Title:

A Nation Prepared

Federal Emergency Management Agency

Strategic Plan

Fiscal Years 2003 - 2008

Table of contents

Contents page i

Message from the Director page ii

Summary of Major Plan Elements page iii

Introduction page 1

Themes in the Plan page 1

Challenges to Implementation page 3

Planning within FEMA page 4

The Strategic Plan page 5

Goal 1 page 6

Goal 2 page 11

Goal 3 page 15

Goal 4 page 19

Goal 5 page 22

Goal 6 page 26

Plan Development page 30

Implementation page 31

Evaluation page 31

Appendix A: Goals and Objectives page 32

Appendix B: Core Values page 33

Appendix C: FEMA Regional Offices page 34

Appendix D: Summary of Major Authorities page 38

Appendix E: Cross-cutting Partnerships with Other Federal Agencies page
40

Appendix F: Glossary page 50

Message from the Director

I am pleased to present to you the Federal Emergency Management Agency
(FEMA) Strategic Plan. One of my highest priorities upon becoming
Director of FEMA in February 2001 was to assess how we are accomplishing
our mission and to chart our course for the future.

The all-hazard emergency management system FEMA has built with its many
partners has never been more important than it was on September 11th,
when resources were deployed from around the country to respond to the
terrorist attacks at the World Trade Center and the Pentagon.

We had just begun reassessing our mission and strategic goals when the
terrorist attacks occurred. The attacks gave those efforts new urgency
and broadened our focus to address all hazards, including weapons of
mass destruction.

Over the past many months, we conducted an in-depth analysis within the
Agency and met with our partners and stakeholders from around the Nation
to develop the Strategic Plan. Wherever we met, several themes emerged
that helped inform our work: leadership; partnership; building
capability at all levels; setting standards for performance; and
bringing emergency managers and first responders together to train and
exercise to those standards.

Just as FEMA is completing its Strategic Plan, the Department of
Homeland Security is beginning to take shape. The goals developed
through this Plan seamlessly dovetail with the mission of the new
Department. By following through with our long-term strategy, FEMA will
reinforce its fundamental role as a cornerstone of it. Our mission is
vital to the new Department and our implementation of the Strategic Plan
is more important than ever.

The key to successful implementation is people. Everyone of us has a
responsibility to become informed of the risks we face, to make wise
decisions to keep ourselves out of harm's way and when we cannot, to
possess the knowledge needed to act responsibly when disasters occur.
FEMA is committed to working with all our stakeholders and the American
people to create

A Nation Prepared.

Joe M. Allbaugh

Director

Summary of Plan Elements

Vision: A Nation Prepared

Mission: Lead America to prepare for, prevent, respond to, and recover
from disasters.

Core Values:

-   Integrity

-   Innovation

-   Accountability

-   Respect

-   Trust

-   Customer Focus

-   Public Stewardship

-   Partnership

-   Diversity

-   Compassion

Goals:

1\. Reduce loss of life and property.

2\. Minimize suffering and disruption caused by disasters.

3\. Prepare the Nation to address the consequences of terrorism.

4\. Serve as the Nation's portal for emergency management information
and expertise.

5\. Create a motivating and challenging work environment for employees.

6\. Make FEMA a world-class enterprise.

Introduction

The Federal Emergency Management Agency (FEMA) is the independent
Federal agency responsible for leading America's efforts to prepare for,
prevent, respond to, and recover from disasters. FEMA was formed in 1979
by executive order of the President, combining Federal programs that
deal with all phases of emergency management, for disasters of all
types, into a single agency.

Since its creation, FEMA has worked successfully with its many partners
to limit or prevent the impacts of disasters on the Nation and has
responded to hundreds of disasters in all fifty States, Puerto Rico,
Guam, the Pacific Island Trust Territories, and the US Virgin Islands.
FEMA has helped lead America through some of its most difficult times,
including Hurricane Andrew, the Midwest Floods of 1993 and 1997, the
Northridge Earthquake, and the September 11, 2001 terrorist attacks.

Text box:

A Nation Prepared

To achieve its vision, FEMA will work to prepare the Nation for
disasters by encouraging individuals, governmental entities, and public
and private groups at all levels to become informed of the risks they
face, to make decisions that help keep people, property, and
institutions out of harm's way, and to possess the capability and
knowledge needed to act when disasters occur.

End text box.

Themes in the Plan

Leadership

FEMA's ability to fulfill its mission is widely recognized, and the
Agency is particularly respected for its leadership in dealing with
natural disasters. Since September 11, however, the Nation's attention
has shifted from natural hazards to include its capability to respond to
future terrorist attacks. Under Presidential Decision Directive (PDD)
39, and PDD-62, which establish Federal policy on counter-terrorism,
FEMA is the lead agency for \"consequence management.\" This means FEMA
is responsible for leading the National effort to protect public health
and safety, restore essential government services, and provide emergency
relief to those affected by acts of terrorism. FEMA is specifically
responsible for ensuring the Nation can respond effectively to the use
of weapons of mass destruction, involving nuclear, biological, chemical
or explosive material on US soil. FEMA is working closely with the
Office of Homeland Security to make the most of FEMA's experience,
expertise, and leadership and applying it to preparing the Nation to
address the consequences of terrorism and implement the President\'s
National Strategy for Homeland Security. In doing so, FEMA will remain
focused on its mission as it takes its place within the President's
proposed Department of Homeland Security.

Though attention has shifted from natural hazards to terrorism, FEMA's
basic mission and the Agency's approach to carrying it out have not
changed. The Agency remains committed to an all-hazard approach to
emergency management. The all-hazard philosophy recognizes that the same
comprehensive framework of mitigation, preparedness, response, and
recovery can be used to address the impacts of all types of disasters.
This all-hazard approach provides a consistent logic for emergency
management activities and promotes efficient use of scarce resources.

Partnership

In accordance with FEMA's primary authorizing legislation, the Robert T.
Stafford Disaster Relief and Emergency Assistance Act, FEMA is first and
foremost a coordinating agency. The Agency therefore relies on strong
partnerships to successfully carry out its mission. FEMA works with a
variety of partners, including Federal agencies, States, Territories,
Tribal Nations, local governments, first responders, voluntary
organizations, business, industry, and individuals. While the Agency's
mission is squarely focused on protecting and preparing the Nation as a
whole, primary responsibility for disaster response rests with State and
local authorities. This means FEMA does not respond to all disasters
that occur in the United States. Instead, when State and local capacity
to respond is threatened or overwhelmed, a Governor may ask the
President for Federal assistance.

A Presidential disaster declaration directs FEMA to provide and
coordinate a variety of assistance and support. FEMA's primary mechanism
for doing this is the Federal Response Plan. It provides a process and
structure for the systematic, coordinated, and effective delivery of
Federal assistance to address any major disaster, regardless of type or
cause. Through the Federal Response Plan, FEMA marshals the resources
and expertise of its many partners, including Federal agencies and
numerous voluntary organizations, and coordinates the overall effort
with the States and communities affected by the disaster.

Building Capability

Preparing the Nation to address the consequences of terrorism and other
disasters will require substantial augmentation and improvement of
preparedness and response capability at all levels, especially the local
level. FEMA is committed to leading this multi-year effort, to assessing
and building the planning, preparedness, and response capabilities of
States, Territories, Tribal Nations, local governments, and first
responders, as appropriate, to help them better mitigate against and
recover from disasters of all types. As part of this effort, FEMA will
need to strengthen its ten regional offices and will work through them
to increase the ability of States and Territories to manage
non-catastrophic disasters. This will allow FEMA to focus greater
attention and resources on planning and preparing for catastrophic
disasters.

Improving the Nation's capability to respond to disaster is not just the
responsibility of government entities. Each individual, family, and
community must be aware of the risks they face, and make intelligent
decisions to deal with those risks, both before and after disasters
strike. Individually and collectively, we are all responsible for making
good decisions, whether we are preparing our homes to better survive a
hurricane, fire, flood or earthquake, or deciding how to repair and
rebuild after disaster strikes.

Setting Standards

Building the Nation's capability to rapidly and effectively respond to
disasters of all kinds will require a strong commitment to standard
setting. Standards are critical in many key areas. For example, in too
many instances---including the response to the World Trade Center
attack---first responders and government officials were not able to
fully communicate because of differing communication standards, and
mutual aid was hindered by incompatible equipment. Baseline standards
must be in place at the State, Territory, Tribal, local government, and
first responder level to provide an effective Nationwide system of
emergency management.

Many of the strategic performance measures in this Plan include the
establishment of standards as the first step in improving capability.
The next step, training and exercising to those standards, is crucial in
evaluating and improving performance. For standards to be effective,
however, they must be developed in collaboration with the experts who
will be expected to meet them, and must allow for flexibility and
scalability among the Nation's many and diverse jurisdictions, whose
risks and resources vary.

Text box:

FEMA's Core Values

FEMA\'s mission is translated into action and results through its
people. Whether assisting a family recovering from a disaster, helping a
community become more disaster resistant, or partnering with the
Nation\'s largest public and private institutions, FEMA\'s people are
guided by the Core Values they have chosen for themselves. These Core
Values define how FEMA\'s people will treat each other, their customers,
and their partners as they work together to build A Nation Prepared.

End text box.

Challenges to Implementation

Increased Risk

America's metropolitan areas continue to grow in size and density, with
many of the largest situated in coastal regions, along earthquake
faults, or in other high-risk areas. Commercial and residential
development have progressed at a rapid pace across the Nation, expanding
into previously unsettled or sparsely settled areas. This exposes
growing communities to new risks, especially wildfire, flooding and
erosion. To address these growing risks, FEMA will continue to emphasize
pre-disaster mitigation and insurance.

The risks associated with acts of terrorism also pose a significant
challenge for FEMA. The Nation has gained a new understanding of the
tools of terrorism. FEMA's rapid and decisive response to the events of
September 11 demonstrated the Agency's role in consequence management.
As a result, the Nation is looking to the emergency management
community---and FEMA in particular---to face this challenge. The
President's proposal for a new Department of Homeland Security, and
FEMA's pivotal role within it, will be an important step in ensuring the
Nation meets the challenge.

Workforce Management

FEMA, like most Federal agencies, faces serious challenges in
maintaining and growing its workforce. Within the next five years it is
projected that forty eight-percent (48%) of FEMA's workforce will become
eligible for retirement. Given this, a focus on people is essential if
FEMA hopes to fully achieve its strategic goals. FEMA has therefore
committed itself to recruiting, training, and retaining a top-notch
workforce and developing a staff with the talent, skills, competencies,
and dedication necessary to meet the demands of the future.

Limited Resources

FEMA also faces a problem familiar to all Federal agencies---limited
resources. The reality of limited resources means that the Agency must
be ready to show it is making the most of the resources it already has.
Once this has been demonstrated, the Agency will then make a clear and
persuasive business case for additional funding and for allocating
resources to its highest priorities.

Technology

FEMA must guard against the pitfalls that result from fragmented
information technology (IT) efforts, including duplication of core
capabilities, increased cyber security risk, and inefficient use of
talent and experience. To avoid these pitfalls, FEMA must better
centralize the management of its IT efforts.

Moreover, to make the most of the capabilities IT can provide, FEMA is
committed to re-engineering Agency business processes before IT
solutions are applied. Re-engineering means using technology as an agent
of change and can include consolidation of like functions, elimination
of duplication, improvement of work flows, and Agency-wide information
sharing. In short, re-engineering means using IT to find better and
smarter ways to work rather than simply using a computer to automate
inefficient processes.

Change Management

To meet the challenges ahead, FEMA must be willing to change and grow.
Growth will require new approaches and new ways of doing business and
will need to be embraced at every level of the organization. At the same
time, growth and change must not be allowed to interfere with FEMA's
ability to carry out its mission on a daily basis. FEMA has performed
its mission with success for many years and enjoys high public
confidence. Overcoming the natural tendency to resist change and rest on
the Agency's past successes may be the greatest challenge FEMA faces.

Planning within FEMA

Strategic Plan

FEMA uses a three-tiered approach to planning and managing its
performance. The Strategic Plan, FEMA's Agency-wide long-range plan,
sets a course of action for FEMA over a six-year period and establishes
the major programmatic, policy, and management goals of the Agency. It
also provides the framework for the Agency's Annual Performance Plan and
the management plans developed by each office and directorate.

