ASSISTANT SECRETARY FOR PREPAREDNESS AND RESPONSE 

Strategic Plan 

2007-2012 

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SERVICE^_ 

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About the Assistant Secretary for Preparedness and Response (ASPn) coin: 

Coins are a tradition among service organizations, given to recognize significant contributions to the 

mission of the organization. This ASPR coin symbolizes our important mission. 

The Hurricane symbol on a field of water represents ASPR's vital role in the national response 

to hurricanes. 

The Radiation symbol, overlaid by the Nuclear symbol, represents planning and preparedness 

efforts for radiation and nuclear events. 

The Tornado symbol represents ASPR's role in tornado emergencies throughout the United 

States. 

The Chemical symbol represents ASPR's efforts regarding chemical incidents. 

The Explosion symbol represents ASPR's role in responding to explosive events, 

The Virus symbol represents ASPR's role in influenza pandemic preparedness, avian influenza 

preparedness, and other viral outbreaks. 

The Earthquake symbol represents ASPR's role in earthquake emergencies, 

The Biohazard symbol represents ASPR's efforts in planning and preparedness for bioterrorism 

and emerging infectious diseases. 
sv.Rvrce^. 

U.S. DEPARTMENT OF HEALTH AND HUMAN SERVICES 

ASSISTANT SECRETARY FOR PREPAREDNESS AND RESPONSE 

Strategic Plan 

2007 - 2012 

"A Notion Prepared" 
Assistant Seoretory's Message 

Rear Admiral W. Craig Vanderwagen, M.D. 

Assistant Secretary for Preparedness and Response 

Disaster preparedness and response is a responsibility we all share—as individuals, as family 

members, and as citizens of our communities, States, Nation and Tribes. 

Over the last few years, organizations across the Department of Health and Human Services (HHS) 

have worked tirelessiy to prepare the Nation for emerging public health and medical emergencies, 

regardless of their cause. Starting with the events of September 11, 2001, and intensifying during 

several events that followed — from the anthrax incidents that same year, to the outbreak of Severe 

Acute Respiratory Syndrome, to "white powder" threats, to more recent events such as Hurricanes 

Katrine and Rita and the potential for a pandemic influenza — the Department, and indeed the 

country, has become acutely aware of the range of public health threats that can strike at any time, 

in any location. 

The Office of the Assistant Secretary for Preparedness and Response (ASPR) was established on 

December 19, 2006, when President Bush signed the Pandemic and All-Hazards Preparedness Act 

into law. Prior to this legislation, preparedness and response for medical disasters and public health 

emergencies at HHS was vested with an organization established just four years earlier, the Office of 

Public Health Emergency Preparedness. 

Though our organization is young, our mission is far-reaching and critically important to our Nation's 

security: Lead the Nation In preventing, preparing for, and responding to ttie adverse heaitt) effects of 

public health emergencies and disasters. To meet this charge, I am proud to Issue the Office's first 

Strategic Plan, 

This ASPR Strategic Plan represents the culmination of a six-month strategic planning process. Our 

goal is to provide direction for the entire ASPR Office over the next five years. This is a dynamic 

document, but it is built on a lasting foundation; our mission, vision, and core values. Our strategy 

map and portfolio of strategic measures and initiatives are evolving to meet the needs of a public 

health emergency and medical response environment that continues to change. 

Our path forward will be guided by this strategy, but our success will be driven by the people who 

make up the ASPR organization. 1 would like to thank ASPR's team of exceptional professionals 

for their commitment and hard work to date in meeting ASPR's mission, and for the leadership and 

vision they contributed to this Plan, It is these individuals, working with our partners and colleagues 

in public health emergency preparedness and response, who will determine the Plan's success. 

Though the challenges we face in planning, preventing, and responding to public health emergencies 

are considerable, through commitment and effective collaboration, together we can achieve our vision 

of "A Nation Prepared." 

RADM W. Craig Vanderv^agen, M.D, 
ASPR Srmtsgic Plan 3007-2012 

AboutASPR 

ASPR serves as the Secretary's principal advisor on matters related to bioterrorism and other public 

health emergencies. To accomplish its mission, ASPR collaborates with its stakeholders, including 

other HHS programs; other Federal agencies; State, local, Tribal, and international officials; and 

the private healthcare sector. ASPR is headed by the Assistant Secretary for Preparedness and 

Response, who reports directly to the Secretary. Within HHS, ASPR is responsible for ensuring 

a unified, integrated approach in preparing for and responding to the public health and medical 

effects of natural and man-made disasters. ASPR has five offices: Office of Resource Planning 

and Evaluation (RPE); Office of Policy, Strategic Planning and Communications (OPSP); Office of 

Medicine Science, and Public Health (OMSPH); Biomedical Advanced Research Development 

Authority (BARDA); and Office of Preparedness and Emergency Operations (OPEO). 

