Federal Emergency Management AgencyFederal Emergency Management AgencyFEMA_f3aea7da-0276-40be-8963-931fdd9d37afA Nation Prepared_8ba04303-8cfe-4ed0-9907-b0280ed3afb7Lead America to prepare for, prevent, respond to, and recover from disasters._d9adac26-8a55-40c3-89b7-5ea83c5e5d34IntegrityFollowing the highest ethical standards and always being truthful with customers and colleagues.InnovationSeeking creative new ways to better deliver our services and meet whatever challenges may arise.AccountabilityBeing responsible for decisions and results while acknowledging mistakes and working to correct them.RespectListening to and treating customers and co-workers with dignity.TrustRelying on each other and our external partners to act in the best interest of our customers, and earning that trust through our behavior.Customer FocusMaking customers and their needs the first priority.Public StewardshipManaging resources prudently and providing the highest quality service.PartnershipWorking collaboratively with external partners and with each other to achieve our common goals.DiversityEnriching our work environment and our ability to perform through diversity in backgrounds, experiences, skills, and respect for those differences.CompassionShowing concern to customers and to each other in times of need.Reduce LossReduce loss of life and property_c80fe2e8-2a33-4f03-98e0-928ebdfd8b821FEMA will work with its partners to plan, mitigate, and prepare when the opportunity to reduce loss of life and property is greatest—before disasters strike. FEMA will ensure that mitigation and preparedness plans are in place for both catastrophic and noncatastrophic disasters, and will work with Federal agencies, States, Territories, Tribal Nations, local governments, and first responders to assess and build capability. As part of this effort, FEMA will provide hazard and risk information and foster training and education of emergency responders and emergency managers, while doing all it can to promote good risk management decisions. Performance Measure 1.1 By Fiscal Year 2008, the average annual loss of life from fire-related events is reduced by 15%over the 1998 annual baseline of 4,500. Performance Measure 1.2 By Fiscal Year 2008, $10 billion in potential property losses, disaster, and other costs have been avoided. Performance Measure 1.3 By Fiscal Year 2008, 100% of States, Territories, and Tribal Nations report meeting collaboratively established, all-hazard, emergency management readiness capability standards.Risk InformationProvide hazard and risk information using the best-suited technologies_5d1b8bf1-ea17-4588-aba7-579bad3bf13f1.1STRATEGIES a. Use National monitoring and early warning and response capabilities to assess impending disasters through partnerships with Federal weather forecasting, law enforcement, and other appropriate agencies. b. Accelerate efforts to create user-friendly risk and hazard identification products, such as digital multi-hazard maps, using appropriate technologies that permit easy updating. c. Use appropriate technologies and scientific research to improve planning, preparedness, mitigation, response, recovery, and communication techniques.Mitigation and Preparedness PlanningEnsure that the Nation’s most vulnerable areas are covered by emergency management plans that can be implemented_10d0ca84-4ca5-4aad-b341-d26535c279b11.2STRATEGIES a. Facilitate assessment of current Federal, State, Territorial, Tribal, and local emergency management plans. b. Lead development of specific plans for catastrophic hazards and for risks to national infrastructure or resource targets, e.g., power grids, computer networks, transportation, communications, rail, etc. c. Ensure that appropriate Continuity of Government (COG), Continuity of Operations (COOP), and Contingency Programs are in place. d. Encourage and assist States, Territories, Tribal Nations, and local governments in the development of all-hazard plans, including Homeland Security Plans, to reduce the impact of, enhance responseto, and ensure recovery fromcatastrophic and non-catastrophic disasters.Partner’s CapabilitiesEnsure the capabilities of Federal, State, Territorial, Tribal, local, and other partners are in place to plan and prepare for disasters_80b291af-d82d-4b22-acd8-ad460f9ed7761.3STRATEGIES a. Collaboratively establish standards for partners’ emergency management capabilities. b. Assess, or support assessment of, FEMA and its partners’ capabilities to deal with both catastrophic and non-catastrophic hazards. c. Enhance partners’ capabilities by building on existing relationships, partnerships, incentives, and regional mutual-aid programs. d. In coordination with partners, develop an integrated training, exercise, and evaluation program to develop FEMA and its partners’ capabilities. e. Organize, manage, and support exercises that target specific, high priority response and recovery operations. f. Develop a single, uniform, after-action reporting process to capture lessons learned. g. Concentrate FEMA’s