S/WJQSE CAPITAL OF SILICON VALLEY

Transcription

1 CITY OF S/WJQSE CAPITAL OF SILICON VALLEY TO: HONORABLE MAYOR AND CITY COUNCIL SUBJECT: SEE BELOW COUNCIL AGENDA: ITEM: 8.2 Memorandum FROM: Toni J. Taber, CM* City Clerk DATE: September 1, 2016 SUBJECT: OFFICE OF EMERGENCY SERVICES WORKPLAN PRIORITIES ANNUAL REPORT RECOMMENDATION: As recommended by the Public Safety, Finance, and Strategic Support Committee on August 18, 2016, accept the annual report on the Office of Emergency Services workplan priorities.

2 PSFSS COMMITTEE: 8/18/16 ITEM: (d) 5 CITY OF SAN IPSE CAPITAL OF SILICON VALLEY Memorandum TO: PUBLIC SAFETY, FINANCE, AND STRATEGIC SUPPORT COMMITTEE FROM: Curtis P. Jacobson SUBJECT: OFFICE OF EMERGENCY SERVICES DATE: WORKPLAN PRIORITIES ANNUAL REPORT Approve* Date Q//o//(o RECOMMENDATION To provide an annual report on the Office of Emergency Services workplan priorities; and refer the Office of Emergency Services Workplan Priorities Annual Report to the full City Council for the September 13, 2016, City Council Meeting. BACKGROUND The Office of Emergency Services (OES) provides emergency management, homeland security, and continuity services to San Jose's residents and businesses in coordination with our partner jurisdictions, including Santa Clara County and the State of California. As the largest City in Northern California and Capitol of Silicon Valley, San Jose and its 1 million residents and 60,000 businesses daily face potential threats and hazards from natural causes such as fires, floods, earthquakes, and weather, as well as technological disruption, acts of terrorism, and other intentional threats. In San Jose, there are more than 700 critical assets at risk in an emergency, including San Jose Mineta International Airport, utilities (water/power/telecommunications facilities), the Regional Wastewater Facility, hospitals, educational institutions, libraries and community centers, and other private and public assets. The City protects and supports some of the nation's highest priority information technology infrastructure and services and has one of the highest concentrations of Fortune 500 companies in the United States. Responding effectively to emergencies requires planning, training, and working together across jurisdictional lines. In California, emergency services falls under the Governor's Office of Emergency Services (CalOES) and, in an emergency, agencies at all levels follow the state's Standardized Emergency Management Systems protocols. Similarly, at the federal level, emergency services are under the Federal Emergency Management Agency (FEMA), a division

3 August 2,2016 Page 2 of the U.S. Department of Homeland Security. During a national emergency, agencies follow National Incident Management System protocols. On October 15, 2014, the City Manager appointed a new Director of OES, Ryan Broughton, and tasked the office with initiating comprehensive program review, including an all-inclusive community profile, an all-hazards risk assessment, and an integrated capability assessment. At that time, the OES had not conducted a readiness assessment in four years. The City had never achieved or attempted accreditation. Like other city departments, OES was impacted by the budget shortfalls of the Great Recession. The results of this program review guided the development of a strategic roadmap for OES that meets national standards 1 and sets a path toward national accreditation under the Emergency Management Accreditation Program by The roadmap envisions the City reaching Initial Operational Capability by 2017 and Full Operational Capability by 2019 given sufficient organizational and financial resources. Table 1. DHS Core Capabilities (2015 Edition) Prevention Protection Mitigation Response Recovery Planning Public Information and Warning Operational Coordination Intelligence and Information Sharing Community Resilience Infrastructure Systems Long-term interdiction and Disruption Vulnerability i i Reduction Screening, Search, and Detection Risk and Disaster Resilience Assessment Forensics and Attribution Access Control and Identity Verification Cybersecurity Physical Protective Measures Risk Management for Protection Programs and Activities Supply Chain Integrity and Security Threats and Hazards Identification Critical Transportation Environmental Response/Health and Safety Fatality Management Services Fire Management and Suppression Logistics and Supply Chain Management Mass Care Services Mass Search and Rescue Operations On-scene Security, Protection, and Law Enforcement Operational Communications Public Health, Healthcare, and Emergency Medical Services Situational Assessment Economic Recovery Health and Social Services Housing Natural and Cultural Resources 1 (National Fire Protection Association Standard 1600 Standard on Disaster/Emergency Management and Business Continuity Programs (2013 Edition)),

