Mayor’s Office of Emergency Management and Homeland Security
2014 Peak Performance Strategic Plan
OVERVIEW:
The Mayor’s Office of Emergency Management and Homeland Security (OEMHS) works to create a safer City and
region by collaborating with our stakeholders to increase Denver’s ability to prepare for, respond to, and recover
from natural or man-made disaster and emergencies.
OEMHS coordinates with local, state, federal, private, non-profit entities, and community groups to minimize the
impact of all potential hazards facing the City and County of Denver. OEMHS strengthens Denver’s preparedness
through comprehensive disaster planning, hazard identification & risk assessment, hazard mitigation, protection of
critical infrastructure, and enhancement of community preparedness. OEMHS enhances disaster response by
managing the Denver Emergency Operations Center and OEMHS Duty Officer Program, to improve interagency
coordination and information sharing, resource management, and emergency public information and warning. These
activities improve Denver’s ability to recover from a disaster, reducing the time and cost required to return to normal
operations and making Denver a more resilient City.
OEMHS also manages the Denver Urban Area Security Initiative, a Federally-funded homeland security program to
increase the Denver metropolitan area’s capabilities to mitigate against, prepare for, respond to and recover from
terrorist events and other major incidents.
MISSION:
Lead Denver’s efforts to prepare for, mitigate, respond to, and recover from emergencies and disasters.
VISION:
We will help create a disaster resilient Denver where everyone matters.
VALUES:
 Comprehensive
 Progressive
 Risk-driven
 Integrated
 Collaborative
 Coordinated
 Flexible
 Professional
GOALS:
 Strengthen Preparedness
 Strengthen Response
 Strengthen Recovery
METRICS:
(New metrics are currently being developed as part of the OEMHS Capability Assessment Tool.)
LINKAGE TO OTHER PLANS AND GUIDANCE:
This Strategic Plan is not a stand-alone document, but interacts with several other plans and guidance documents:
Denver OEMHS Strategic Plan: This document defines the office’s Mission, Vision, Values, and overall Goals. It also
describes the primary Strategies (program areas) and Tactics (specific initiatives) being used to meet our Mission,
Vision and Goals. The OEMHS Strategic Plan is a multi-year plan, and is updated annually with stakeholder input
through the Denver Local Emergency Planning Committee.
OEMHS Capability Assessment: This assessment tool (currently under development) will help assess capabilities,
identify gaps, and prioritize resources to address those gaps in the short and long term. Priorities identified by the
Capability Assessment will feed directly into future Strategic Plan updates, and will help develop reportable Metrics
for the office.
State of Colorado Homeland Security Strategy: This document is developed by the State Homeland Security
Advisory Committee (HSAC) “to provide broad, strategic direction and guidance for the stakeholders of Colorado’s
Homeland Security program.” While not binding on local jurisdictions, Denver OEMHS’ Strategic Plan should seek to
align with the State Strategy wherever possible. As a member of the HSAC, Denver has the opportunity to help
shape this strategy.
EMPG Grant Guidance and Work Plan: EMPG Grant Guidance is issued by the State annually. It provides broad
guidance on how EMPG funds can be spent, and states any requirements to receiving EMPG funding (exercise
requirements, CPG 101 compliance, etc). The annual EMPG Work Plan is developed by Denver OEMHS in
accordance with grant guidance and requirements; it should reflect the Strategies and Tactics in the OEMHS
Strategic Plan for EMPG-funded staff, and go into more detail concerning project milestones and deliverables.
UASI Grant Guidance: UASI Grant Guidance is issued by the US Department of Homeland Security for each grant
year, and specifies how UASI grant funds can be spent. As such, it provides outer limits on the activities of the UASI
program. Strategies and Tactics in the OEMHS Strategic Plan for UASI-funded staff must be compliant with UASI
Grant Guidance, or else alternative funding sources must be found.
State Homeland Security Grant Program Guidance and Requirements: Guidance issued by the Colorado Division of
Homeland Security and Emergency Management further specifics grant requirements and allowable activities for the
UASI funds.
UASI/NCR Strategic Plan and UASI Board Direction: The UASI Program, in coordination with the North Central
Region, maintain a Strategic Plan for the region. While this regional plan is not binding on local jurisdictions, Denver
OEMHS’ Strategic Plan should seek to align with the Regional Strategic Plan wherever possible. Additionally, the
UASI Board makes Regional decisions regarding expenditure of UASI grant funds, management of regional
committees, etc. As Fiscal Agent and Chair of the UASI Board, Denver has the opportunity to influence regional
decisions.