IV A Nallor Prepared 
ASPRSIralQQicPtan2O07'2Q12 

Contents 

Assistant Secretary's Message iii 

About ASPR iv 

1. Introduction 

Ti 

1.1 ASPR Mission 

1.2 ASPR Vision 

1.3 ASPR Core Values 

1.4

 How ASPR Will Use the Strategic Plan 2 

2. Delivering Value to Those We Serve 3 

2,1 ASPR Goals 3 

2.2 Focus and Intent of ASPR Goals 3 

2.3 TheWayFonward; The ASPR 

Strategy Map 5 

3. ASPR Strategic Objectives 7 

Appendix A. Alignment and Linkages 17 

Acronyms 

19 

A Nation PTBparad V 
ASPR Sifotegic Plan 2007-2012 

1, Introduction 

1.1 ASPR Mission 

Lead the Nation in preventing, preparing for, and responding to the adverse health 

effects of public health emergencies and disasters. 

1.2 ASPR Vision 

A Nation prepared to prevent, respond to, and reduce the adverse health effects of 

public health emergencies and disasters. 

1.3 ASPR Core Vaiues 

To achieve ASPR's vision, it is important that all ASPR staff share the following values, These values are 

the basis of an enduring corporate culture, one that inspires trust and confidence in the organization and 

sets the standard for conduct across ASPR. 

Service fo ffie Nation 

Our first responsibility is to serve the Nation; we are compassionate, selfless, and. 

respectful of the needs of those we serve. 

Teamwork 

We act with a collective spirit and common commitment to collaboration that 

transcends individual concerns in order to achieve "A Nation Prepared." 

Leadersfiip 

We lead by example and inspire others to action as we work together to sen/e the Nation; 

we drive innovation, provide direction, and coordinate delivery of a seamlessly integrated 

breadth of products and services; we are committed to individual and organizational 

excellence. 

Infegrify 

We adhere to the highest professional and ethical standards, focusing on the best 

interests of those we serve. 

A Noikm Prepared 1 
ASPR SVralagic Plan 2007-2012

 Introducllon 

1.4 How ASPR Wiil Use the Strategic Plan 

To accomplish our mission and achieve our vision requires a strategic process that will allow us to 

meet today's issues and tomorrow's challenges. 

Principles of Execution 

The ASPR Strategic Plan was developed based on principles of execution, accountability, and 

regular reporting of progress and results, ASPR's senior leadership will employ these principles 

through the following: 

• Performance improvement and evolution - Senior leadership will conduct periodic reviews 

of ASPR performance against strategic targets, We will adjust activities, processes, and 

resources to improve performance, and to achieve a culture of continuous improvement. 

These reviews will monitor successful completion of strategic initiatives. The ASPR 

Performance Scorecard will be the chief method for communicating progress and results. 

• Creation of synergy across the Office - We will assess the activities of the five ASPR Offices 

for alignment with the Strategic Plan. We will identify opportunities to improve program 

effectiveness, interoperability and integration. 

• Developing human capital - This Strategic Plan will provide focus for recruitment, training and 

retention of our workforce to meet evolving requirements. 

• Enhancing interoperability and information sharing - We will use this Strategic Plan to guide 

the efforts we support to improve response interoperability and to enhance ASPR solution 

investment portfolios, including Information Management and Information Technology, and 

Knowledge Management. 

• Coordinating planning and budgeting - We will compare actual versus desired performance on 

the ASPR Performance Scorecard, and use this information to make short- and long-term 

budget adiustments, 

• Strategic Communications - We will use this Strategic Plan to guide the development and delivery 

of efficient and effective stakeholder communications. This includes the Office of the Secretary, 

HHS leadership, the Homeland Security Council, the Office of Management and Budget, the 

Congress, and most importantly, those we serve. 

ASPR Performance Scorecard 

The ASPR Performance Scorecard will be the Office's primaiv tool for reporting our progress on 

measures, targets, and Initiatives associated with each of our 22 strategic objectives. 

A NnllQn Prepared 
2.DeltverlnB Volue to Those Wa Sene 

ASPR Strategic Plan 2Q07-2012 

2, DeliveringValue to Those We Serve 

ASPR's strategic direction is established through the Office's mission, vision, and goals.. Our activities 

and decisions are informed by a commitment and a belief: delivering value to those we serve. This 

commitment provides ASPR with its operational theme, not only for our day-to-day activities, but as we 

execute the elements of this Strategic Plan. 