resources in the areas most vulnerable to hazards. h. Effectively and conveniently administer grants to enhance partners’ incident response capabilities. i. Engage the private sector to contribute to disaster preparedness and loss reduction at the Federal, State, Territorial, Tribal, and local level.Good Risk ManagementHelp individuals, local governments, States, Territories, Tribal Nations, and Federal agenciesmake good risk management decisions_a02e1480-8d95-441d-bdc9-721cbc1aa3331.4STRATEGIES a. Monitor the effectiveness of the disaster declaration process to ensure it reinforces sound risk management decisions and practices. b. Promote the use of insurance as a mechanism by which public and private property owners can reduce their risk of economic loss. c. Promote the adoption and implementation of sound risk management plans and policies by Federal, State, Territorial, Tribal, local and private entities, and by individuals. d. Provide incentives to States, Territories, Tribal Nations, local communities, and individuals for the adoption and implementation of appropriate measures to reduce losses. e. Promote development of National, consensus-based building, life safety, and fire codes and standards, and encourage their adoption by States, Territories, Tribal Nations, and local communities.Comprehensive Training and EducationDevelop and implement a comprehensive training and education plan for emergency management planners and responders_2c657857-52a4-4c95-9e0f-ad7527a471ef1.5STRATEGIES a. Assess needs to determine curriculum development priorities. b. Develop and deliver on-campus and off campus training courses through existing mechanisms as well as alternative delivery formats. c. Evaluate the effectiveness of training. d. Establish consequence management performance standards for emergency personnel. e. Oversee an interagency training management system for the training of emergency personnel.Minimize SufferingMinimize suffering and disruption caused by disasters_16d2cfd7-b8a8-4942-a155-8a57259745bf2Disasters cause suffering and disrupt people’s lives and the normal functioning of their communities. States, Territories, Tribal Nations, and local governments bear the primary responsibility for responding to and recovering from disasters. FEMA—at the direction of the President—takes action when State, Territorial, Tribal and local resources are overwhelmed and the Governor requests assistance. In concert with its partners, FEMA will respond quickly and effectively, bringing the right people and resources to bear where and when they are needed most. FEMA will provide timely and appropriate disaster assistance to hasten the recovery of individuals and communities while ensuring that efforts to prevent, avoid, and reduce the impacts of future disasters are an integral part of every recovery. Throughout, FEMA will continue its work with States and Territories to ensure the most effective sharing of disaster management responsibilities, allowing FEMA to focus on preparing the Nation for truly catastrophic events, whether natural or manmade. Performance Measure 2.1 By Fiscal Year 2008, FEMA has coordinated and established the capability to respond concurrently to four catastrophic and twelve non-catastrophic disasters. Performance Measure 2.2 By Fiscal Year 2008, 100% of assessed public safety and service organizations meet established standards for interoperability of wireless communication systems. Performance Measure 2.3 By Fiscal Year 2008, all disaster assistance and flood claim payments are provided within established performance standards.Quick and Effective ResponseRespond quickly and effectively when States, Territories, Tribal Nations, and local governments are overwhelmed_54db656d-774e-4332-a0c9-19a607e719d22.1STRATEGIES a. Establish FEMA’s capability to operate24 hours a day, seven days a week, while maintaining key, ongoing functions. b. Monitor potential emergencies and disasters and be prepared to deploy assets to assure a quick response. c. Develop, acquire, and coordinate a national operational capability, and the resources and assets to simultaneously respond to four catastrophic plus twelve non-catastrophic incidents, anywhere in the country. d. Lead the development and implementation of a consolidated, all hazard Federal Emergency Response Plan. e. Develop effective organizational and business process relationships among FEMA program areas, support organizations, and regional offices to ensure a coordinated response and recovery effort. f. Lead a collaborative effort to ensure a coordinated response and recovery effort among Federal agencies, emergency responders, and State, Territorial, Tribal, and local emergency managers through FEMA’s leadership and through mutual incentives for cooperation and coordination. g. Lead the collaborative establishment of a National response network and standards for interoperability of wireless communications to enable communications among all responders.Shared Responsibility in Managing DisastersUse the