Department of Homeland Security 

Office of Inspector General 

DHS' Progress in Federal Incident 
 

Management Planning 
 

(Redacted)
 


OIG-10-58 February 2010 
Office of Inspector General 

U.S. Department of Homeland Security

Washington, DC 20528 

 February 22, 2010 

Preface 

The Department of Homeland Security (DHS) Office of Inspector General (OIG) was 

established by the Homeland Security Act of 2002 (Public Law 107-296) by amendment 

to the Inspector General Act of 1978. This is one of a series of audit, inspection, and 

special reports prepared as part of our oversight responsibilities to promote economy, 

efficiency, and effectiveness within the department. 

This report addresses DHS’ efforts to develop incident management plans associated with 

the 15 National Planning Scenarios. It is based on interviews with employees and 

officials of relevant agencies and institutions, direct observations, and a review of 

applicable documents. 

The recommendations herein have been developed to the best knowledge available to our 

office, and have been discussed in draft with those responsible for implementation. We 

trust this report will result in more effective, efficient, and economical operations. We 

express our appreciation to all of those who contributed to the preparation of this report. 

Richard L. Skinner 
 

Inspector General 
 
Table of Contents/Abbreviations 

Executive Summary.............................................................................................................1
 


Background..........................................................................................................................2
 


Results of Audit ...................................................................................................................6
 


Status of Federal Incident Management Planning .........................................................6
 


Recommendation .........................................................................................................10
 


Management Comments and OIG Analysis ................................................................10
 


Projecting the Completion of Plans .............................................................................11 
 

Recommendation .........................................................................................................16
 


Management Comments and OIG Analysis ................................................................16
 


The Federal Incident Management Plan Repository....................................................17
 


Recommendation .........................................................................................................19
 


Management Comments and OIG Analysis ................................................................19
 


Appendices 

Appendix A: Purpose, Scope and Methodology........................................................20
 


Appendix C: Overview of National Planning Scenarios...........................................25 
 

Appendix D: Federal Interagency Providing Operations Plans for Scenario 12.......29 
 

Appendix E: Incident Management Planning Team .................................................30 
 

Appendix F: Major Contributors to this Report........................................................31 
 

Appendix G: Report Distribution ..............................................................................32 
 

Appendix B: Management Comments to the Draft Report.......................................21
 


Abbreviations 

DHS Department of Homeland Security 
 

FEMA Federal Emergency Management Agency 
 

OIG Office of Inspector General 
 
OIG
 


Department of Homeland Security 

Office of Inspector General 

Executive Summary 

The Department of Homeland Security is making progress 

preparing federal incident management plans associated with the 

National Planning Scenarios, but a full set of plans has not yet 

been completed for any of the scenarios. This is partly because of 

the time required to develop and implement the Integrated 

Planning System that guides the federal planning process. 

A strategic guidance statement, strategic plan, and concept of 

operations plan are to be developed for each of the eight key 

scenario sets. Thereafter, operations plans from every department 

and agency with responsibilities enumerated in the concept of 

operations plan are due to the Domestic Readiness Group 120 days 

after the approval of the concept of operations plan. Thus far, five 

of the eight key scenario sets have approved strategic guidance 

statements, while four have approved strategic plans. One concept 

of operations plan, the Terrorist Use of Explosives, has been 

approved by the DHS Secretary and operations plans for this 

scenario were due to the Domestic Readiness Group by September 

2009. A repository for federal incident management plans has 

been established using the Homeland Security Information 

Network, but access is currently limited to only federal officials. 

key scenario sets and 

established planning timelines, we project plans for all the 

scenarios could be completed by . However, we 

note that the concept of operations plans for the 

scenario is . Additionally, strategic 

guidance statement planning for the Natural Disaster, Cyber 

Attack, and Pandemic Influenza scenario sets has not yet begun. 

Enlisting federal departments and agencies that have Emergency 

Support Function coordinating roles within the National Response 

Framework to lead planning efforts for specific scenarios 

concurrently could accelerate the completion of plans. 

DHS’ Progress in Federal Incident Management Planning 


Page 1 

Background 

The National Response Framework1 describes planning as the 

cornerstone of national preparedness and a critical element to 

respond to a disaster or emergency. Planning provides three 

principal benefits: (1) it allows jurisdictions to influence the 

course of events in an emergency by determining in advance the 

actions, policies, and processes that will be followed, (2) it guides 

other preparedness activities, and (3) it contributes to unity of 

effort by providing a common blueprint for activity in the event of 

an emergency. Planning is a foundational element of both 

preparedness and response and thus is an essential homeland 

security activity. 

The importance of incident management planning was realized 

during the examination of the failed federal response to Hurricane 

Katrina and was underscored in the subsequent White House 

report.2

 The report concluded, “Insufficient planning, training, and 

interagency coordination are not problems that began and ended 

with Hurricane Katrina. The storm demonstrated the need for 

greater integration and synchronization of preparedness efforts, not 

only throughout the Federal government, but also with the State and 

local governments and the private and non-profit sectors as well.” 

The White House report recommended that the “Department of 

Homeland Security (DHS) lead an interagency effort to develop 

and resource a deliberative, integrated federal planning and 

execution system to meet the requirements of the revised National 

Response Plan.” It also put in motion a number of government 

actions meant to improve response planning, including the 

advancement of credible planning scenarios depicting the range of 

potential terrorist attacks, natural disasters, and related impacts 

facing our Nation. 

Congress enacted the Post-Katrina Emergency Management 

Reform Act of 2006 to address shortcomings identified in the 

preparation for and response to Hurricane Katrina.3 The 

legislation enhanced the Federal Emergency Management 

Agency’s (FEMA) authority and stature within DHS and charged it 

1

 The National Response Framework replaced the National Response Plan in January 2008 as the guide to 

how the Nation conducts all-hazards response. It recognizes key lessons learned from Hurricane Katrina 

and focuses on how the federal government is organized to support communities and states in response to 

catastrophic incidents. 

2

 The White House, The Federal Response to Hurricane Katrina: Lessons Learned, February 2006 3 Post-Katrina Emergency Management Reform Act of 2006 (Public Law 109–295), October 4, 2006 

DHS’ Progress in Federal Incident Management Planning 


Page 2 

with leading the Nation’s efforts to prepare for, protect against, 

respond to, recover from, and mitigate the risk of natural disasters , 

acts of terrorism, and other manmade disasters, including 

catastrophic incidents.4

 It also provided that the FEMA 

Administrator may develop, in coordination with the heads of 

appropriate federal agencies and the FEMA National Advisory 

Council, planning scenarios that reflect the relative risk 

requirements presented by all hazards. 

DHS released the National Preparedness Guidelines in September 

2007, as part of the effort to further advance Homeland Security 

Presidential Directive–8.

5 The National Preparedness Guidelines 

define what it means for the Nation to be prepared for all hazard s. 