2.1 ASPR Goals 

Over the next five years, ASPR leadership will concentrate resources and management efforts on 

achieving the following three goals: 

GoaM 

Promote preparedness to prevent and address the public health, medical, and human 

services effects of disasters on individuals, families, and communities. 

Goal 2 

Enable public and private sector partners to prevent and address the effects of 

disasters on the healthcare and public health systems. 

Goal 3 

Lead HHS 's emergency preparedness and response capability to prevent and 

address the public health, medical, and human services effects of disasters, both 

natural and manmade. 

2.2 Focus and Intent of ASPR Goals 

Goal 1. Community Preporedness and Prevention 

ASPR's strategy for community preparedness and prevention involves anticipating needs at the 

community level. It also involves having the ability to respond rapidly with Innovative solutions. 

We will demonstrate this through the following: 

• We will ensure at every level—Tribal, local. State, regional, national, and international — that 

communities are capable of responding to all public health hazards, 

• We will identify new opportunities to strengthen preparedness and prevention at the community 

level, This will include providing products and services that improve integration and response 

capabilities, 

• We will focus and coordinate our research and development of medical countermeasures to 

rapidly design, develop, and deploy solutions to those we serve. 

A Nation Preporad 
ASPR Strategic Plan 2007-2012

 2.Del!verlng Value to ThosaWa Serve 

Goal 2. Public Health Partnership 

Interdependence, as opposed to independence, characterizes the effective preparedness and 

response mission. Providing rapid and effective response requires successful partnerships at the 

Federal level and at every other level of government. These partnerships must also extend to nongovernmental organizations,, to industry and commercial entities, and to academia. This will be 

demonstrated through the following: 

• We will design new processes based on interoperability 

• We will employ strategic partnerships with the Departments of Homeland Security, Veterans 

Affairs, Defense, State, and other Federal Departments and Agencies, academic institutions, 

and private sector partners. 

• We will create mission-focused public health and medical emergency solutions and extend 

them to new relationships. 

• We will foster a culture of innovation that rewards creativity. 

Goal 3. Federal Response Capability 

ASPR is the single office responsible for coordinating the overall preparedness and response activities 

of the Department. As the principal advisor to the Secretary on all matters related to public health and 

medical emergency preparedness and response, ASPR leads and promotes a collaborative approach 

with many partners. This will be demonstrated through the following: 

• We wiil lead the HHS preparedness and response enterprise, developing effective relationships, 

systems, and resources that combine the best capabilities of the Department's Operating and 

Staff Divisions, and the U.S. Public Health Service, 

• We will coordinate public health and medical preparedness and response capabilities and 

responsibilities across the Federal Government. 

• We will build the Biomedical Advanced Research Development Authority (BARDA), and fulfill 

HHS's responsibilities under Homeland Security Presidential Directives, the National Response 

Plan (NRP), and related policies and statutes. This includes leading and coordinating among 

the Departments of Homeland Security, Veterans Affairs, Defense, other Federal Departments 

and Agencies, academic institutions, and private sector partners in the effective development 

and deployment of medical countermeasures against chemical, biological, nuclear, and 

radiological threats, 

A Nation Prepared 
2.Dettverjno Value to Those We Serve ASPR Slrateglc Plan 2007-2012 

2.3 The Way Forward: Ttie ASPR Strategy Map 

The ASPR Strategy fvlap captures the organization's mission, vision, goals, strategic objectives, and 

vaiues. ASPR's 22 strategic objectives, which are described in Section 3, have been organized and 

grouped based on ASPR's four perspectives: 

• Those We Serve and Stakeholders 

• Internal Process 

• Learning and Growth 

• Resources 

The ASPR Strategy Map was developed through extensive involvement from all five offices within 

ASPR. The Strategic Plan and Strategy Map reflect the careful review of key legislation, regulatory 

policies, directives, related strategies, authorities, and plans. 

Supporting objectives, initiatives, and tasks do not appear on the Strategy Map or in this Strategic 

Plan, but will be reported through the ASPR Performance Scorecard, 

Assistant Secretary for Preparedness and Response 

ASPR 

Lead the Nation in prBvenSng, pmparing for, and responding to tha adverse health offacts of Our Mission public health emergencies and disastei^. 

A Nation prepared to prevent, respond to, and reduce fha adverse health effects of public health 

Our Vision emeigencies and disasters. 

