HomeMy WebLinkAbout2 - Retreat Abstract 2021 - Emergency Management2021 Departmental Abstract
Emergency Management
# FTEs: TTL Revenues: 1 98.349 TTL Expenditures: 1 236.281
Key Work Program Items/Initiatives in 2021:
1. Ongoing COVID-19 response, recovery, and then after action review and corrective
action planning/implementation.
2. Revamp volunteer program (recruiting, onboarding, training, engaging, retention);
develop Spontaneous Volunteer plan (still underway, but on the fly as we develop in
response to COVID)
3. Update City/County joint Hazard Mitigation Plan (modified due to COVID)
4. Stand up Local Emergency Planning Committee (LEPC) hazardous materials review board
(on pause due to COVID)
5. Plan for 2022 Cascadia Rising multi -state exercise (modified due to COVID)
6. Continuity of Operations/Government plan update (on pause due to COVID)
7. Update Safety Plans and subsequent training/drills for county employees (on pause due
to COVID)
Major Departmental Adjustments to COVID; also, Lasting Changes After COVID:
1. Obviously, COVID was/is all -consuming for our department; most project were paused
or modified for the time being. We can only assume COVID, the recovery, and after
action review/follow-up will consume a majority of the year, with other projects triaged.
2. Moving forward, we will be looking at better remote coordination/EOC operations
protocols and technologies that don't rely on being physically in EOC. We typically
operated under the assumption that during a major event (earthquake), tech would be
limited. However, with COVID, obviously we were heavily reliant on tech and less reliant
on the interpersonal coordination and analog methods we historically trained for.
Other Important Trends/Drivers of Services in 2021:
1. Every year, DEM is reliant on federal funding through FEMA/State EMD (Homeland
Security Grant Program and Emergency Management Performance Grant) and a
majority of DEM's yearly programming depends on maintenance of those funding levels.
The General Fund only supports one full-time staff in DEM; the four clerk hires are
funded by these federal grants, as is the All County Picnic event, our Community
Emergency Response Team training, and other programming. As always, we fear a
reduction in funding, and this year is no different. However, there is the possibility of
increased funding levels to support pandemic response/recovery and additional EM
capacity. Time will tell, but the only known is that funding for DEM remains uncertain.
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2021 Departmental Abstract
Emergency Management
Key Opportunities for Department in 2021:
1. There will be a great deal of public interest and support for emergency preparedness as
we conclude the pandemic response. It will be a major asset to leverage that newfound
interest and momentum toward a larger volunteer base, delivery of trainings, etc.
Key Challenges Facing the Department in 2021:
1. Of course, it will be difficult to build upon that momentum as we deal with burnout
from the pandemic response. This year has been exceedingly difficult and we have
pushed our part-timers and volunteers quite hard. We expect some attrition, and it's
expected many of even our most dedicated volunteers will need time off before re -
engagement with the department.
2. As always, juggling and triaging the numerous requirements bestowed upon DEM with
the ongoing pandemic response. The Hazard Mitigation Plan, for example, is a major
project and important requirement that is going to be difficult to fulfill. Other
requirements and initiatives will continue to be put on the backburner given our small
size yet large scope of responsibility.
Any Topics You'd Like to Workshop With The Board in 2021?
1. Communication, both in terms of pandemic response and overall. Communication is
always an issue in disaster response, but I believe the County has a major opportunity to
streamline communications and support departments in disseminating info to the
community.
2. Prior to the pandemic, DEM delivered Incident Command System training for the BOCC
and was planning a tabletop exercise to refine the concept of the Policy Management
Group in a joint City/County disaster response. Obviously, COVID-19 has given us plenty
of practice on the fly and subsequently, lessons learned, which we should review,
develop new protocol, and begin utilizing to train for the next big event.
Other Comments:
(not required)
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