The document is a 2016-2020 strategic plan for Sedgwick County Emergency Management. It outlines 5 strategic priorities: 1) serve as the leading expert in emergency management, 2) ensure optimal readiness, response, and recovery, 3) ensure training and exercises to improve efforts, 4) coordinate and expand outreach and education, and 5) ensure stakeholder participation in plan development. Each priority includes objectives and tactics to achieve the vision of a resilient and sustainable community prepared for any emergency or disaster.

1. Sedgwick County Emergency
Management
2016 - 2020 Strategic Plan
Published June 2016

2. Table of Contents2
Table of Contents
1 Executive Summary................................................................................... 3
2 Special Note about “Whole-Community” .................................................. 4
3 Emergency Management Program History and Organization..................... 5
4 Emergency Management Mission and Values............................................ 7
5 SWOT Analysis........................................................................................... 8
6 Strategic Priorities..................................................................................... 9
6.1 Priority 1..................................................................................................................................10
6.2 Priority 2..................................................................................................................................11
6.3 Priority 3..................................................................................................................................12
6.4 Priority 4..................................................................................................................................13
6.5 Priority 5..................................................................................................................................14
7 Tactical Matrix......................................................................................... 15
7.1 Priority 1 Matrix......................................................................................................................15
7.2 Priority 2 Matrix......................................................................................................................17
7.3 Priority 3 Matrix......................................................................................................................19
7.4 Priority 4 Matrix......................................................................................................................20
7.5 Priority 5 Matrix......................................................................................................................21
8 Key Performance Indicators..................................................................... 22
8.1 Priority 1 KPI............................................................................................................................22
8.2 Priority 2 KPI............................................................................................................................23
8.3 Priority 3 KPI............................................................................................................................23
8.4 Priority 4 KPI............................................................................................................................24
8.5 Priority 5 KPI............................................................................................................................24
9 Contact Emergency Management............................................................ 25

3. Executive Summary3
1 EXECUTIVE SUMMARY
At Sedgwick County Emergency Management, our vision is to build a resilient and sustainable
community. Resilience is the ability to bounce back – the ability to get up when something has knocked
you down. Sustainment is simply the capacity to endure. It is continuing on – putting one foot in front of
the other no matter what is pushing against you. SCEM’s vision, our preferred future, is a community
that can get back up and keep moving forward no matter the emergency or disaster.
Our mission – the way we plan to achieve our vision – is by creating an environment of readiness for the
Whole-Community through a comprehensive preparedness program of prevention, protection,
mitigation, response, and recovery.
In 2015, Sedgwick County Emergency Management (SCEM) underwent a series of strategic planning
sessions designed provide a clear path towards our preferred future. This document, the 2016 – 2020
Strategic Plan, is the culmination of those efforts.
SCEM identified five priorities through 2020. Those are:
 Priority 1: Serve as Sedgwick County’s leading expert in contemporary emergency management
strategies and policies
 Priority 2: Ensure optimal readiness, response, and recovery to emergencies and disasters within
Sedgwick County
 Priority 3: Ensure training and exercises are implemented to improve readiness, response, and
recovery efforts
 Priority 4: Coordinate and expand outreach and education efforts to promote resilience for the
Whole-Community in Sedgwick County
 Priority 5: Ensure active stakeholder participation in plan development and revision
Each priority has a series of objectives, found in the “Strategic Priorities” section, with each objective
further focused into a series of specific steps and deadlines in the “Tactical Matrix” section.
The first part of the plan is a history of emergency management in Sedgwick County, from its beginnings
shortly after World War II through to 2016. A current organizational chart is included to show how SCEM
reports through the Division of Public Safety to the Board of County Commission and, through them, to
the citizens of Sedgwick County.
The mission, vision, and values of Sedgwick County and SCEM are highlighted, underscoring the County’s
mission to assure quality public services that provide for the present and future well-being of the
citizens of Sedgwick County. The Strengths/Weakness/Opportunities/Threats (SWOT) analysis is a
snapshot of areas where the program already has a solid foundation, as well as an examination of areas
for improvement. The plan follows up with Key Performance Indicators that will take effect in 2017,
allowing SCEM to accurately track progress of the strategic planning priorities. The final page provides
contact information for anyone wishing to get more information from Sedgwick County Emergency
Management.
To all who assisted with this process, you have our sincerest thanks!