Cammunliy Pfep»iadn«aa tn d Public Hoalih Psmonhlp i FtOeral fitsporue Capability Pnventlon 

SUhtholdtri&ThMtWa 

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Preparedness Plamtng 

processes must we excel? tmplementallon d Policy Enlerpdae and Response CapabiKtiea and Response Operaliona 

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Management 

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our goals and etcet in our intemei Focui and Align Training, 

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SIRVICE TO THE NATION TEAMWORK LiADERSNP INTEORmr 

A Notion Prepared 
ASPR Slnstegjc Plan 2007-2012 

3. ASPR Strategic Objectives 

This section provides more information about the strategic objectives that will guide our direction and 

activities over the next five years. 

"Those We Serve and Stakeholders" Perspective 

The four strategic objectives within this perspective align our interconnected, 

concurrent efforts toward achieving the outcomes that benefit our stakeholders and 

those we serve, 

TS-01 Lead and Promote Strategic Partnerships 

ASPR must operate an effective network of strategic partnerships to succeed in its mission-critical 

responsibilities. These networks and partnerships operate across multiple jurisdictions, at multiple 

levels, and across both the public and private sectors, ASPR must be a leader, promoter, collaborator, 

and participant — sometimes all in the same relationship. Strategic partnerships are vital and 

necessary to achieve progress and success across these communities and coalitions. 

Strategies to achieve this objective include: 

• Proactively engaging with Congress, the White House, other Federal Departments and Agencies, 

and public and private stakeholders. 

• Strengthening and deepening ASPR's relationships across HHS. 

• Building and leading crosscutting enterprises and programs, such as the Public Health Emergency 

Medical Countermeasures Enterprise, BARDA, the Hospital Preparedness Program, the National 

Disaster Medical System, and the Critical Infrastructure Protection Program, 

• Strengthening our international partnerships, such as the Security and Prosperity Partnership 

(SPP) and the Global Health Security Initiative (GHSI). 

• Strengthening relationships with senior State government officials, private sector entities, and 

key professional organizations. 

TS-02 Educate Public Health and Healthcare Professionals and Scientists 

A Nation Prepared can only be achieved when those in critical preparedness and response roles have 

the knowledge, skills, and training to perform their roles effectively Understanding the needs of 

those who serve in these roles will enable ASPR to provide specific educational programs, products, 

and services that address the needs of these individuals and groups. 

Strategies to achieve this objective Include: 

• Offering comprehensive, integrated training options for field staff deployed during an emergency. 

• Sharing knowledge and expertise with organizations involved in public health and medical 

emergency preparedness and response, whether domestic or international, private or public. 

• Contributing to the development of educational materials, products, and services that inform 

professionals and scientists. 

A Notion Propored 
ASPR Slratefllc Plon 2007-2012

 3.ASPB Slrategic Oblocllves 

TS-03 Empower the Public 

A culture of resiliency is built on an acceptance of roles and responsibilities at all levels, ASPR will 

empower individuals, families, communities, government officials, healthcare professionals, and 

others in the public and private sectors to prevent and address the public health, medical, and 

human services effects of disasters. 

Strategies to achieve this objective include: 

• Developing a sustainable strategic communications capability 

• Providing quality information on pubiic health and medical emergency preparedness and 

response to stakeholders and those we serve In a timely manner 

• Promoting resiliency in our States and local communities through effective working 

relationships and by training our regional emergency coordinators and our State, local and 

Tribal partners. 

• Improving ASPR medical countermeasures stakeholder collaboration efforts. 

TS-04 Enhance the Preparedness and Response Infrastructure 

A functional, well integrated infrastructure is necessary to meet our vision of A Nation Prepared. 

Effective preparedness and response capabilities require an infrastructure framework that is 

scalable, agile, adaptable, and built on a foundation of continuous improvement. This foundation is 

essential to achieving ASPR's growing responsibilities under the NRP, BARDA, and Homeland 

Security Presidential Directives, 

Strategies to achieve this objective include: 

• Developing a preparedness and response framework that supports ongoing evaluation of 

capabilities across the prevention, preparedness, response, and recovery continuum, 

• Aligning and integrating HHS capabilities, resources, and assets with those available from other 

Federal entities. 

• Coordinating public health and medical response systems with relevant Federal, State, local. 

Tribal and International officials. 

• Pre-positloning assets and capabilities to support efficient and effective response operations, 

based on threat scenarios and the most efficient use of personnel. 

Q A Nation Ptapoted 
3.ASPI1 Strategic ObjeOivas 

ASPnSMegk Plon 2007-2012 

"Internal Process" Perspective 

This perspective captures the core processes in which We must excel to accomplish 

ASPR's mission. These nine highly interdependent strategic objectives will sharpen 

our operational focus and mature our processes, creating greater value for our 

stakeholders and those we serve. 