Annual Performance Plan

As required by the Government Performance and Results Act, FEMA prepares
an agency-wide Annual Performance Plan each fiscal year. The Annual
Performance Plan sets out measurable annual performance goals that
support the objectives in the Strategic Plan and describes what will be
achieved in a particular fiscal year. FEMA uses the Annual Performance
Plan to show the linkage between its budget and program results. The
first Annual Performance Plan under this Strategic Plan will be a
revised Fiscal Year 2003 Plan.

Management Plans

Each office or directorate within FEMA is responsible for preparing a
management plan that establishes the activities it will accomplish in a
particular fiscal year.

These management plans make up the building blocks that collectively
support FEMA's Annual Plan, and implement the Agency's mission, goals,
and objectives. Management plans may include long-term plans as well as
annual work plans and are consistent with both the Strategic Plan and
Annual Performance Plan. Further, management plans include the level of
detail appropriate to enable management and staff to create team and
individual work plans.

The Strategic Plan

FEMA's Strategic Plan sets forth a vision and a comprehensive mission
statement that provides the Agency with a clear path into the future. In
addition, the Plan identifies the core values that embody how the
Agency's people, individually and collectively, will carry out the
Agency's mission. In the following pages, FEMA lays out the goals,
objectives, and strategies that allow the Agency to realize its vision.

The first two goals represent FEMA's traditional lines of business,
including preparedness, mitigation, response, and recovery. Goals three
and four represent new lines of business---terrorism preparedness and
knowledge management. The last two goals, five and six, are internally
focused. Goal five emphasizes FEMA's commitment to properly develop,
manage, and support its workforce. Goal six commits the Agency to
continuous improvement, including focusing on performance-based
management and meeting customer needs.

Each goal includes a set of objectives, supported by a list of major
strategies that will be used to achieve the goal and its objectives. The
Plan's six goals are supported by one or more performance measures,
which describe the results FEMA intends to achieve under each goal.

Goal 1. Reduce loss of life and property.

FEMA will work with its partners to plan, mitigate, and prepare when the
opportunity to reduce loss of life and property is greatest---before
disasters strike. FEMA will ensure that mitigation and preparedness
plans are in place for both catastrophic and non-catastrophic disasters,
and will work with Federal agencies, States, Territories, Tribal
Nations, local governments, and first responders to assess and build
capability. As part of this effort, FEMA will provide hazard and risk
information and foster training and education of emergency responders
and emergency managers, while doing all it can to promote good risk
management decisions.

Photo: Two beach front home. The home in the foreground has collapsed.
The home in background has been elevated and is still standing.

Caption: Unlike the elevated structure in the background, this
ground-level home in North Carolina was destroyed by the storm surge
caused by Hurricane Floyd. Elevation of this home could have prevented
its destruction.

Photo: A man and a woman discuss flood maps that appear on a computer
monitor and paper maps on a table between them.

Caption: Mapping is a critical part of FEMA's role as a provider of risk
information. FEMA flood maps, shown here, are now being updated and made
available in digital format through the Map Modernization Program.

Risk Information

Objective 1.1

Provide hazard and risk information using the best-suited technologies.

Strategies

a\. Use National monitoring and early warning and response capabilities
to assess impending disasters through partnerships with Federal weather
forecasting, law enforcement, and other appropriate agencies.

b\. Accelerate efforts to create user-friendly risk and hazard
identification products, such as digital multi-hazard maps, using
appropriate technologies that permit easy updating.

c\. Use appropriate technologies and scientific research to improve
planning, preparedness, mitigation, response, recovery, and
communication techniques.

Photo: A teacher and his students with a wood frame that will become a
safe room.

Caption: In Fort Morgan, Colorado, students build a safe room---a
reinforced space within a home or other structure---to provide
life-saving shelter during a tornado.

Mitigation and Preparedness Planning

Objective 1.2

Ensure that the Nation's most vulnerable areas are covered by emergency
management plans that can be implemented.

Strategies

a\. Facilitate assessment of current Federal, State, Territorial,
Tribal, and local emergency management plans.

bleed development of specific plans for catastrophic hazards and for
risks to national infrastructure or resource targets, e.g., power grids,
computer networks, transportation, communications, rail, etc.

c\. Ensure that appropriate Continuity of Government (COG), Continuity
of Operations (COOP), and Contingency Programs are in place.

d\. Encourage and assist States, Territories, Tribal Nations, and local
governments in the development of all-hazard plans, including Homeland
Security Plans, to reduce the impact of, enhance response to, and ensure
recovery from catastrophic and non-catastrophic disasters.

Photo: FEMA Director Allbaugh with two firefighters.

Caption: FEMA Director Joe M. Allbaugh participates in a training
exercise at the Maryland Fire and Rescue Institute. Training exercises
are an important component in planning and preparing for disasters.

Partner's Capabilities

Objective 1.3

Ensure the capabilities of Federal, State, Territorial, Tribal, local,
and other partners are in place to plan and prepare for disasters.

Strategies

a\. Collaboratively establish standards for partners' emergency
management capabilities.

b\. Assess, or support assessment of, FEMA and its partners'
capabilities to deal with both catastrophic and non-catastrophic
hazards.

c\. Enhance partners' capabilities by building on existing
relationships, partnerships, incentives, and regional mutual-aid
programs.

d\. In coordination with partners, develop an integrated training,
exercise, and evaluation program to develop FEMA and its partners'
capabilities.

e\. Organize, manage, and support exercises that target specific,
high-priority response and recovery operations.

f\. Develop a single, uniform, after-action reporting process to capture
lessons learned.

g\. Concentrate FEMA's resources in the areas most vulnerable to
hazards.

h\. Effectively and conveniently administer grants to enhance partners'
incident response capabilities.

i\. Engage the private sector to contribute to disaster preparedness and
loss reduction at the Federal, State, Territorial, Tribal, and local
level.

Photo: Two men working with air conditioning units.

Caption: These workmen are installing new air conditioning units on a
raised platform to replace the original units, which were washed away by
flood waters. Good risk management decisions made before disasters
strike can help avoid property losses.

Good Risk Management

Objective 1.4

Help individuals, local governments, States, Territories, Tribal
Nations, and Federal agencies make good risk management decisions.

Strategies

a\. Monitor the effectiveness of the disaster declaration process to
ensure it reinforces sound risk management decisions and practices.

b\. Promote the use of insurance as a mechanism by which public and
private property owners can reduce their risk of economic loss.

c\. Promote the adoption and implementation of sound risk management
plans and policies by Federal, State, Territorial, Tribal, local and
private entities, and by individuals.

d\. Provide incentives to States, Territories, Tribal Nations, local
communities, and individuals for the adoption and implementation of
appropriate measures to reduce losses.

e\. Promote development of National, consensus-based building, life
safety, and fire codes and standards, and encourage their adoption by
States, Territories, Tribal Nations, and local communities.

Photo: Students in a classroom listen to their instructor.

Caption: The provision of training to the emergency management
community, as in the FEMA course shown here, is essential to building
capability.

Comprehensive Training and Education

Objective 1.5

Develop and implement a comprehensive training and education plan for
emergency management planners and responders.

Strategies

a\. Assess needs to determine curriculum development priorities.

b\. Develop and deliver on-campus and off-campus training courses
through existing mechanisms as well as alternative delivery formats.

c\. Evaluate the effectiveness of training.

d\. Establish consequence management performance standards for emergency
personnel.

Oversee an interagency training management system for the training of
emergency personnel.

Photo: Fire apparatus spray water on a six story building engulfed in
flames.

Caption: Thousands of lives are lost in the U.S. each year to fire. FEMA
works with its partners to reduce fire deaths across the Nation through
training, public education, research, and analysis.

Goal 1 Performance Measures

Performance Measure 1.1

By Fiscal Year 2008, the average annual loss of life from fire-related
events is reduced by 15% over the 1998 annual baseline of 4,500.

Each year thousands of lives are lost to fire, the Nation\'s most deadly
disaster. FEMA, through the United States Fire Administration, will work
in partnership with first responders, State fire and emergency
management organizations, and other Federal agencies, to reduce fire
deaths nationwide. Though FEMA does not directly control this outcome,
the Agency does influence it through the programs and activities of the
United States Fire Administration. FEMA will contribute to this effort
through training, data collection and analysis, research, and public
education, with special focus on specific, high-risk populations.

Photo: A man on a ladder uses a hammer to attach hurricane straps to the
roof of a new home.

Caption: Structural reinforcements, like the hurricane straps being
installed here, can reduce property damage from hazards such as
hurricanes and earthquakes.

Performance Measure 1.2

By Fiscal Year 2008, \$10 billion in potential property losses,
disaster, and other costs have been avoided.

Several FEMA programs are designed to strengthen the Nation's disaster
resistance by mitigating risks. This means changing conditions and
behaviors to protect lives and prevent the loss of property. Losses will
be avoided and the impact on lives and communities will be lessened
through measures, such as building safely within the floodplain or
removing homes altogether, engineering buildings and infrastructures to
withstand earthquakes, and, creating and enforcing effective building
codes to protect property from floods, hurricanes and other natural
hazards.

Investment in mitigation activities produces major returns. For example,
the losses avoided as a result of Pre-Disaster Mitigation Planning and
Project Grants and National Flood Insurance Program floodplain
management efforts, are valued to be at least \$10 billion by 2008. This
represents the accumulated benefit of Pre-Disaster Mitigation Grants
awarded during this period as well as the annual savings realized as a
result of compliance with floodplain management requirements. Additional
measures of benefits will be developed for other program activities and
will add to the total of losses avoided.

Performance Measure 1.3

By Fiscal Year 2008, 100% of States, Territories, and Tribal Nations
report meeting collaboratively established, all-hazard, emergency
management readiness capability standards.

The Nation's ability to prepare for, prevent, respond to, and recover
from disasters depends on the ability to organize and coordinate a
community of first responders; local, Tribal, Territorial, State, and
Federal agencies; volunteer organizations; and, private sector entities.
Past experience has shown that the States, Territories, and Tribal
Nations will be better prepared to respond to and recover from the
impacts of all types of hazards by using established national emergency
management standards, developed collaboratively among emergency
managers, emergency response personnel, and leadership from all levels
of government. Key to meeting this goal is the need to conduct
comprehensive capability assessments and establish a means of evaluation
based on a program of multi-year exercises that require demonstration
and application of essential all-hazard incident management
capabilities.

External Factors

Key external factors that could have a significant effect on achievement
of this strategic goal are described below.

a\. Effective risk analysis and planning requires strong and continuous
commitment on the part of States, Territories, Tribal Nations, and
communities. This is often difficult to achieve given the competition
for time, attention, and resources at all levels of government.

b\. Mitigation measures and the purchase of insurance both require an
up-front investment. The return on that investment will not necessarily
occur within the term of office of the officials making the decisions,
or within the period of ownership for the individual making the
investment.

c\. Successful mitigation measures often go unnoticed and unrecorded
because damages have been avoided. This makes it difficult to fully
demonstrate the cost-effectiveness of mitigation and to promote its
benefits.

d\. Continued growth and increased density in high hazard areas, such as
coastal zones, put more people and property at risk every year. It is
ultimately the local government and individual property owners, not
FEMA, who decide where and how growth will occur.

Goal 2. Minimize suffering and disruption caused by disasters.

Photo: National Guard troops transferring water and ice from a truck to
a helicopter.

Caption: The National Guard, an important partner, delivers water to a
disaster area. Coordinating the swift provision of vital assistance,
including food, water, and medicine, is central to FEMA's mission.

Disasters cause suffering and disrupt people's lives and the normal
functioning of their communities. States, Territories, Tribal Nations,
and local governments bear the primary responsibility for responding to
and recovering from disasters. FEMA---at the direction of the
President---takes action when State, Territorial, Tribal and local
resources are overwhelmed and the Governor requests assistance.

In concert with its partners, FEMA will respond quickly and effectively,
bringing the right people and resources to bear where and when they are
needed most. FEMA will provide timely and appropriate disaster
assistance to hasten the recovery of individuals and communities while
ensuring that efforts to prevent, avoid, and reduce the impacts of
future disasters are an integral part of every recovery. Throughout,
FEMA will continue its work with States and Territories to ensure the
most effective sharing of disaster management responsibilities, allowing
FEMA to focus on preparing the Nation for truly catastrophic events,
whether natural or man-made.

Photo: Two men at the top of a pole repairing power lines.

