DHSEM Strategic Plan

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DHSEM Strategic Plan

  1. 1. 2014 Strategic Plan Division of Homeland Security and Emergency Management Colorado Department of Public Safety
  2. 2. Message from the Director It gives me great pleasure to present to you the first Colorado Division of Homeland Security and Emergency Management (DHSEM) Strategic Plan. This document guides our vision to make Colorado communities safe, secure and resilient from all-hazard events including acts of terrorism. In order to achieve this vision, guiding principles are established that will lead the Division to successfully accomplish its mission. On July 1, 2012, the Division began its journey in the midst of an active wildfire season including the High Park and Waldo Canyon Fires as well as numerous other fires that destroyed more than 648 structures, killed six civilians and burned more than 384,800 acres. This was followed in 2013, by a wildfire season that destroyed more than 500 structures and two lives lost during the Black Forest and Royal Gorge fires, the West Fork Complex Fire totaling more than 109,000 acres and devastating flash floods in the burn scars of the previous wildfires resulting in additional lives lost. The strategic planning process provided the opportunity to reflect on lessons learned over the past year as we began our journey as the Division of Homeland Security and Emergency Management. We were able to evaluate the alignment between our responsibilities and resources. This evaluation process reflected on the results of both an internal survey of Division employees and an external customer survey. The results are six goals that will give the Division direction in meeting its mission. Respectfully, Kevin R. Klein, Director Colorado Division of Homeland Security and Emergency Management
  3. 3. Table of Contents Message from the Director 2 Introduction 4 Using this Document 5 Explanation of Key Terms 6 Vision, Mission and Values 10 Guiding Principles 12 Goals and Objectives 16 Planning Process 20 Implementation 22 Acknowledgments 24
  4. 4. Introduction As a division of the Colorado Department of Public Safety, Homeland Security and Emergency Management provides leadership and support to help keep Colorado safe and secure from all types of hazards, natural or humancaused. To guide the Division in an effective, efficient and elegant manner in accomplishing its responsibilities, a strategic planning process was initiated in early 2013. This resulting Strategic Plan provides the framework for the Division’s continuing progress toward developing and maintaining internal and statewide capabilities to prevent, protect against, mitigation, respond to, and recover from hazards. This plan represents Phase One of the Division’s comprehensive strategic planning effort. The document establishes core values and guiding principles to direct behavior and decisions, while identifying goals and objectives toward fulfilling the Division’s vision and mission. Phase One provides the groundwork for Phase Two, where detailed work plans for mission areas will be developed. These work plans will incorporate measurable actions in support of the strategy and provide the directional foundation for every employee in the Division. Goals Objectives Developed in consideration of strengths, weaknesses, opportunities and threats [4] Developed in consideration of departmental and divisional strategic direction Work Plan Project Plans Actions MISSIONS & FUNCTIONS Products and services to fulfill mission
  5. 5. Using this Document Explanation of Key Terms An explanation of key terms used throughout this plan is provided near the front of this document. By including key terms near the front, provide readers have a baseline explanation of terminology prior to coming across it in the plan. To ensure content is placed in proper context, it is critical that key terms throughout the document are understood and that the explanation be referenced when context is in question. Vision, Mission and Values The vision and mission in this Strategic Plan set forth the Division’s desired future state and organizational purpose as established in Colorado statute. The vision and mission statements are intentionally simple and written to convey a clear message. Values serve as the foundation of Division culture. The Division’s values are presented in this Strategic Plan to provide a base of expectation on what drives employee and organizational behavior and decision making. Guiding Principles Guiding principles direct how Division employees will conduct relations with internal and external customers, partners and stakeholders while working to realize the vision and accomplish the mission. These principles are intended to be actionable, meaning they provide an organizational base from which to develop assignable and measurable actions to improve internal and external processes, products and performance. Actions implementing the guiding principles will be incorporated into overarching or mission area work plans. Goals and Objectives Goals presented in this Strategic Plan support the focus of the Division. The Division’s goals are aligned to support the five mission areas of the National Preparedness Goal: protection, prevention, response, mitigation, and recovery. Objectives are the lowest resolution of strategy included in Phase One. Each objective is associated with a singular goal and is not intended to be directly measurable, but is supported through measurable activities. The Division’s objectives align the current and emerging activities to achieve the goals. [5]