One of the four critical elements of the National Preparedness 

Guidelines involves National Planning Scenarios, which depict a 

diverse set of high-consequence threat scenarios of both potent ial 

terrorist attacks and natural disasters. (See appendix C for an 

overview of the National Planning Scenarios.) 

The 15 National Planning Scenarios were developed by the 

Homeland Security Council, in partnership with DHS, other 

federal departments and agencies, and state, local, tribal, and 

territorial governments. The Homeland Security Council was 

established by Homeland Security Presidential Directive–1 to 

coordinate all homeland security-related activit ies and policies 

among executive departments and agencies. 

Collectively, the scenarios are designed to focus contingency 

planning for homeland security preparedness work at all levels of 

government and with the private sector. The scenarios form the 

basis for coordinated federal planning, training, exercises, and 

grant investments needed to prepare for all types of emergenci es. 

The Homeland Security Council compressed the 15 National 

Planning Scenarios into 8 key scenario sets in October 2007 to 

integrate planning for like events and to conduct cross-cutting 

capability development. Figure 1 lists the 15 National Planning 

Scenarios as they are presented in the National Preparedness 

Guidelines. 

4

 FEMA was an independent, Cabinet-level agency reporting directly to the President prior to becoming 

part of DHS in March 2003. The Post-Katrina Emergency Management Reform Act enhanced FEMA’s 

authority by designating the FEMA Administrator as the principal emergency management advisor to the 

President and making FEMA a distinct agency within DHS. 

5 Homeland Security Presidential Directive–8 was issued in December 2003 and directed the DHS 

Secretary to develop a national domestic all-hazards preparedness goal. 

DHS’ Progress in Federal Incident Management Planning 

Page 3 
 

 

Figure 1. National Planning Scenarios 

Improvised Nuclea r Device Major Earthquake 

Aerosol Anthrax Major Hurricane 

Pandemic Influenza Radiological Dispersal Device 

Plague Improvised Explosive Device6 

Blister Agent Food Contamination 

Toxic Industrial Chemicals Foreign Animal Disease 

Nerve Agent Cyber Attack 

Chlorine Tank Explosion 

President Bush approved Annex 1 to Homeland Security 

Presidential Directive–8 in December 2007, which formally 

established a standard and comprehensive approach to nation al 

planning. It directed the DHS Secretary to lead the effort to 

develop, in coordination with the heads of federal agencies with a 

role in homeland security, an Integrated Planning System fo llowed 

by a series of related planning documents for each national 

planning scenario. It also established the timelines for developi ng 

the family of plans beginning with the strategic plan. Figure 2 

describes the family of incident management plans mandated by 

Annex 1 to Homeland Security Presidential Directive–8, how they 

relate to one another, and the timelines for developi ng each plan 

after the strategic guidance statement is finalized. 

6

 In July 2008, the Improvised Explosive Device scenario was renamed the Terrorist Use of Explosives 

scenario in order to align with Homeland Security Presidential Directive–19. Hereafter, the scenario will 

be referred to as the Terrorist Use of Explosives scenario. 

DHS’ Progress in Federal Incident Management Planning 

Page 4 
Figure 2. Family of Federal Incident Management Plans 

STRATEGIC GUIDANCE 

STATEMENT 

- Outlines strategic priorities, 

broad national strategic 

objectives, and basic 

assumptions; describes the 

envisioned end-state; and 

establishes the general means 

necessary to accomplish that end. 

STRATEGIC PLAN 

- Defines the mission, identifies 

authorities, delineates roles and 

responsibilities, establishes 

mission essential tasks, 

determines required and priority 

capabilities, and develops 

performance and effectiveness 

measures. 

CONCEPT PLAN 

- Describes the concept of 

operations for integrating and 

synchronizing existing federal 

capabilities to accomplish the 

mission essential tasks, and 

describes how federal capabilities 

will be integrated into and support 

regional, state, and local plans. 

OPERATIONS PLAN 

- Identifies detailed resource, 

personnel, and asset allocations. 

- Turns strategic priorities into 

operational execution. 

- Fully describes concept of 

operations, specific roles and 

responsibilities, tasks, integration, 

and actions required 

- Supporting functional annexes 

as appropriate. 

NO Deadline 

Due 90 Days After 

DHS Secretary 

Approves Strategic 

Guidance Statement 

Due 120 Days After DHS Secretary 

Approves Concept of Operations 

Plan 

Due 180 Days After 

DHS Secretary 

Approves Strategic Plan

 Source: DHS Office of Operations Coordination and Planning PowerPoint Presentation and Annex 1 to 

Homeland Security Presidential Directive–8 

DHS’ Progress in Federal Incident Management Planning 
 

Page 5
 
Results of Audit 
 

Status of Federal Incident Management Planning 

The development of federal incident management plans that address the 

gravest dangers facing our Nation is progressing, but a full set of plans for 

any single scenario has yet to be completed partly because of the time 

required to develop and implement the Integrated Planning System. A 

complete set of plans for each planning scenario includes (1) a strategic 

guidance statement, (2) a strategic plan, (3) a concept of operations plan, 

and (4) operations plans from every department and agency with 

responsibilities enumerated in the concept of operations plan. DHS is 

addressing the scenarios based on planning priorities set by the Homeland 

Security Council Deputies Committee and the Domestic Readiness Group, 

interagency policy groups chaired by White House staff.7 

Strategic and Concept of Operations Plans 

Five of the eight key scenario sets have approved strategic 

guidance statements and four have approved strategic plans. The 

concept of operations plan for the Terrorist Use of Explosives 

scenario was approved by the DHS Secretary in May 2009. 

Operations plans from federal departments and agencies with 

responsibilities enumerated in this plan were due to the Domestic 

Readiness Group by September 26, 2009. The concept of 

operations plan for the scenario is 

 and was expected to be completed in . The strategic 

plan for the scenario is also , and DHS 

reports the has been due to the 

review currently underway regarding Homeland Security 

Presidential Directive–8. Concept of operations plans for the 

Biological and Radiological Attack scenarios are both expected to 

be completed in , based on the timelines established 

by the Integrated Planning System. 

Strategic plans are to be completed 90 days after the strategic 

guidance statements, and concept of operations plans are to be 

completed 180 days after the strategic plans. Figure 3 shows the 

status of strategic guidance statements, strategic plans, and concept 

of operations plans for each of the eight key scenario sets. 

7

 The Homeland Security Council Deputies Committee serves as the senior sub-Cabinet interagency forum 

for policy issues affecting homeland security. The Domestic Readiness Group convenes regularly to 

develop and coordinate domestic preparedness, response, and incident management policy. 