Caption: Power restoration is often the essential first step toward
recovery after a disaster. FEMA works with its partners to restore
public infrastructure damaged or destroyed by disaster.

Quick and Effective Response

Objective 2.1

Respond quickly and effectively when States, Territories, Tribal
Nations, and local governments are overwhelmed.

Strategies

a\. Establish FEMA's capability to operate 24 hours a day, seven days a
week, while maintaining key, ongoing functions.

b\. Monitor potential emergencies and disasters and be prepared to
deploy assets to assure a quick response.

c\. Develop, acquire, and coordinate a national operational capability,
and the resources and assets to simultaneously respond to four
catastrophic plus twelve non-catastrophic incidents, anywhere in the
country.

d\. Lead the development and implementation of a consolidated,
all-hazard Federal Emergency Response Plan.

e\. Develop effective organizational and business process relationships
among FEMA program areas, support organizations, and regional offices to
ensure a coordinated response and recovery effort.

f\. Lead a collaborative effort to ensure a coordinated response and
recovery effort among Federal agencies, emergency responders, and State,
Territorial, Tribal, and local emergency managers through FEMA's
leadership and through mutual incentives for cooperation and
coordination.

g\. Lead the collaborative establishment of a National response network
and standards for interoperability of wireless communications to enable
communications among all responders.

Photo: Debris is loaded into a dump truck at the site of the World Trade
Center collapse.

Caption: Debris removal is another important first step in recovery and
can be a complex and costly undertaking for Federal, State, and local
governments.

Shared Responsibility in Managing Disasters

Objective 2.2

Use the full range of State, Territorial, Tribal, and Federal
capabilities in determining the most effective delivery mechanisms for
disaster recovery and mitigation programs.

Strategies

a\. In cooperation with our State, Territorial, and Tribal partners,
establish scalable and flexible standards for delivery of disaster
response, recovery, and mitigation assistance.

b\. Design customer-focused disaster assistance delivery mechanisms that
utilize the combined capabilities of FEMA and the States, Territories,
and Tribal Nations.

c\. Establish standards for State management of disaster grant
assistance programs that allow State and Territorial administration
where appropriate.

d\. Provide technical assistance to help States and Territories develop
disaster management operations capabilities.

e\. Encourage the development of mutual aid systems at the State,
Territorial, Tribal and local level, including the Emergency Management
Assistance Compact.

Photo: A FEMA worker and a worker from the Small Business Administration
consult a map together.

Caption: FEMA works with many governmental agencies and voluntary
organizations to coordinate the delivery of disaster assistance. The
Small Business Administration is an important Federal partner and plays
a critical role in helping individuals, businesses, and communities
recover from disasters.

Timely Assistance

Objective 2.3

Provide timely and appropriate disaster assistance and payment of flood
insurance claims.

Strategies

a\. Develop standards for delivery of assistance that take the varying
nature and magnitude of disasters into account.

b\. Deliver both financial and in-kind assistance quickly, efficiently,
and in ways that customers find understandable, convenient, valuable,
and tailored to their needs.

c\. Ensure that flood insurance claims are settled fairly and quickly.

d\. Lead the development and implementation of a general Federal
Recovery Plan with incident-specific annexes and recovery guidelines,
including the recovery programs of all Federal agencies.

Photo: FEMA Director Allbaugh presents a woman with an physically
oversized check.

Caption: FEMA Director Joe M. Allbaugh presents a check for more than
\$13 million to Los Alamos County, New Mexico, supporting its efforts to
make the community more disaster resistant.

Mitigation in Recovery

Objective 2.4

Mitigate against potential future losses as part of every disaster
recovery effort.

Strategies

a\. Work with affected States, Territories, Tribal Nations, and local
governments to develop and implement comprehensive post-event mitigation
strategies.

b\. Coordinate recovery efforts with other Federal agencies to help
ensure consistency with agreed-upon post-event mitigation strategies.

c\. Offer technical assistance on building techniques and available
financial resources to disaster victims so that mitigation will be
incorporated in the rebuilding process.

Goal 2 Performance Measures

Performance Measure 2.1

By Fiscal Year 2008, FEMA has coordinated and established the capability
to respond concurrently to four catastrophic and twelve non-catastrophic
disasters.

In addition to its daily response and recovery activities, it is
critical that FEMA possess sufficient operational capability to respond
to a large, complex disaster, or the real possibility of two or more
such disasters striking within hours or days of each other. Such large,
complex, or catastrophic disasters could include: a major hurricane or
earthquake impacting a large metropolitan area; catastrophic flooding,
as seen in the Midwest in 1993 and 1997; or a major terrorist attack,
especially an event involving weapons of mass destruction.

Any combination of these or other major events occurring within a short
span of time would create an unprecedented demand for response
capabilities. To ensure an adequate level of operational capability,
FEMA has established a target of \"4 and 12\". This means that FEMA,
with its Federal, State, and other partners, will have the capability to
coordinate response and recovery efforts for as many as four
catastrophic disasters and twelve non-catastrophic disasters anywhere in
the Nation. The enhancement of FEMA's standing operational capability
and the development of plans for responding to catastrophic disasters
within high-risk areas will be a key part of this effort.

Performance Measure 2.2

By Fiscal Year 2008, 100% of assessed public safety and service
organizations meet established standards for interoperability of
wireless communication systems.

The wireless systems used by public safety and service organizations to
perform their missions are critical to response and recovery efforts.
Interoperability among these public safety organizations will promote
greater effectiveness in the transfer of information and help improve
coordination of response and recovery activities. FEMA will use the
Office of Management and Budget\'s e-government initiative Project
SAFECOM to accelerate the implementation of interoperable public safety
communications at all levels of government to create a National response
network. The end result will enable communications between all
responders and will create standards for wireless networks that
incorporate efficient and secure technologies; enhance the safety of
response personnel; provide for virtual autonomy and non-interfering
operations; provide the flexibility for system expansion and coverage
extension; and ensure secure communications.

Performance Measure 2.3

By Fiscal Year 2008, all disaster assistance and flood claim payments
are provided within established performance standards.

After disaster strikes, FEMA works with States, Territories, and Tribes
to help minimize suffering and disruption by helping individuals and
communities get back on their feet. FEMA will work to provide timely,
fair, and appropriate disaster assistance, and to ensure prompt and
accurate payment of flood claim payments, through continual review of
the effectiveness of the Agency\'s programs. As part of ensuring the
effective provision of these services, FEMA will establish and meet
performance standards appropriate to each program or activity on an
annual basis.

External Factors

Key external factors that could have a significant effect on achievement
of this strategic goal are described below.

a\. Increasing expectations of FEMA may cause mission creep beyond the
Agency's current focus and capabilities, but without accompanying
resources. This could compromise FEMA's ability to succeed at its core
mission.

b\. The size, complexity, and number of simultaneous disasters influence
the ability of all levels of government, as well as voluntary
organizations and the private sector, to respond. Events may occur,
particularly in multi-state disasters that exceed FEMA's planning
targets.

c\. Greater sharing of responsibility for disaster incident management
and delivery of assistance requires a sustained and funded commitment on
the part of States.

d\. FEMA's focus on "areas most vulnerable to disaster" may be perceived
as inequitable by some.

e\. Interoperability of wireless communications will require significant
coordination among many Federal and non-Federal users, as well as a
sustained, long-term commitment on the part of all users.

Goal 3. Prepare the Nation to address the consequences of terrorism.

The Nation must prepare to manage the consequences of terrorist attacks,
especially those involving the use of weapons of mass destruction. The
unique planning, training, and operational requirements associated with
preparing to respond to terrorism, coupled with the catastrophic impacts
such an attack can have on the loss of life, property damage, and
interruption of government services, make it necessary to single out
terrorism for special attention. FEMA has been successful in leading a
coordinated Federal response to disasters, and must now make a renewed
commitment to address the hazards posed by terrorism. Key to this effort
is working with partners to develop relationships, programs, and
processes that better prepare States, Territories, Tribal Nations,
localities, and the public to care for themselves and help one another
until assistance can arrive.

FEMA has established an Office of National Preparedness to lead this
effort and the efforts of other Federal departments and agencies to
promote State, Territorial, Tribal, and local incident management
capabilities. Under the President's proposed Department of Homeland
Security, FEMA will serve as the focal point for implementing terrorism
incident management programs. Although the focus of the Office of
National Preparedness will be on terrorism, it will pursue these
critical objectives within an all-hazard framework. The Office will
coordinate efforts across all Agency program areas to help State and
local governments prepare to execute functions necessary to manage the
consequences of any emergency, natural or man-made.

Photo: A group of men in helmets and other protective gear stand in a
semi-circle.

Caption: A FEMA Urban Search and Rescue Team from Montgomery County,
Maryland, is briefed before beginning work at the Pentagon following the
September 11 attack. Emergency responders of all kinds must increase
their capability if the Nation is to deal effectively with future
terrorist attacks.

Photo: Two agents of the Bureau of Alcohol, Tobacco, and Firearms and
men in military fatigues consult with New York City firefighters.

Caption: National Guard and ATF agents assist in the rescue mission in
lower Manhattan following the September 11 attack on the World Trade
Center.

Federal Support for Capability Building

Objective 3.1

Develop and implement a Federal program to support State, Territorial,
Tribal, and local government incident management capability building.

Strategies

a\. Establish an Office of National Preparedness within FEMA to serve as
the Federal Government's focal point for coordination, integration, and
implementation of all Federal programs and activities that build,
maintain, and sustain State, Territorial, Tribal, and local incident
management capabilities.

b\. In conjunction with the Office of Homeland Security, lead
development of the Emergency Preparedness and Response portion of the
National Strategy for Homeland Security to provide program direction and
establish a strategic planning cycle to integrate Federal program
efforts over the long term.

Photo: Four fire-fighters in turn-out gear prepare to take part in
exercise.

Caption: Firefighters and other first responders are the Nation\'s first
line of defense against hazards of all types. They must have the skills
and tools needed to recognize and respond appropriately to terrorist
events, including use of weapons of mass destruction.

Strengthen State and Local Responder Capability

Objective 3.2

Build a comprehensive State, Territorial, Tribal, and local capability
for responding to the consequences of terrorism.

Strategies

a\. Provide Federal assistance to ensure State, Territorial, Tribal, and
local emergency response personnel are properly trained, equipped, and
exercised to respond to the consequences of a terrorist attack involving
weapons of mass destruction, and ensure plans are updated to address
unique terrorism response requirements and are coordinated, tested, and
maintained.

b\. Collaborate with intergovernmental, professional, and
standard-setting organizations to develop standards and/ or
certification requirements for equipment interoperability, mutual aid,
and first responder and emergency management capabilities.

c\. Develop a training management system based on the skills and
competencies needed to prepare for and respond to acts of terrorism.

d\. Encourage State, Territorial, Tribal, and local governments to
address the unique resource needs associated with responding to a
weapons of mass destruction incident in their mutual aid agreements.

e\. Foster the participation of citizens in preparing themselves and
their communities to respond to terrorism and other emergencies.

Photo: A woman works at her desk while news updates play on four
televisions screens set high up on the wall behind her.

Caption: FEMA works closely with State and local offices of emergency
management---like this one in West Palm Beach, Florida---to share
information before, during, and after disasters.

Information Sharing

Objective 3.3

Ensure the means used to exchange information among Federal partners,
State, Territorial, Tribal, and local responders, program officials, and
the general public is coordinated with and delivered through a single
National portal.

Strategies

a\. Use FEMA's information sharing portal as the means to reach and
exchange information with the Federal, State, Territorial, Tribal, local
governments, emergency responders, and the general public.

b\. Develop, collect, maintain, and disseminate information about
incident management preparedness and response programs and activities
through FEMA's portal.

Goal 3 Performance Measures

Performance Measure 3.1

By Fiscal Year 2008, 100% of State and Territorial systems of first
responders and other appropriate emergency personnel meet
mutually-agreed upon baseline performance standards for responding to
and recovering from terrorist incidents, including the unique threats
posed by weapons of mass destruction.

The tragic events of September 11, 2001 clearly demonstrated that the
terrorist threat is real and that a viable first responder capability at
the local level is critical for a successful response to such incidents.
The challenge for FEMA will be to help improve the capabilities of
States, Territories, Tribal Nations and local communities to manage the
consequences of these events, which may include weapons of mass
destruction involving biological, chemical, conventional or nuclear
material, while continuing to develop the capability to deal with the
full range of natural and technological incidents, whether intentional
or accidental.