Individual Work Plans/Performance Enhancement Plans: Work plans for individual staff should be created based on
the Strategies and Tactics in the OEMHS Strategic Plan. Work plans for EMPG-funded staff should also align with
the EMPG Work Plan. These work plans are to be used when creating the individual’s Performance Enhancement
Program (PEP) Plan.
Office of Emergency Management and Homeland Security
2014 Peak Performance Strategic Plan
Strategy 1
Tactic 1.1
Lead
Tactic 1.2
Lead
Tactic 1.3
Lead
Tactic 1.4
Lead
Tactic 1.5
Lead
Tactic 1.6
Lead
Tactic 1.7
Lead
Tactic 1.8
Lead
Improve Information Sharing With Stakeholders
Develop and implement a social media strategy in accordance with the City’s social media strategy.
Bluhm, Hunt
Timeline
June 2014
Update the OEMHS website; develop a plan and procedures for its ongoing management.
Bonesteel, Bluhm
Timeline
June 2014
Improve our ability to communicate what OEMHS does to our stakeholders, the public, and City
leadership, to include the development of better briefing materials.
Field
Timeline
June 2014
Improve our notification procedures and systems, and better align them with citywide notifications.
Mueller
Timeline
June 2014
Continue to integrate the use of GIS before, during and after a disaster.
Hunt, Mueller
Timeline
September 2014
Continue working with stakeholders to refine the Special Events planning process.
Williams
Timeline
December 2014
Sustain and expand the use of WebEOC during both disaster and day-to-day operations.
Mueller
Timeline
Ongoing
Continue to use the Denver Local Emergency Planning Committee and sub-committees to develop
and validate plans for the City that incorporate stakeholder needs.
Williams
Timeline
Ongoing
Notes
Strategy 2
Tactic 2.1
Lead
Tactic 2.2
Lead
Tactic 2.3
Lead
Enhance Planning Activities
Work with City Attorney’s Office and other stakeholders to revise OEMHS legal authorities, including
authorities related to disaster declarations.
Field
Timeline
March 2014
Complete a new Denver Hazard Mitigation Plan addressing all hazards identified in the HIRA.
Hunt
Timeline
June 2014
Ensure all plans take into account people with access and functional needs, and that all emergency
shelters are fully compliant with the Americans With Disabilities Act.
Bluhm
Timeline
June 2014
Office of Emergency Management and Homeland Security
2014 Peak Performance Strategic Plan
Tactic 2.4
Lead
Tactic 2.5
Lead
Tactic 2.6
Lead
Tactic 2.7
Lead
Tactic 2.8
Lead
Tactic 2.9
Lead
Tactic 2.10
Lead
Update, evaluate and revise the City’s Continuity of Operations and Continuity of Government
Plans.
Mueller
Timeline
June 2014
Update the NCR/UASI regional strategy to integrate with the THIRA.
Bonesteel
Timeline
June 2014
Review, revise and expand recovery planning, to include development of Recovery Support
Function lead agencies and the Long Term Recovery Committee.
Field, Hunt
Timeline
September 2014
Develop an evacuation and sheltering framework for the City.
Williams
Timeline
December 2014
Revise and readopt the City Emergency Operations Plan; develop/revise Support Annexes for
Mutual Aid/Multijurisdictional Coordination, Private Sector Coordination, and Public Alert & Warning;
develop Hazard Annexes for Hazardous Material Incidents, Extreme Heat, Communicable Disease
Outbreaks, Flooding, and Dam Failure.
Hunt
Timeline
December 2014
Develop and begin implementation of a Resiliency Improvement Strategy for the City.
Field
Timeline
March 2015
Timeline
Annual
Maintain and update the UASI THIRA.
Bonesteel
Notes
Strategy 3
Tactic 3.1
Lead
Tactic 3.2
Lead
Tactic 3.3
Lead
Tactic 3.4
Lead
Tactic 3.5
Lead
Enhance Operational & Logistical Support Processes
Complete the upgrade of the City’s outdoor warning siren system.
Mueller
Timeline
December 2013
Re-evaluate and update post-disaster assessment procedures.