4. History and Organization4
2 SPECIAL NOTE ABOUT “WHOLE-COMMUNITY”
The term “Whole-Community” is used throughout this document. At Sedgwick County Emergency
Management, the term is meant to encompass everyone contributing to the well-being of the people of
Sedgwick County. The usage in this document generally captures three broad groups:
 Individuals and households
 Businesses and Non-Profits
 Governments and First responders/First Receivers
Whole-Community is meant to be all-inclusive; it should capture anyone who is part of Sedgwick County
even if they do not fall into one of the listed categories.
The following is an excerpt from A Whole Community Approach to Emergency Management: Principles,
Themes, and Pathways for Action produced by the Federal Emergency Management Agency (FEMA) in
December 2011.
Whole-Community is a concept whereby residents, emergency management practitioners,
organizational and community leaders, and government officials can collectively understand and
assess the needs of their respective communities and determine the best ways to organize and
strengthen their assets, capacities, and interest. By doing so, a more effective path to societal
security and resilience is built. In a sense, Whole Community is a philosophical approach on how
to think about conducting emergency management.
There are many different kinds of communities, including communities of place, interest, belief,
and circumstance, which can exist both geographically and virtually (e.g. online forums). A
Whole Community approach attempts to engage the full capacity of the private and non-profit
sectors, including business, faith-based and disability organizations, and the general public, in
conjunction with the participation of local, tribal, state, territorial, and federal government
partners. This engagement means different things to different groups. In an all-hazards
environment, individuals and institutions will make different decisions on how to prepare for
and respond to threats and hazards; therefore, a community’s level of preparedness will vary.
The challenge for those engaged in emergency management is to understand how to work with
the diversity of groups and organizations and the policies and practices that emerge from them
in an effort to improve the ability of local residents to prevent, protect against, mitigate,
respond to, and recover from any type of threat or hazard.

5. History and Organization5
3 EMERGENCY MANAGEMENT PROGRAM HISTORY AND ORGANIZATION
Sedgwick County Emergency Management began shortly
after World War II as the Wichita/Sedgwick County Office of
Civil Defense. Around 1970, responsibility shifted to the
County with the creation of Sedgwick County Civil
Preparedness.
In August of 1988 the agency was moved under the Sedgwick
County Fire Department. In January 1992 it became the
Sedgwick County Department of Disaster Management. In
June 1995, the Sedgwick County Emergency Management
Department was established to comply with new state and
federal regulations. In 2015, emergency management
functions were merged with 9-1-1 to create the new
department Emergency Communications and Management.
Today, Emergency Management continues at a program
level in Sedgwick County.
The original mission was to plan and prepare for an attack on
our community. Though today’s mission is much broader,
the focus on creating a resilient and sustainable community
continues. Sedgwick County Emergency Management has
responsibility for all-hazards preparedness through the five
key mission areas of prevention, protection, mitigation,
response, and recovery.
The Emergency Management program reports to the
Emergency Communications and Management department,
which is housed in the Public Safety division. Public Safety
reports to the County Manager’s office, which reports to
the Board of County Commission. The elected leaders on
the Board of County Commission serve the interests of the
citizens of Sedgwick County.
Historical information pulled from a January 1993
newsletter published by the Sedgwick County Department
of Disaster Management under Director John Coslett.
Sedgwick County
Board of County
Commission
Sedgwick County
Manager’s Office
Public Safety
Division
Emergency
Communications
and Management
Department
Emergency
Management
Program
Citizens of
Sedgwick County

6. History and Organization6
Emergency Management Organizational Chart
Public Safety Division
Director
Emergency
Communications
and Management
Director
Emergency
Manager
(Dept. Director
Level)
Community
Liaison
Coordinator
Warning
Systems
Manager
Emergency
Management
Planner
Training and
Exercise
Officer
Public Health
Planner
ESF 8
Coordinator
Public Health
Planning
Assistant
CERT
RACES
Emerg.
Support
Unit
Viola Fire
Dept
Medical
Reserve
Corp
K9 Search
& Rescue
Bentley
Fire Dept
Fire
Reserves
Full Time
Staff
Volunteer
Groups

