FEMA Strategic Plan - Federal Emergency Management Agency

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As the agency strives to become the Nation’s Preeminent Emergency Management and Preparedness Agency, FEMA will work with all of its partners, federal agencies, states, territories, tribal nations, local governments, first responders, business and industry, and individuals to build a Nation that is most prepared, and one that is more capable, to respond and recover when disaster strikes. This Strategic Plan provides the framework for FEMA’s implementation of the vision and serves as a strategic tool for FEMA to achieve its mission. The Nation’s Preeminent Emergency Management and Preparedness Agency Though created as the federal agency that leads and manages emergency management on behalf of the Nation, there are many organizations engaged in all phases of emergency management at the federal, state, and local levels. FEMA, in its leadership role, must set the standard for emergency management across the Nation and help build strong relationships among its partners. As a first step, we will foster a culture of preparedness by building combined and comprehensive national capabilities that better protect us all from the extraordinary natural and man-made threats that face our Nation. The Post-Katrina Emergency Management Reform Act, passed by Congress and signed by the President in October 2006, sets forth a new expanded mission for FEMA. Our mandate is to reduce the loss of life and property and protect the Nation from all hazards, including natural disasters, acts of terrorism, and other man-made disasters, by leading and supporting the Nation in a risk-based, comprehensive emergency management system of preparedness, protection, response, recovery, and mitigation. Our challenge—and commitment—is to achieve our vision and fully execute this mission to create a safer and more secure America. 2 FEMA Strategic Plan
Turning Vision into Reality “The American people don’t care about acronyms or organizational charts. They want to know who was supposed to do what, when, and whether the job got done. And if it didn’t get done, they want to know we are going to make sure it does the next time.” ~ Final Report of the Select Bipartisan Committee to Investigate the Preparation and Response to Hurricane Katrina, U.S. House of Representatives, February 15, 2006 “This government will learn the lessons of Hurricane Katrina. We are going to review every action and make necessary changes so that we are better prepared for any challenge of nature, or act of evil men, that could threaten our people.” ~ President George W. Bush, September 15, 2005 A pivotal outcome of the first FEMA Leadership Conference, held in the fall of 2006, was the identification of the following nine core competencies and two supporting strategies, which were then shared with employees throughout the agency. With keen focus and discipline, FEMA is strengthening these operational core competencies—they shape the agency’s priorities, budget requests, and resource allocation. The FEMA Strategic Plan provides the bridge between the vision and the annual planning and budget process that support these core competencies. Core Competencies • Service to Disaster Victims • Operational Planning • Incident Management • Disaster Logistics • Hazard Mitigation • Emergency Communications • Public Disaster Communications • Integrated Preparedness • Continuity Programs 3 FEMA Strategic Plan
Page 1: FEMA Strategic Plan Fiscal Years 20
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Page 12 and 13: Supporting Strategies • Business
Page 14 and 15: Vision Core Competencies and Buildi
Page 16 and 17: Goal 1 Lead an integrated approach
Page 18 and 19: Risk and Capability Analysis Object
Page 20 and 21: Doctrine and Policy Objective 1.4 E
Page 22 and 23: C. Strategy Provide leadership and
Page 24 and 25: Exercises, Training, and Evaluation
Page 26 and 27: Goal 2 Deliver easily accessible an
Page 28 and 29: Disaster Assistance Objective 2.2 I
Page 30 and 31: Goal 3 Provide reliable information
Page 32 and 33: Event-Driven Information Objective
Page 34 and 35: Goal 4 FEMA invests in people and p
Page 36 and 37: Employee Support and Resources Obje
Page 38 and 39: Goal 5 Build public trust and confi
Page 40 and 41: A Business Approach Objective 5.2 D
Page 42 and 43: Internal Controls Objective 5.4 Dev
Page 44 and 45: Leadership Guidance and Staff Input
Page 46 and 47: AFR APR IPG QPR FEMA Planning and B
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Page 50 and 51: Appendix A: Goals and Objectives Go
Page 52 and 53: Appendix B: FEMA Regional Offices I
Page 54 and 55: Regions States Region VII (Kansas C
Page 56 and 57: Appendix D: Glossary All-Hazards |
Page 58 and 59: Local Government | Any county, city
Page 60 and 61:
President’s Management Agenda | T
Page 62:
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FEMA Strategic Plan - Federal Emergency Management Agency

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