FEMA will work with Federal, State, Territorial, Tribal, and local
jurisdictions to ensure that first responders and other emergency
personnel are fully prepared, trained, and equipped to respond to
terrorist attacks; are supported by plans, tested through exercises
conducted on a regular basis; and, are sustained with sufficient
resources to maintain that capability. Response systems will vary, given
differences in population, geography, critical infrastructure, local
capability, and level of risk. Nonetheless, minimum service must be
established for essential functions, including: search and rescue, rapid
medical assessment, triage, decontamination, basic treatment, and mass
care involving fire services/HAZMAT, law enforcement, emergency medical
services, and other response requirements, as appropriate.

Through the Office of National Preparedness, FEMA will facilitate the
coordination, integration, and implementation of preparedness and
incident management programs and activities to develop, build and
maintain the National capability for dealing with terrorism incidents,
including weapons of mass destruction events, as well as other threats.
FEMA will provide leadership in working with Federal agencies, States,
Territories, Tribal Nations, and other partners in support of this goal.

External Factors

Key external factors that could have a significant effect on achievement
of this strategic goal are described below.

a\. FEMA\'s success depends on its complete integration with the
President\'s proposed Department of Homeland Security and the support of
Executive Branch agencies, Congress, State and local governments, and
professional and volunteer organizations.

b\. The nature, location, and timing of terrorist attacks are
unpredictable. The uncertainty this creates makes it difficult to plan,
prepare, and respond adequately to such events. This, and the potential
for mass casualties, means that individuals and organizations may be
less able to cope with terrorists events as compared to a natural
disaster.

Goal 4. Serve as the Nation's portal for emergency management
information and expertise.

As the Nation faces the risks associated with changing weather patterns,
violent storms, sudden earthquakes, and the aftermath of terrorist
attacks, the demand for emergency management information is ever
increasing. FEMA will serve as the Nation's portal for emergency
management information before, during, and after disaster strikes. As a
portal FEMA is not the originator of all information, nor is it the only
source of information. Rather, FEMA will provide a single entry point
through which users can access a broad spectrum of relevant emergency
management information. This effort will take several forms and will
require that FEMA become a knowledge manager with responsibility for
coordinating and integrating the broad spectrum of emergency management
information available to government and the public. As part of this new
role, FEMA will ensure that the Federal government speaks to the public
with a single, coordinated voice in times of disaster and national
emergency.

Photo: A man works on a small satellite dish on the roof of a building.

Caption: A FEMA worker adjusts an antenna array to ensure information
will be available to those who need it during flooding in the Midwest.

Information Portal

Objective 4.1

Create and manage a single, convenient portal for emergency management
information.

Strategies

a\. Establish the capacity within FEMA to acquire or research risk and
emergency management practices, knowledge, and information.

b\. Create and manage a one-stop portal, using the web and other means,
for prevention, preparedness, mitigation, response, and recovery
information exchange, and knowledge sharing between public and private
organizations.

c\. Develop and implement a comprehensive emergency management
educational strategy that focuses on the readiness and self-reliance of
vulnerable populations for all hazards throughout the United States and
its territories.

d\. Develop and integrate a comprehensive suite of online learning
applications, tools and resources, enhancing FEMA\'s nationwide
emergency preparedness training and education programs for internal and
external customers, and ensuring their availability to communities and
individuals throughout the United States and its territories.

Knowledge Management

Objective 4.2

Serve as the Nation's knowledge manager and coordinator of emergency
management information.

Strategies

a\. Evaluate the emergency management information needs and the
information assets of the emergency management community, including
other Federal agencies, States, Territories, Tribal Nations, local
governments, voluntary agencies, the academic community, and commercial
entities.

b\. Develop and implement a National knowledge sharing strategy to
acquire, organize, and disseminate emergency management information to
the entire emergency response community.

c\. Facilitate emergency management solutions for events and
consequences where Federal agency responsibilities have not been clearly
delineated.

d\. Establish working relationships with media partners to disseminate
emergency management information to key audiences.

Photo: A man sets up a portable satellite dish.

Caption: A satellite link is established after flooding in West Virginia
to allow disaster victims to get information. FEMA will build on current
capabilities and technological expertise to provide warning and alert
information to the Nation.

National Communication and Warning System

Objective 4.3

Establish a National warning capability.

Strategies

a\. Build on the national infrastructure to develop and facilitate a
warning method that can be used to notify the public at-large, or
specific populations threatened by disaster.

b\. Provide implementation guidance to other Federal agencies and State,
Territorial, Tribal Nations, and local governments.

c\. Develop a method for National electronic dissemination of timely
information to the emergency response community.

d\. Build a National system for incident management to ensure that
leaders at all levels of government have complete incident awareness and
can communicate with appropriate response personnel.

Goal 4 Performance Measures

Performance Measure 4.1

By Fiscal Year 2008, 95% of those surveyed who accessed emergency
management information through FEMA report that they found the
information to be useful.

FEMA will determine the usefulness of emergency management information
disseminated to the public based on responses to an annual survey of the
Agency's external stakeholders. The responses to this survey will
establish an annual baseline for the achievement of its operational and
customer service objectives under the Agency's Strategic Plan. This will
include the allocation and/or implementation of resources, funding,
programs, policies and initiatives.

After establishing a baseline of external satisfaction and expectation
of its clients in Fiscal Year 2003, FEMA will continue to evaluate and
enhance not only its information gathering, but also its information
dissemination, programs and policies in a continued effort to meet its
goals and objectives.

The respondents to this survey will include, but are not limited to:
Federal, State, Territorial, Tribal, and local representatives;
National, regional, State, and local organizations and associations,
professional and technical organizations and representatives;
community-based and non-profit organizations and representatives;
disaster victims; and education, academic and social-economic
representatives. FEMA will strive to include the broadest representation
from a cross-section of its diverse range of partners.

Performance Measure 4.2

By Fiscal Year 2008, a National network of warning systems is
established with sufficient redundancy for 100% reliability in providing
timely and accurate dissemination of alerts and crisis information to
the general public throughout the Nation and to the emergency management
community at all levels of government.

FEMA will lead efforts to establish a National warning network that
builds on the current National infrastructure. This network will link
together the many Federal, State, Territorial, Tribal, and local warning
systems already in existence. All systems will be modernized to include
the establishment of regional nodes with the capacity to send and answer
electronic messages as well as voice and secure voice communications. A
backbone network will link the National Warning Systems to existing
wireless systems and 911 capability. Coverage will be extended to first
level responders in over 100 major metropolitan areas. In all cases, the
general public, regardless of location, will have available to them a
warning system that provides timely, accurate emergency information
without interruption.

External Factors

Key external factors that could have a significant effect on achievement
of this strategic goal are described below.

a\. A single portal for information will require a sustained, high level
of effort to keep up with the pace of technological advancement and to
reach a wide range of users through a variety of means.

b\. FEMA's role as the Nation's portal for emergency management
information may occasionally be pre-empted by the media, with its
capability for gathering and disseminating up-to-the-minute information.

c\. Successful integration of e-gov initiatives across Federal agencies
will require an unprecedented level of coordination and integration
among existing Federal agency processes and programs, and will require a
major culture change in how agencies currently do business.

Goal 5. Create a motivating and challenging work environment for
employees.

People are a critical success factor in every organization. FEMA is
committed to retaining, training, and motivating its existing workforce,
while recruiting and developing new employees to secure the Agency's
future. FEMA's people will in turn take responsibility for making the
most of the opportunities available to them, will know what is expected
of them, and will perform where and when the Nation needs them most.

Photo: A woman sitting in front of a sign identifying her as the DRC
Manager talks on the phone and takes notes.

Caption: A FEMA Disaster Recovery Center manager answers a customer\'s
questions about recovery assistance.

A key element of the Strategic Plan---and one that came from FEMA\'s own
employees---is the Core Values that define how they will carry out
FEMA\'s Mission. Integrity, Innovation, Accountability, Respect, Trust,
and Compassion define employee performance toward each other, and toward
FEMA\'s customers and partners.

Retention and Recruitment

Objective 5.1

Retain and recruit a capable, motivated, and diverse workforce.

Strategies

a\. Develop a comprehensive workforce plan and management model to
identify FEMA's workforce needs now and in the future, and recruit,
train, and retain a diverse staff to meet that plan.

b\. Develop employment categories, functional skill requirements, and
compensation structures for all FEMA employees that are understandable,
equitable, and designed to support FEMA's mission. This includes
Permanent Full-Time and Stafford Act employees (CORE, Disaster
Assistance Employees, and Disaster Temporary Employees).

Photo: Two women pose for a photo as one presents the other with a
certificate of completion for the Career Enhancement Program.

Caption: Training opportunities and a well-defined career path enhance
employee effectiveness and build a stronger Agency.

Professional Development

Objective 5.2

Provide professional development training and opportunities for the
betterment and advancement of employees.

Strategies

a\. Define career development paths to support individual growth and
choice in ways that are consistent with FEMA's workforce needs.

b\. Develop a functional and management professional training curriculum
for employees.

c\. Implement an Agency-wide career development program for employees
and managers which includes the identification of minimum requirements
for certain positions.

Photo: A worker in a FEMA hat carries two grinning little boys on his
back.

Caption: FEMA workers have a real commitment to their work. The Agency
will honor the commitment they show by giving them the tools and support
they need.

Employee Performance

Objective 5.3

Ensure employees understand their performance objectives and are
recognized and rewarded appropriately.

Strategies

a\. Link individual performance plans and evaluations to measurable
organizational performance.

b\. Define and adhere to performance-based incentive, reward, and
promotion guidelines.

c\. Hold people accountable for performance and take corrective action
where necessary to improve low or unacceptable performance.

d\. Promote an environment that supports responsible risk-taking.

Manager Performance

Objective 5.4

Provide managers with the skills and authority they need to be
successful and hold them accountable for their operational performance.

Strategies

a\. Improve manager's ability to lead, communicate, motivate, and
supervise FEMA staff.

b\. Evaluate organizational and operational performance in ways that can
be used to hold managers accountable.

c\. Design appropriate managerial rewards that recognize success in
achieving

d\. FEMA's mission and performance targets.

e\. Identify and publicize clear delegations of authority.

Safe and Healthy Work Environment

Objective 5.5

Provide a safe and healthy work environment to ensure FEMA employees
feel valued and respected.

Strategies

a\. Provide a safe and secure work environment and ensure that
facilities accommodate mission and program requirements.

b\. Help employees balance work and family requirements during both
disaster and non-disaster times.

c\. Develop and implement support programs to counter the negative
effects emergency assignments can have on employees and their families.

d\. Provide employees with an Agency health and wellness program.

Photo: FEMA workers assist disaster victims at a Disaster Recovery
Center.

Caption: An extraordinary amount of effort and coordination go into
providing assistance to disaster victims, requiring a motivated and
well-trained workforce.

Goal 5 Performance Measures

Performance Measure 5.1

Maintain a positive Office of Management and Budget scorecard assessment
(green light) in the area of Human Capital.

Each year FEMA will work to ensure full compliance with the Human
Capital initiatives on the President's Management Agenda. To do this,
FEMA administration and line management will create and maintain a
motivating and challenging work environment for employees. This requires
providing the support and resources necessary for employees and
management to be engaged and challenged in their professional endeavors,
and to be motivated to contribute to initiatives which improve
performance outcomes, thereby maximizing results for those we serve.

Documenting action plans and meeting associated project timelines, as
well as the analysis of survey results and workplace and workforce
statistical information, will be used as the means of measuring FEMA's
success.

Performance Measure 5.2

By Fiscal Year 2008, the FEMA employee satisfaction rate in the area of
Human Capital will be 5% over the Office of Personnel Management's
government-wide survey average.

FEMA will strive to be the "employer of choice" as demonstrated by
exceeding the satisfaction rate of the Office of Personnel Management
government-wide survey on Human Capital. This means that FEMA employees
and management report that they are supported, recognized, and provided
opportunities for continuous development and quality improvement.

FEMA's performance-based incentive awards program will also be elevated
in importance as a management tool and effectively implemented to
include providing cash award opportunities for its disaster workforce.

Individual performance plans are linked to organization and Agency
performance, with employees focusing on the expected key results.