DHS’ Progress in Federal Incident Management Planning 

Page 6 
Strategic Guidance Concept of Operations National Planning Strategic Plan Key Scenario Sets Statement Plan Scenarios 

Start Final Start Final Start Final 

Explosives Attack Terrorist Use of Explosives 3/7/2008 8/11/2008 7/8/2008 11/5/2008 10/16/2008 5/29/2009 

Nuclear Attack Improvised Nuclear Device 8/1/2008 9/26/2008 8/13/2008 1/8/2009 

Aerosol Anthrax 

Plague 

Biological Attack 10/8/2008 1/8/2009 11/5/2008 7/20/2009 

Food Contamination 

Foreign Animal Disease 

Radiological Radiological Dispersal 10/29/2008 1/8/2009 11/24/2008 7/21/2009 Attack Devices 

Blister Agent 

Toxic Industrial Chemicals 

Chemical Attack 12/8/2008 6/26/20099 

Nerve Agent 

Chlorine Tank Explosion 

Major Earthquake 

Natural Disaster 

Major Hurricane 12/16/200810 

Cyber Attack Cyber Attack 

Pandemic Pandemic Influenza Influenza 

Figure 3. Status of Strategic and Concept of Operations Plans (As of 

November 2009) 

8

 The concept of operations plan for the Nuclear Attack scenario set is expected 180 days after the strategic 

plan, which was approved on January 8, 2009. FEMA began working on the concept of operations plan for 

this scenario in prior to the approval of the strategic plan. 9

 In response to our draft report, DHS’ Office of Operations Coordination and Planning provided evidence 

that the strategic guidance statement for the Chemical Attack scenario set was completed on June 26, 2009, 

following the end of our fieldwork. 

10 The Domestic Readiness Group directed FEMA in 2008 to begin developing a concept of operations plan 

for the Major Hurricane scenario, prior to the approval of the strategic plan, to prepare for the 2009 

hurricane season. 

DHS’ Progress in Federal Incident Management Planning 

Page 7 
 

Operations Plans 

Operations plans from every department and agency with 

responsibilities enumerated in a concept of operations plan are due 

to the Domestic Readiness Group 120 days after the concept of 

operations plan is approved by the DHS Secretary. Federal 

departments and agencies can address one or more scenario sets 

with a general operations plan when their roles and responsibilities 

are the same. Operations plans are vital because they identify 

detailed resources, personnel, assets and specific roles, 

responsibilities, and actions for each federal department and 

agency responding to an incident or emergency. DHS Secretary 

Napolitano approved the Terrorist Use of Explosives concept of 

operations plan on May 29, 2009. Operations plans from 

federal departments and agencies were due to the Domestic 

Readiness Group in September 2009. (See appendix D for a list of 

departments and agencies that are required to have operations 

plans for the Terrorist Use of Explosives scenario.) 

The departments and agencies responsible for developing 

operations plans for the remaining scenarios are formally identified 

when the concept of operations plans are finalized. It is important 

to note that federal departments and agencies may already have 

operations plans for certain scenarios.11 The Integrated Planning 

System does not require that existing operations plans be redrafted. 

Rather, departments and agencies with existing operations plans 

must ensure that the plans are compatible with the strategic and 

concept of operations plans developed using the Integrated 

Planning System. 

Performance measures that include quantifiable indicators, 

statistics, or metrics to gauge department or agency effectiveness 

may be required for operations plans. For example, performance 

and effectiveness measures are a stated requirement in the 

Biological Attack scenario strategic plan. This requirement will 

likely mean that departments and agencies will have to review and 

modify operations plans developed prior to the implementation of 

the Integrated Planning System. 

DHS officials told us that no one within DHS has been assigned 

the responsibility for monitoring the development of federal 

11 Prior to the implementation of the Integrated Planning System in June 2008 and between September 2006 

and December 2007, the federal interagency community developed incident response plans for the 

Improvised Nuclear Device, Terrorist Use of Explosives, Pandemic Influenza, Radiological Dispersal 

Device, Major Hurricane, and Cyber Attack scenarios. 

DHS’ Progress in Federal Incident Management Planning 

Page 8 
operations plans. However, ensuring that operations plans contain 

performance measures and fulfill the requirements outlined in the 

Integrated Planning System is important for evaluating current 

response capabilities. Monitoring the development of operations 

plans and providing guidance to facilitate interagency compliance 

with the Integrated Planning System, in addition to the 

incorporation of performance and effectiveness measures in the 

operations plans, would help ensure the plans address and measure 

desired objectives and priority capabilities for each scenario. 

Launching the Integrated Planning System 

The time required developing and implementing the Integrated 

Planning System, which guides the federal planning process, 

impacted the initiation of planning for the National Planning 

Scenarios. DHS officials told us that the planning resources 

required to address the Period of Heightened Alert12 and the 

Southwest Border Initiative also impacted planning for the 

National Planning Scenarios. 

The Integrated Planning System was expected to be finalized in 

February 2008, but President Bush did not formally approve the 

system until nearly a year later in January 2009. DHS began 

developing the Integrated Planning System in December 2007 and 

implemented an interim version in June 2008. DHS officials told 

us that bringing the federal departments and agencies together to 

develop and agree upon a standardized planning process and 

doctrine was a significant challenge and achievement. 

The Period of Heightened Alert and the Southwest Border 

Initiative also impacted planning for the National Planning 

Scenarios because planning resources had to be redirected to meet 

the planning requisites for these initiatives. Planning for the 

Period of Heightened Alert began in early 2008, and the Homeland 

Security Council directed the federal interagency community to 

have significant planning completed by early July 2008. Plans 

were designed to ensure that the federal government was prepared 

to respond to any major incident during the Presidential transition 

period. Planning that supported the Southwest Border Initiative 

was designed to suppress the illegal flow of weapons and cash 

from the United States into Mexico and drugs and contraband from 

12 DHS designated the time period between August 1, 2008, and July 31, 2009, as a “Period of Heightened 

Alert” because of activities associated with the 2008 Presidential election, such as the national conventions, 

Election Day, the Presidential inauguration, and the Presidential transition period. 

DHS’ Progress in Federal Incident Management Planning 

Page 9 
Mexico into the United States by placing more personnel and 

technology assets on the southwest border. 

Conclusion 

Federal incident management planning for the National Planning 

Scenarios is progressing, but much work remains to be done. The 

concept of operations plan for the 

scenario is and was expected to be completed in 

. The concept of operations plan for the Biological Attack 

scenario is due in . Moreover, planning for the 

concept of operations plan for the Radiological Attack scenario 

, but the plan is due in . Operations 

plans from federal departments and agencies for the first scenario, 

the Terrorist Use of Explosives, were due to the Domestic 

Readiness Group by September 26, 2009. The requirement to 

include performance and effectiveness measures in the Biological 

Attack scenario operations plans may require departments and 

agencies to modify existing plans. Providing guidance on how to 

incorporate quantifiable performance and effectiveness measures 

into operations plans would help ensure that the plans contain 

desired objectives and identify priority capabilities. 

Recommendation 

We recommend that the Director for Operations Coordination and 

Planning: 

Recommendation #1: Oversee the development of operations 

plans and collaborate with FEMA’s Operational Planning Branch 

to provide guidance to federal departments and agencies to 

facilitate the incorporation of performance and effectiveness 

measures into operations plans. 