full range of State, Territorial, Tribal, and Federal capabilities in determining the most effective delivery mechanisms for disaster recovery and mitigation programs_a21e0bc5-79f7-4049-87a7-b5e216cdef382.2STRATEGIES a. In cooperation with our State, Territorial, and Tribal partners, establish scalable and flexible standards for delivery of disaster response, recovery, and mitigation assistance. b. Design customer-focused disaster assistance delivery mechanisms that utilize the combined capabilities of FEMA and the States, Territories, and Tribal Nations. c. Establish standards for State management of disaster grant assistance programs that allow State and Territorial administration where appropriate. d. Provide technical assistance to help States and Territories develop disaster management operations capabilities. e. Encourage the development of mutual aid systems at the State, Territorial, Tribal and local level, including the Emergency Management Assistance Compact.Timely AssistanceProvide timely and appropriate disaster assistance and payment of flood insurance claims_90c1985e-cb66-4b87-bd68-ae7870dd2d1e2.3STRATEGIES a. Develop standards for delivery of assistance that take the varying nature and magnitude of disasters into account. b. Deliver both financial and in-kind assistance quickly, efficiently, and in ways that customers find understandable, convenient, valuable, and tailored to their needs. c. Ensure that flood insurance claims are settled fairly and quickly. d. Lead the development and implementation of a general Federal Recovery Plan with incident-specific annexes and recovery guidelines, including the recovery programs of all Federal agencies.Mitigation in RecoveryMitigate against potential future losses as part of every disaster recovery effort_fa465aec-fa97-4e1f-9835-c72f9bf87ccf2.4STRATEGIES a. Work with affected States, Territories, Tribal Nations, and local governments to develop and implement comprehensive post-event mitigation strategies. b. Coordinate recovery efforts with other Federal agencies to help ensure consistency with agreed-upon post-event mitigation strategies. c. Offer technical assistance on building techniques and available financial resources to disaster victims so that mitigation will be incorporated in there building process.Terrorism PreparednessPrepare the Nation to address the consequences of terrorism_34fd71d2-dd2d-4e83-8c9c-cb948a1d074f3The Nation must prepare to manage the consequences of terrorist attacks, especially those involving the use of weapons of mass destruction. The unique planning, training, and operational requirements associated with preparing to respond to terrorism, coupled with the catastrophic impacts such an attack can have on the loss of life, property damage, and interruption of government services, make it necessary to single out terrorism for special attention. FEMA has been successful in leading a coordinated Federal response to disasters, and must now make a renewed commitment to address the hazards posed by terrorism. Key to this effort is working with partners to develop relationships, programs, and processes that better prepare States, Territories, Tribal Nations, localities, and the public to care for themselves and help one another until assistance can arrive. FEMA has established an Office of National Preparedness to lead this effort and the efforts of other Federal departments and agencies to promote State, Territorial, Tribal, and local incident management capabilities. Under the President’s proposed Department of Homeland Security, FEMA will serve as the focal point for implementing terrorism incident management programs. Although the focus of the Office of National Preparedness will be on terrorism, it will pursue these critical objectives within an all-hazard framework. The Office will coordinate efforts across all Agency program areas to help State and local governments prepare to execute functions necessary to manage the consequences of any emergency, natural or man-made. Performance Measure 3.1 By Fiscal Year 2008, 100% of State and Territorial systems of first responders and other appropriate emergency personnel meet mutually-agreed upon baseline performance standards for responding to and recovering from terrorist incidents, including the unique threats posed by weapons of mass destruction.Federal Support for Capability BuildingDevelop and implement a Federal program to support State, Territorial, Tribal, and local government incident management capability building_1c501cf2-33d9-4943-9bb7-717785c67d443.1STRATEGIES a. Establish an Office of National Preparedness within FEMA to serve as the Federal Government’s focal point for coordination, integration, and implementation of all Federal programs and activities that build, maintain, and sustain State, Territorial, Tribal, and local incident management capabilities. b. In conjunction with the Office of Homeland Security, lead development of the Emergency Preparedness and Response portion of the National Strategy for Homeland