7. Mission and Values7
4 EMERGENCY MANAGEMENT MISSION AND VALUES
SEDGWICK COUNTY MISSION STATEMENT
To assure quality public services that provide for the present and future well-being of the citizens of Sedgwick
County
SEDGWICK COUNTY EMERGENCY MANAGEMENT MISSION STATEMENT
Creating an environment of readiness for the Whole-Community through a comprehensive preparedness
program of prevention, protection, mitigation, response, and recovery
SEDGWICK COUNTY EMERGENCY MANAGEMENT VISION
A resilient and sustainable community
SEDGWICK COUNTY VALUES
Accountability
Accepting responsibility for our job performances, actions, behavior, and the resources entrusted to us
Commitment
Individual and collective dedication of employees to their jobs and the organization in providing quality
services to meet client/customer needs
Equal Opportunity
Proving a work environment which is fair to all current and prospective employees through equal treatment
in employee benefits, promotions, trainings, continuing educations, and daily responsibilities, as well as fair
and equitable access for all citizens and consumers of Sedgwick County services
Honesty
Truthful, forthright interaction among employees, management, and the public which fosters trust, integrity,
and a lasting working relationship
Open Communication
The honest exchange and processing of ideas and information with the public, co-workers, staff members,
other departments, and administration
Professionalism
An individual promoting honesty, respect, pride, positive self-image, and team effort who adheres to a high
standard of ethical conduct, competence, and innovation; and who acknowledges criticism, accepts
responsibility, and strives for occupational growth
Respect
Consistently demonstrating a deep regard for the diversity, needs, feelings, and beliefs of all people while
acknowledging ideas and opinions of every employee, citizen, and consumer

8. SWOT Analysis8
5 SWOT ANALYSIS
Strengths
Sedgwick County has a well-established emergency management program. With over 120 years of
combined experience among its full-time staff, SCEM has a wide-variety of experiences from which to
draw.
SCEM enjoys strong support from the Sedgwick County Board of County Commission, as well as other
elected and appointed officials within Sedgwick County. The continuing partnerships between
communities, businesses, and governments within Sedgwick County allows a strong foundation for
readiness.
Weaknesses
In recent years, economic challenges have hit all governmental agencies. Reductions in federal, state,
and local budgets have caused Sedgwick County Emergency Management to enter into a “reduce”
mode, rather than working to sustain or grow capabilities to create an environment of readiness for
the Whole-Community. One such reduction was in the Emergency Management Director position.
This position was eliminated in 2015, with duties being split between the Director of Emergency
Communications and the program manager of public health preparedness. Currently, the “Emergency
Manager” position is focused 25% on all-hazards preparedness, and 75% on public health specific
issues. While there is crossover for many areas in public health preparedness and all-hazard
preparedness, the lack of a dedicated Emergency Manager detracts from building a resilient and
sustainable community.
Opportunities
Emerging technologies provide a unique opportunity to improve the effectiveness of preparedness,
response, and recovery efforts. By staying up-to-date with new technologies, Sedgwick County can
continue to provide quality services in a way that reaches the majority of partners and customers.
Many grant programs exist in both the private and public sectors that could benefit the citizens of
Sedgwick County. Researching and identifying those grant opportunities could greatly aid in building
the resilience of the whole-community.
Threats
Thankfully, major disasters do not happen every day. However, this can lead to a sense of
complacency among the community. Fostering engagement with partners is the only way to truly
create a resilient, sustainable community.
In the current organizational layout, the Emergency Manager position is only 25% locally funded and
75% grant funded. A sudden shift in federal funding could negatively impact the primary position
charged with managing disasters.

9. Strategic Priorities9
6 STRATEGIC PRIORITIES
Sedgwick County Emergency Management’s Priorities
Through a strategic planning series, Sedgwick County Emergency Management staff identified five
priorities to guide the program through the year 2020.
Priority 1
Serve as Sedgwick County’s leading expert in contemporary emergency
management strategies and policies
Priority 2
Ensure optimal readiness, response, and recovery to emergencies and
disasters within Sedgwick County
Priority 3
Ensure training and exercises are implemented to improve readiness,
response, and recovery efforts
Priority 4
Coordinate and expand outreach and education efforts to promote resilience
for the Whole-Community in Sedgwick County
Priority 5
Ensure active stakeholder participation in plan development and revision
The following pages describe these priorities in further detail including their importance to Sedgwick
County. They also identify objectives to help Sedgwick County Emergency Management achieve those
priorities.