4 ? Page 3 In July 2015, the OES assessed City-wide emergency management and homeland security readiness against the 31 Core Capabilities defined by the Department of Homeland Security National Preparedness Goal 2 (see Table l). The 2015 Core Capability Assessment 3 for the City of San Jose identified significant capability gaps in several critical Core Capabilities, including all three of the Core Capabilities (Planning, Public Information and Warning, and Operational Coordination) common to all mission areas and all emergency operations. Other critical gaps included the City's lack of Community Resilience, Mass Care Services, and Critical Transportation. The results are shown in Table 2. Table 2. City of San Jose Core Capability Assessment (July 2015) Core Capability 2015 Community Resilience 3% Planning 4% Mass Care Services 4% Situational Assessment 5% Critical Transportation 7% Health and Social Services 7% Operational Coordination 8% Public Information and Warning 8% Cybersecurity 9% Physical Protective Measures 10% Fatality Management Services 12% Long-Term Vulnerability Reduction 13% Housing 14% Threats and Hazard Identification 15% Supply Chain Integrity and Security 15% Risk and Disaster Resilience 16% Access Control and Identity Verification 17% Economic Recovery 17% Risk Management 18% Operational Communications 19% Natural and Cultural Resources 20% Infrastructure Systems 21% Public and Private Services and Resources 23% 2 During 2015, the National Preparedness Goal was updated to add a new Core Capability for Fire Management and Suppression and four updated Core Capability definitions. Beginning in FY , OES will transition to this new 32 Core Capability system shown in Table 1. This change in the Federal system may impact OES's ability perform trend analysis in the future, but should be manageable through strong analysis. 3 The Core Capability assessment was performed using a compendium developed by the Bay Area Urban Area Security Initiative (UASI). Based on Council direction and best practices, OES will continue to use this methodology in future years to provide effective trend analysis.

5 Page 4 Screening, Search, and Detection 37% Environmental Response/Health and Safety 41% Intelligence and Information Sharing 54% Interdiction and Disruption 55% Public Health and Medical Services 57% On-Scene Security and Protection 58% Mass Search and Rescue Operations 59% Forensics and Attribution 72% Staff presented the Core Capability Assessment and the strategic roadmap to Council at a study session on Emergency Management on November 9, After the study session, the Mayor and City Manager directed staff to work toward achieving the following targets for readiness over the next three years: Achieve a readiness level of 75 percent for the common core capabilities of Planning, Public Information and Warning, and Operational Coordination; and Increase readiness in Mass Care Services, Critical Transportation (Evacuation), and Community Resilience to 50 percent. ANALYSIS Following the November 2015, OES began to implement the strategic roadmap and move forward on Council's direction. In Fiscal Year , OES had a base budget of $26,000 non-personal and General Fund staffing of 3.0 FTE. Grants from the federal Urban Areas Security Initiative (UASI) funded 2.5 FTE OES planning staff (increased to 2.75 FTE midyear). Through coordination with the San Jose Fire Department and the City Manager's Office, $150,000 was rebudgeted as part of the Annual Report to modernize the City's Emergency Operations Center (EOC) in advance of a forecasted severe El Nino winter and several large-scale regional events during which the EOC would be activated. OES Accomplishments (FY15-16) Staff worked to implement the OES strategic roadmap in a most challenging timeframe. Fiscal Year brought multiple real-world EOC activations, including regional, state, and national collaboration as the region hosted Super Bowl 50 (with San Jose hosting team headquarters for the National Football Conference Champions), as well as preparations for an El Nino winter.

