The 2010 NCR Strategy Is Largely Consistent with Desirable Characteristics for Effective Strategies

We have previously identified six characteristics of effective strategies  that could be applied to the NCR. The scope of  the plan, as outlined in the introduction, is strategic investment in new and  existing capabilities to help all localities in the NCR prepare for, prevent,  protect against, respond to, and recover from all-hazards threats and  events. However, it is not clear that NCR has a systematic process for identifying  and allocating funding other than UASI to help achieve priority objectives. We will continue to monitor this issue as we  conduct future work on NCR preparedness. According to the 2010 NCR strategy, NCR stakeholders have constructed  the strategy to complement state and local operational plans. For example, the Emergency  Preparedness Council is described as the body that provides oversight of  the Regional Emergency Coordination Plan and the NCR Strategic Plan  to identify and address gaps in readiness in the NCR, among other  responsibilities. However, we have previously noted that strategies  themselves are not endpoints, but rather, starting points. As with any  strategic planning effort, implementation is the key. The ultimate measure  of value for a strategy is how useful it is as guidance for policymakers and  decisionmakers in allocating resources and balancing priorities. It remains  to be seen the extent to which the plan is implemented effectively. Appendix I: The NCR Region and Organizations

	National Capital Region

The National Capital Region (NCR) is a complex multijurisdictional area  comprising the District of Columbia and surrounding counties and cities in  the states of Maryland and Virginia (as shown in figure 1) and is home to  the federal government, many national landmarks, and military  installations. The Homeland Security Act established the Office of National Capital  Region Coordination (NCRC) within the Department of Homeland  Security. In this statement, we reported on the implementation of the recommendations  from our May 2004 report. DHS was working with the NCR jurisdictions to  develop a coordinated strategic plan. Specifically, we reported that a well-defined, comprehensive  strategic plan for the NCR was essential for assuring that the region is prepared  for the risks it faces and that the NCR could focus on strengthening (1) initiatives  that will accomplish objectives under the NCR strategic goals, (2) performance  measures and targets that indicate how the initiatives will accomplish identified  strategic goals, (3) milestones or time frames for initiative accomplishment, (4)  information on resources and investments for each initiative, and (5)  organizational roles, responsibilities, and coordination and integration and  implementation plans.
Why GAO Did This Study

This testimony discusses the status of efforts to enhance emergency preparedness in the National Capital Region (NCR). The NCR is a partnership among the District of Columbia, the State of Maryland, the Commonwealth of Virginia, area local governments, the Department of Homeland Security's (DHS) Office for National Capital Region Coordination (NCRC) within the Federal Emergency Management Agency (FEMA), and nonprofit organizations and private sector interests. The partnership aims to help the region prepare for, prevent, protect against, respond to, and recover from "all-hazards" threats or events. Gridlock and hazardous conditions during recent events like the January 26, 2011, snow and ice storm and the August 23, 2011, earthquake demonstrate the importance of regional communication and coordination in the NCR and that challenges remain. Well-crafted and executed operational plans are critical for effective response to emergencies, but sound strategic planning is also important. A coordinated strategy to establish and monitor the achievement of regional goals and priorities is fundamental to enhancing emergency preparedness and response capabilities in the NCR. We reported on this issue repeatedly from 2004 through 2006. This testimony focuses on the extent to which strategic planning for NCR preparedness is consistent with characteristics we have previously identified as desirable for strategies for complex undertakings, such as NCR preparedness. This statement is based on work we recently completed for Congress.

What GAO Found

The 2010 NCR strategic plan, when accompanied by its supporting documents--investment plans, work plans, and a Performance Management Plan--collectively referred to in this statement as the NCR strategy, is largely consistent with the six characteristics of a strategy that we advocated for complex homeland-security undertakings where multiple organizations must act together to achieve goals and objectives. However, neither the Performance Management Plan nor the investment plans have yet been finalized; decisions remain regarding how the NCR will conduct future regional risk assessments; and it is not clear that NCR has systematic processes in place to identify the full range of resources available to support its goals. Finally, it is important to keep in mind that strategies themselves are not endpoints, but rather, starting points. As with any strategic planning effort, implementation is the key. The ultimate measure of the 2010 NCR strategy's value is how useful it is as guidance for policymakers and decisionmakers in allocating resources and balancing priorities.