External Factors

Key external factors that could have a significant effect on achievement
of this strategic goal are described below.

a\. It is difficult to compete with private sector employers to attract
and retain the best-qualified potential recruits, particularly in
certain high-demand fields.

b\. Civil service structures designed for a permanent, full-time
workforce, as well as interpretation of legislation, can make it
difficult for FEMA to meet its need for high-quality, intermittent
staffing.

c\. Unions that represent FEMA employees may express concerns or
reservations about strategies that change working conditions.

Goal 6. Make FEMA a world-class enterprise.

To ensure that the Agency continues to meet the growing challenge of its
mission, FEMA will place special focus on the continuous improvement of
its processes and how it carries out its business for the American
people, internally as well as externally. FEMA will engage in an ongoing
process of assessment and learning and will strive to communicate
effectively. The Agency will be a goal-driven organization, with its
attention firmly fixed on performance, strong financial management,
effective communication, and dedication to customer-service. These
traits are clearly embodied in the Agency's Core Values of Customer
Focus, Public Stewardship, Partnership, and Diversity and define how
FEMA will perform as an organization.

Photo: The operations center at FEMA Headquarters.

Caption: An Emergency Support Team staffs the National Interagency
Emergency Operations Center in Washington, DC., often on a 24/7 basis,
in support of field operations.

Performance-Based Management

Objective 6.1

Make FEMA a performance-based organization.

Strategies

a\. Link planning and performance to resource allocation decisions.

b\. Establish and maintain an annual strategy and performance evaluation
and improvement process.

c\. Measure performance in a way that balances productivity and
efficiency with quality, customer satisfaction, and employee concerns.

d\. Identify opportunities to streamline and improve business processes.

e\. Effectively share products and information across program areas.

f\. Develop methods to capture, share, and use internal knowledge and
lessons learned to continuously improve.

Efficient and Effective Support Functions

Objective 6.2

Plan and integrate FEMA's support functions to efficiently and
effectively serve the Agency's strategic priorities, and both internal
and external customers.

Strategies

a\. Orient, organize, and enable FEMA's Human Resources, Financial and
Acquisition Management, Facilities Management, and Information
Technology offices to provide best practices services and capabilities
across the Agency.

b\. Develop internal customer needs analyses and satisfaction
measurement processes for each support function.

c\. Collaboratively establish clear guidelines and policies for support
department roles and authorities, and for program, office roles, and
authorities.

d\. Establish a mechanism to prioritize and make investments in Agency
infrastructure.

e\. Use new and existing technologies to communicate quickly and
effectively with internal and external customers.

Sound Financial Performance

Objective 6.3

Ensure sound financial performance.

Strategies

a\. Assess potential programs and initiatives using business case tools
and methods before making investment decisions.

b\. Ensure that FEMA's financial management systems and operations can
produce, in a timely manner, accurate and relevant financial
information.

c\. Develop and implement systems, tools, and methods to assess actual
versus planned financial performance and to link investment of resources
to performance.

d\. Quickly identify and correct potential waste, fraud, and abuse, and
exercise appropriate financial controls in all FEMA programs.

e\. Provide FEMA's managers with robust financial management information
necessary to support sound decision making.

f\. Ensure a clear link between FEMA\'s vision, mission, and Strategic
Plan, and its programmatic and budgetary decisions.

Photo: A man in a FEMA hat talks with a woman in civilian clothes.

Caption: A FEMA worker helps a woman displaced from her home by an
earthquake in Northridge, California.

Effective Communication

Objective 6.4

Communicate effectively with internal and external customers.

Strategies

a\. Develop and promote effective products, vehicles, and technologies
to improve communication between programs and functions and among all
parts of the Agency.

b\. Develop and implement innovative and effective ways to promote
disaster awareness, individual preparedness, and other messages across
the Nation.

c\. Enhance working relationships with media partners to disseminate
emergency management information to key audiences.

Photo: Two FEMA workers talk with a woman holding a small boy.

Caption: Community Relations workers explain the types of assistance
available to a woman affected by flooding in Darvy, Pennsylvania.

Customer Focus

Objective 6.5

Provide customer-driven services.

Strategies

a\. Develop and implement methods and tools throughout the Agency for
assessing customer satisfaction.

b\. Re-align management and business processes as appropriate to better
satisfy identified customers.

c\. Strengthen FEMA's regional offices to bring operations and services
closer to the customer.

Photo: Men and women seated around a table.

Caption: FEMA and officials from the State of New York meet at a
Disaster Field Office to coordinate disaster assistance. FEMA works with
a wide variety of partners to provide the best service and assistance to
those effected by disasters.

Goal 6 Performance Measures

Performance Measure 6.1

External Partner Survey respondents report an annual incremental
increase in satisfaction, over the 2003 baseline, with the efficient and
effective delivery of FEMA's services.

FEMA will conduct an annual survey of its external partners and
stakeholders to gather information on FEMA\'s performance in a variety
of areas, as well as its overall performance. The responses to this
survey will establish an annual baseline for the achievement of its
operational and customer service objectives under the Agency's Strategic
Plan. This will include the allocation and/or implementation of
resources, funding, programs, policies and initiatives. After
establishing a baseline of external satisfaction and expectation of its
clients in Fiscal Year 2003, FEMA will continue to evaluate and enhance
not only its information gathering, but also its information
dissemination, programs and policies in a continued effort to meet its
goals and objectives.

The respondents to this survey will include, but are not limited to:
Federal, State, Territorial, Tribal, and local representatives;
National, regional, State and local organizations and associations,
professional and technical organizations and representatives; community
based and non-profit organizations and representatives; disaster
victims; and education, academic and social-economic representatives.
FEMA will strive to include the broadest representation from a
cross-section of its diverse range of partners.

External Factors

Key external factors that could have a significant effect on achievement
of this strategic goal are described below.

a\. Multiple funding sources make it difficult for FEMA to clearly link
Agency-wide strategies to disparate sources of funding with different
purposes.

b\. Public perceptions of disaster-related performance may not always
coincide with FEMA's roles. Specifically, FEMA is not a first-responder,
nor are disaster programs intended to cover all losses that may be
associated with an event.

c\. FEMA may have difficulty effectively communicating with its
disparate external customers because of widely varied cultures,
capabilities, and technologies.

Plan Development

Internal Review

In preparation for the planning process, FEMA retained a contractor to
gather input from employees, supervisors, and executives in every FEMA
program, and every regional and headquarters office during October and
November 2001. Input was collected through individual interviews with
subject-area experts and focus groups from offices and directorates
across the Agency, including meetings and teleconferences with all ten
regions and two disaster field offices. A confidential electronic survey
was made available to everyone in the Agency and garnered nearly 1000
individual responses. FEMA also sought limited early input from Federal
Response Plan partners and State emergency managers, adding their
perspective to the internal review.

As part of the process of reviewing the performance and challenges for
the Agency's programs and functions, FEMA reviewed relevant reports
issued by the Government Accounting Office and FEMA's Office of the
Inspector General. This included review of the management challenges
that the Office of the Inspector General reports on annually to the
Chairman of the United States Senate Committee on Governmental Affairs.

The President's Management Agenda was also an important influence in
developing the Strategic Plan. Several of the goals and objectives in
the Plan directly address the initiatives in the President's Agenda, and
all goals contain measures that will assist FEMA in meeting them. During
the process of developing the Plan, FEMA received its 2003 Budget
Passback Scorecard from the Office of Management and Budget. The
Scorecard provides specific direction on how FEMA can tie its Strategic
Plan and Annual Performance Plan to successful achievement of the
President's Management Agenda, and will be used as part of the Agency's
performance management efforts.

Leadership Guidance and Staff Input

After reviewing the consolidated information from the Agency's internal
analysis, FEMA's senior leadership met in November 2001 to discuss the
findings and develop proposed mission, vision, values, and goals. This
provided the Agency with top-level guidance and strategic direction.
With that guidance in hand, many FEMA offices and directorates convened
a cross-section of their staff to develop objectives and strategies
designed to achieve the proposed goals. Their work was incorporated into
the Plan, and in December 2001 the integrated draft of the Plan was
reviewed and further refined by a group of designated representatives
from program and regional offices. A draft Strategic Plan was then
issued Agency-wide in January 2002.

Review by External Partners and Stakeholders

Development of the Strategic Plan was not limited to internal
participants alone. In February 2002, the draft Plan was shared with the
Office of Management and Budget, and with staff from FEMA's
authorization and appropriation subcommittees in Congress. In March and
April, valuable commentary and useful criticism was collected from the
Agency's external stakeholders and partners. A daylong roundtable
meeting was held at FEMA headquarters and in each of FEMA's ten regions
to review and discuss the Agency's draft Strategic Plan.

The roundtables generated a high level of interest and participation.
Participants included emergency managers and other officials from
States, Territories, Tribal Nations, and local governments; firefighters
and representatives of their National organizations; law enforcement and
public safety officials; other Federal agencies; voluntary
organizations; National organizations representing State and local
officials; insurance and other private sector representatives; and,
academic institutions. The discussion at the meetings focused on a list
of candidate performance measures to be included in the final Strategic
Plan. The feedback received from the roundtable meetings was thoughtful
and intelligent, and helped improve the strategic performance measures
and the Plan overall.

Finally, in anticipation of the creation of the Department of Homeland
Security and the release of the President\'s National Strategy for
Homeland Security, FEMA incorporated many of the President\'s objectives
for improving homeland security in the Strategic Plan.

Implementation

The success of any plan lies in its implementation. The Agency's Annual
Performance Plan, required by the Government Performance and Results
Act, will be the key vehicle for ensuring implementation of the
Strategic Plan, and for the vital step of linking planning to the
Agency's budget.

To ensure proper oversight and Agency-wide involvement, FEMA's Director
established the Planning and Budget Council in January 2002. The Council
is a senior-level cross-functional team with members from each of FEMA's
offices and directorates. Members of the Council have authority to speak
for their respective organizations where they act as advocates during
the planning process. The Council serves as the oversight body for the
Strategic and Annual Performance Plans and is responsible for seeing
that the operational planning of the Agency's offices and directorates
is coordinated and reflects the goals of the Strategic Plan and the
Director's priorities.

Evaluation

FEMA's directorates and offices are directly responsible for the
scheduling, developing, and implementing program evaluations. The
Agency's Planning and Budget Council will use the program evaluation
information developed by the offices and directorates to set FEMA's
priorities and allocate its resources appropriately. The Council will
encourage program offices to focus on developing baseline evaluation
information in program areas where little or no information currently
exists, beginning in Fiscal Year 2003. In addition to carrying out its
own internal evaluations, FEMA is also collaborating with the Office of
Management and Budget in a multi-year effort to evaluate the Agency's
programs. Through the annual Spring Review process, FEMA and the Office
of Management and Budget will work together to evaluate fifteen to
twenty percent of the Agency's programs each year, with the goal of
evaluating all of the Agency's programs within four to five years.

Appendix A: Goals and Objectives

Goal 1. Reduce loss of life and property.

Objective 1.1: Provide hazard and risk information using the best-suited
technologies.

Objective 1.2: Ensure that the Nation's most vulnerable areas are
covered by emergency management plans that can be implemented.

Objective 1.3: Ensure the capabilities of Federal, State, Territorial,
Tribal, local, and other partners are in place to plan and prepare for
disasters

Objective 1.4: Help individuals, local governments, States, Territories,
Tribal Nations, and Federal agencies make good risk management
decisions.

Objective 1.5: Develop and implement a comprehensive training and
education plan for emergency management planners and responders.

Goal 2. Minimize suffering and disruption caused by disasters.

Objective 2.1: Respond quickly and effectively when States, Territories,
Tribal Nations, and local governments are overwhelmed.

Objective 2.2: Use the full range of State, Territorial, Tribal, and
Federal capabilities in determining the most effective delivery
mechanisms for disaster recovery and mitigation programs.

Objective 2.3: Provide timely and appropriate disaster assistance and
payment of flood insurance claims.

Objective 2.4: Mitigate against potential future losses as part of every
disaster recovery effort.

Goal 3. Prepare the Nation to address the consequences of terrorism.

Objective 3.1: Develop and implement a Federal program to support State,
Territorial, Tribal, and local government incident management capability
building.

Objective 3.2: Build a comprehensive State, Territorial, Tribal, and
local capability for responding to the consequences of terrorism.