IP-01 Improve the Coordination, Development, and Implementation of Policy 

ASPR's responsibilities and activities are driven by a variety of policies, directives, plans, and laws. 

Many of these policies involve multiple areas of the Federal Government, as well as entitles at the 

State, local. Tribal, and International levels. ASPR's mission can only be achieved through careful 

coordination and effective negotiation of these policies. 

Strategies to achieve this objective will include: 

• Implementing a process to identify policy needs and to develop effective policies, 

• Coordinating the implementation of legislation (e.g., the Pandemic and All-Hazards 

Preparedness Act), 

• Partnering and collaborating within HHS Operating and Staff divisions, the White House, 

Homeland Security National Security Council, and other Federal Departments and Agencies. 

• Defining and building strategic policy communications capabilities, 

IP-02 Improve Coordinationjimeliness, and Effectiveness of Preparedness Planning and 

Response Operations 

As the HHS lead for response operations, ASPR will continuously strive to respond more effectively, 

expeditiously, and efficiently By collaborating with our HHS colleagues and partners in the Federal 

Government to identify and implement areas of improvement, we will strengthen our situational 

awareness and response capabilities. 

Strategies to achieve this objective include: 

• Coordinating and integrating resources, assets and capacity — including personnel, information 

networks and operational teams — to anticipate and respond to threats and actual events, 

• Implementing a system for managing situational awareness and analyzing threats, vulnerabilities, 

and outcomes. 

• Coordinating public health and medical emergency response systems with relevant Federal, 

State, local, Tribal, and international officials. 

• Capturing and disseminating best practices for State and local preparedness. 

A Notion Prepared Q 
ASPR Strategic Plon 2007-2012

 3.ASPS SlrotegicObjecllvBS 

IP-03 Lead the Public Health Emergency Medical Countermeasures Enterprise 

As the lead organization for this effort, ASPR is responsible not only for coordinating across HHS 

but for bringing together other parts of the Federal Government, This includes the Departments of 

Defense, State, Homeland Security and Veterans Affairs. ASPR is also responsible for coordinating 

at the State, local. Tribal and international levels. This means providing leadership in defining 

and prioritizing requirements for public health medical countermeasures; coordinating research, 

development, and procurement activities; and setting deployment and use strategies for medical 

countermeasures held in national stockpiles. 

Strategies to achieve this objective include: 

• Successfully implementing BARDA. 

• Developing an integrated life cycle management approach for medical countermeasures. 

• Ensuring quality and availability of medical countermeasures. 

lP-04 Coordinate and Facilitate Development of International Preparedness and Response 

Capabilities 

The Federal Government has both an interest and a role in providing technical assistance to other 

countries in public health emergency preparedness, prevention, and response. This includes 

developing, reviewing, and testing emergency response plans. It also includes coordinating our 

national response with entities such as the World Health Organization {WHO} and the Global Health 

Security Action Group, 

Strategies to achieve this objective include: 

• Implementing WHO'S International Health Regulations. 

• Leading international programs, initiatives, and policies that address public health and medical 

preparedness and response. 

• Deploying medical materiel outside the continental United States. 

• Establishing regional cross-border planning and coordination efforts. 

IP-05 Provide Medical, Scientific, and Public Health Subject Matter Expertise and 

Leadership 

Working with HHS components and other agencies and offices, ASPR will offer expert knowledge, 

critical skills, and experience to support the development of key policies and programs, Working 

with the scientific community, ASPR will provide expert counsel to its domestic and international 

partners. 

Strategies to achieve this objective include: 

• Supporting the expansion capacity of the U.S, Public Health Service Commissioned Corps to 

meet the public health needs of the 21 st century, 

• Sharing resources and expertise in support of domestic and international initiatives. 

• Providing expertise and leadership to U.S. citizens and State, local, Tribal and intemational officials. 

"j O ANalionPrepored 
3.ASPR Slrategic Objeclives

 ASPR Slrategic Picn 2G07-2012 

IP-06 Enhance Strategic Communications 

ASPR must have frequent and direct lines of communication with the public, its partners, and 

stakeholders, especially in times of cnsis, ASPR will deliver timely communications to those it 

serves on matters of public health emergency preparedness, prevention, and response. 

Strategies to achieve this objective include: 

• Establishing a sustainable strategic communications capability that regulariy provides Information 

about public health emergency preparedness to our stakeholders and those we serve. 