6 Page 5 The OES accomplishments for Fiscal Year include: Fourteen Real-World Incident Activations, including Super Bowl 50, Stanley Cup Finals, Indian Prime Minister visit, and multiple Presidential Candidate visits; Twenty exercises and 25 courses for City staff, partner agencies, utility providers, area hospitals, and others; Nearly 200 interagency meetings for planning and coordination, as well as Interagency Council and Approval Authority Meetings, with the Bay Area Urban Areas Security Initiative (UASI) Approval Authority, Santa Clara County Operational Area Council, Silicon Valley Regional Interoperability Authority (SVRIA), Santa Clara County Antiterrorism Approval Authority, South Bay Private Sector Coordination led by the California Resiliency Alliance, and other agencies; and Two City Council Study Sessions, including the El Nino Study Session and the restoration of the annual Emergency Management Training for Elected and Appointed Officials. During the Fiscal Year period, OES led the City of San Jose in receiving the National Oceanic and Atmospheric Administration's Weather Ready Nation Ambassador designation. This designation is a key milestone in the OES strategic objective of future designation as a National Weather Service StormReady community. Critical to improving performance, OES has been focused on integrating new programs and systems into the emergency management and homeland security programs, upgrading incident management software and modernizing systems. San Jose is the largest city chosen to beta-test the new Earthquake Early Warning System, which is being tested throughout California. The City received this technology free in return for being a beta-test agency. The City's Emergency Operations Center (EOC) has undergone a major renovation and modernization, including installation of a new electrical systems and an uninterruptible power supply. The EOC now has new desktop and laptop computers, servers, and printers, and two new EOC Audio-Visual (AV) Systems with 20 new networked television displays across 9 rooms, as well as video-teleconference systems. Critical for large-scale emergencies, the EOC now has state of the art Geographic Information System (GIS) and communication capabilities. These investments substantially improve the capabilities and capacity of the EOC. Another element of the OES modernization effort was the establishment of a new alternate EOC at the San Jose Police Department South Sub-Station. This facility provides critical back-up and added capacity for service in the event of larger-scale emergencies. It has computers, printers, projectors and portable screens, as well as section-specific rolling racks with all EOC vests, phones, and supplies staged for rapid deployment. 4 Community engagement is a key component of preparedness and response, and OES engaged with San Jose residents and businesses throughout Fiscal Year , as well as working with hundreds of volunteers throughout the city. Notable accomplishments include: Coordinating disaster relief for business losses from the Cahalan Square fire;