Objective 3.3: Ensure the means used to exchange information among
Federal partners, State, Territorial, Tribal, and local responders,
program officials, and the general public is coordinated with and
delivered through a single National portal.

Appendix B: Core Values

FEMA has ten core values that guide both the Agency as a whole and every
individual within the Agency:

Accountability: Being responsible for decisions and results while
acknowledging mistakes and working to correct them.

Compassion: Showing concern to customers and to each other in times of
need.

Customer Focus: Making customers and their needs the first priority.

Diversity: Enriching our work environment and our ability to perform
through diversity in backgrounds, experiences, skills, and respect for
those differences.

Innovation: Seeking creative new ways to better deliver our services and
meet whatever challenges may arise.

Integrity: Following the highest ethical standards and always being
truthful with customers and colleagues.

Partnership: Working collaboratively with external partners and with
each other to achieve our common goals.

Public Stewardship: Managing resources prudently and providing the
highest quality service.

Respect: Listening to and treating customers and co-workers with
dignity.

Trust: Relying on each other and our external partners to act in the
best interest of our customers, and earning that trust through our
behavior.

Appendix C: FEMA Regional Offices

FEMA has ten regional offices, and two area offices. Each region serves
several States, and regional staff work directly with the States to help
plan for disasters, develop mitigation programs, and meet needs when
major disasters occur.

REGION I (Boston)

Includes: Connecticut

Maine

Massachusetts

New Hampshire

Rhode Island

Vermont

Address:

Federal Emergency Management Agency

442 J.W. McCormack POCH

Boston, Massachusetts 01209-4595

Telephone: (617) 223-9540

REGION II (New York)

Includes:

New Jersey

New York

Puerto Rico

U.S. Virgin Islands

Address:

Federal Emergency Management Agency

26 Federal Plaza, Room 1307

New York, New York 10278-0002

Telephone: (212) 680-3609

REGION III (Philadelphia)

Includes:

Delaware

District of Columbia

Maryland

Pennsylvania

Virginia

West Virginia

Address:

Federal Emergency Management Agency

One Independence Mall, 6th Floor

615 Chestnut Street

Philadelphia, Pennsylvania

10106-4404

Telephone: (215) 931-5608

REGION IV (Atlanta)

Includes:

Alabama

Florida

Georgia

Kentucky

Mississippi

North Carolina

South Carolina

Tennessee

REGION V (Chicago)

Includes:

Illinois

Indiana

Michigan

Minnesota

Ohio

Wisconsin

Federal Emergency Management Agency

536 S. Clark Street

Chicago, Illinois 60605-1521

Telephone: (312) 408-5501

REGION VI (Denton)

Includes:

Arkansas

Louisiana

New Mexico

Oklahoma

Texas

Address:

Federal Emergency Management Agency

Federal Regional Center

800 N. Loop 288

Denton, Texas 76209-3698

Telephone: (940) 898-5104

REGION VII (Kansas City)

Includes:

Iowa

Kansas

Missouri

Nebraska

Address:

Federal Emergency Management Agency

2323 Grand Blvd, Suite 900

Kansas City, Missouri 64108-2670

Telephone: (816) 283-7061

Address:

Federal Emergency Management Agency

3003 Chamblee-Tucker Road

Atlanta, Georgia 30341-4112

Telephone: (770) 220-5224

REGION VIII (Denver)

Includes:

Colorado

Montana

North Dakota

South Dakota

Utah

Wyoming

Address:

Federal Emergency Management Agency

Denver Federal Center

Building 710, Box 25267

Denver, Colorado 80225-0267

Telephone: (303) 235-4800

REGION IX (Oakland)

Includes:

Arizona

California

Hawaii

Nevada

American Samoa

Commonwealth of the Northern

Mariana Islands

Federate States of Micronesia

Guam

Republic of the Marshall Islands

Address:

Federal Emergency Management Agency

1111 Broadway, Suite 1200

Oakland, California 94607-4052

Telephone: (510) 627-7100

REGION X (Bothell)

Includes:

Alaska

Idaho

Oregon

Washington

Address:

Federal Emergency Management Agency

Federal Regional Center

130-228th Street, S.W.

Bothell, Washington 98021-9796

Telephone: (425) 487-4604

Appendix D: Summary of Major Authorities

The Robert T. Stafford Disaster Relief and Emergency Assistance Act, as
amended, 42 U.S.C. 5121 et seq. This statute authorizes the President to
provide assistance to State and local governments, as well as some
nonprofit entities and individual disaster victims, in the aftermath of
Presidentially-declared emergencies and major disasters. Most of the
Stafford Act authorities have been delegated to the Director of FEMA
pursuant to Executive Order 12148, as amended. Title II of the Stafford
Act provides authority for a variety of Federal disaster preparedness
activities. Title III is comprised of the Act's administrative
provisions, while Titles IV and V of the Act authorize programs for
responding to major disasters and emergencies, respectively. Title VI
contains authorities formerly in the Federal Civil Defense Act of 1950
for emergency preparedness and cross references the Defense Production
Act to include "emergency preparedness" in the definition of "national
defense".

The National Flood Insurance Act of 1968, as amended, 42 U.S.C. 4001 et
seq. This statute authorizes FEMA to administer the National Flood
Insurance Program (NFIP). Under the NFIP, FEMA is authorized to provide
flood insurance for commercial and residential structures that are built
in communities that agree to adopt standards for the construction of
buildings located within flood-prone areas of the communities. Pursuant
to its administration of the NFIP, FEMA maps flood-prone areas
throughout the United States. While some of the flood insurance policies
throughout the United States are written by FEMA, most of the policies
are written by private insurance companies through the Write-Your-Own
Program.

The Earthquake Hazards Reduction Act, 42 U.S.C. 7701 et seq. This
statute authorizes FEMA, in coordination with the United States
Geological Survey, the National Science Foundation, and the National
Institute of Standards and Technology, to administer the National
Earthquake Hazard Reduction Program (NEHRP). The Act designates FEMA as
the lead agency in the NEHRP program, which Congress created to promote
the implementation of earthquake hazard reduction measures by the
Federal government, as well as State and local governments, National
standards and model building code organizations, and the architectural
and engineering communities. Pursuant to the Act FEMA provides grants
and technical assistance to facilitate the development of earthquake
preparedness and response plans, and the other Federal NEHRP agencies
conduct and fund research into earthquake-related issues.

The Federal Fire Prevention and Control Act of 1974, as amended, 15
U.S.C. 2201 et seq. This statute created the United States Fire
Administration (USFA) within FEMA. The USFA is headed by an
Administrator, who is authorized to provide training and grant
assistance to State and local fire service organizations. In addition to
providing training to a wide variety of emergency response personnel,
the USFA administers a program to provide grants on a competitive basis
to fire departments for the purpose of protecting the health and safety
of the public and of firefighting personnel against fire and
fire-related hazards.

The Stewart B. McKinney Homeless Assistance Act, as amended. Title III
of this statute, 42 U.S.C. 11331 -- 11352, created the Federal Emergency
Management Agency Food and Shelter Program. This authority enables FEMA,
in coordination with the Emergency Food and Shelter (EFS) National
Board, to provide grant assistance to local governments for the use of
private nonprofit organizations or local public entities within such
local governments for emergency food and shelter purposes. The EFS
National Board, which is chaired by the Director of FEMA or his
designee, is comprised of representatives of the United Way of America,
the Salvation Army, the National Council of Churches of Christ in the
U.S.A., Catholic Charities U.S.A., the Council of Jewish Federations,
and the American Red Cross.

The Defense Production Act of 1950, 50 U.S.C. App. 2061 et seq. This
statute is one of the Nation's primary authorities for ensuring the
availability of resources needed for military requirements and civil
emergency preparedness and response. Executive Order 12919 delegates to
the Director of FEMA authorities to use the Defense Production Act (DPA)
for emergency preparedness, response, mitigation, and recovery
activities. These authorities include the use of priority orders to
divert domestic production and inventories to approved uses. In
addition, the FEMA Director serves as an advisor to the National
Security Council on matters relating to National security resource
preparedness and the use of the authorities delegated by E.O. 12919.

Chemical Stockpile Emergency Preparedness Program (CSEPP), 50 U.S.C.
1521(c)(4) and (5). Pursuant to the CSEPP program FEMA works with the
Defense Department in the course of the department's efforts to destroy
the United States' stockpile of chemical weapons. FEMA's role in the
implementation of this program is to provide assistance to ensure that
State and local governments located in the vicinity of the chemical
weapons that are being destroyed have adequate emergency preparedness
and response plans in place.

Radiological Emergency Preparedness (REP) Program. Pursuant to a
Memorandum of Understanding between FEMA and the Nuclear Regulatory
Commission (NRC), as well as Executive Order 12657, FEMA works with
State and local jurisdictions, in cooperation with the operators of
licensed commercial nuclear power plants, to ensure they have adequate
radiological emergency preparedness plans in place to satisfy the NRC's
licensing requirements and to ensure the safety of the public in the
vicinity of the plants in the event of an accident at any licensed
plant.

National Preparedness Program. Pursuant to Presidential Decision
Directives No. 39 and 62, FEMA has been assigned responsibilities
relating to Weapons of Mass Destruction (WMD) terrorism response
preparedness. Under these directives FEMA is responsible for
coordinating the Federal response to the consequences of terrorist
incidents and for ensuring the adequacy of State plans for responding to
terrorist events.

Appendix E: Cross-cutting Partnerships with Other Federal Agencies

FEMA relies on strong partnerships in all that it does. As part of the
family of Federal agencies, it is particularly important for FEMA to
work closely with its Federal partners to ensure that programs and
resources compliment rather than duplicate each other. Though not shown
here, FEMA also works in close coordination with its many non-Federal
partners through a number workgroups or committees that are essential to
FEMA's mission.

(A list of acronyms used in this appendix appears on page 48.)

CAPITAL PLANNING & IT MANAGEMENT COMMITTEE

Chair/Lead Agency: Office of Management and Budget

Member Agencies: USDA, DOC, DOD, USA, USN, USAF, EDUC, DOE, HHS, HUD,
DOI, DOJ, DOL, STATE, DOT, USTREAS, VA, EPA, NASA, SSA, AID, FEMA, GSA,
NSF, NRC, OPM, SBA

Establishing Authority: E.O. 13011, Federal Information Technology

Purpose: Subcommittee of CIO Council that covers IT investment
management to achieve measurable improvements in government services

Operations: Meets monthly

CATASTROPHIC DISASTER RESPONSE GROUP (CDRG)

Chair/Lead Agency: Federal Emergency Management Agency

Member Agencies: USDA, DOC, EDUC, DOD, DOE, HHS, HUD, DOI, DOJ, DOL,
STATE, DOT, USTREAS, VA, EPA, NASA, AID, FEMA, GSA, NRC, FCC, NCS, OPM,
SBA, TVA, USPS, ARC

Establishing Authority: Federal Response Plan

Purpose: To coordinate operations of those Federal departments and
agencies with functional responsibilities during disaster operations
under the Federal Response Plan.

Operation: Meetings held throughout the year at the request of any
member agency.

CHIEF INFORMATION OFFICER (CIO) COUNCIL

Chair/Lead Agency: Office of Management and Budget

Member Agencies:28 Federal Departments and Agencies

Establishing Authority: E.O. 13011, Federal Information Technology

Purpose: Forum for practices and performance of Federal information
resources.

Operations: Meets monthly.

CONTINUITY OF OPERATIONS WORKING GROUP (COOP)

Chair/Lead Agency: Federal Emergency Management Agency

Member Agencies: NSC, CIA, DIA, USDA, HHS, HUD, USTREAS, DOI, DOJ, DOL,
STATE, DOT, VA, EPA, FAA, FBI, FCC, NIMA, FEMA, FRB, FTC, GSA, NASA,
NARA, NIMA, NRC, OPM, OSTP, USPS, SEC, SSS, SBA, SSA, TVA, AID, USACE,
USCG, US Marshals Service, USPS, Office of Homeland Security, US Senate

Establishing Authority: Presidential Decision Directive 67

Purpose: Established to promote development of COOP plans and
capabilities to further preparedness for a wide range of potential
emergencies.

Operations: Meets monthly.