Security to provide program direction and establish a strategic planning cycle to integrate Federal program efforts over the long term.Strengthen State and Local Responder CapabilityBuild a comprehensive State, Territorial, Tribal, and local capability for responding to the consequences of terrorism_f52b1d4f-36a0-40dc-9041-da99f22b2d033.2STRATEGIES a. Provide Federal assistance to ensure State, Territorial, Tribal, and local emergency response personnel are properly trained, equipped, and exercised to respond to the consequences of a terrorist attack involving weapons of mass destruction, and ensure plans are updated to address unique terrorism response requirements and are coordinated, tested, and maintained. b. Collaborate with intergovernmental, professional, and standard-setting organizations to develop standards and/or certification requirements for equipment interoperability, mutual aid, and first responder and emergency management capabilities. c. Develop a training management system based on the skills and competencies needed to prepare for and respond to acts of terrorism. d. Encourage State, Territorial, Tribal, and local governments to address the unique resource needs associated with responding to a weapons of mass destruction incident in their mutual aid agreements. e. Foster the participation of citizens in preparing themselves and their communities to respond to terrorism and other emergencies.Information SharingEnsure the means used to exchange information among Federal partners, State, Territorial, Tribal, and local responders, program officials, and the general public is coordinated with and delivered through a single National portal_5206f5d6-488c-4fad-9cb9-28473cf235f73.3STRATEGIES a. Use FEMA’s information sharing portal as the means to reach and exchange information with the Federal, State, Territorial, Tribal, local governments, emergency responders, and the general public. b. Develop, collect, maintain, and disseminate information about incident management preparedness and response programs and activities through FEMA’s portal.Information PortalServe as the Nation’s portal for emergency management information and expertise_47cdbc8f-aa1a-4b99-8162-1141c30f628b4As the Nation faces the risks associated with changing weather patterns, violent storms, sudden earthquakes, and the aftermath of terrorist attacks, the demand for emergency management information is ever increasing. FEMA will serve as the Nation’s portal for emergency management information before, during, and after disaster strikes. As a portal FEMA is not the originator of all information, nor is it the only source of information. Rather, FEMA will provide a single entry point through which users can access a broad spectrum of relevant emergency management information. This effort will take several forms and will require that FEMA become a knowledge manager with responsibility for coordinating and integrating the broad spectrum of emergency management information available to government and the public. As part of this new role, FEMA will ensure that the Federal government speaks to the public with a single, coordinated voice in times of disaster and national emergency. Performance Measure 4.1 By Fiscal Year 2008, 95% of those surveyed who accessed emergency management information through FEMA report that they found the information to be useful. Performance Measure 4.2 By Fiscal Year 2008, a National network of warning systems is established with sufficient redundancy for 100% reliability in providing timely and accurate dissemination of alerts and crisis information to the general public throughout the Nation and to the emergency management community at all levels of government.Information PortalCreate and manage a single, convenient portal for emergency management information_39af3426-8ddf-4e1b-8910-0bb8af75c0c04.1a. Establish the capacity within FEMA to acquire or research risk and emergency management practices, knowledge, and information. b. Create and manage a one-stop portal, using the web and other means, for prevention, preparedness, mitigation, response, and recovery information exchange, and knowledge sharing between public and private organizations. c. Develop and implement a comprehensive emergency management educational strategy that focuses on the readiness and self-reliance of vulnerable populations for all hazards throughout the United States and its territories. d. Develop and integrate a comprehensive suite of online learning applications, tools and resources, enhancing FEMA's nationwide emergency preparedness training and education programs for internal and external customers, and ensuring their availability to communities and individuals throughout the United States and its territories.Knowledge ManagementServe as the Nation’s knowledge manager and coordinator of emergency management information_b15ae9fb-8d82-4af9-bfd7-922ddcb3667a4.2STRATEGIES a. Evaluate the emergency management information needs and the information assets of the emergency management