10. Strategic Priorities10
6.1 PRIORITY 1
Priority 1
Serve as Sedgwick County’s leading expert in contemporary emergency
management strategies and policies
As Sedgwick County’s lead agency in emergency management, we make every effort to be an expert in
emergency management coordination and preparedness. Key to this is the program’s ability to
demonstrate and provide responsible leadership in all emergency management situations. Sedgwick
County Emergency Management is one of the core public safety entities in Sedgwick County and strives
to be the most effective emergency management agency for the Sedgwick County community.
Priority 1 Objectives
A. Strengthen SCEM’s role as Sedgwick County’s leader and authority in emergency management
coordination, planning, preparedness, response, recovery, and mitigation activities
B. Ensure SCEM’s staff receive the emergency management training necessary to carry out job
duties effectively and be compliant with state and federal requirements
C. Ensure SCEM demonstrates leadership and responsibility in all emergency management
situations
D. Initiate collaboration with public and private partners that support emergency management
functions for training and peer-review of plans and procedures
E. Identify funding for Emergency Management staff to perform core functions and services while
considering the trend of decreased county-level budgets and the possibility of state and federal
budget cuts
F. Promote a positive image of the Emergency Management profession

11. Strategic Priorities11
6.2 PRIORITY 2
Priority 2
Ensure optimal readiness, response, and recovery to emergencies and
disasters within Sedgwick County
Operational readiness is vital to Sedgwick County Emergency Management’s ability to respond and
recover from emergencies and disasters. Ensuring optimal readiness goes beyond the minimum
competencies; it challenges SCEM to consistently evaluate the best approach for readiness. Ensuring
optimal readiness allows SCEM to provide the highest quality service to the Whole-Community of
Sedgwick County.
Priority 2 Objectives
A. Review and update Emergency Operations Center policies and procedures to streamline
processes
B. Optimize and enhance EOC technology to maintain operational readiness
C. Improve and enhance public warning systems
D. Develop a comprehensive inventory management program
E. Maintain updated contact information for county government and other community partners
F. Review volunteer response programs and develop a plan for promoting, utilizing, and funding
functioning programs

12. Strategic Priorities12
6.3 PRIORITY 3
Priority 3
Ensure training and exercises are implemented to improve readiness,
response, and recovery efforts
Training and exercises are a vital part of any emergency management program. Trainings provide an
opportunity for staff to learn about or refresh on a subject matter, while exercises provide an
opportunity to validate plans, policies, and procedures. All Sedgwick County Emergency Management
trainings follow existing best practices in structure and content. All SCEM exercises follow Homeland
Security Exercise and Evaluation Program (HSEEP) guidance. SCEM strives to provide the highest quality
trainings and exercises for all authorities with jurisdiction in Sedgwick County.
Priority 3 Objectives
A. Define and disseminate the strategy for updating the three-year Training and Exercise Plan to
prioritize emergency management training needs and capabilities
B. Provide opportunities for all authorities with emergency management responsibilities to learn
from and collaborate with Sedgwick County Emergency Management
C. Ensure first response agencies from all communities within Sedgwick County have access to
training and exercise support
D. Develop a follow-up process to track improvement plan items and corrective actions while
ensuring the current status is available for agencies to review upon request

13. Strategic Priorities13
6.4 PRIORITY 4
Priority 4
Coordinate and expand outreach and education efforts to promote resilience
for the Whole-Community in Sedgwick County
Resilience is the ability to withstand or recover quickly from difficult conditions. SCEM believes in
promoting a resilient community. Resilient communities bounce back quicker from crisis situations and
require less support from governments and other entities. This allows businesses to return to work
faster, citizens to regain a sense of normalcy, and governments to focus on the hardest hit areas
following an emergency or disaster. To that end, SCEM strives to invest in the resiliency of the Whole-
Community to provide a more efficient response and recovery system.
Priority 4 Objectives
A. Identify and implement methods for two-way exchange of information between the whole-
community with Sedgwick County Emergency Management
B. Implement strategies for the whole community to develop their own plans for emergencies and
disasters
C. Identify and promote outreach campaigns
D. Increase the promotion and usage of community volunteer programs

14. Strategic Priorities14
6.5 PRIORITY 5
Priority 5
Ensure active stakeholder participation in plan development and revision
Sedgwick County Emergency Management maintains several plans to assist in readiness for the whole-
community. However, SCEM is only one part of the equation. It is important to have active participation
from as many of the stakeholders as possible. SCEM defines stakeholders as a person or group with an
interest or concern in the services, products, or ideas of SCEM. Only through participation by many
stakeholders can we truly achieve effective planning.
Priority 5 Objectives
A. Develop a schedule of plans to be maintained by SCEM to include applicable guidelines to follow
in their creation, requirements for review and promulgation, and stakeholders to be involved in
the process
B. Create an Emergency Management Coordinating Council to participate in plan revision and
general advisement
C. Improve partnership with the Local Emergency Planning Committee (LEPC)
D. Develop a plan to focus specifically on Continuity of Government and Continuity of Operations
for Sedgwick County government