Management Comments and OIG Analysis 

Recommendation 1: FEMA’s Office of Policy and Program 

Analysis concurred with this recommendation. DHS’ Office for 

Operations Coordination and Planning explained in their response 

to our draft report that the Integrated Planning System is currently 

under review and the requirement to incorporate performance and 

effectiveness measures into operations plans will be addressed 

during the review process. 

DHS’ Progress in Federal Incident Management Planning 

Page 10 
We consider this recommendation resolved because steps are being 

taken to implement it; however, it will remain open until evidence 

is provided that it has been fully implemented. 

Projecting the Completion of Plans 

We project that plans for all scenarios could be completed by 

key scenario sets and 

established planning timelines outlined in Annex 1 to Homeland Security 

Presidential Directive–8. DHS’ Office of Operations Coordination and 

Planning is leading the development of strategic guidance statements and 

strategic plans, and FEMA’s Operational Planning Branch is leading the 

development of concept of operations plans. According to the National 

Response Framework, planning for the National Planning Scenarios has 

been accorded the highest priority. Enlisting federal departments and 

agencies that have Emergency Support Function coordinating roles in the 

National Response Framework to lead planning efforts for specific 

scenarios concurrently could accelerate the completion of plans for the 

remaining scenarios. 

Timelines for Developing Plans 

Annex 1 to Homeland Security Presidential Directive–8 establishes 

the timelines for developing the family of plans beginning with the 

strategic plan. Completing the family of plans is expected to take 

390 days following the completion of the strategic guidance 

statement. DHS officials told us that DHS Secretary Chertoff 

decided that DHS’ Office of Operations Coordination and Planning 

would lead the development of strategic guidance statements and 

strategic plans, and FEMA’s Operational Planning Branch would 

lead the development of concept of operations plans. 

Projections 

The average number of days between initiating strategic guidance 

statement planning for the first four National Planning Scenario 

sets was 78 days. Figure 4 illustrates the average number of days 

between initiating planning for the first four key scenario sets. The 

average time to complete the strategic guidance statements was 95 

days. Figure 5 illustrates how long it took to complete each 

strategic guidance statement for the first four key scenario sets. 

DHS’ Progress in Federal Incident Management Planning 

Page 11 
Figure 4. Average Number of Days Between Plan Initiation for 

Strategic Guidance Statements 

Figure 5. Number of Days to Complete Strategic Guidance 

Statements 

158 

57 

93 

74 

0 

20 

40 

60 

80 

100 

120 

140 

160 

Terrorist Use 

of Explosives 

Nuclear 

Attack 

Biological 

Attack 

Radiological 

Attack 

Strategic Guidance Statements 

. Figure 6 illustrates our projections 

for completing all plans, which will serve as our baseline for 

monitoring DHS’ progress towards completing federal incident 

management plans for the 15 National Planning Scenarios. 

DHS’ Progress in Federal Incident Management Planning 


Page 12 

Key Scenario 

Sets 

National Planning 

Scenarios 

Strategic Guidance 

Statement Strategic Plan Concept of Operations Plan Operations Plan 

Start Final Start Final Start Final Start Final 

Explosives 

Attack 

Terrorist Use of 

Explosives 3/7/2008 8/11/2008 7/8/2008 11/5/2008 10/16/2008 5/29/2009 5/30/2009 9/26/2009 

Nuclear 

Attack 

Improvised 

Nuclear Device 8/1/2008 9/26/2008 8/13/2008 1/8/2009 

Biological 

Attack 

Aerosol Anthrax 

10/8/2008 1/8/2009 11/5/2008 7/20/2009

Plague 

Food 

Contamination 

Foreign Animal 

Disease 

Radiological 

Attack 

Radiological 

Dispersal Devices 10/29/2008 1/8/2009 11/24/2008 7/21/2009 

Chemical 

Attack 

Blister Agent 

12/8/2008 6/26/2009

Toxic Industrial 

Chemicals 

Nerve Agent 

Chlorine Tank 

Explosion 

Natural 

Disaster 

Major Earthquake 

Major Hurricane 

Cyber 

Attack Cyber Attack 

Pandemic 

Influenza 

Pandemic 

Influenza 

LEGEND GREEN = PROJECTED DATES BLACK = ACTUAL DATES 

Figure 6. Projected Completion Dates (As of November 2009) 

The Interagency Planning Teams 

DHS’ Office of Operations Coordination and Planning relies upon 

participation from the Incident Management Planning Team and 

interagency subject matter experts to develop the strategic 

guidance statement and strategic plans for each key scenario set. 

The Incident Management Planning Team is composed of a core 

group of full-time senior planners (i.e., GS-14/15 with at least a 

Top Secret clearance) who are detailed to DHS from other federal 

departments and agencies for 1-year assignments. An on-call 

group of pre-identified senior planners from DHS and other 

departments and agencies can augment the core staff when 

necessary. (See appendix E for a list of departments and agencies 

that are participating members of the Incident Management 

Planning Team.) 

DHS’ Progress in Federal Incident Management Planning 

Page 13 
 

FEMA’s Operational Planning Branch also relies upon 

participation from a federal interagency planning team, but 

representatives who support FEMA planning efforts are not 

detailed to FEMA. FEMA develops the concept of operations 

plans for each scenario set through planning conferences that 

include interagency representatives and contractors who facilitate 

the planning process or provide subject matter expertise. 

The Domestic Readiness Group set a planning goal that five 

strategic guidance statements and four strategic plans be completed 

by January 20, 2009. DHS and interagency officials told us the 

demands placed on the planning teams to reach this goal were 

tremendous. Planners were required to work on multiple plans at 

the same time, and they often had to choose between incident 

management planning meetings that were scheduled concurrently. 

DHS officials told us that efforts are ongoing to address the 

shortage of federal planners, and more than 1,000 people from 

multiple departments and agencies have been successfully trained 

on national planning by the Incident Management Planning Team 

since 2006. 

Accelerating the Completion of Scenario Plans 

The National Response Framework underscores that planning for 

the National Planning Scenarios has been accorded the highest 

priority. It also describes Emergency Support Function 

coordinating agencies as having ongoing responsibilities 

throughout the preparedness, response, and recovery phases of 

incident management to include pre-incident planning and 

coordination. Enlisting federal departments and agencies that have 

Emergency Support Function coordinating roles to lead planning 

for the National Planning Scenarios could accelerate the 

completion of plans for the remaining scenarios because planning 

could be conducted concurrently. Figure 7 lists the remaining 

planning scenarios along with the Emergency Support Function 

coordinating agency for that scenario. 