7 Page 6 Community outreach for 3,759 Residents, including the Alviso Preparedness Fair and the Hot San Jose Nights STEAM Festival's Disaster Alley; Community Emergency Response Team (CERT) training with Valley Transportation Authority (VTA), fire extinguisher training for Almaden Valley Emergency Response Team (AVERT), and CERT course planning with AVERT for a CERT course conducted on July 15-17, 2016; EOC outreach events for Council Districts 3, 4, 5, and 10; Boy Scout troops; San Jose Fire Department Battalion Chiefs and Engine Companies; San Jose Police Department Special Operations and Intelligence units; San Jose International Airport; and the San Jose Department of Transportation; Emergency planning with Council District 10; Participating in the City Auditor's Office report on the City Use of Volunteers; Continual engagement, training, and exercises with search and rescue volunteers in San Jose Search and Rescue; and Continual engagement, training, and exercises with our amateur radio volunteers in San Jose Radio Amateur Civil Emergency Service (RACES) and Auxiliary Communications Service. In an effort to expand efforts in the future, OES submitted 26 applications for federal grant funding to the Bay Area UASI, Emergency Management Performance Grant (EMPG), and State Homeland Security Grant Program (SHSGP). Staff was successful in obtaining $385,000 in UASI funding, $96,000 in Emergency Management Performance Grant (EMPG) funding, and a separate $56,000 in UASI South Bay Hub project funding. These grant awards represent a significant increase from previous grant funding since Fiscal Year and will fund a large-scale preparedness fair in October 2016, new emergency broadcast radios for all San Jose public schools, disaster response equipment, and expansion of our emergency communications system. The UASI grant award also offset $35,000 of the EOC modernization costs. In Fiscal Year , OES is poised to build on the foundation laid last year. The Mayor and City Council increased general fund investment in the emergency management and homeland security programs. In addition to raising general fund staffing from 3.0 Full Time Equivalent (FTE) positions to 4.0 FTE ongoing positions and 1.0 FTE limit-dated position, the Fiscal Year budget provides targeted funding for high-priority projects related to the City's top six core capability targets. The budget also provided $500,000 in one-time general fund non-personal resources for grant management, contract support, priority projects, and a mass warning pilot project and associated mass warning study, which will substantially improve the City's readiness to manage large, complex emergencies. The OES base budget for nonpersonal expenditures has doubled from $26,000 to $53,000. In addition, the Mayor's June Budget Message provided $130,000 in one-time funding to reinstate the Community Emergency Response Team (CERT) training program and $169,000 in one-time funding for the mass warning projects.

8 Page 7 OES staff began the fiscal year with a reassessment of the City's core capabilities. The staff focused on year-over-year comparisons for the six core capabilities identified as priorities by the Mayor, Council, and the City Manager as shown below in Figure 1. Figure 1. City of San Jose Core Capability Comparison (July 2015 vs. July 2016) Core Capability Comparison ( ) for Top 6 Core Capability Targets 100% %. 80% - - r--:]. : f, - Public Information and Community Resilience Mass Care Services Critical Transportation Warning. a The Fiscal Year workplan will focus on continued improvement on the top 6 core capability priorities and the overall readiness of the City to manage large, complex emergencies. The projected OES accomplishments for this period are forecast to include: Development of a new Emergency Operations Plan (EOP), Regional Elazard Mitigation Plan, and Continuity Plan to guide future planning and operations in the Planning core capability; New mass warning pilot program and mass warning study to guide future investment in the Public Information and Warning core capability; Improved emergency warning capability to warn the City's public schools of an emergency through grant-funded fielding of All Hazard Radios across 19 school districts; Improved emergency communications capabilities to the City's Disaster District Offices (DDOs), where Councilmembers provide vital services to their constituents during an emergency, as well as to the City's Departmental Operations Centers, utility providers, and critical assets;

9 Page 8 Improved inventory and resource management to decrease our "speed to action" when using high demand-low density resources, such as hazardous materials teams, bomb squads, and search and rescue teams; Fifteen exercises and more than 20 courses for City staff, partner agencies, utility providers, schools, and area hospitals; Two City Council Study Sessions, including the annual Emergency Management Training for Elected and Appointed Officials and a new study session on Catastrophic Incident Response by the San Jose Fire Department; Twelve Community Emergency Response Team (CERT) courses, a new CERT Concept of Operations, and expanded community outreach under the Community Resilience core capability; Continued engagement and strengthening of our OES-affiliated volunteers, to include the San Jose Radio Amateur Civil Emergency Service (RACES) and San Jose Search and Rescue; and Continued real-world EOC activations for hazards and threats impacting our City under the Operational Coordination core capability. In addition, staff will continue to pursue competitive Federal and State grant funding for riskbased investments in critical emergency management capabilities. COORDINATION This memo has been coordinated with the City Attorney's Office and the City Manager's Budget Office. /s/ CURTIS P. JACOBSON Fire Chief For questions, please contact Ryan Broughton, Director, Office of Emergency Services, at (408)