  6. 6. Key Terms All-Hazard An incident or event, environmental or human caused, that has the potential to result in injury or loss of life; damage to or loss of equipment, infrastructure services, or property; or cause a functional degradation of society, whether economic or environmental. These incidents or events include, but are not limited to avalanche, landslides, mud/debris flows, rockfall, tornadoes, extreme heat, winter weather, wildfire, flood, earthquake, wind, storm, hazardous substance incident, oil spill or other water contamination requiring emergency action to avert danger or damage, volcanic activity, epidemic, air pollution, blight, drought, infestation, explosion, civil disturbance, or hostile military or paramilitary action. Asset Person, structure, facility, information, material or process that has value. Capability The means to accomplish a mission or function and achieve desired outcomes by performing critical tasks, under specified conditions, to target levels of performance. Additionally, the combination of all the knowledge, skills and resources available within a community, society or organization that can reduce the level of risk, or the effects of a disaster or emergency event. Community People with common interests and shared responsibilities. Reflects the Whole Community concept inclusive of individuals and families, businesses, faith-based and community organizations, non-profit groups, schools and academia, media outlets, and all levels of jurisdictions and their governments, including state, local, tribal and federal partners. Customer Communities and citizens the division serves. [6]
  7. 7. Disaster Occurrence or imminent threat of widespread or severe damage, injury, loss of life or property and social or economic disruption resulting from a natural or human-caused event. Emergency Evolving events that may require technical expertise or resources in support of local efforts. Hazard A potential event, natural or human source or condition, that has the potential to cause harm, injury, loss of life, damage equipment or property, or impact technological sources. A hazard differs from a threat in that a threat is directed at an entity, asset, system, network, or geographic area, while a hazard is not directed. Leadership The ability to inspire motivation in others by character, humility and example to move toward a desirable vision. Effective leadership, whether formal or informal, is helping other people rise to their full potential while accomplishing the mission and goals of the organization. Mission Areas Groups of core capabilities, including prevention, protection, mitigation, response, and recovery. Mitigation Activities implemented prior to, during, or after an incident designed to reduce or eliminate risks to persons or property or to lessen the actual or potential effects or consequences. [7]
  8. 8. Preparedness The actions taken to plan, organize, equip, train, and exercise to build and sustain the capabilities necessary to prevent, protect against, mitigate the effects of, respond to, and recover from those threats and hazards that pose the greatest risk to the security of the state. Prevention Activities necessary to avoid, intervene or stop a threat, disaster or emergency event. Protection Actions to reduce the vulnerability of people, communities and their assets, including critical infrastructure and key resources, in order to deter, mitigate, or neutralize risks. Recovery The process of restoring public services and returning the community to a new normal while taking advantage of opportunities to mitigate future disasters and build a more resilient community. Resilient The ability to adapt to and withstand changing conditions and rapidly recover from disruption. Response Activities necessary to save lives, protect property and the environment, and meet basic human needs after an incident has occurred. Resource Personnel and major items of equipment, supplies, and facilities available or potentially available for assignment to incident operations and for which status is maintained. Resources are also technical expertise, funding, and services provided during steady-state or during a disaster or emergency event. [8]
  9. 9. Safe and Secure Free from danger, harm or injury. Steady-state A state where operations and procedures are normal and ongoing. Communities are considered to be at a steady-state prior to disasters and after recovery activities are complete. Support Provision of resources to assist others with accomplishing mission, tasks or building capabilities. Sustainability Meeting the needs of the present without compromising the ability of future generations to meet their own needs. Terrorism The unlawful use, or threatened use, of force or violence by a group or individual against persons or property to intimidate or coerce a government, the civilian population, or any segment thereof in furtherance of political or social objectives. Threat A natural or human-caused occurrence, entity, or action that has or indicates the potential to harm life, information, operations, the environment, and/or property. [9]
  10. 10. Vision, Mission and Values The vision, mission and values ground the Division’s strategic direction. These three components are critical in establishing common expectations for Division employees, as well as for external customers, stakeholders and partners. The vision captures the desired outcome of the organization as a future end state. The mission represents the Division’s fundamental purpose or scope of activities as guided by statute and other directives. The mission statement succinctly describes why the Division exists and what we do to achieve it. Values are articulated within the strategy to serve as a foundation of the Division culture. The values will guide employee and organizational behaviors and decision making. [ 10 ]
  11. 11. Vision Colorado communities are safe, secure and resilient from all-hazard events including acts of terrorism. Mission Provide leadership and support to Colorado communities to prevent, protect, mitigate, respond and recover from all-hazard events including acts of terrorism. Values Division of Homeland Security and Emergency Management employees will build public trust and confidence through performance and partnerships. Employees will achieve this by demonstrating a commitment to excellence reflected in the services, skills, collaborations, timeliness and understanding we provide to those we support, and to those we garner support from. As representatives of state government, and as individuals, we value communication, transparency, consistency, compassion, innovation, personal excellence, mutual respect, and teamwork. We hold ourselves accountable to our partners and Colorado communities by honoring commitments, focusing on outcomes, and striving for the highest quality of service. We are committed to our chosen profession and believe that the services we provide are essential. Community People with common interests and shared responsibilities. Reflects the Whole Community concept inclusive of individuals and families, businesses, faith-based and community organizations, non-profit groups, schools and academia, media outlets, and all levels of jurisdictions and their governments, including state, local, tribal and federal partners. Safe and Secure Free from danger, harm or injury. Resilient The ability to adapt to and withstand changing conditions and rapidly recover from disruption. Leadership The ability to inspire motivation in others by character, humility and example to move toward a desirable vision. Effective leadership, whether formal or informal, is helping other people rise to their full potential while accomplishing the mission and goals of the organization. Support Provision of resources to assist others with accomplishing mission, tasks or building capabilities. [ 11 ]