• Delivering critical information quickly during public health emergencies, 

• Exercising rapid information sharing and dissemination using the Incident Command System 

and coordinating with the Secretary's Operations Center to improve information delivery. 

• Establishing regular communication vehicles that improve Information delivery to ASPR offices 

and employees. 

IP-07 Improve the Coordination, Development, and Implementation of Strategic Plans and 

Initiatives 

ASPR will apply a strategic and coordinated approach for meeting the long-term needs of public 

health emergency planning and response. This will result In stronger alignment and synchronization 

of the goals, objectives, strategic initiatives, and implementation plans across ASPR, other HHS 

Operating and Staff Divisions, other parts of the Federal Government, and partner organizations. 

Strategies to achieve this objective include; 

• Developing coordinated plans for each of the ASPR subordinate offices. 

• Contributing to the development of Departmental strategic plans (e.g., HHS Strategic Plan). 

• Developing and/or contributing to the development of national strategic plans (e.g., the 

National Health Security Strategy). 

• Contributing to the development of strategic plans within the public health and medical 

communities. 

IP-08 Integrate and Facilitate the Delivery of Human Services 

Emergency Support Function (ESF) 6 prescribes coordinated Federal assistance for mass care, 

housing, and human services during a national emergency This means coordinating not only across 

the Federal Government, but with States, localities, and tribes. HHS is a supporting Department to 

ESF 6, and within the department the Secretary of HHS has assigned this responsibility to ASPR. 

Strategies to achieve this objective include: 

• Integrating human service delivery during emergency response and recovery into HHS policies, 

capabilities, and plans. 

• Developing and piloting systems to facilitate access to HHS Federal Human Sen/ices Benefits. 

• Providing human sen/Ices and disaster management subject matter expertise and technical 

assistance. 

A Nolion Pre|)ored 1 1 
ASPR Simlagic Plan 2007-2012

 3,ASPR Strategic Objectlven 

IP-09 Attract and Expedite Hiring of Qualified Candidates 

ASPR needs an experienced, well-trained, professional, and diverse workforce. Specialized expertise in 

medicine, science, public health, emergency services, policy and strategic planning, and administrative 

management are necessary to fulfill ASPR's mission. 

Strategies to achieve this objective include: 

• Improving the quality of the candidate pool and streamlining the hiring process. 

• Participating in leadership development programs, such as HHS Emerging Leaders and 

Presidential fvlanagement Fellowships. 

• Expanding recruitment efforts at colleges and universities. 

IP/LG-01 Improve Quality Management 

ASPR will develop and implement a systematic, organization- and stakeholder-wide approach 

to quality management. This will result in increased attention to quality improvements in ASPR's 

processes, products, and services. 

Strategies to achieve this objective include: 

• Developing an organization- and stakeholder-wide quality assurance process. 

• Standardizing program management processes and practices. 

• Applying best practices and principles to ASPR programs and initiatives. 

1 2 A Notion Propared 
3,flSpn strategic Ob]Bc1ives 

ASPR SlmlBflicPJon 2007-2012 

"Learning and Growth" Perspective 

ASPR's success depends on the effective use of our human resources. This perspective 

identifies specific strategies we will pursue to develop our staff and to use their talents 

and abilities. This will enhance our mission fulfillment and the long-term vitality of our 

organization. 

LG-01 Improve Knowledge Management 

ASPR personnel must share knowledge effectively within the organization and with appropriate 

stakeholders, ASPR will establish processes and systems to create, capture, and share 

organizational knowledge. 

Strategies to achieve this objective Include: 

• Implementing a resource library. 

• Improving the lessons-learned processes and sharing of results. 

• Expanding the use of web-based information sharing, 

LG-02 Focus and Align Training, Education, and Career Development 

Professional development of ASPR personnel is essential for maintaining a committed, competent, and 

capable staff. ASPR will align its Investments in training and education to support its mission and to 

achieve its vision. 

Strategies to achieve this objective include: 

• Improving the leadership competencies, capabilities, and capacity within ASPR. 

• Implementing talent management and succession planning. 

• Implementing a performance management appraisal program and individual development 

plans for all ASPR staff, 

LG-03 Recognize Staff Accomplishments 

Fulfilling the preparedness and response mission can involve long hours, exceptional commitment, 

and personal sacrifice. ASPR's accomplishments are achieved through the efforts, talents, and 

dedication of individuals and teams. Recognizing these contributions will become an integral part of 

ASPR's culture. 

Strategies to achieve this objective include: 

• Appropriately and consistently rewarding performance, 

• Streamlining the reward and recognition processes. 

