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our argument that the plan is outdated and needs to be revised.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by our assertion that the plan is outdated, however, not from a calendar 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 

plan. 

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 

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