentifyandimplementDCoHumanResourcesleadershipdevelopmenttoolssuchasthe leadershipacademyandmanagersmatrixamongothers.

Identifyandimplementproblemsolvinganddecision-makingtrainingtoassistteam memberswithmethodologiestohelpthemidentifyandcorrectproblems,andmakegood decisionsbasedonfactsanddata.

Implementanemotionalintelligencesurveycombinedwithteammemberfeedback, training,andpracticeopportunities.Thismaydovetailwithstrategy1A.1.

DevelopandimplementamentoringprogramwithinOES.

Redefineourbrandanddepartmentcultureandincludethataspartoftheleadership training.

CREATEAPROFESSIONALDEVELOPMENTANDCAREERPROGRESSION FRAMEWORKTHATWILLFACILITATETEAMGROWTHATALLLEVELSOFTHE DEPARTMENTWITHINTHESTRATEGICPLANLIFECYCLE.

OBJECTIVE 2A

Identify,develop,andimplementdivisionspecific trainingtoenhancedepartmentaloperations.

Strategies:

DevelopcareerpathsineachDivisionfromentryleveltotheChief/ManagertotheDirector.

Identifytheminimumeducationandtrainingrequiredfordepartmentpositionsand developpositiontaskbooks(PTB)foreachposition.

DevelopandimplementsupervisorytrainingbasedoffofthePTBstoprepareteam membersforcareerprogression(emotionalintelligence,coaching/mentoring, communication,etc.)

Identifyandimplementmulti-modaltrainingmethodologiestobetterutilizetraining resourcesacrossthedepartmenttopreparethemforadvancement.

OBJECTIVE 2B

Strategies:

Identify,develop,andimplementtrainingtobetter informteammembersofDepartmentandCounty processes,policies,andprocedurestoprepare themforadvancement.

DevelopandimplementaBusinessServicesDivisionspecifictrainingcourseon“howthings workhere”inOEStofamiliarizeteammembersofdepartmentalpolicy,procedure,and process(budgetdevelopmentandmanagement,useofP-Cards,RiskManagement interface,trainingrequests,leaverequests,informationsharing,communication,etc.)

DevelopandimplementatrainingprogramonkeyCountyprocesses,policies,and procedures(HR,timekeeping,BOCC,progressivediscipline,grievance,legal,etc.)

OBJECTIVE 2C

Developcross-trainingamongtheOESDivisionsto enhancedepartmentalresilienceandsuccession.

Strategies:

IdentifyandimplementIncidentManagementTeam(IMT)trainingforcriticalCommandand GeneralStaffpositionswithintheIncidentCommandSystem(ICS)andincludestrategic partnersinthetraining.

Developandimplementsuccessiontrainingandprocessessothatteammembers comprehendthedutiesoftheirsupervisors,peers,andtheirsubordinates.

Developandconductdepartment-wideexercisesatleastannuallyinsupportofGoal1 andtoenhanceteammembercareergrowth.Exercisesshouldbediscussionor operationsbasedandincludeinternalandexternalpartners.

FireMarshalStaff

CREATESTRATEGIESTOBETTERRECRUITANDRETAINTALENTEDAND LOYALTEAMMEMBERSTOCORRECTLOWSTAFFING,ANDDEVELOPAND ENHANCEDEPARTMENTALDIVERSITY,EQUITY,ANDINCLUSION.

OBJECTIVE 3A

Developandimplementacoordinatedrecruiting program.

Strategies:

DevelopanOESrecruitingteamthataretrainedonpublicspeaking,personalpresence, andgroupinteraction.Aspartoftheteam,developappropriatemessagingthatwillbe usedwhiletheyarerecruiting.

Reachpotentialcandidatesbeforetheygraduatefromhighschooland/ortheCommunity Collegesystembyon-sitevisits,virtualrecruiting,onlinevideosonourwebsite,jobfairs, etc.Developmetricstomeasuretherecruitingprogram’sprogress.

Implementaridealongandjobshadowingprograms.

InvestigateandproviderecommendationsonalateraltransferprogramfromotherEMS entities.

OBJECTIVE 2B

Developandimplementacoordinatedretention program.

Strategies:

Developasolutiontogainamoregranularunderstandingofwhypeoplechoosetoleave thedepartment.

Developasolutiontoidentifywhatemploymentlookslikefornewteammembersinthe future(short-termvslong-term).

Basedon 3A.4 and 3B.2,becomemoreflexiblewithouron-boarding,training,and developmentprogramtomeettheneedsofthedepartmentandteammembers.

CREATEAWORKPLACETHATENCOURAGESANDEMBRACESDIVERSITY, EQUITY,ANDINCLUSIONTHROUGHOUTTHEDEPARTMENTANDTHAT PROACTIVELYSUPPORTSOURTEAMMEMBERS.

OBJECTIVE 4A

Strategy:

DEIwillbeapriorityforallOESfunctions.