CRITICAL INFRASTRUCTURE PROTECTION/CRITICAL INFRASTRUCTURE ASSURANCE

Chair/Lead Agency: Executive Office of the President

Member Agencies: DOC, DOD, DOJ/FBI, FEMA, DOT, HHS, USTREAS, STATE, EPA,
DOE, GSA, NSC

Establishing Authority: PDD-63

Purpose: Provides coordinated protection and threat information to
organizations that control, manage or rely upon critical
infrastructures. In the case of the United States Fire Administration,
information is provided to the fire and emergency services sector.

Operations: Ad hoc meetings, Memoranda of Understanding.

EMERGENCY FOOD AND SHELTER PROGRAM NATIONAL BOARD

Chair/Lead Agency: Federal Emergency Management Agency

Member Agencies: ARC, Catholic Charities USA, United Jewish Communities,
National Council of the Churches of Christ in the USA, Salvation Army,
United Way of America, FEMA

Establishing Authority: The Stewart B. McKinney - Bruce Vento Homeless
Assistance Act of 1987 (PL-100-77)

Purpose: The Emergency Food and Shelter Program supplements and expands
ongoing efforts to provide shelter, food, and supportive services for
homeless and hungry individuals nationwide.

Operations: Meets monthly.

FEDERAL COMMITTEE FOR METEOROLOGICAL SERVICES AND

SUPPORTING RESEARCH

Chair/Lead Agency: Department of Commerce

Member Agencies: USDA, DOC, DOD, DOE, DOI, STATE, DOT, OMB, FEMA,
DOC/NOAA, NSF, NTSB, NRC, EPA, OFCM

Purpose: To coordinate Federal programs that are involved in or have
important related programs that require meteorological services and
supporting research.

Operations: Biannual meetings.

FEDERAL FIRE WORKING GROUP

Chair/Lead Agency: Federal Emergency Management Agency

Member Agencies: NIH, NIST, USA, USACE, USN, USMC, USAF, USCG, DOD, DOI,
CIA, FAA, STATE, USDA, DOE, CDC, GSA, FEMA, OSHA, DOT

Establishing Authority: FEMA Director

Purpose: Reduce the Nation\'s losses caused by fires with improvements
to fire protection and prevention efforts while enhancing close
coordination and interface between various elements of the fire safety
field with the Federal government.

Operations: Regular meeting schedule to be determined.

FEDERAL GEOGRAPHIC DATA COMMITTEE (FGDC)

Chair/Lead Agency: Department of Interior

Member Agencies: Seventeen Cabinet level and independent Federal
agencies

Establishing Authority: OMB Circular A-16

Purpose: Promote the coordinated use, sharing and dissemination of
geospatial data on a National basis.

Operations: Monthly meetings.

FEDERAL INTERAGENCY COMMITTEE ON EMERGENCY MEDICAL SERVICES (FICEMS)

Chair/Lead Agency: FEMA/United States Fire Administration

Member Agencies: FEMA, USDA, FCC, DOD, GSA, HHS, DOI, DOT, VA, other
Federal departments and agencies, as approved by the committee.

Establishing Authority: The Federal Civil Defense Act of 1950, as
amended, Title 50, United States Code Appendix, Sections 2251-2303

Purpose: Establish effective communications between Federal departments
and agencies involved in Emergency Medical Services (EMS) activities.

Operations: The FICEMS meets at least quarterly; other meetings are
called by the Chair, individually, and at the request of four or more
members.

FEDERAL INTERAGENCY FLOODPLAIN MANAGEMENT TASK FORCE

Chair/Lead Agency: Federal Emergency Management Agency

Member Agencies: HUD, USACE, FEMA, Department of Commerce's Office of
Coastal Resources Management, NWS, Natural Resources Conservation
Service, NPS, EPA, DOI/Bureau of Reclamation, TVA, DOI/USGS, and others

Establishing Authority: Originally established under the Water Resources
Council (established under Section1302(c) of the National Flood
Insurance Act of 1968), and continued by OMB memorandum after the
Council dissolved in 1982

Purpose: The Task Force periodically updates the Unified National
Program for Floodplain Management.

Operations: Meets as needed.

FEDERAL RADIOLOGICAL PREPAREDNESS COORDINATING COMMITTEE

Chair/Lead Agency: Federal Emergency Management Agency

Member Agencies: FEMA, NRC, DOC/NOAA, NIST, DOD, DOE, HHS/FDA, HHS/CDC,
DOI/BIA, DOT, EPA, USDA, National Communications Systems, NASA, HUD, VA,
DOJ/FBI, STATE, GSA, FCC, FEMA\'s Regional Assistance Committee Chair

Establishing Authority: Executive Order 12148

Purpose: The FRPCC was established to coordinate all Federal policies
and responsibilities for assisting States, Territories, Tribal Nations,
and local governments in emergency planning and preparedness for
peacetime nuclear emergencies, which also includes international
radiological emergencies that impact bordering US States.

Operations: Meets quarterly or more frequently as necessary.

FLOOD INSURANCE INTERAGENCY COMMITTEE

Chair/Lead Agency: Federal Emergency Management Agency

Member Agencies: FEMA, HUD, SBA, VA, USDA, Farm Credit Administration,
National Credit Union Administration, FDIC, Office of Thrift
Supervision, Office of the Comptroller of the Currency, Federal Reserve
Board, Federal National Mortgage Association, Federal Home Loan Mortgage
Corporation, Office of Federal Housing Enterprise Oversight

Establishing Authority: A continuation of the Flood Insurance
Interagency Task Force, established by National Flood Insurance Reform
Act

Purpose: To maintain contact and relationships with Federal regulatory
agencies, Government Sponsored Enterprises, Federal agency lenders and
lender trade groups in order to inform them of the requirements of
complying with NFIRA regulations.

Operations: Biannual meetings.

HOMELAND SECURITY COUNCIL

Chair/Lead Agency: President of the United States

Member Agencies: All departments and agencies that have a role in
Homeland Security

Establishing Authority: Executive Order 13228 of October 8, 2001

Purpose: The Council is responsible for advising and assisting the
President with respect to all aspects of homeland security. The Council
also serves as the mechanism for ensuring coordination of homeland
security-related activities of executive departments and implementation
of homeland security policies.

Operations: Meets as needed.

HOMELAND SECURITY PRINCIPLES COMMITTEE; DEPUTIES COMMITTEE;

AND POLICY COORDINATING COMMITTEES

Chair/Lead Agency: Assistant to the President for Homeland Security;
Deputy Assistant to the President; and Senior Staff from various
agencies chair the Committees, as appropriate

Member Agencies: All departments and agencies that have a role in
Homeland Security

Establishing Authority: Executive Order 13228 of October 8, 2001

Purpose: The Committees are responsible for advising and assisting the
President and the Assistant to the President for Homeland Security with
respect to all aspects of homeland security. The Committees serve as the
mechanism for ensuring coordination of homeland-security related
activities of executive departments and agencies and effective
development and implementation of homeland security policies.

Operations: Committees meet weekly or as appropriate.

INTERAGENCY ADVISORY COUNCIL (IAG)

Chair/Lead Agency: Federal Emergency Management Agency

Member Agencies: NSC, CIA, DOC, DOD, DOE, DOI, DOJ, DOL, STATE, DOT,
EPA, FAA, FBI, FCC, FEMA, FRS, GSA, HHS, HUD, FARA, NRC, OPM, OSTP, SSA,
USTREAS, USACE, USDA, USPS, VA, WHMO

Establishing Authority: Presidential Decision Directive 67, Executive
Order 12656

Purpose: Provide coordination, oversight, and management for Executive
Order 12656, continuity of government, continuity of operations, and
related national security emergency preparedness of the Executive branch
and civil departments and agencies.

Operations: Meets monthly.

INTERAGENCY COMMITTEE ON DAM SAFETY (ICODS)

Chair/Lead Agency: Federal Emergency Management Agency

Member Agencies: DOA, DOD, DOE, DOL, DOI, Federal Energy Regulatory
Commission, International Boundary and Water Commission (US Section),
NRC, TVA, FEMA

Establishing Authority: Section 215 of the Water Resources Development
Act of 1996, Public Law 104-303

Purpose: Provide a permanent forum for the coordination of Federal dam
safety activities.

Operations: Meets quarterly.

INTERAGENCY COMMITTEE ON SEISMIC SAFETY IN CONSTRUCTION

Chair/Lead Agency: National Institute of Standards and Technology

Member Agencies: 33 Federal construction agencies

Establishing Authority: Earthquake Hazards Reduction Act of 1977 (P.L.
95-124, as amended)

Purpose: Coordinates the development of seismic risk reduction policies
and programs in the federal construction sector.

Operations: Quarterly, or ad hoc.

INTERAGENCY COORDINATING COMMITTEE ON HURRICANES (ICCOH)

Chair/Lead Agency: Federal Emergency Management Agency

Member Agencies: FEMA, DOC/NOAA, USACE, DOT/Federal Highway
Administration - Tropical Prediction Center, NWS, OFCM

Establishing Authority: Ad hoc

Purpose: To coordinate the National Hurricane Program with emphasis on
hurricane evacuation activities.

Operations: Quarterly meetings.

INTERAGENCY COORDINATING COMMITTEE ON SEISMIC RISK REDUCTION

Chair/Lead Agency: Federal Emergency Management Agency

Member Agencies: NSF, USGS, FEMA, NIST

Establishing Authority: Earthquake Hazards Reduction Act of 1977 (P.L.
95-124, as amended)

Purpose: Coordinates the development of seismic risk reduction policies
and programs in the Federal sector and encourages State, local and
private actions to mitigate earthquake damage.

Operations: Quarterly, or ad hoc.

INTERIM NATIONAL DROUGHT COUNCIL (INDC)

Chair/Lead Agency: United States Department of Agriculture

Member Agencies: DOI/Bureau of Reclamation, Farm Credit Bank of Texas,
USACE, EPA, National Drought Mitigation Center, University of Nebraska,
FEMA, NEMA, NGA, DOC/NOAA, Kentucky Water Resources, Division of Water,
SBA, Southern Governors\' Association, Metropolitan Water District of
Southern California, USDA, Western Governors\' Association, US
Conference of Mayors, National Association of Counties, Intertribal
Agricultural Council, Consortium of Regional Climate Services, National
Association of Conservation Districts, Council of State Governments-West

Establishing Authority: Recommendation of the National Drought Policy
Commission, created Public Law 105-199

Purpose: Establish a more comprehensive, integrated, coordinated
approach toward reducing the impacts of drought through better
preparedness, monitoring and prediction, risk management, and response
to drought emergencies in the United States.

Operations: Monthly conference calls and meetings. Public hearings held
two or three times a year.

NATIONAL DAM SAFETY REVIEW BOARD

Chair/Lead Agency: Federal Emergency Management Agency

Member Agencies: Representatives from four Federal agencies: FERC,
USACE, USDA, and, DOL; five members selected by the Director of FEMA
from among dam safety officials of the States; and one member selected
by the Director of FEMA to represent United States Society on Dams
(formerly the U.S. Committee on Large Dams).

Establishing Authority: Section 215 of the Water Resources Development
Act of 1996, Public Law 104-303

Purpose: Provides the Director of FEMA with advice in setting national
dam safety priorities and considers the implications of national policy
issues affecting dam safety.

Operations: Meets quarterly.

NATIONAL PUBLIC SAFETY TELECOMMUNICATIONS COUNCIL (NPSTC)

Chair/Lead Agency: A Governing Board composed of non-profit
organizations whose members are predominantly governmental entities
and/or employees of governmental entities, in addition to three Federal
government entities (FEMA, USDA-liaison, DOI-liaison).

Member Agencies: Federation of government agencies and associations
representing public safety communications

Establishing Authority: Department of Commerce and FCC mandates in
congressional guidance for allocating spectrum to public safety
agencies.

Purpose: Act as a resource and advocate for public safety
telecommunications issues.

Operations: Quarterly meetings and newsletter.

NATIONAL RESPONSE TEAM

Chair/Lead Agency: Environmental Protection Agency (Vice-Chair: USCG)

Member Agencies: EPA, FEMA, DOT, DOD, DOE, USDA, DOC, HHS, DOI, DOJ,
DOL, NRC, STATE, GSA, USTREAS, USCG.

Establishing Authority: National Contingency Plan-40 CFR part 300

Purpose: Develops policy and publications for the National Response
System; Coordinates National Response for releases of oil and hazardous
materials.

Operations: Meets monthly. May convene during significant spills or
releases.