community, including other Federal agencies, States, Territories, Tribal Nations, local governments, voluntary agencies, the academic community, and commercial entities. b. Develop and implement a National knowledge sharing strategy to acquire, organize, and disseminate emergency management information to the entire emergency response community. c. Facilitate emergency management solutions for events and consequences where Federal agency responsibilities have not been clearly delineated. d. Establish working relationships with media partners to disseminate emergency management information to key audiences.National Communication and Warning SystemEstablish a National warning capability_bdc1b76a-8985-4e68-afb6-afec883c1bb74.3STRATEGIES a. Build on the national infrastructure to develop and facilitate a warning method that can be used to notify the public at large, or specific populations threatened by disaster. b. Provide implementation guidance to other Federal agencies and State, Territorial, Tribal Nations, and local governments. c. Develop a method for National electronic dissemination of timely information to the emergency response community. d. Build a National system for incident management to ensure that leaders at all levels of government have complete incident awareness and can communicate with appropriate response personnel.Employment EnvironmentCreate a motivating and challenging work environment for employees_1e21932e-325b-486f-9d25-1e3d1fb5ef925People are a critical success factor in every organization. FEMA is committed to retaining, training, and motivating its existing workforce, while recruiting and developing new employees to secure the Agency’s future. FEMA’s people will in turn take responsibility for making the most of the opportunities available to them, will know what is expected of them, and will perform where and when the Nation needs them most. A key element of the Strategic Plan—and one that came from FEMA's own employees—is the Core Values that define how they will carry out FEMA's Mission. Integrity, Innovation, Accountability, Respect, Trust, and Compassion define employee performance toward each other, and toward FEMA's customers and partners. Performance Measure 5.1 Maintain a positive Office of Management and Budget scorecard assessment (green light) in the area of Human Capital. Performance Measure 5.2 By Fiscal Year 2008, the FEMA employee satisfaction rate in the area of Human Capital will be5% over the Office of Personnel Management’s government-wide survey average.Retention and RecruitmentRetain and recruit a capable, motivated, and diverse workforce_e49a92e2-753a-4060-8b17-ee60a095e92f5.1STRATEGIES a. Develop a comprehensive workforce plan and management model to identify FEMA’s workforce needs now and in the future, and recruit, train, and retain a diverse staff to meet that plan. b. Develop employment categories, functional skill requirements, and compensation structures for all FEMA employees that are understandable, equitable, and designed to support FEMA’s mission. This includes Permanent Full-Time and Stafford Act employees(CORE, Disaster Assistance Employees, and Disaster Temporary Employees).Professional DevelopmentProvide professional development training and opportunities for the betterment and advancement of employees_b94cdd70-d3a5-435e-bac4-d7ab8b0a06fa5.2STRATEGIES a. Define career development paths to support individual growth and choice in ways that are consistent with FEMA’s workforce needs. b. Develop a functional and management professional training curriculum for employees. c. Implement an Agency-wide career development program for employees and managers which includes the identification of minimum requirements for certain positions.Employee PerformanceEnsure employees understand their performance objectives and are recognized and rewarded appropriately_f061ebf8-abfe-4542-ad0f-009ebc0d0fb95.3STRATEGIES a. Link individual performance plans and evaluations to measurable organizational performance. b. Define and adhere to performance based incentive, reward, and promotion guidelines. c. Hold people accountable for performance and take corrective action where necessary to improve low or unacceptable performance. d. Promote an environment that supports responsible risk-taking.Manager PerformanceProvide managers with the skills and authority they need to be successful and hold them accountable for their operational performance_a1361b41-4bd3-4be3-a347-93634ca872175.4STRATEGIES a. Improve manager’s ability to lead, communicate, motivate, and supervise FEMA staff. b. Evaluate organizational and operational performance in ways that can be used to hold managers accountable. c. Design appropriate managerial rewards that recognize success in achieving FEMA’s mission and performance targets. d. Identify and publicize clear delegations of authority.Safe and Healthy Work EnvironmentProvide a safe and healthy work environment to ensure FEMA employees feel valued and respected_57fcf1ab-c649-4f93-b82f-03aa78db20e65.5STRATEGIES