15. Strategic Priorities15
7 TACTICAL MATRIX
7.1 PRIORITY 1 MATRIX
Serve as Sedgwick County’s leading expert in contemporary emergency
management strategies and policies
Strengthen SCEM’s role as
Sedgwick County’s leader
and authority in emergency
management coordination,
planning, preparedness,
response, recovery, and
mitigation activities
 Work with County Attorney to review Sedgwick County Code to
strengthen Sedgwick County Emergency Management’s authority
to effectively coordinate whole-community preparedness activities
by June 2017
 Internally review state and federal laws relating to emergency
management to ensure SCEM is utilizing the full scope of authority
to coordinate whole-community emergency management activities
by December 2017
Ensure SCEM staff receive
the emergency
management training
necessary to carry out job
duties effectively and be
compliant with state and
federal requirements
 Create a training plan for new employees to ensure they are trained
to the minimum competency standards within appropriate
timelines by December 2016
 Ensure personnel have at least one externally taught, contemporary
emergency management education opportunity per quarter
beginning in 2017
 Establish annual reviews and updates of minimum training
requirements for SCEM personnel, at all levels, to ensure
compliance with current state and federal requirements for
emergency management leaders by October 2017
Ensure SCEM demonstrates
leadership and
responsibility in all
emergency management
situations
 Develop standardized processes to continually review and update
procedures for SCEM functions and EOC operations on an annual
basis by December 2016
 Develop organizational learning standards to hold staff accountable
for EOC activations and other emergencies by June 2017
 Review credentialing of all SCEM staff within the Comprehensive
Resource Management and Credentialing System (CRMCS) by June
2017
 Lead and host emergency management roles and responsibility
sessions annually for interested government agencies in Sedgwick
County beginning in January 2017

16. Strategic Priorities16
PRIORITY 1 MATRIX – CONTINUED
Serve as Sedgwick County’s leading expert in contemporary emergency
management strategies and policies
Initiate collaboration with
public and private partners
that support emergency
management functions for
training and peer-review of
plans and procedures
 Identify at least three organizations with emergency
management/preparedness functions to partner with in peer-
review of trainings and exercises, plans, and procedures by
December 2017
 Develop written procedures and implementation guidelines for
initiation of peer-reviews and applications of findings for SCEM
trainings and exercises, plans, and procedures by June 2018
Identify funding for
Emergency Management
staff to perform core
functions while considering
the trend of decreased
county-level budgets and
the possibility of state and
federal budget cuts
 Transition the position of Emergency Manager to 100% local
funding by 2021
 Evaluate the Emergency Management Performance Grant for
possibility of usage beyond personnel costs before the 2018 cycle
 Evaluate the expansion of volunteer programs within SCEM to
increase capability with minimal increase in costs by December
2017
 Determine a suitable approach to replace MMRS Trust funding set
to run out in 2018
Promote a positive image
of the Emergency
Management profession
 Develop and publish an annual report for SCEM beginning in 2016
 Create and conduct customer service surveys, including guidelines
on when to provide the surveys and how to measure results by
December 2016
 Ensure all full-time SCEM personnel have the access and availability
to apply for and maintain Kansas Certified Emergency Manager
credentialing through the Kansas Emergency Management
Association by January 2018
 Ensure funding is available for all full-time SCEM personnel to seek
Certified Emergency Manager® certification through the
International Association of Emergency Managers by January 2020
 Create a visual history of emergency management in Sedgwick
County in the main SCEM offices to recognize and honor the service
and dedication of previous and current personnel by December
2019