Mueller
Timeline
March 2014
Codify procedures for the EOC Finance & Administration Section.
Williams, Simmons
Timeline
June 2014
Enhance procedures for activating an Alternate EOC location, and develop a plan for a “Virtual”
EOC Activation.
Mueller
Timeline
September 2013
Begin development of a Denver Type-IV Incident Management Team.
Krugman, Holtz, Burbach
Timeline
December 2015
4
Office of Emergency Management and Homeland Security
2014 Peak Performance Strategic Plan
Tactic 3.6
Lead
Tactic 3.7
Lead
Coordinate Denver’s recovery from September 2013 flooding, to include assisting agencies with
Public Assistance projects and reimbursement.
Williams, Simmons
Timeline
Ongoing
Improve the value provided by the OEMHS to our stakeholders on a day-to-day basis through the
Duty Officer program and other methods.
Williams
Timeline
Ongoing
Notes
Strategy 4
Tactic 4.1
Lead
Tactic 4.2
Lead
Tactic 4.3
Lead
Enhance Critical Infrastructure Protection
Identify, catalog and prioritize Denver’s publicly-owned Critical Infrastructure.
Burbach, Holtz
Timeline
December 2013
Identify, catalog and prioritize Denver’s privately-owned Critical Infrastructure.
Burbach, Holtz
Timeline
December 2014
Develop and begin implementing a plan to improve protection of Denver’s critical infrastructure, to
include addressing the recommendations of the Regional Resiliency Assessment Program (RRAP).
Burbach, Holtz
Timeline
December 2014
Notes
Strategy 5
Tactic 5.1
Lead
Tactic 5.2
Lead
Tactic 5.3
Lead
Tactic 5.4
Lead
Tactic 5.5
Lead
Enhance Community Preparedness Activities
Work with the LEPC Community Preparedness Sub-committee to develop and implement a strategic
plan for whole community preparedness program.
Bluhm
Timeline
March 2014
Improve our ability to share preparedness and public warning information to the public, to include
non-English speakers and people with disabilities.
Bluhm
Timeline
June 2014
Conduct community conversations with a variety of citizen groups to determine their needs.
Williams, Bluhm
Timeline
December 2014
Continue to expand youth preparedness programs in cooperation with partner agencies.
Bluhm
Timeline
Ongoing
Continue to deliver high-quality emergency preparedness training to citizens and community groups.
Bluhm
Timeline
Ongoing
Notes
5
Office of Emergency Management and Homeland Security
2014 Peak Performance Strategic Plan
Strategy 6
Tactic 6.1
Lead
Tactic 6.2
Lead
Tactic 6.3
Lead
Tactic 6.4
Lead
Tactic 6.5
Lead
Maintain a progressive training and exercise program.
Develop and implement an OEMHS/EOC training & exercise plan.
Krugman
Timeline
March 2014
Conduct a City Training & Exercise Assessment; develop a Training & Exercise Plan to coordinate
Citywide emergency management training and track improvement plan items from exercises.
Krugman
Timeline
June 2014
Leverage the new Denver City Employee University to provide preparedness courses, NIMS
courses, and other training opportunities to Denver City employees.
Krugman, Bluhm
Timeline
June 2014
Ensure all staff are fully trained on EOC procedures, particularly resource ordering and management
procedures; improve staff cross-training.
Krugman
Timeline
December 2014
Continue to promote training and professional development opportunities for staff.
Krugman
Timeline
Ongoing
Notes
Strategy 7
Enhance Internal Processes And Procedures
Tactic 7.1
Codify office policies in an Employee Handbook.
Lead
Tactic 7.2
Lead
Tactic 7.3
Lead
Tactic 7.4
Lead
Tactic 7.5
Lead
Bonesteel, Simmons
Timeline
March 2014
Assess and re-align the UASI/NCR Committee structure and assessment procedures to better align
with US DHS Core Competencies.
Bonesteel, Field
Timeline
June 2014
Document and improve office procedures, and ensure staff are trained on proper procedures.
Williams, Simmons, Diaz
Timeline
September 2014
Continue to refine inventory/asset management and equipment monitoring control systems.
Simmons, Abeyta
Timeline
September 2014
Continue to implement records retention procedures.
Simmons, Abeyta
Timeline
December 2014
Notes
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