DHS’ Progress in Federal Incident Management Planning 


Page 14 

Figure 7. Coordinating Agencies 

Key Scenario Sets National Planning Scenarios Lead Agencies 

Radiological Attack Radiological Dispersal Devices DHS 

Blister Agent 

Chemical Attack Environmental Protection Agency 

Toxic Industrial Chemicals 

Nerve Agent 

Chlorine Tank Explosion 

Natural Disaster 

Major Earthquake 

FEMA 

Major Hurricane 

Cyber Attack Cyber Attack White House 

Pandemic Influenza Pandemic Influenza Health and Human Services 

DHS is the coordinating department for all deliberate attacks 

involving nuclear or radiological facilities or materials, including 

improvised nuclear devices and radiological dispersal devices. 

DHS, acting through FEMA, is also the coordinating department 

for response to natural disasters. 

The Environmental Protection Agency is the Emergency Support 

Function coordinating agency for oil and hazardous materials 

response, which includes accidentally or intentionally released 

chemical substances. As such, this agency is well positioned to 

lead planning efforts associated with the remaining Chemical 

Attack scenario plans. 

A recent White House review of cyberspace policy determined that 

no single federal department or agency has a broad enough 

perspective or authority to address the cybersecurity risks, which 

pose some of the most serious economic and national security 

challenges of the 21st century.13 The review recommended that 

the President appoint a White House cybersecurity policy official 

to coordinate national cybersecurity policies and activities. The 

goal is to develop a clear and authoritative cyber incident response 

framework documented in a revised Cyber Incident Annex for the 

National Response Framework. 

The Department of Health and Human Services is the federal 

government’s primary agency for the public health and medical 

13 The White House, Cyberspace Policy Review: Assuring a Trusted and Resilient Information and 

Communications Infrastructure, May 2009 

DHS’ Progress in Federal Incident Management Planning 

Page 15 
preparation, planning, and response to a biological terrorism attack 

or incident. It has already taken steps to coordinate national 

planning for the Pandemic Influenza scenario by leading two 

interagency assessments of states’ Pandemic Influenza plans. 

Because of its role as the primary agency for planning and 

responding to biological scenarios and its previous efforts to 

coordinate national planning, the Department of Health and 

Human Services could lead the development of federal incident 

management plans for the Pandemic Influenza scenario. 

Conclusion 

We project that planning for all the scenarios could be completed 

by key 

scenario sets and established planning timelines. However, we 

note that DHS has not begun strategic guidance statement planning 

for the Natural Disaster and Cyber Attack scenario sets, which we 

projected should have been initiated months ago. The National 

Response Framework characterizes planning for the National 

Planning Scenarios as a high priority. Enlisting the Environmental 

Protection Agency, the White House, and the Department of 

Health and Human Services to lead planning efforts concurrently 

for the remaining scenarios could accelerate the completion of 

plans for the Chemical Attack, Cyber Attack, and Pandemic 

Influenza scenarios. 

Recommendation 

We recommend that the Director for Operations Coordination and 

Planning and the Chief of FEMA’s Operational Planning Branch: 

Recommendation #2: Enlist and resource, as appropriate, federal 

departments and agencies that have coordinating roles for the 

Chemical Attack, Cyber Attack, and Pandemic Influenza scenarios, 

in order to pursue planning efforts for each scenario concurrently. 

Management Comments and OIG Analysis 

Recommendation 2: FEMA’s Office of Policy and Program 

Analysis concurred with this recommendation. DHS’ Office for 

Operations Coordination and Planning explained in their response 

that a discussion on further increasing the roles and the planning 

capabilities of their interagency partners is an integral component 

DHS’ Progress in Federal Incident Management Planning 

Page 16 
of the Quadrennial Homeland Security Review and the review of 

Homeland Security Presidential Directive–8. Additionally, 

planning has been put on hold since July 2009 due to the review of 

Homeland Security Presidential Directive–8, delaying the 

development of the Chemical Attack strategic plan and the Natural 

Disaster strategic guidance statement. 

We consider this recommendation resolved because steps are being 

taken to implement it; however, it will remain open until evidence 

is provided that it has been fully implemented. 

The Federal Incident Management Plan Repository 

A repository for federal incident management plans was established in 

March 2009 using the Homeland Security Information Network. The 

purpose of the repository is to increase federal visibility, coordination, 

interoperability, and information sharing at the operational level. All 

unclassified federal plans relating to the National Planning Scenarios are 

to be placed in the repository, and classified plans will be maintained 

separately in the Homeland Security Data Network. Access to the 

repository is currently limited to federal officials with a role in homeland 

security. 

Establishing the Repository 

A DHS Office of Operations Coordination and Planning official 

told us that the Domestic Readiness Group tasked their office in 

February 2009 with establishing a repository for federal incident 

management plans. The Homeland Security Information Network 

was chosen as the platform to establish the repository in March 

2009. The Homeland Security Information Network is a virtual 

platform that enables sensitive but unclassified information sharing 

and collaboration among homeland security stakeholders, 

including federal, state, and local government representatives. The 

repository is expected to help address a key finding in the White 

House report about the federal response to Hurricane Katrina: “At 

the most fundamental level, part of the explanation for why the 

response to Katrina did not go as planned is that key decisionmakers at all levels simply were not familiar with the plans.” 

The purpose of the repository is to enhance the effectiveness of 

operations to prevent, protect against, respond to, and recover from 

attacks and disasters. The overall goal is to achieve a coordinated 

approach to planning for major emergencies, disasters, and 

DHS’ Progress in Federal Incident Management Planning 

Page 17 
catastrophes, and to identify response capabilities and conduct 

exercises. When fully populated, the repository is anticipated to 

contain more than 250 federal incident management plans relating 

to the 15 National Planning Scenarios. 

The repository will include all unclassified federal strategic and 

concept of operations plans associated with the National Planning 

Scenarios, as well as operations plans from federal departments 

and agencies that have a role in homeland security. The decision 

as to whether operations plans are added to the Homeland Security 

Information Network is at the discretion of the department or 

agency that prepared the plan. Classified plans are to be 

maintained separately on the Homeland Security Data Network. 

The Homeland Security Data Network is a classified wide-area 

network for DHS and its components, with specific and controlled 

interconnections to federal agencies that are involved in homeland 

security. 

According to the repository’s standard operating procedures, 

operations plans are reviewed by the interagency to identify best 

practices, seams, gaps, and overlaps. Issues involving discrepancies 

or shortfalls in operations plans will be resolved by a work group 

established by the Domestic Readiness Group and chaired by a 

National Security Council staff member. The Integrated Planning 

System provides that the DHS Secretary will also review operations 

plans to identify gaps and seams, enhance unity of effort, and link 

plans to exercises. This is important because the DHS Secretary 

serves as the principal federal official for domestic incident 

management and is responsible for coordinating the federal 

government’s resources in operations responding to terrorist attacks 

and major disasters. 