IncorporateDEIintoleadershiptraining,documentation,recruiting,morale,andmental healthinitiatives.

OBJECTIVE 4B

Strategies:

Identify,develop,andimplementtrainingtobetter informteammembersofDepartmentandCounty processes,policies,andprocedurestoprepare themforadvancement.

WorkwithDCoHRonnewcompensationinitiativessothattheyareimplementedequitably amongteammembers.

Developnon-monetaryinitiativestorecognizeandrewardteammembersforoutstanding effort.

Conveneaworkinggrouptostudyworkshiftsandshiftflexibilityandmake recommendationstotheDirectorforimplementation.

DevelopandimplementatrainingprogramonkeyCountyprocesses,policies,and procedures(HR,timekeeping,BOCC,progressivediscipline,grievance,legal,etc.)

BasedoffofourGoal2efforts,developacompensationprogramrelatedtotrainingand certificationscompleted/receivedandgainHRapprovalforimplementation.

Developaschedulewheresupervisors,Chiefs,Managers,andtheDirectorcaninviteteam membersinforvisits(outsideofthedisciplineprocess).

CreateopportunitiesfortheOESteamtogatheroutsideofworkhourstohavefellowship. Createopportunitiestodothesamewithourinternalandexternalpartners.

OBJECTIVE 4C

Strategies:

Createaworkenvironmentthatprovidesprogressivementalhealthresourcesforourteammembers thatincludesself-careandpeersupport.

Investigatetheuseofanoutsidecompanytodeterminetheexistingmentalhealthstatusof ourteammembers.Reactappropriatelybasedonfeedback.

IdentifyCognitiveBehavioralTherapy(CBT)andtraumainformedmentalhealthresources thatcanbeusedoutsideoftheDCoEAP.

Continueandimproveexistingcounselingopportunities,includingCISM.

Identifyandcommunicatementalhealthresourcestoourteammembersviaanin-house seminarorworkshop.

IMPROVETHEDEPARTMENTSFLEET,FACILITIES,ANDTECHNOLOGY THROUGHTHEBUDGETANDCAPITALIMPROVEMENTPLANNING(CIP) PROCESS.

OBJECTIVE 5A

Buildandstaffnewfacilitiesinaccordancewiththe mostrecentlyapprovedCIP.

Strategies:

Assignappropriatestafftosupporttheplanningandconstructionprocesssothatthenew facilitiescomeonlineasscheduled.

Shareplanningandconstructionupdateswithstaffroutinelythroughoutthebuildprocess.

Continueprogressiveplanningforfuturefacilitiesandincludeco-locationopportunitiesas possibleandincludeOESteammembersinplanningefforts.

OBJECTIVE 5B

Strategies:

Continuetoreplaceapparatus(vehicles,trailers, etc.)accordingtotheDCofleetreplacement schedule.

Loadlevelvehicle/apparatuspurchasestominimizepeaksandvalleysineachyear’sbudget request.

Surplusunusedandunnecessaryapparatus.Checkwithpartnerstoseeiftheymighthave useoftheapparatusbeforesurplusprocess.

FollowtheDCo“GreenInitiative”totheextentpossiblewhilemaintainingmissioncapability.

OBJECTIVE 5C

Identifyandimplementnewtechnologythatwill enhanceOESservicesandoperations.

Strategies:

ConductannualtechnologyassessmentswithvendorsandDCoIS&Tsothatwehave visibilityonsolutionsthatcouldenhancesourservicesandoperations.

Utilizevendoroffersofbetatestingfortechnology.Placenewtechnologyinserviceona limitedbasisuntilitcanbevettedforsuccess.

Performacostbenefitanalysistoensurethetechnologyenhancesservicesand operationsanddoesnotplaceanyunintendedburdensonstaff,thebudgetorIS&T.

CREATEAND/ORREVISEPLANS,POLICIES,ANDPROCEDURESTO ACCURATELYREFLECTTHEFUNCTIONSOFTHEDEPARTMENTAND DIVISIONPOSITIONS,TOINCLUDECONTINUITYOFOPERATIONS PLANNING(COOP).

OBJECTIVE 6A

Strategy:

Createprocessinplans,policies,proceduresthat includeoversightindecision-makingandadecision reviewprocessforteammembers.

Includeoversighttodecisionsmadebysupervisorsfortrainingrequests,education requests,etc.sothesupervisor’ssupervisorisawareofthedecision.

OBJECTIVE 6B

Strategies:

Developand/orreviseStandardOperating Procedures/Guidelines(SOP/SOG)foreach Division’sprocessesinacommontemplate.

Removegenderreferenceinalldocumentationandincludediversity,equity,andinclusion considerationsforall.

UseexistingSOP/SOGdocumentsandrevisethemtoreflectactualworkorprocessestobe followed,removegenderreferences,andtoengineerout“subjectiveness”whenpossible.

DevelopnewSOP/SOGdocumentsforeachprocesstofillingapswheretheydonot currentlyexist.