A Nation Prepored 1 3 
ASPR strategic Plon 2007-2012

 3,ASPRStrQtB9ic Ob| eel Ives 

LG/RS-01 Optimize Information Management 

ASPR will make the best use of its information assets, ensuring that information in its domain is 

appropriately shared, available, and secure. ASPR will protect its information resources and manage 

Its Information investments wisely It will do this while finding ways to apply these resources efficiently 

Strategies to achieve this objective include: 

• Developing and implementing an ASPR-wide Integrated information management strategy. 

• Improving efficiencies by streamlining existing Information systems and technology resources. 

• Aligning information management contracts, policies, and resources to mission and business 

operational requirements. 

'1 4 A Matlon Prepared 
3. ASPR Strategic Ob|eciives 

ASPR SliDteglc Plan 2007-2012 

"Resources" Perspective 

To fulfill our mission, ASPR requires a predictable stream of resources. The strategic 

objectives within this perspective will focus the Office on managing our resources 

effectively and transparently. Only in this way can we meet the needs of those we 

serve and our stakeholders. 

RS-01 Establish and Optimize Acquisition System 

ASPR will manage acquisition expenditures by entering into fair and equitable contracts with suppliers, 

monitoring the performance of those contracts, and maximizing the value of product in terms of cost, 

performance, and schedule. 

Strategies to achieve this objective include: 

• Streamlining and standardizing acquisition management processes and practices to support 

responsible, consistent, and multi-faceted mission management. 

• Promoting research and development of countermeasure products and services. 

RS-02 Plan and Allocate Resources Strategically 

ASPR will adopt methods and approaches that align resources to ASPR's strategies and priorities. 

Strategies to achieve this objective include: 

• Developing budgets that support achievement of ASPR's strategic objectives. 

• Strengthening the performance validation process to demonstrate return on investments. 

• Streamlining the budget execution processes. 

RS-03 Improve Financial Performance 

ASPR will use generally accepted financial management practices to ensure that funds are used 

effectively and that desired outcomes are achieved, ASPR will implement stronger management 

controls and reporting practices and processes, while meeting ail requirements and standards for 

sound financial management and budgeting. 

Strategies to achieve this objective include: 

• Demonstrating transparency between budget formulation and execution. 

• Increasing accountability for transaction management. 

• Linking stakeholder use of funds to performance benchmarks. 

• Increasing awareness of financial policy and guidance. 

A Notion Prepored "] 5 
ASPR SIrateBic Plan 2007-2012

 3,ASPR StralaglB Objeclives 

RS-04 Improve and Expand Grants Management Capabilities 

Programs such as the Hospital Preparedness Program involve the distribution of significant monetary 

resources. ASPR will be a responsible steward of these resources, ensuring that the grant programs 

and monies it manages have the necessary controls, processes, and benchmarks in place. 

Strategies to achieve this objective include: 

• Establishing performance-based objectives and benchmarks for all grants and cooperative 

agreements. 

• Implementing scaleable processes and controls to meet surge requirements. 

• Identifying and implementing opportunities to improve transparency, particularly in post-award 

monitoring, 

• Alignment and Linkages 

1 6 A Nalior Prepared 
ASPR Stialegic Plan 2007-2012 

Appendix A, Alignment and Linkages 

The ASPR Strategic Plan has been guided by work in many areas of the Federal Government. 

These include areas within HHS, other Executive-level Departments and Agencies, the White House, 

and the Legislative branch. 

Below is a summary listing of key drivers and guidance tiat influenced the ASPR Strat^ic Plan: 

Department of Health and Human Services 

HHS Strategic Plan 2007-2012 - The HHS Strategic Plan builds on concepts identified in three main areas: 

Secretary Leavitt's 500-Day Plan; the Secretary's Health Care Priorities; and HHS's 20 Department-wide 

Objectives. The HHS Strategic Plan expressly outlines preparedness and response strategies. This 

includes, within the Plan, a 'framework for preparedness.' 

HHS Concept of Operations (CONOPS) for Public Health and Medical Emergencies - This CONORS 

describes the model that HHS follows for managing Federal public health and medical response 

operations, it incorporates and complies with policies set forth in Homeland Security Presidential 

Directive 5, which establishes a single, comprehensive National Incident Management System to 

manage domestic incidents, as well as a the NRR The CONOPS also describes HHS activities as 

lead for ESF 8 {Public Health and fvledical Sen/ices). 