17. Strategic Priorities17
7.2 PRIORITY 2 MATRIX
Ensure optimal readiness, response, and recovery to emergencies and
disasters within Sedgwick County
Review and update
Emergency Operations
Center (EOC) policies and
procedures to streamline
processes
 Review current EOC set-up and evaluate other potential set-ups
that may prove more efficient, including the use of an Emergency
Support Function (ESF) set-up by December 2016
 Review existing EOC activation levels for effectiveness and
compare against nationally accepted practices by December 2016
 Identify processes that would be used in the final EOC set-up and
develop written procedure guides by June 2017
Optimize and enhance
Emergency Operations
Center (EOC) technology to
maintain operational
readiness
 Review and evaluate potential virtual EOC programs by December
2017
 Identify budgetary considerations and develop a potential timeline
for moving existing EOC infrastructure to a digital format by
December 2017
 Update current EOC computers to the most recent version of
Microsoft Office by June 2016
 Work with the Sedgwick County Radio Shop to identify budgetary
considerations for replacement of all Motorola EOC radios by
December 2016
 Work with the Sedgwick County Radio Shop to develop a timeline
for Motorola EOC radios for the 2018 budget
Improve and enhance
public warning systems
 Create and conduct emergency alert service (EAS) trainings for 911
supervisors by December 2016
 Roll out educational campaign for first responders and elected
officials on EAS capabilities by March 2017
 Secure funding to continue to replace five sirens per year for the
remainder of this strategic plan
 Replace five outdoor warning sirens per year for the duration of
this strategic plan
 Develop a system to allow push notifications to citizens of
emergency management advisories and important information by
December 2018
 Secure a mobile control system for activating outdoor warning
devices by December 2017

18. Strategic Priorities18
PRIORITY 2 MATRIX – CONTINUED
Ensure optimal readiness, response, and recovery to emergencies and
disasters within Sedgwick County
Develop a comprehensive
inventory management
program
 Catalogue and enter all SCEM operated deployable resources into
the Comprehensive Resource Management and Credentialing
System by June 2017
 Catalogue and enter all medical countermeasure equipment into
the IMATS system by December 2016
 Develop written procedures to deploy, track, and return SCEM
operated deployable resources by June 2017
Maintain updated contact
information for county
government and other
community partners
 Ensure existing contact lists are updated twice per year
 Review existing contact lists to determine possible gaps and, if
any, identify potential solutions by June 2017
Review volunteer response
programs and develop a
plan for promoting,
utilizing, and funding
functioning programs
 Conduct individual reviews of all SCEM volunteer programs
focusing on core mission and capabilities by June 2017
 Evaluate the expansion of volunteer programs within SCEM to
increase capability with minimal increase in costs by December
2017
 Develop written recruitment plans for the use of community
volunteer programs by June 2018
 Conduct recruiting campaigns for SCEM volunteer programs in late
2018 and into 2019 with a focus on improving capabilities

19. Strategic Priorities19
7.3 PRIORITY 3 MATRIX
Ensure training and exercises are implemented to improve readiness,
response, and recovery efforts
Define and disseminate the
strategy for updating the
three-year Training and
Exercise Plan to prioritize
emergency management
training needs and
capabilities
 Develop written guidelines for updating the three-year Training and
Exercise Plan, including a timeline for key steps by October 2016
 Hold a training and exercise workshop to establish a list of
capabilities and needs for emergency management-related training
and exercises at least once per year
Provide opportunities for
all authorities with
emergency management
responsibilities to learn
from and collaborate with
Sedgwick County
Emergency Management
 Develop and maintain a contact list for authorities with emergency
management responsibilities by December 2016
 Develop and send an update at least twice per year with emergency
management-related trainings to agencies with emergency
management responsibilities beginning in 2017
 Conduct a minimum of two Emergency Operations Center (EOC)
drills per year beginning in 2017
 Conduct a minimum of one EOC functional exercise per year
beginning in 2018
Ensure first response
agencies from all
communities within
Sedgwick County have
access to training and
exercise support
 Develop and maintain a contact list for all first response agencies in
Sedgwick County, including volunteers by December 2016
 Ensure first response agencies are provided an opportunity to
attend or observe trainings and exercises beginning in 2017
 Work with first response agencies on a minimum of one exercise
per year beginning in 2017
Develop a follow-up
process to track
improvement plan items
and corrective actions while
ensuring the current status
is available for agencies to
review upon request
 Develop a written procedure for tracking and measuring
improvement plan items and corrective actions for significant
events in Sedgwick County by December 2016
 Develop a process to allow agencies to review improvement plan
items and corrective actions by July 2017
 Include improvement plan items and corrective actions in the SCEM
annual report beginning with 2017