NCS COMMITTEE FOR NATIONAL SECURITY AND EMERGENCY PREPAREDNESS
COMMUNICATIONS (NS/EPC; FORMERLY COP/COR)

Chair/Lead Agency: National Communications System

Member Agencies: 22 Federal Departments and Agencies

Establishing Authority: E.O. 13231

Purpose: Provides advice and recommendations on national security and
emergency preparedness telecommunications to the Executive Office of the
President.

Operations: Meets a minimum of twice per year.

NTIA INTERAGENCY RADIO ADVISORY COMMITTEE (IRAC)

Chair/Lead Agency: National Telecommunication and Information
Administration

Member Agencies: NTIA, UPSP, DOC, VA, Broadcasting Board of Governors,
FEMA, GSA, STATE, DOE, USA, USDA, USN, FCC, HHS, FCC, USAF, USCG,
USTREAS, DOJ, DOI, NASA, NSF

Establishing Authority: Communications Act of 1934

Purpose: Federal spectrum frequency management and other Federal
communications issues.

Operations: Bi-weekly meetings.

PRE-DISASTER MITIGATION INTERAGENCY TASK FORCE

Chair/Lead Agency: Federal Emergency Management Agency

Member Agencies: To be determined

Establishing Authority: PL 106-390

Purpose: To coordinate the implementation of pre-disaster hazard
mitigation programs.

Operations: To be determined.

PUBLIC SAFETY WIRELESS NETWORK PROGRAM (PSWN)

Chair/Lead Agency: Jointly chaired by the Departments of the Treasury
and Justice

Member Agencies: FEMA, DOT, DOJ

Establishing Authority: The Federal Law Enforcement Wireless Users Group
(FLEWUG) issued the PSWN Program Management and Organization document in
1996, which led to the creation of the PSWN Program.

Purpose: Foster interoperable wireless networks for public service
agencies at all levels of government.

Operations: Meetings/symposia.

TASK FORCE ON THE NATURAL AND BENEFICIAL FUNCTIONS OF THE FLOODPLAIN

Chair/Lead Agency: Federal Emergency Management Agency

Member Agencies: USACE, EPA, FEMA, DOC, NWS, NOAA, DOI/Fish and Wildlife
Service, NPS, USDA, Natural Resources Conservation Service

Establishing Authority: Section 562, National Flood Insurance Reform Act
of 1994

Purpose: To develop a report on how the nation can reduce flood losses
by protecting and restoring the natural and beneficial values of
floodplains.

Operations: Meets as needed.

United States Fire Administration/Centers for Disease Control/Consumer
Products Safety Commission PARTNERSHIP

Chair/Lead Agency: FEMA/United States Fire Administration

Member Agencies: FEMA, Consumer Product Safety Commission, CDC

Establishing Authority: 2002 Budget requirement

Purpose: Multi-agency group to coordinate programmatic efforts to
eliminate residential fire deaths by the year 2020.

Operations: Meetings and/or conference calls about every 5-6 weeks.

Acronym Key for appendix E

AID Agency for International Development

ARC American Red Cross

BIA Department of the Interior, Bureau of Indian Affairs

CDC Centers for Disease Control and Prevention

CIA Central Intelligence Agency

DIA Defense Intelligence Agency

DOC Department of Commerce

DOD Department of Defense

DOE Department of Energy

DOI Department of Interior

DOJ Department of Justice

DOL Department of Labor

DOT Department of Transportation

EDUC Department of Education

EPA Environmental Protection Agency

FAA Federal Aviation Administration

FBI Federal Bureau of Investigation

FCC Federal Communications Commission

FDA Food and Drug Administration

FDIC Federal Deposit Insurance Corporation

FEMA Federal Emergency Management Agency

FERC Federal Energy Regulatory Commission

FRB Federal Reserve Board

FRS Federal Reserve System

FTC Federal Trade Commission

GSA General Services Administration

HHS Department of Health and Human Services

HUD Department of Housing and Urban Development

IAEM International Association of Emergency Managers

NARA National Archives and Records Administration

NASA National Aeronautics and Space Administration

NCS National Communications System

NEMA National Emergency Management Association

NGA National Governor's Association

NIH National Institutes of Health

NIMA National Imagery and Mapping Agency

NIST National Institute of Standards and Technology

NOAA National Oceanic and Atmospheric Administration

NPS National Park Services

NRC Nuclear Regulatory Commission

NSC National Security Council

NSF National Science Foundation

NTIA National Telecommunication and Information Administration

NTSB National Transportation Safety Board

NWS National Weather Service

OFCM Office of the Federal Coordinator for Meteorology

OMB Office of Management and Budget

OPM Office of Personnel Management

OSHA Occupational Safety and Health Administration

OSTP Office of Science and Technology Policy

SBA Small Business Administration

SEC Securities and Exchange Commission

SSA Social Security Administration

SSS Selective Service System

STATE Department of State

TVA Tennessee Valley Authority

USAF U.S. Air Force

USA U.S. Army

USACE U.S. Army Corps of Engineers

USCG U.S. Coast Guard

USCM U.S. Conference of Mayors

USDA Department of Agriculture

USFA U.S. Fire Administration

USGS U.S. Geological Survey

USN U.S. Navy

USPS U.S. Postal Service

USTREAS Department of Treasury

VA Department of Veterans Affairs

WHMO White House Military Office

Appendix F: Glossary

After-Action Reporting: A method of identifying and tracking correction
of important problems and implementing best work practices in an
operation or exercise after it has been completed.

Annual Performance Goal: A target level of performance included in the
Agency's Annual Performance Plan that is expressed as a tangible,
measurable objective, against which actual achievement can be compared.

Annual Performance Plan: An annual plan required by the Government
Performance and Results Act that sets out measurable goals and defines
what the Agency will accomplish during a fiscal year.

Business Case: Systematic documentation to support the evaluation and
justification of program financial, staffing, and technology resources.
The business case also answers the question, \"Why do we need this
project/system/initiative?\"

Contingency Program: Programs that provide contingency planning and
operational capabilities for key government officials.

Continuity of Government (COG) : Executive Branch program to ensure the
continuity of essential functions in any national security emergency by
providing for: succession to office and emergency delegation of
authority in accordance with applicable law; safekeeping of essential
resources, facilities, and records; and establishment of emergency
operating capabilities.

Continuity of Operations (COOP) : Internal Executive Branch department
and agency efforts to assure continuance of their minimum essential
functions across a wide range of potential emergencies, including
localized acts of nature, accidents, technological and/or attack-related
emergencies.

Cadre of On-call Response/Recovery Employees (CORE) :Term
(non-permanent; not to exceed four years) appointments authorized under
the Stafford Act to perform work directly supporting declared disasters.
These appointments may be extended at management discretion for an
additional year and are on the General Schedule (GS) pay scale.

Disaster: As used in this plan, this term is broadly defined to include
disasters and emergencies that may be caused by any natural or man-made
event.

Disaster Assistance Employee (DAE) - Reservist: Temporary (intermittent;
not to exceed one-year) appointments authorized under the Stafford Act
to support Federal disaster response and recovery efforts. The DAE's
duty station is the home of record and they are deployed as the need
arises. The appointments are renewed at management\'s discretion and
their pay is administratively determined by FEMA.

Disaster Assistance Employee (DAE) -- Local Hires: Temporary
(intermittent; not to exceed 120 days) appointments authorized under the
Stafford Act to support a specific Federal disaster response and
recovery effort. They are hired from the impacted area to assist with
operations and to bring a local knowledge to the disaster operation. The
Local Hire duty station is the disaster site. The appointments are
renewed based on continued need and at management\'s discretion and
their pay is based on the local prevailing wage rate for the job
parameters.

Disaster or Emergency Declaration: A declaration by the President which
authorizes supplemental Federal assistance under the Stafford Act. The
declaration is in response to a Governor's request and may cover a range
of response, recovery and mitigation assistance for State and local
governments, eligible private-non-profit organizations, and individuals.

Disaster Temporary Employee (DTE) : Temporary (full-time, part-time or
intermittent not to exceed one year) appointments authorized under the
Stafford Act. DTEs are hired locally for a specific purpose at a fixed
disaster site, such as a fixed disaster processing center. These
appointments are renewed at management\'s discretion.

Emergency Management: The process through which the Nation prepares for
emergencies and disasters, mitigates their effects, and responds to and
recovers from them.

Emergency Management Community: As used in this plan, the emergency
management community includes individuals at all levels of government
who are involved in any phase of emergency management, including
planning, operations and support.

Emergency Management Assistance Compact (EMAC: A legally binding mutual
aid agreement and partnership between States that allows them to assist
one another during emergencies and disasters.

Emergency Responder: As used in this plan, an individual who performs an
operational role in responding to an incident.

Emergency Response Community: As used in this plan, this broadly
includes all individuals who have a role in emergency response, whether
planning, support or operational.

External Factors: Those factors that are beyond the Agency's control and
influence whether a strategic goal can be accomplished.

Federal Response Plan (FRP) : The plan designed to address the
consequences of any disaster or emergency situation in which there is a
need for Federal assistance under the authorities of the Stafford Act.
Twenty-seven Federal departments and agencies including the American Red
Cross are signatories to the plan.

Interoperability: The ability of systems or communications to work
together.

Knowledge Management: As used in this plan, knowledge management refers
to FEMA becoming a center or portal, through which users throughout the
Nation can access information and expertise on all aspects of emergency
management. This new role builds on FEMA\'s coordination and strong
partnerships with others in the emergency management community, and
moves the Agency more firmly into the information age.

Management plans: Long-term and annual plans created by individual FEMA
offices or directorates to carry out the goals, objectives and
strategies outlined in the Strategic Plan.

Mission: A broad statement of purpose for the Agency.

Mitigation: Taking sustained actions, such as supporting the use of
strong building codes and guiding community disaster resistance, to
reduce or eliminate long-term risk to people and property from hazards
and their effects.

Nation: As used in this plan, a broadly inclusive term encompassing, but
not limited to, individuals, businesses, civic and voluntary
organizations, communities, States, Territories, Tribal Nations and
Federal agencies within the United States and its Territories.

Office of Homeland Security: A White House Office established to develop
and coordinate a comprehensive national strategy to strengthen
protection against terrorist threats or attacks in the United States.

Performance Management: As used in this plan, performance management is
the improvement of performance through the on-going process of goal
setting, allocation of budget resources to priorities, and evaluation of
results against pre-established performance criteria.

Performance Measure: As used in this plan, a specific measurable result
for each goal that indicates successful achievement.

Permanent Full-Time (PFT) : A position normally filled on a permanent
basis and having a regularly scheduled full-time work week.

Portal: As used in this plan, a point of entry through which the user
can gain access to information or expertise.

Preparedness: Building the emergency management profession to prepare
for, mitigate, respond to, and recover from natural and man-made hazards
and terrorist acts through planning, training, education, and
exercising.

President's Management Agenda: President Bush's management reform
priorities for Federal agencies. They include: Strategic Management of
Human Capital; Expanded Electronic Government; Competitive Sourcing;
Improved Financial Performance; and Budget and Performance Integration.

Recovery: Rebuilding communities so individuals, businesses, and
governmental infrastructure can function on their own, return to
normalcy, and are protected against future hazards.

Response: Conducting emergency operations to save lives and property,
including positioning emergency equipment and supplies; evacuating
potential victims; providing food, water, shelter, and medical care to
those in need; and restoring critical public services.

Strategic Goal: A broad target that defines how the Agency will carry
out its mission over a five to seven year period of time.

Strategic Objective: A specific step necessary to achieve a strategic
goal.

Strategic Plan: A long-range planning document that defines the mission
of the Agency and broadly identifies how it will be accomplished, and
that provides the framework for more detailed annual and operational
plans.

Strategy: A description of how a strategic objective will be achieved.

Support: As used in the objectives and strategies outlined in this plan,
support may include, but is not limited to: information, facilitation,
coordination, technical assistance, or financial assistance.

Terrorism: The unlawful use of force or violence against persons or
property to intimidate or coerce a government, the civilian population,
or any segment thereof, in furtherance of political or social
objectives.

Vision: An idealized statement of the best possible future.

Weapons of Mass Destruction: Any device, material, or substance used in
a manner, in a quantity or type, or under circumstances evidencing an
intent to cause death or serious injury to persons or significant damage
to property.

Workforce: All the people working or available to work for the Agency,
regardless of employment type.