Access and Participation 

Access to the repository is currently limited to select federal 

officials and controlled by the Domestic Readiness Group. Federal 

departments and agencies involved in federal incident management 

planning may designate up to five individuals for access to the 

repository, and access will be provided by DHS once approved by 

the Domestic Readiness Group. Currently, state, tribal, and local 

government officials do not have access or provide plans to the 

repository although they may have access to other areas of the 

Homeland Security Information Network. Expanding access and 

stakeholder participation in the repository is important because a 

key lesson learned from the federal response to Hurricane Katrina 

DHS’ Progress in Federal Incident Management Planning 

Page 18 
is that integrating and synchronizing federal policies, strategies, 

and plans among all federal, state, local, private sector, and 

community efforts is imperative for a coordinated response. 

Conclusion 

A repository for federal incident management plans has been 

established using the Homeland Security Information Network, but 

access is currently limited to only federal officials. The repository 

can serve as the platform to help construct a unified homeland 

security system that advances national preparedness, but 

appropriate access and participation among all homeland security 

stakeholders, including state, tribal, and local government officials, 

and the private sector, needs to be expanded. 

Recommendation 

We recommend that the Director for Operations Coordination and 

Planning: 

Recommendation #3: Develop procedures and protocols for 

expanding access to the federal incident management plan 

repository to all appropriate homeland security stakeholders, 

including state, tribal, and local governments, and the private sector. 

Management Comments and OIG Analysis 

Recommendation 3: FEMA’s Office of Policy and Program 

Analysis concurred with this recommendation, and DHS’ Office 

for Operations Coordination and Planning is currently in the 

process of increasing membership to the federal incident 

management plan repository to include all appropriate homeland 

security stakeholders. 

We consider this recommendation resolved because initial steps 

are being taken to implement it. However, it will remain open 

until evidence is provided that it has been fully implemented. 

DHS’ Progress in Federal Incident Management Planning 


Page 19 

Appendix A 

Purpose, Scope, and Methodology 

The objectives of our audit were to (1) determine to what extent 

the planning requisites mandated by Annex 1 to Homeland Security 

Presidential Directive–8 have been fulfilled, and (2) develop a 

baseline to measure progress in developing the federal incident 

management plans that align with the National Planning Scenarios. 

We conducted 18 interviews with DHS, FEMA, and interagency 

officials, and examined documentation relating to federal planning, 

including authorizing legislation and Presidential directives such as 

the Integrated Planning System; federal incident management 

plans; internal and external DHS communications; the PostKatrina Emergency Management Reform Act of 2006; the National 

Response Framework and Incident Annexes; Annex 1 of Homeland 

Security Presidential Directive–8; and Homeland Security 

Planning Directive–5. We also reviewed reports on various 

aspects of federal planning for the national planning scenarios 

prepared by the U.S. Government Accountability Office. 

We did not evaluate the utility of the finalized federal incident 

management plans or the efficacy of the Homeland Security 

Information Network and the Homeland Security Data Network. 

We were also unable to verify the start dates provided to us by 

DHS for all of the strategic guidance statements and the strategic 

plans relating to the Radiological Attack and Biological Attack 

scenarios. 

We acknowledge the cooperation and courtesies extended to our 

audit team during this audit. We conducted this performance audit 

between October 2008 and May 2009 – we also updated 

information contained in the report as of November 2009 – under 

the authority of the Inspector General Act of 1978, as amended, 

and in accordance with generally accepted government auditing 

standards. Those standards require that we plan and perform the 

audit to obtain sufficient, appropriate evidence to provide a 

reasonable basis for our findings and conclusions based on our 

audit objectives. We believe that the evidence obtained provides a 

reasonable basis for our findings and conclusions based on our 

audit objectives. 

DHS’ Progress in Federal Incident Management Planning 


Page 20 

MEMORANDUM FOR: Matt Jadacki

Deputy Inspector General

Office ofEmergency Management Oversight

Office of Inspector General

FROM: David J. Kaufman l J::, ......./-.~.{~1. Director V~ \~l

Office of Policy and Program Analysis

SUBJECT: Federal Emergency Management Agency's (FEMA's)

Response to Office ofinspector General (OIG) Report on

DHS Progress in Federal Incident Management Planning

FEMA has reviewed the subject report. We concur with the recommendations and have

no further comments.

Please contact Brad Shefka, Chief, FEMA GAO/OIG Liaison, at 202-646-1308 if you

have any questions or concerns.

U.S. Department of Homeland Security

500 C Street, SW

Washington, DC 20472

www.fema.gov

DHS’ Progress in Federal Incident Management Planning 
 

Page 21
 


Appendix B 

Management Comments to the Draft Report 
NOV 062009

Office a/Operations Coordinalion

and Planning

U.S. Department of Homeland Seeurity

Washington. DC 20528

Homeland

Security

MEMORANDUM FOR: Matt Jadacki

Deputy Inspector Ge?lrFlk br»J'Y

FROM: John C. Act~ c...1VJ"

Director of0ff~ti~ns Coordination and Planning

SUBJECT: Inspector General Report on "DHS' Progress in Federal Incident

Management Planning" Response

BACKGROUND:

The Office of Operations Coordination and Planning (OPS) Plans Division appreciates the

opportunity to comment on the draft DHS Office ofInspector General (010) Report on "DHS'

Progress in Federal Incident Management Planning."

The mission of OPS is to integrate departmental- and strategic-level interagency planning and

operations coordination in order to prevent, protect, respond to, and recover from terrorist

threats/attacks or natural disasters. OPS, facilitates the development ofFederal strategic plans

and operations plans in accordance with the process described in the Integrated Planning System.

OPS, in collaboration with the Domestic Readiness Group, has endorsed the Incident

Management Planning Team (IMPT) since August 21,2006. The IMPT provides a unified

interagency planning effort for incidents requiring a coordinated national response. The IMPT

also supports the development ofstrategic guidance, concepts, plans, and plan refinement

leading to publication ofa series ofplans for actual or potential domestic incidents.

In order to fully represent the entirety ofits planning efforts, OPS would like to provide the

following comments on the OIG draft report. '

UNCLASSIFIED/It'6tf&

DHS’ Progress in Federal Incident Management Planning 
 

Page 22
 


Appendix B 

Management Comments to the Draft Report 
OIG Recommendation #1. Oversee the development a/interagency operations plans and

collaborate with FEMA 's Operational Planning Branch and provide guidance to federal

department and agencies to facilitate the incorporation ofperformance and effectiveness

measures into opera/ional plans.

The Integrated Planning System (IPS) is currently under a review process that will address the

need to require operations plans to incorporate performance and effectiveness measures. At this

time, the IPS does not require operations plans to address performance and effectiveness

measures.

Operations plans arc department- and agency-specific and are not interagency plans. There is

currently no authority or statute that requires Federal departments and agencies to coordinate

their operations plans with DHS or any other department/agency.

OIG Recommendation #2. Enlist and resourc~, as appropriate, federal departments and

agencies that have coordinating rolesfor the Chemical Attack, Cyber Attack, and Pandemic

Influenza scenarios, in order to pursue planning effortsfor each scenario concurrently.