Wherepossible,consolidateSOPs&SOGstoensurecommonprocessesareimplemented withintheOESdepartment.

DevelopadepartmentCOOPthatincludes specificityforeachDivision.

Strategies:

DevelopessentialfunctionsbasedonGeneralStatuteandOrdinancerequirements.

Reviewordevelopprocedurestosupportessentialfunctions.

Identifytechnology,equipment,andsuppliesneededforCOOPactivation.

AssignaCOOPteamandCOOPleader,withsuccessionforeach.

ExercisetheCOOPatleasteverytwoyears.

Createamulti-levelcommunicationstrategytokeep teammembersinformed.

Strategies:

Continueweeklyandbi-weeklymeetingstogatherandshareinformation.

DevelopnewmethodologiestoshareinformationatalllevelsofOES.

Continueandimproveexistingcounselingopportunities,includingCISM.

Developmethodologiestoreceiveanonymousfeedbackfromanyteammemberatany timethroughouttheyear,toincludearesponsemechanismtothatfeedback.

DEVELOPANDIMPLEMENTACOMPREHENSIVECOMMUNITYRISK REDUCTIONPROGRAM.

OBJECTIVE 7A

Strategies:

Buildorganizationalandcommunityequity.

Sharethecommunityriskreductionvisionandfosterchampionstoparticipateintherisk reductioninitiative.

IntegratecommunityriskreductionwithinGoal3oftheDurhamCountyStrategicPlan.

OBJECTIVE 7B

Strategy:

CreateaCommunityRiskReductionCoalition.

Identifyandassemblestakeholderstopresentastrategiccommunityriskreduction modelthatembracesamanagingriskapproach.

OBJECTIVE 7C

Strategy:

Evaluatethecommunity'sriskbyconductingacommunityriskassessment,supportedbydatacollectiontoolsanddataanalytics.

Analyzecommunityrisksbyassessingvulnerabilitytorisksandanalyzingacceptablelevel ofrisk.Categorizeidentifiedrisksbasedontheirprobabilityandimpactandestablishriskreductionpriorities.

Developanimplementation/evaluationplan (CommunityRiskReductionPlan)toaddressriskreductionprioritiesidentifiedbythecommittee.

Strategies:

IncorporatetheanalysisoftheriskassessmentintotheCommunityRiskReductionPlan.

Designappropriateinterventionstrategiesforthetargetedrisks.

Analyzecost/benefitofspecificrisk-reductionstrategies.

Designamarketingstrategyforspecifictargetedrisks.

Developimpactevaluationmeasuresforeachrisk-reductiontarget.

Garnerleadershipsupportforriskreduction initiativesrecommendedbythecoalition.

Strategy:

ProviderecommendationsfromthecoalitiontotheBoardofCountyCommissionersand CityCounciltoadoptresolutionstoaddresstheidentifiedrisks.

IMPLEMENTATIONANDMEASUREMENT

Theimplementationplanwillidentifythegoal, objective,andstrategyaswellasprovidingthe tacticaltasksforimplementingeachstrategy.A personorteamwillbeassignedtoimplementeach strategyandtheirprogresswillbemonitored throughouttheimplementationprocess.

AstheStrategicPlanmatures,eachDivisionwill developperformanceindicatorsthatwillbespecific toeachgoal,objective,andstrategy.The performanceindicatorswillserveasascoreboardto trackourprogressoftheStrategicPlan implementation.

PLANMAINTENANCE

ThisPlanisalivingdocumentthatwillbereviewedat leastannuallytodetermineifimplementationis beingsuccessful.Itwillbeupdatedeveryfive(5) yearstoreflectneworchanginggoalsandpriorities.

ToupdatethePlan,aStrategicPlanningTeamwillbe convenedtoreview,providefeedback,develop consensus,andrevisethecontentsofthePlan.

EachtimethePlanreceivesamajorupdate,itwillbe presentedtotheDurhamCountyManager’sOffice forinput,feedback,andconsensusbefore implementationoccurs.ThefinalPlanwillbe availabletoalloftheOESteamandour stakeholders.

CONCLUSION

OESembracedthetaskofdevelopinga departmentalStrategicPlanduringaglobal pandemicbecausewebelievedthataroadmapto movethedepartmenttowardsuccesswasneeded forthenextthreetofiveyears.Thisdocumentwould notbepossiblewithoutthediversegroupof volunteerswhocametogethertoformthestrategic planningcommittee.Theymetbi-monthlyformany monthstodevelopthedraftversionofthestrategic plan,andtheyweresuccessfulbypracticingour CoreValues,beingtransparent,andproviding immediate,honest,unfiltered,andrespectful feedbacktoeachother.PracticingourCoreValues wasfoundationalindevelopingthegoals,objectives, andstrategiesidentifiedintheplan.Thiscommittee exemplifiedwhatanefficient,competent,engaging, andrespectfuldepartmentfunctionslike.