Over the years, the National Response Framework (NRF) has evolved to meet the growing need of a more comprehensive and logical approach to a nationwide emergency management strategy. Stemming from the National Response Plan in 2008, it is one of the five frameworks designed to aid in organizing national preparedness activities, the others being Prevention, Protection, Mitigation and Disaster Recovery. The NRF’s main function is to guide how the agencies and communities respond to all types of disasters and emergencies. The framework was designed to be scalable, flexible and adaptable to account for the differing scopes, particulars and complications that arise from these events. Its application can range from grave but local incidents, such …show more content…
Selective application of the framework’s structures and procedures is also possible to account for differing factors in incidents and the resources available. Partnerships between government agencies at the local and federal level, private sector entities, communities and individuals become of the utmost importance in this design. They all play a key part, with each entity’s roles and responsibilities supplementing the group effort in realizing the mission. This system also allows for the development of a unified command. With the integration of all levels of the community, maintaining coordination and cohesion is also necessary. One command would permit for concentrated effort and proper allocation of skills and resources towards the common goal (National Response Framework Second Edition, …show more content…
The damage it caused was second only to Hurricane Katrina. According to the U.S. Northern Command (NORTHCOM), the military's coordinated efforts were slowed due to the decision to abandon the National Response Framework. The military’s response was filled with confusion and ultimately, was inefficient due to the lack of logistical strategy (Musgrave, 2013). This incident demonstrated the need for a comprehensive logistical strategy, much like other events prior. But what it also demonstrated is that it is not enough to just have a comprehensive strategy, it must also be executed well. Shawn Musgrave explains that like Katrina, Sandy illustrated the "bureaucratic and cumbersome" protocols that assign responsibilities among local, state and federal responders. Because of this, a review and revision of the NRF was initiated. The revisions included the clarification of roles, streamlined the processes and highlighted the need for more widespread education
As Hurricanes Katrina, Rita, and Wilma successively lashed the gulf coast starting in late August 2005, nature’s fury exposed serious weaknesses in the United States’ emergency response capabilities. Not all emergencies pose this magnitude of challenge. In the United States, the initial—and usually major—responsibility for disaster response rests with local authorities. This “bottom-up” system of emergency management has a long history and continues to make sense in most circumstances. Core Challenges for Large-Scale Disaster
Hurricane Katrina caused a great deal of destruction, death, and human suffering. Research from this event brings to light the limitations of both the National Guard and active-duty forces response capabilities, and whether changes in the roles and responsibilities of the National Guard and active-duty forces during emergencies would enable them to respond better. It is likely that the primary responsibility for national disasters will continue to be handled by local and state officials. They have the best understanding of situations, have the capability to handle the case, and can respond quickly. Hurricane Katrina generated the need to examine the federal response and to make any changes that are needed for the preparation of National Guard and active-duty Army during major domestic emergencies. Both the National Guard and active duty Army are changing to smaller modular and interoperable combat and support brigades that can provide the foundation for an expedited force that can deploy units to threats quickly. The Army
Editor’s Note: This Chapter is the continuation of an adaptation of a state plan for disaster preparation and response. In total, the original chapter comprises Chapters 1, 14, 16-18.
