our concern that use of the two plans as they currently exist could lead to 
ambiguous guidance and direction. 
We agree with the EP&R CIO's statement that FEMA came into the 
department as a whole and that its mission was not dramatically altered, 
although the transition into DHS brought a new focus to the agency's 
activities.  Our report does not contest the continuity of FEMA's all 
hazard response and recovery mission in the context of the new 
department.  Rather, our report recommends that FEMA update its 
strategic plan to reflect this organizational realignment, support 
achievement of DHS goals, and provide updated guidance on which to 
base IT planning.   
We believe that FEMA's acknowledgement that it postponed a review of 
its strategic plan due to the demands of the 2004 hurricane season supports 
our argument that the plan is outdated and needs to be revised.  We stand 
by our assertion that the plan is outdated, however, not from a calendar 
standpoint, but rather in the sense that it does not align with DHS' plan 
and reflect FEMA's integration into the new department.  We recognize in 
our report that the schedule for updating the plan has been postponed due 
to events such as the 2004 hurricanes.  Recommendation 1 is intended to 
encourage FEMA to proceed in updating the plan so that the document 
may serve as a useful and current guide to support IT planning. 
FEMA's Participation in DHS Strategic and Performance Planning:  We 
accept FEMA's suggestion that we revise our report to reflect the relationship 
between FEMA and DHS in establishing performance goals and metrics.  As 
previously stated, we have revised our report to indicate that FEMA not only 
participated in working groups to help develop the DHS plan, but also defined 
and owns the response and recovery goals and metrics outlined in the DHS 
OMB Guidance on Linking Department and Component Plans:  We disagree 
with the EP&R CIO's statement that the report incorrectly cites OMB Circular 
A 11 as guidance for agencies to create their own strategic plans linked to 
overarching departmentwide plans.  Section 210 of Circular A 11 states that 
an agency's strategic plan provides an overarching framework, keying on 
those programs and activities that carry out the agency's mission.  The 
circular states that although a single plan should be submitted, the 
Results Act
allows an agency with widely disparate functions to prepare several strategic 
plans for its major components or programs.  In these instances, an overview 
that brings together the component plans is prepared.  In line with these 
Emergency Preparedness and Response Could Better Integrate Information Technology  
with Incident Response and Recovery 
Page 38 

New Page 1

Home : About Us : Network : Services : Support : FAQ : Control Panel : Order Online : Sitemap : Contact : Terms Of Service

java web hosting



 Our partners: | PHP: Hypertext Preprocessor | Best Web Hosting | Shared Web Hosting | Inexpensive Web Hosting |

Jsp Web Hosting | Cheapest Web Hosting | Jsp Hosting | Cheap Hosting


Virtualwebstudio. Business web hosting division of Web Design Plus. All rights reserved