20. Strategic Priorities20
7.4 PRIORITY 4 MATRIX
Coordinate and expand outreach and education efforts to promote resilience
for the Whole-Community in Sedgwick County
Identify and implement
methods for two-way
exchange of information
between members of the
whole-community and
Sedgwick County
Emergency Management
 Develop or purchase a community preparedness application for
smartphones and tablets that allows citizens to stay informed by
December 2016
 Evaluate the use of social media to provide and receive public
information; Develop a written plan by December 2016; Review
plan annually
 Create a generic email for questions about emergency
management concepts by July 2016
Implement strategies for
members of the whole-
community to develop their
own plans for emergencies
and disasters
 Develop or purchase a community preparedness application for
smartphones and tablets that allows citizens to develop their own
plans by December 2016
 Develop templates or checklists designed for businesses to assist
in business continuity planning by December 2018
 Develop guidelines for performing site surveys for small
businesses/non-profits and possibly other entities in Sedgwick
County by December 2017
Identify and promote
outreach campaigns
 Develop a communications plan for public outreach by November
2016; Update annually in November for the following year
 Conduct a baseline assessment determining the readiness of
households in Sedgwick County by December 2016
 Conduct a review of the Emergency Management portion of the
Sedgwick County website by December 2018
Increase the promotion and
usage of community
volunteer programs
 Develop a written marketing plan for the use of community
volunteer programs by June 2018
 Begin marketing the use of community volunteer programs to
coincide with the recruitment strategies outlined for late 2018 and
into 2019

21. Strategic Priorities21
7.5 PRIORITY 5 MATRIX
Ensure active stakeholder participation in plan development and revision
Develop a schedule of plans
to be maintained by SCEM
to include applicable
guidelines to follow in their
creation, requirements for
review and promulgation,
and stakeholders to be
involved in the process
 Develop a list of all plans maintained by SCEM by June 2016
 Identify stakeholders, regulatory requirements, and authorities for
each plan by December 2016
 Develop a five year timeline showing key steps and deadlines for
all plans maintained by SCEM by June 2017
Create an Emergency
Management Coordinating
Council (EMCC) to
participate in plan revision
and general advisement
 Identify all agencies with emergency management functions in
Sedgwick County by June 2016
 Send overview and invitations regarding the EMCC by August 2016
 Hold the first EMCC meeting by December 2016
 Utilize EMCC to review the entire Local Emergency Operations
Plan (LEOP) by December 2018
Improve partnership with
the Local Emergency
Planning Committee (LEPC)
 Meet with LEPC Chairperson to discuss nomination process for
LEPC membership by June 2016
 Continue to provide administrative support to the LEPC, including
offering to host their meetings, maintaining their records, and
coordinating communication between the LEPC and the Board of
County Commission
 Evaluate LEPC membership by July of every year to ensure the
minimum representation on the committee beginning in 2016
 Evaluate the possibility of assisting the LEPC in a funding stream by
December 2019
Develop a plan to focus
specifically on Continuity of
Government and Continuity
of Operations (COOP)
planning for Sedgwick
County government
 Identify SCEM mission essential functions by July 2016
 Update SCEM COOP by December 2016
 Develop a plan to encourage and support all Sedgwick County
government agencies have a COOP in place by December 2017
 Develop a standardized deconfliction report for Sedgwick County
government agencies by June 2018

22. Key Performance Indicators22
8 KEY PERFORMANCE INDICATORS
Key performance indicators, or KPIs, are a measurement tool to assess how well Sedgwick County is
completing its goals. Beginning in 2017, Sedgwick County Emergency Management will use the following
KPIs, measured by calendar quarters, to evaluate the emergency management program.
8.1 PRIORITY 1 KPI
Serve as Sedgwick County’s leading expert in
contemporary emergency management
strategies and policies
Below Expectations: 0-2 points
Meeting Expectations: 3-4 points
Exceeding Expectations: 5 or more points
Below expectations
(0)
Meeting Expectations
(1)
Exceeding Expectations
(2)
Ensure externally
taught, contemporary
emergency
management training
opportunities are
available for staff
No opportunities
available in a quarter
1 opportunity available
in a quarter
Two or more
opportunities available
in a quarter
Ensure all full-time
emergency
management staff
maintain a current
state or national
certification
Less than 75% of full-
time emergency
management staff have
current state of
national certification
75 – 90% of full-time
emergency
management staff have
current state or
national certification
All full-time emergency
management staff have
current state or
national certification
Ensure emergency
management staff are
credentialed and
badged through
CRMCS
Less than 75% of full
time staff and less
than 25% of emergency
management
volunteers are
currently credentialed
100% of full-time
emergency
management staff and
more than 25 – 90% of
emergency
management
volunteers are
currently credentialed
All full-time staff and
more than 90% of
emergency
management
volunteers currently
credentialed