a. Provide a safe and secure work environment and ensure that facilities accommodate mission and program requirements. b. Help employees balance work and family requirements during both disaster and non-disaster times. c. Develop and implement support programs to counter the negative effects emergency assignments can have on employees and their families. d. Provide employees with an Agency health and wellness program.World-Class OrganizationMake FEMA a world-class enterprise_7863e3f8-9cc8-4a82-b88c-72e884afd1fa6To ensure that the Agency continues to meet the growing challenge of its mission, FEMA will place special focus on the continuous improvement of its processes and how it carries out its business for the American people, internally as well as externally. FEMA will engage in an ongoing process of assessment and learning and will strive to communicate effectively. The Agency will be a goal-driven organization, with its attention firmly fixed on performance, strong financial management, effective communication, and dedication to customer-service. These traits are clearly embodied in the Agency’s Core Values of Customer Focus, Public Stewardship, Partnership, and Diversity and define how FEMA will perform as an organization. Performance Measure 6.1 External Partner Survey respondents report an annual incremental increase in satisfaction, over the 2003 baseline, with the efficient and effective delivery of FEMA’s services. Performance-Based ManagementMake FEMA a performance-based organization._4381dbff-52f9-4ad8-b7b2-015661313f5b6.1STRATEGIES a. Link planning and performance to resource allocation decisions. b. Establish and maintain an annual strategy and performance evaluation and improvement process. c. Measure performance in a way that balances productivity and efficiency with quality, customer satisfaction, and employee concerns. d. Identify opportunities to streamline and improve business processes. e. Effectively share products and information across program areas. f. Develop methods to capture, share, and use internal knowledge and lessons learned to continuously improve.Efficient and Effective Support FunctionsPlan and integrate FEMA’s support functions to efficiently and effectively serve the Agency’s strategic priorities, and both internal and external customers_8a120442-95c2-4090-97a5-793d76ae3df76.2STRATEGIES a. Orient, organize, and enable FEMA’s Human Resources, Financial and Acquisition Management, Facilities Management, and Information Technology offices to provide best practices services and capabilities across the Agency. b. Develop internal customer needs analyses and satisfaction measurement processes for each support function. c. Collaboratively establish clear guidelines and policies for support department roles and authorities, and for program, office roles, and authorities. d. Establish a mechanism to prioritize and make investments in Agency infrastructure. e. Use new and existing technologies to communicate quickly and effectively with internal and external customers.Sound Financial PerformanceEnsure sound financial performance_f452d67b-5b13-44dc-9180-ba56b7453aba6.3STRATEGIES a. Assess potential programs and initiatives using business case tools and methods before making investment decisions. b. Ensure that FEMA’s financial management systems and operations can produce, in a timely manner, accurate and relevant financial information. c. Develop and implement systems, tools, and methods to assess actual versus planned financial performance and to link investment of resources to performance. d. Quickly identify and correct potential waste, fraud, and abuse, and exercise appropriate financial controls in all FEMA programs. e. Provide FEMA’s managers with robust financial management information necessary to support sound decision making. f. Ensure a clear link between FEMA'svision, mission, and Strategic Plan, and its programmatic and budgetary decisions.Effective CommunicationCommunicate effectively with internal and external customers_ef7eb025-8af5-49f9-853e-1531c820d8e96.4STRATEGIES a. Develop and promote effective products, vehicles, and technologies to improve communication between programs and functions and among all parts of the Agency. b. Develop and implement innovative and effective ways to promote disaster awareness, individual preparedness, and other messages across the Nation. c. Enhance working relationships with media partners to disseminate emergency management information to key audiences.Customer FocusProvide customer-driven services_05d509d6-4787-4519-aedd-ded82c7e42196.5STRATEGIES a. Develop and implement methods and tools throughout the Agency for assessing customer satisfaction. b. Re-align management and business processes as appropriate to better satisfy identified customers. c. Strengthen FEMA’s regional offices to bring operations and services closer to the customer.2003-10-012008-09-302010-02-08http://www.fema.gov/pdf/library/fema_strat_plan_fy03-08(append).pdfArthurColman (www.drybridge.com)colman@drybridge.com