  12. 12. Guiding Principles In developing the strategic goals and objectives, eight overarching principles emerged that apply across organizational activities. These principles are central in moving the Division toward a systematic approach in consideration of internal and external necessities and desired outcomes. These principles drive how the Division will support and grow employees, and how employees will in-turn conduct relations with colleagues, customers, partners and stakeholders. • Invest in a motivated team of dedicated and empowered professionals. • Embody a systematic approach of continuous improvement. • Excel in effective and timely communication. • Advance and assist partnerships and collaboration. • Maximize the provision and management of resources. • Assist with strengthening and sustaining prepared communities. • Incorporate and advance proven and reliable technology. • Deliver an integrated statewide preparedness system. These eight guiding principles will be implemented and institutionalized within the Division as programs, processes and policies continue to be developed and refined. Measurable actions will be established for each principle. These actions will be regularly and consistently evaluated to ensure they are effective in moving the Division in the desired strategic direction. [ 12 ]
  13. 13. Invest in a motivated team of dedicated and empowered professionals. The Division will fulfill its mission through employee successes. The Division will provide the knowledge, support and organizational structure that motivate employees to maximize their potential and be accountable for their actions. The Division will foster employee successes by sustaining and empowering a talented, diverse and professional workforce by providing the best possible leadership, training, material and equipment, technologies and working environment. Embody a systematic approach of continuous improvement. Increasing efficiency and effectiveness through teamwork and customer-focused process improvements will strengthen the Division and its ability to provide outstanding service, performance and results. Through the commitment to objectively evaluate our programs and process, the Division and its employees will best practices and lessons learned to strengthen future planning and operational activities. Successful development of this culture will result in employee investment, clarity of direction and the enhanced management of key programs, resources and services. These customer service improvements will provide integrated and timely assistance and coordination, while promoting innovation and accountability. Excel in effective and timely communication. The Division recognizes that effective and timely communication is critical to our mission, as well as to successfully develop and maintain credibility with our communities. The timely exchange of critical and actionable information is essential in improving our capacity to inform the public and provide accurate and real-time communications. The Division’s internal and external communications will be guided by doctrine that conveys clear intent and expectation; and in turn, the Division and its employees will convey clear and consistent messaging when performing duties and implementing programs and processes. [ 13 ]
  14. 14. Advance and assist partnerships and collaboration. Building, enhancing and sustaining capabilities achieves a more resilient Colorado. The Division recognizes strong partnerships that leverage diverse and available resources are essential in fulfilling the mission. To maximize and sustain resources that homeland security and emergency management partnerships provide, the Division will enhance public and private sector relationships by improving communication, cooperation and coordination. The Division will continue to build and improve upon a collaborative culture while regularly and openly recognizing the invaluable contributions of partners. Maximize the provision and management of resources. Resource management is flexible, scalable and adaptive to support any incident in a rapidly changing environment. The Division embraces a philosophy where efficient, effective, and equitable delivery and deployment of resources requires that resource management concepts and principles be used in all phases of our programs. [ 14 ] Resources will be maximized through development of employee technical skills, leveraging various funding sources, mutual aid, and provision of reliable management systems. Effective resource management will eliminate waste, provide for more cost effective use of limited funding, and will increase the provision and use of appropriate resources to meet the needs of Colorado’s communities. Assist with strengthening and sustaining prepared communities. Engaging and supporting the Division and communities through education, training, and exercises, will build a strong and resilient Colorado. The Division will reach out and provide ongoing opportunities for communities to acquire knowledge and skills in order to be self-reliant before, during, and after a disaster or emergency event. This ongoing outreach will build effective and sustainable capabilities for the long term. The awareness and capabilities gained will result in Colorado communities that can prepare and plan for, absorb the impact of, and pro-actively adapt and recover from, major adverse allhazard events.