Through the Incident Management Planning Team (IMPT), OPS enlists interagency delailees

and subject matter experts from Federal departments and agencies with a role in homeland

security. From the beginning of plan development, our interagency partners within the IMPT are

invited to participate to CnsUfC their interests are strongly represented.

However, there are a limited number ofplanners available in Federal agencic!> with Emergency

Support Function coordinating roles for chemical, cyber, and pandemic influenza scenarios. A

discussion on further increasing the roles and the planning capabilities ofour interagency

partners is an integral component ofthe Quadrennial Homeland Security Review and the

Homeland Security Presidential Directive 8 (HSPO-8) review.

OIG Recommendation #3. Develop procedures andprotocolsfor expanding access to the

federal incident management plan repository to all appropriate homeland security stakeholders,

including state, tribal and local governments and the private sector.

OPS is cUlTently in the process ofincreasing membership to the Federal incident

management plan repository to include all appropriate homeland security stakeholders.

ADDITIONAL COMMENTS:

In addition to the above review ofthe rl-commcndations within this report, OPS notes that some

docwncntation be updated, such as times, dates, and authorities. OPS requests that these

portions ofthe document be revised and suggests these revisions may influence one or more

recommendations. Attached to this memo is a comment matrix for your consideration.

UNCLASSIFIEO!ff'6ti&

Appendix B 

Management Comments to the Draft Report 

DISCUSSION:

DHS’ Progress in Federal Incident Management Planning 
 

Page 23
 

Enclosures:

Attachment I - A Previous Plan Development Timeline

Attachment 2 - A Comment Matrix

UNCl.ASSIFJEDIwetf&

Appendix B 

Management Comments to the Draft Report 

It is also worth noting that planning has been put on hold since July 2009 due to an HSPD-8

Review by the Domestic Readiness Group and the National Security Council. This has resulted

in a delay in the development of.the Chemical Strategic Plan and the Natural Disaster Strategic

Guidance Statement.

DHS’ Progress in Federal Incident Management Planning 
 

Page 24
 

Appendix C 

Overview of the National Planning Scenarios 

Scenario 1: Nuclear Detonation – Improvised Nuclear Device 

�	 Members of a terrorist organization have detonated a 10-kiloton improvised 

nuclear device in a heavily populated metropolitan area. The initial detonation 

causes total infrastructure damage in a 3-mile radius and various levels of 

radiation spanning out 3,000 square miles. As casualties climb in excess of 

several hundred thousand, hundreds of thousands of survivors either shelter in 

place or are forced onto the city’s transportation system to seek shelter in safe 

areas or evacuate the city. The city is now facing hundreds of billions of dollars 

in damage and a recovery effort that will take years. 

Scenario 2: Biological Attack – Aerosol Anthrax 

�	 Two individuals release 100 liters of aerosolized anthrax into the air of a major 

metropolitan city. More than 330,000 people are exposed to the anthrax spores. 

Casualties and injuries resulting from the inhaled anthrax and subsequent 

infection reach upwards of 13,000 people. The economic costs associated with 

the closure and decontamination of affected areas may run in the billions of 

dollars, and the city will likely face a recovery effort that will take months. 

Scenario 3: Biological Disease Outbreak – Pandemic Influenza 

�	 A new strain of avian influenza has spread to the United States. Estimates predict 

that fatalities could range anywhere between 209,000 and 1.9 million people, with 

an even greater number requiring hospitalization. Hospital bills alone could reach 

upwards of $180 billion. 

Scenario 4: Biological Attack – Pneumonic Plague 

�	 Members of a terrorist organization manufacture the causative agent of plague 

and disseminate it in several metropolitan areas using biological warfare 

dissemination devices. Approximately 36 hours after release, patients begin 

showing up at hospitals with rapidly progressing and severe respiratory illnesses. 

Estimates predict that fatalities could range upwards of 9,500 people with 

approximately 28,383 people becoming ill. As word gets out that pneumonic 

plague is spreading, hospitals will see an influx of people crowding into 

emergency rooms, possibly creating a shortage of available beds. 

Scenario 5: Chemical Attack – Blister Agent 

�	 Members of a terrorist organization use a lightweight aircraft to spray Agent 

Yellow, which is a mixture of two blister agents that can cause permanent damage 

to the respiratory system if inhaled and severe burns to the eyes or skin, into a 

crowded college football stadium. Thousands are injured and many are killed as 

people flee from the contaminated stadium. Additional injuries and fatalities will 

occur as a result of contact with the blister agent. Tens of thousands of people 

will need decontamination, as well as both short-term and long-term care. 

DHS’ Progress in Federal Incident Management Planning 

Page 25 
Appendix C 

Overview of the National Planning Scenarios 

Scenario 6: Chemical Attack – Toxic Industrial Chemicals 

�	 Sleeper cells of a domestic terrorist organization have launched a multiphase 

attack at a port and a nearby petroleum refinery. Utilizing vehicle-borne 

improvised explosive devices, the terrorists target a U.S. Coast Guard facility and 

two container ships containing hazardous material. The terrorists initiate the 

second phase of the attack by launching rocket-propelled grenades into the center 

of the petroleum refinery. Several hundred people are killed, thousands are 

injured, and thousands more are forced to evacuate or shelter in place as a result 

of the explosions, fires, and vapor plume. Recovery efforts will likely take 

months and the economic impact will likely be in the billions. 

Scenario 7: Chemical Attack – Nerve Agent 

�	 Members of a terrorist organization have acquired the nerve agent sarin and have 

released it into the ventilation system of a large office building in a metropolitan 

area. The agent quickly kills 95% of the building’s 6,000 occupants. Even more 

injuries and deaths occur as first responders arrive on the scene unaware of the 

current conditions. As the nerve agent escapes the building, almost 50,000 people 

located in adjacent buildings are forced to shelter in place. Recovery time will 

likely be 3 to 4 months, with the total economic impact reaching upwards of 

$300 million. 

Scenario 8: Chemical Attack – Chlorine Tank Explosion 

�	 Members of a terrorist organization have detonated an explosive device on a 

60,000-gallon storage tank filled with liquefied chlorine gas. The terrorists have 

also planted improvised explosive devices, set to detonate at varying intervals, 

close to the tank in order to harm emergency responders. Within an hour, there 

are almost 10,000 people crowding into emergency rooms with severe respiratory 

difficulties. As the gas continues to move downwind, as many as 35,000 people, 

or 5% of those in the affected area, are exposed to potentially lethal doses of 

chlorine gas. Recovery will take several weeks and likely cost millions of dollars. 

Scenario 9: Natural Disaster – Major Earthquake 

�	 A major metropolitan area, with a population of almost 10 million people, 

experiences a 7.5 magnitude earthquake followed shortly by an 8.0 magnitude 

earthquake. In the area within 25 miles of the fault, many homes and buildings 

are completely destroyed. Approximately 1,400 people are killed, 100,000 more 

are crowding into hospital emergency rooms, and an intense search and rescue for 

an estimated 20,000 people has been launched. Recovery efforts are expected to 

range from several months to several years, and the estimated total economic 

impact is projected to be in the billions. 

