"Building strong partnerships. Partnering with other state leaders, local government, academia, the private sector, the public and the media is central to the role of the emergency services leader. These partnerships will bolster preparedness by facilitating recruitment and training, establishing credibility and enabling collaboration, creating a reliable communication mechanism, and leveraging new knowledge to assess risks and manage response. And the director will rely on these partnerships when leading response to catastrophic events. Infusing preparedness throughout the executive branch. The emergency services leader must build upon the relationships established with leaders of other agencies to integrate emergency preparedness as a priority in the operations of all state departments. Using fiscal policy to meet goals. The emergency services leader must be aware of state and federal fiscal policies to enable the leader to fully leverage available resources and to achieve outcomes. Empowering civil servants to work for outcomes. The director must inspire in emergency managers the confidence, innovation and passion necessary to protect...[a jurisdiction's residents]. Viewing residents as customers. The best interest of victims of past and future events must be at the core of every decision made by the emergency services leader. Each stage of policy formation, resource allocation and management decisions must focus on the needs of [residents]. Soliciting feedback from victims and residents about the department's prevention and mitigation, preparation, response, and recovery efforts - and improving service based on satisfaction levels - is essential". (James Lee Witt, March 16, 2006 communication with Little Hoover Commission and included in Safeguarding the Golden State: Preparing for Catastrophic Events, 2006, 38)