  15. 15. Incorporate and advance proven and reliable technology. Advances in technology and its appropriate application are critical for the Division to increase capability and improve customer service. Through internal and external collaboration, the Division will make strategic investments for the most relevant, reliable, accessible and cost-effective and technology to support its mission. Technology investments will mutually benefit the Division and communities by increasing the reliability of systems while consolidating resources, communication and processes. internal teamwork and external partnerships, the Division will reduce the inefficiencies of duplicative programs and processes and build a forward thinking culture of collaboration and innovation. Collaborating with Colorado’s homeland security and emergency management communities, the Division will develop a comprehensive and consolidated all-hazards risk assessment to inform and guide Colorado’s preparedness activities. The Division will further integrate the state’s preparedness system by reaching out to understand the capabilities of our partners, leveraging partnerships to fill resource and service gaps, and by looking inward to clarify and consolidate overlapping responsibilities. Deliver an integrated statewide preparedness system. An integrated preparedness system is critical to developing a shared understanding of Colorado’s threats and hazards, and to delivering appropriate and effective services. By embracing strengths gained through [ 15 ]
  16. 16. Goals and Objectives The following six goals and related objectives address the Division’s strategic direction in implementing its mission of preparing for, protecting from, mitigating against, responding to, and recovering from the impacts of all-hazard incidents and acts of terrorism, as well as delivery of resources and services in support of the mission areas. Support Deliver effective and efficient processes, resources and services in support of mission areas. Prevention Ensure a safe and secure environment from threats, hazards and incidents. Protection Protect and safeguard people and assets from the consequences of threats, hazards and incidents. Mitigation Reduce the loss of life and property by avoiding or lessening the impact of hazards. Response Provide coordination and support to all-hazard incidents and threats. Recovery Support comprehensive community recovery efforts before, during and after incidents. [ 16 ]
  17. 17. Objectives associated with each goal are not intended to be directly measurable, but rather to set the stage for aligning current and developing measurable actions to accomplish the objectives in support of each goal. These measurable actions will be established in mission area work plans and tied to employee performance. Objectives 1. Support Goal - Deliver effective and efficient processes, resources and services in support of mission areas. 1.1. Develop and maintain customer focused processes and procedures that support financial and grant management. 1.2. Facilitate the shared use of and purchase of equipment with limited funding sources. 1.3. Provide reliable information technology, equipment, systems and support. 1.4. Ensure resource accessibility and connectivity to employees and external users. 1.5. Devise and deliver protocols ensuring the rapid mobility of employees during steady-state and emergency events. 1.6. Develop, enhance, and deliver policy for processes and protocols lacking clear direction or consistency. 1.7. Provide a comprehensive training and exercise program to bolster internal and external capabilities. 1.8 Provide accurate and timely information to partners and customers through a variety of mediums. 2. Prevention Goal - Ensure an environment safe and secure from threats, hazards and incidents. 2.1. Collect, assess and disseminate information regarding threats to the public’s safety and provide timely recommendations that are realistic and actionable. 2.2. Engage community members to be active participants in the prevention of acts of terrorism and disaster events. 2.3. Provide and promote an integrated, multi-disciplined, information sharing network to collect, analyze and disseminate information. 2.4. Assess threats to critical infrastructure and key resources and associated vulnerability through outreach, threat assessments and timely communication. 2.5. Provide analysis on suspicious activity reports and share information about suspected and known threats. 2.6. Provide support to agencies requesting assistance or resources for information gathering, analysis, the development of intelligence products or investigation support. 2.7. Provide early warning through daily reports, special reports and incident reports to numerous agencies representing a multitude of disciplines, taking an all-crimes all-hazard approach. [ 17 ]
  18. 18. 3. Protection Goal - Protect and safeguard people and assets from the consequences of threats, hazards and incidents. 3.1. 3.2. 3.3. 4. Through the development of a comprehensive protection strategy, provide support and technical expertise to critical infrastructure partners and our citizens to enhance protection and minimize loss. Develop strong partnerships across critical infrastructure and key resource sectors with key stakeholders: federal, state, local, tribal, non-government organizations and the private sector. Administer the Automated Critical Asset Management System and serve as the point of contact for related critical nfrastructure and key resources databases for Colorado. i Mitigation Goal - Reduce the loss of life and property by avoiding or lessening the impact of hazards. 