DHS’ Progress in Federal Incident Management Planning 


Page 26 

Appendix C 

Overview of the National Planning Scenarios 

Scenario 10: Natural Disaster – Major Hurricane 

�	 A category 5 hurricane, with sustained wind speeds in excess of 160 miles per 

hour and a storm surge 20 feet higher than normal, makes landfall at a major 

metropolitan area. The storm surge, heavy winds, and subsequent tornados 

spawned by the hurricane cause destruction to nearly 200,000 homes and result in 

nearly 1,000 fatalities. With such a wide path of destruction, recovery from the 

hurricane will likely take several months to a couple of years with the total 

economic impact reaching into the billions. 

Scenario 11: Radiological Attack – Radiological Dispersal Devices 

�	 Members of a terrorist organization have manufactured and detonated a 

radiological dispersal device or a “dirty bomb” in three regionally close, moderate 

to large cities. Each explosion causes significant damage to many of the buildings 

and structures in the immediate area of the blast. At each site, there are 

approximately 180 deaths and upwards of 20,000 detectable contaminations. 

Recovery efforts will likely take several months to a couple of years. Total 

economic loss will be in the billions of dollars. 

Scenario 12: Explosives Attack – Terrorist Use of Explosives 

�	 Members of a terrorist organization have carried out a multipronged attack using 

improvised explosive devices at a large urban entertainment/sports venue. Three 

suicide bombers detonated their devices, killing and injuring some people and 

sending the rest of the large crowd in a frantic rush to the exits, where they are 

met by the detonation of a large vehicle bomb. Similar detonations also occur 

near a crowded public transportation concourse, a parking lot, and inside the 

lobby of the nearest hospital emergency room. The explosions combine to cause 

millions of dollars in damage and to kill approximately 100 people. Recovery 

efforts will take weeks. 

Scenario 13: Biological Attack – Food Contamination 

�	 A member of a terrorist organization, who works at a meat processing plant on the 

West Coast, contaminates the meat with anthrax. Two contaminated batches of 

ground beef were sent to two different states. In a 10-day span, hospitals on the 

West Coast begin to see a sudden influx of people with gastrointestinal problems. 

Upwards of 1,800 have become ill and there have been 500 fatalities. Recovery 

efforts to address contamination sites and provide for those who have become ill 

will take millions of dollars and likely last for several weeks. 

Scenario 14: Biological Attack – Foreign Animal Disease 

�	 Members of a terrorist organization have launched a biological attack on the 

agricultural industry by infecting livestock at various transportation sites with a 

foreign animal disease. Farmers in several states quickly realize that many of 

their animals are ill. As it is realized that a foreign animal disease is spreading, 

recovery efforts will likely take weeks and require hundreds of millions of dollars 

to diagnose, quarantine, destroy, and dispose of livestock herds. 

DHS’ Progress in Federal Incident Management Planning 

Page 27 
Appendix C 

Overview of the National Planning Scenarios 

Scenario 15: Cyber Attack 

�	 Members of a terrorist organization launch a cyber attack against critical 

infrastructures that rely on the Internet. Service disruptions occur across many 

sectors and there is a general fear that there will be a loss of confidence in the 

Internet and the services it provides. Recovery efforts will likely take months and 

cost upwards of several hundred million dollars. 

DHS’ Progress in Federal Incident Management Planning 


Page 28 

Appendix D 

Federal Interagency Providing Operations Plans for Scenario 12 

National Planning Scenario Department or Agency Final 

Terrorist Use of Explosives 

DHS’ Progress in Federal Incident Management Planning 
 

Page 29
 

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Appendix E 

Incident Management Planning Team 

Core Full-Time Members On-Call Members 

DHS, Chair Department of State 

Department of Defense Department of Treasury 

Department of Justice Department of Commerce 

o Federal Bureau of Investigation Department of the Interior 

Department of Health and Human Department of Agriculture 

Services Department of Labor 

Department of Transportation Department of Housing and Urban 

Department of Energy Development 

Environmental Protection Agency Department of Education 

American Red Cross Department of Veterans Affairs 

Federal Communications Commission 

General Services Administration 

National Aeronautics and Space 

Administration 

Nuclear Regulatory Commission 

Office of the Director of National Intelligence 

Office of Personnel Management 

Small Business Administration 

United States Postal Service 

White House Office of Science and 

Technology Policy 

 Source: Charter for the Incident Management Planning Team, August 21, 2006 

DHS’ Progress in Federal Incident Management Planning 


Page 30 

Appendix F 

Major Contributors to This Report 

Norman Brown, Director, Preparedness and Mitigation Division, 

Office of Emergency Management Oversight 

Soraya Vega, Auditor-in-Charge, Preparedness and Mitigation 

Division, Office of Emergency Management Oversight 

Adrian Dupree, Supervisory Auditor, Preparedness and Mitigation 

Division, Office of Emergency Management Oversight 

Ryan Hartong, Program Analyst, Preparedness and Mitigation 

Division, Office of Emergency Management Oversight 

DHS’ Progress in Federal Incident Management Planning 


Page 31 

Appendix G 

Report Distribution 

Department of Homeland Security 

Secretary 

Deputy Secretary 

Chief of Staff for Operations 

Chief of Staff for Policy 

Deputy Chiefs of Staff 

General Counsel 

Executive Secretariat 

Director, GAO/OIG Liaison Office 

Assistant Secretary for Office of Policy 

Assistant Secretary for Office of Public Affairs 

Assistant Secretary for Office of Legislative Affairs 

FEMA Administrator 

DHS Audit Liaison 

FEMA Audit Liaison (DP9P03) 

Office of Management and Budget 

Chief, Homeland Security Branch 

DHS OIG Budget Examiner 

Congress 

Congressional Oversight and Appropriations Committee, as 

appropriate 

DHS’ Progress in Federal Incident Management Planning 

Page 32 
ADDITIONAL INFORMATION AND COPIES 

To obtain additional copies of this report, please call the Office of Inspector General (OIG) at (202) 254-4100, 

fax your request to (202) 254-4305, or visit the OIG web site at www.dhs.gov/oig. 

OIG HOTLINE 

To report alleged fraud, waste, abuse or mismanagement, or any other kind of criminal or noncriminal 

misconduct relative to department programs or operations: 

• Call our Hotline at 1-800-323-8603; 

• Fax the complaint directly to us at (202) 254-4292; 

• Email us at DHSOIGHOTLINE@dhs.gov; or 

• Write to us at: 

DHS Office of Inspector General/MAIL STOP 2600, 

Attention: Office of Investigations - Hotline, 

245 Murray Drive, SW, Building 410, 

Washington, DC 20528. 

The OIG seeks to protect the identity of each writer and caller.