Emergency Response and Commissioned Corps Renewal Project - One of Secretary Leavitt's top 10 

priorities, this project provides an operational agenda for emergency preparedness and response 

activities. These activities align to the Secretary's top priorities for emergency preparedness and 

response. Expansion, training, and readiness requirements of the U.S. Public Health Sen/ice 

Commissioned Corps for meeting public health needs during a medical disaster are all part of this 

project plan. 

The President's Management Agenda Scorecard 

The President's Management Agenda provides the guiding framework for HHS department-wide 

management practices. HHS currently reports on nine specific initiatives, five government-wide 

initiatives and four initiatives specific to the agency. Each of these initiatives has been deemed a 

critical area for improved management practices and increased program effectiveness. 

Homeland Security Presidential Directives 

As statements of Presidential administration policy, the Homeland Security Presidential Directives are 

key building blocks in the development of plans and programs for ASPR and other governmental 

agencies. ASPR plays a significant or leading role in several of these directives. 

National Incident Management System and the National Response Plan 

Homeland Security Presidential Directive 5 directed the Secretary of Homeland Security to develop and 

administer a National Incident Management System (NIMS). NIMS provides a consistent nationwide 

template, enabling all government, private sector, and non-governmental organizations to work together 

during domestic incidents. 

The NRP provides the structure and mechanisms for the coordination of Federal support to State, 

local, and Tribal incident managers and for exercising direct Federal authorities and responsibilities. 

The NRP is the core operational plan for domestic incident management and offers guidance in the 

areas of prevention, preparedness, response, and recovery. 

A Notion Prepored ~] 7 
ASPR Stmtaglc Plan 2007-2012 Appendixes 

Emergency Support Functions (ESF) 

Identified through the NRP, the ESFs represent a Federal framework to organize government and 

specific private sector capabilities to provide the support, resources, program implementation, 

and services in response to domestic incidents. The ESFs serve as the primary ope rational-level 

mechanism to provide Federal assistance to State, local, and Tribal governments or to Federal 

departments and agencies conducting missions. 

HHS is the primary agency for ESF 8, which provides assistance to State, local, and Tribal governments 

in identifying and meeting the public health and medical needs in core functional areas. These include 

assessment of public health and medical needs {including behavioral health); public health surveillance; 

medical care personnel; fatality management; and medical equipment and supplies to supplement State 

and local resources in the event of a major disaster. 

To meet its ESF 8 responsibilities, HHS developed the Public Health and Medical Support Annex. 

This document provides standard operating procedures for the activation and operation of ESF 8 

(Public Health and Medical Sen/ices), The Annex incorporates and compiles with policies set forth in 

the NRR 

The Pandemic and Ail-Hazards Preparedness Act of 2006 

The Pandemic and All-Hazards Preparedness Act of 2006 identifies the Secretary of HHS as the lead 

Federal official responsible for public health and medical response to public health emergencies and 

incidents covered by the NRP. The Act created the Senate-confirmed position of Assistant Secretary for 

Preparedness and Response, established BARDA, and identified ASPR as the single office responsible 

for coordinating preparedness within HHS. 

Project BioShield Act of 2004 

The Project BioShield Act of 2004 gives the HHS Secretary the authority to conduct and support 

research and development for countermeasures—to include drugs, biological products, and devices — 

against chemical, biological, radiological, and nuclear threats identified as material by the Department 

of Homeland Security. The Act provides authorities for expedited procurement, streamlined personnel 

appointments, expedited peer review, biomedical countermeasures procurement, and smallpox 

vaccine development for the Strategic National Stockpile. 

National Strategy for Pandemic Influenza 

The National Strategy for Pandemic Infiuenza provides guidance on Federal Government efforts to 

prepare for and contain pandemic influenza. ASPR uses the Strategy and Implementation Plan as a 

guide to ensure that Federal, State, local, and Tribal officials understand their responsibilities and are 

adequately prepared. 

International Health Regulations 

The International Health Regulations govern the roles of the Worid Health Organization (WHO) and 

its member countries In identifying, responding to, and sharing Information about public health 

emergencies of international concern. The WHO publishes these regulations as a means of 

sharing epidemiological information and knowledge to help prevent the inter-boundary spread of 

infectious diseases. ASPR, in coordination with the Office of Global Health Affairs, is responsible for 

implementing these regulations, 

1 8 A Notion Pfapoted 
ASPR Strotegic Plan 2007-2012 

Acronyms 

ASPR Assistant Secretary for Preparedness and Response 

BARDA Biomedical Advanced Research and Development Authority 

CONOPS Concept of Operations 

ESF Emergency Support Function 

HHS Department of Health and Human Services 

NIMS National Incident Management System 

NRP National Response Plan 

WHO World Health Organization 

A Notion Prepared ] Q