4.1. Work with partners to develop, maintain and enhance local level risk reduction through plans, studies, strategies and related resources. 4.2. Develop, maintain and enhance partnerships by participating in venues and engaging in regular communication. 4.3. Establish, maintain and foster mitigation and grant program expertise to provide comprehensive technical assistance and to encourage empowered communities. 4.4. Administer federal grant programs by developing and delivering technical assistance, providing tools and guidance, and communicating grant funding opportunities. 4.5. Coordinate and communicate with partners to encourage and develop mitigation projects to protect people, property, critical assets and lifelines, economies and the environment. 4.6. Conduct analyses for prospective and enacted legislation and statutes at the State and Federal level to determine how changes in laws and statutes might impact mitigation operations, capabilities and funding streams. 5. Response Goal - Provide coordination and support to all-hazard incidents and threats. 5.1. 5.2. 5.3. [ 18 ] Ensure planning efforts are consistent and in alignment with the State Emergency Operations Plan and capabilities of the Division. Review and update existing intergovernmental agreements and memorandum of understandings with partners; and identify opportunities where new agreements may need to be developed and executed. Ensure direct support to our partners through field managers, technical resource teams and the State Emergency Operations Center.
  19. 19. 5.4. Assist with resourcing partners through grant funding opportunities. 5.5. Utilize and ensure access to technology and equipment for response through reliable connectivity and mobility. 5.6. Strengthen response capability by identifying and providing training specific to the needs of the Division and our communities. 5.7. Improve state level incident response through exercises. 6. Recovery Goal - Support comprehensive community recovery efforts before, during and after incidents. 6.1. Develop a comprehensive Colorado Mitigation and Recovery System to include plans, training, grants, guides, templates, tools and projects to support and enhance community recovery capacity and operations. 6.2. Develop and maintain components of recovery systems through plans, guides, policies, tools and procedures. 6.3. Develop and strengthen partnerships across Colorado communities to enhance statewide recovery capabilities. 6.4. Establish and maintain Divisional content expertise in order to provide comprehensive technical and financial assistance training to partners and customers. 6.5. Provide consistent and comprehensive support to grantees including eligibility criteria and guidance, application development, contracting, reporting, reimbursements and closeout. 6.6. Coordinate and communicate with partners to encourage the development of pre-disaster recovery plans and projects, and post-disaster comprehensive recovery strategies, to protect, restore and improve communities impacted by disaster events. 6.7. Maintain consistent awareness of state and federal policy and policy trends in order to provide timely and effective input to legislators and interest groups as requested. 6.8. Assess immediate local recovery resource needs efficiently and comprehensively for appropriate inclusion in the development and execution of Executive Orders following incidents. [ 19 ]
  20. 20. Planning Process The Division’s Leadership Team formed the Strategic Planning Committee to coordinate development of the Division’s first official strategic plan. Strategic planning should be done when an organization is just getting started; an organization is experiencing environmental changes; and, once a year to ensure alignment between responsibilities and resources. Each of these rationales for strategic planning justifies the development of this plan. The Strategic Planning Committee is comprised of eight representatives from across Divisional program areas, the composition of which is provided in the Acknowledgments section. The Committee met over the course of six months and followed a three-step planning process. This process involved getting organized, gathering information and developing the plan. Although the number of committee members was limited, the planning process was open and inclusive. Division employees were provided regular project updates, given access to planning documents as they were developed, and encouraged to formally participate in surveys and draft document reviews. External customers also contributed to the planning process. Results from the external customer survey were considered when developing the Division’s strategic direction. Getting Organized The planning process initiated with committee members meeting with the Division’s Leadership Team to establish expectations. Direction provided by the Leadership Team focused on congruity with the departmental mission and state homeland security strategy. After considering multiple options for content and structure of the strategic plan, achieving the strategic direction of the Division is organized into two phases: [ 20 ]