23. Key Performance Indicators23
8.2 PRIORITY 2 KPI
Ensure optimal readiness, response, and
recovery to emergencies and disasters within
Sedgwick County
Below Expectations: 0-1 points
Meeting Expectations: 1-2 points
Exceeding Expectations: 3 or more points
Below expectations
(0)
Meeting Expectations
(1)
Exceeding Expectations
(2)
Ensure outdoor
warning devices are
operational
A three-month average
of less than 88%
readiness as measured
weekly during silent or
audible weekly tests
A three-month average
of 88 - 92% readiness
as measured weekly
during silent or audible
weekly tests
A three-month average
of greater than 92%
readiness as measured
weekly during silent or
audible weekly tests
Ensure EOC activations
occur in a timely
manner (If no
activations, mark
meeting expectations)
Less than 90% of EOC
activations are
completed within 20
minutes of the request
90 - 95% of EOC
activations are
completed within 20
minutes of the request
Greater than 95% of
EOC activations are
completed within 20
minutes
8.3 PRIORITY 3 KPI
Ensure training and exercises are implemented
to improve readiness, response, and recovery
efforts
Below Expectations: 0-2 points
Meeting Expectations: 3-4 points
Exceeding Expectations: 5 or more points
Below expectations
(0)
Meeting Expectations
(1)
Exceeding Expectations
(2)
Host or support
training opportunities
for partner agencies
No training
opportunities available
to partner agencies
during quarter
1 – 2 training
opportunities available
to partner agencies
during quarter
3 or more training
opportunities available
to partner agencies
during quarter
Host or support HSEEP
exercises open to
partner agencies
No exercise
opportunities available
to partner agencies
during quarter
1 – 2 exercise
opportunities available
to partner agencies
during quarter
3 or more exercise
opportunities available
to partner agencies
during quarter
Ensure corrective
actions are being
addressed in a timely
manner
Less than 80% of
corrective actions are
current
80 – 90% of corrective
actions are current
More than 90% of
corrective actions are
current

24. Key Performance Indicators24
8.4 PRIORITY 4 KPI
Coordinate and expand outreach and education
efforts to promote resilience for the Whole-
Community in Sedgwick County
Below Expectations: 0-2 points
Meeting Expectations: 3-4 points
Exceeding Expectations: 5 or more points
Below expectations
(0)
Meeting Expectations
(1)
Exceeding Expectations
(2)
Provide outreach
training opportunities
to members of the
whole-community
Less than 2 outreach
opportunities in a
quarter
2 – 4 outreach
opportunities in a
quarter
5 or more outreach
opportunities in a
quarter
Provide educational
learning opportunities
through print or social
media
0 – 1 opportunity in a
quarter
2 – 4 opportunities in a
quarter
5 or more
opportunities in a
quarter
8.5 PRIORITY 5 KPI
Ensure active stakeholder participation in plan
development and revision
Below Expectations: 0-2 points
Meeting Expectations: 3-4 points
Exceeding Expectations: 5 or more points
Below expectations
(0)
Meeting Expectations
(1)
Exceeding Expectations
(2)
Ensure Emergency
Management
Coordinating Council
collaborates on a
regular basis
EMCC members have
no collaborated
through a virtual or in-
person meeting in a
quarter
EMCC members have
collaborated through a
virtual or in-person
meeting in a quarter
EMCC members, as a
majority of the EMCC,
has conducted or
participated in a
training or exercise in a
quarter
Support membership
activities of the LEPC
Emergency
Management does not
attend an LEPC event
or meeting during the
quarter
Emergency
Management attends
at least one LEPC event
or meeting during the
quarter
Emergency
Management
participates in an LEPC
sponsored or hosted
exercise in a quarter
Percentage of
Sedgwick County
departments with
current (>2 yrs) COOP
on file
Less than 50% of
identified departments
have provided a
current COOP by the
end of the quarter
50 – 80% of identified
departments have
provided a current
COOP by the end of the
quarter
More than 80% of
identified departments
have provided a
current COOP by the
end of the quarter

25. Contact Information25
9 CONTACT EMERGENCY MANAGEMENT
If you have an emergency and need immediate assistance dial 9-1-1
Non-emergency Phone Line:
(316) 660-5959 and listen for the prompts
Please note: This line is not monitored after hours or on weekends / holidays.
Email:
emergencymanagement@sedgwick.gov
Website:
sedgwickcounty.org/emermgmt
Mail:
Sedgwick County Emergency Management
714 N Main
Wichita, KS 67203
Media Inquiries:
Contact Sedgwick County Public Information Office
316-660-9370
communications@sedgwick.gov
You can also follow Sedgwick County Government on Facebook or Twitter.
Just search for “Sedgwick County”.