  21. 21. Phase One The first phase of strategic planning, currently represented by this document, focuses on developing or refining the Division’s vision, mission, values, guiding principles, goals and objectives. This phase includes collecting data to educate and inform the planning process and serves to answer the questions of where we are with our strategic direction, where do we need and want to be, and how do we get there. Phase Two The second phase of strategic development will provide a greater resolution of planning. Phase Two focuses on mission area work plans and the development of measurable actions and project plans to as they related to implementing the Division’s values, guiding principles, goals and objectives. The measurable actions will be developed in consideration of organizational and environmental strengths, weaknesses, opportunities and threats. Gather Info Develop Plan Implementation Information Gathering The strategic planning process was informed through use of previously completed or ongoing departmental and divisional strategic planning efforts, recently completed transitional guidance, employee and external customer surveys, and other local, state and federal emergency management related strategic plans. Developing the Plan The Committee leveraged best practices from existing state and local strategies to develop a plan outline. The Committee then took a building-block approach by first, establishing the vision and mission; next, providing a base of values and guiding principles; and lastly, developing goals and objectives. An iterative process of multiple draft plan reviews was used to refine the document. Comments and recommendations provide by Division employees were evaluated by the Committee and integrated into the plan as appropriate. This Strategic Plan was submitted to the Leadership Team for final review and approval before distribution. Distribution Maintenance Evaluation [ 21 ]
  22. 22.   Implementation Moving the Division forward in the desired direction depends on successful implementation of this Strategic Plan. Phase One implementation includes plan distribution, maintenance and evaluation. As Phase Two of the strategic planning process begins, the implementation strategy will apply and expand to encompass the greater resolution of planning within that phase. To further support implementation of the Strategic Plan, the Committee developed a report for the Leadership Team providing recommendations to bridge Phase One and Phase Two of the planning process. The report, based on 2013 employee and external customer surveys and department transitional documents, identifies concerns and proposes resolutions to be considered prior to, or in concurrence with, Phase Two of the planning process. Additional considerations for implementing this Strategic Plan and the Division strategic direction should also be addressed by mission area management. Opportunities should also be provided to employees during Phase Two to suggest ideas for implementation. Distribution Internal Supported by the Division, employees will be provided proactive access and exposure to the Division’s vision, mission, values, guiding principles, goals and objectives. This access may include a printed copy of the Strategic Plan, posters placed within the workplace, standing slides at the beginning of staff meeting presentations, review of strategic direction [ 22 ]
  23. 23. during performance evaluations, identified linkages to section work plans and to Position Description Qualifications, incorporation into plans and other documents, and performance related success stories tied to goals and objectives. External The Strategic Plan and its components will be posted on Division web sites and sent to specific distribution groups as determined by the Division Director and Public Information Officer. Completion of the planning process for Phase One should be announced through standard Divisional social media. Posters placed in meeting spaces throughout the Division stating the vision, mission and other components will provide an opportunity for visitors to learn the strategic direction of the Division. Maintenance Strategic planning within the Division will be institutionalized through activities such as a standing Strategic Planning Committee, incorporation into the Annual Report, annual surveys of the employees and external customers, and regular reports to the Leadership Team. The Strategic Plan Project Management Plan will become a Program Management Plan and focus on strengthening and implementing the strategic planning process. The plan maintenance schedule will be incorporated in to the Program Management Plan as the schedule for Phase Two of the planning process is established. Evaluation Progress on the implementation of the Strategic Plan will be evaluated through the following activities: progress on the strategy will be evaluated annually based on the performance measures identified for work plan actions to be completed throughout a given year; employees will be assigned goals, objectives and actions that will, in turn, be incorporated into the performance management process; and achievements toward the vision and mission will be incorporated into the Division’s Annual Report.   [ 23 ]
  24. 24. Acknowledgments Name Role Office / Organization Project Executives Kevin Klein Division Director DHSEM Bill Archambault Budget and Finance Manager Director’s Office JP Burt Office Director Prevention and Security Dave Hard Office Director Emergency Management Dana Reynolds Office Director Preparedness Committee Members Ken Brink Project Lead Emergency Management Randy Kennedy Participant Preparedness Robin Koons Participant Prevention and Security Ezzie Michaels Participant Preparedness Fran Santagata Participant Preparedness Amy Shish Participant / Recorder Emergency Management Micki Trost Participant Director’s Office Cindy VonFeldt Participant Emergency Management Planning Partners Division Staff Stakeholders Survey Respondents External Partners Stakeholders Survey Respondents [ 24]
  25. 25. [ 25 ]
  26. 26. Colorado Department of Public Safety Colorado Division of Homeland Security and Emergency Management 9195 E. Mineral Ave., Suite 200 Centennial, CO 80112 720-852-6600 www.dhsem.state.co.us

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