Ensuring Resilience to Disasters has more tasking’s than another mission and involves many different agencies to accomplish those tasks. The four tasks are to mitigate hazards, enhance preparedness, ensure effective emergency response, and rapidly recover. The main agency that is responsible for these tasking’s is FEMA. FEMA’s mission is to “reduce the loss of life and property and protect communities nationwide from all hazards, including natural disasters, acts of terrorism, and other man-made disasters” (FEMA, 2017, p.2). FEMA works with federal and State services to assist them in accomplishing their goals. They also assist local services by assisting in setting up emergency management agencies (LEMA) and set guidance for Emergency Operations Planning (EOP). EOP’s are “plans that provide an overview of the jurisdiction’s preparedness and response strategies. It describes expected hazards, outlines agency roles and responsibilities, and explains how the jurisdiction keeps the plan current.” (FEMA, 2010,
According to Federal Emergency Management Agency (FEMA), there are many factors that will affect the direction of emergency management in the coming years. These can be classified as global challenges, global opportunities, national challenges, national opportunities, professional challenges, and professional opportunities. Global Challenges include some issues like global climate change, increasing population and population density, increasing resource scarcities, rising income inequality, and increasing risk aversion. Global Opportunities has to do with increased scientific understanding of the hazards and societal responses, as well as revolutionary technologies. National Challenges involves increasing urbanization and hazard exposure, interdependencies in infrastructure, continued emphasis on growth, rising costs of disaster recovery, increasing population diversity, terrorist threats, low priority of emergency management, legal liability, and intergovernmental tensions. Due to these factors that will affect the direction of emergency management in the coming years, there is need for us at emergency management division to adjust operational plans to meet these challenges and especially changes emanating from constant changes expected in technology and other threats we face.
The whole world observed as the administration responders appeared incapable to provide essential protection from the effects of nature. The deprived response results from a failure to accomplish a number of risk factors (Moynihan, 2009). The dangers of a major hurricane striking New Orleans had been measured, and there was sufficient warning of the threat of Katrina that announcements of emergency were made days in advance of landfall (Moynihan, 2009). Nonetheless, the responders were unsuccessful to change this information into a level of preparation suitable with the possibility of the approaching disaster. Federal responders failed to recognize the need to more actively engage (Moynihan, 2009). These improvements include improved ability to provide support to states and tribes ahead of a disaster; developed a national disaster recovery strategy to guide recovery efforts after major disasters and emergencies; and the Establishment of Incident Management Assistance Teams in which these full time, rapid response teams are able to deploy within two hours and arrive at an incident within 12 hours to support the local incident commander (FEMA,
There has been a great development in the way the Federal Emergency Management Agency (FEMA) responds to natural disasters. Hurricane Katrina, Hurricane Sandy, and wildfires in California are three major disasters that required a large FEMA response and recovery effort. These three natural disasters stressed the resources and abilities FEMA has in their arsenal. As any good organization does, FEMA learned from their experiences and mistakes in order to handle the next challenge they have to face accordingly. Hurricane Katrina affected over 15 million people, caused $81 billion in property damages, and 90,000 square miles (11 Facts About Hurricane Katrina). There was much controversy over the response of the Federal Emergency Management Agency
The National Response Framework is a guide designed to assist local, State, and Federal governments in developing functional capabilities and identifying resources based on hazard identification and risk assessment. It outlines the operating structure and identifies key roles and responsibilities. It established a framework to identify capabilities based on resources and the current situation no matter the size or scale. It integrates organizational structures and standardizes how the Nation at all levels plans to react to incidents. The suspected terrorist attack will have health, economic, social, environment and political long-term effects for my community. This is why it is essential that local government’s
Tragic events that cause damage to property and life may destroy the social, cultural and economic life of a community. Communities must be engaged in the various phases from prevention to recovery to build disaster resilient communities. In order to do this, there must be a disaster preparedness plan in place that involves multiple people in various roles.
* Rank order (in order of priority) the 14 core capabilities of the NRF. Explain why you rank ordered 1, 2, and 3, respectively. Be specific.
Throughout its history, FEMA has had two main missions. First, FEMA’s mission is to enhance the federal government 's capacity to deal with and survive foreign attacks. The main types of foreign attacks that FEMA is tasked to respond to relate to terrorist attacks and nuclear war. The second mission of FEMA is to assist state and local authori¬ties to respond to man-made and natural disasters that are to enormous for the local and state resources to respond to efficiently. While national security focuses more on civil defense, state and local authorities are more focused on natural disasters such as hurricanes, storms, floods and potential nuclear power accidents. These divergent focuses really presents FEMA with huge challenges since federal security authorities’ main objective is quite different from state or local authorities’ focus. Considering that FEMA designed the Federal Response Plan, the agency has the challenge of balancing these interests while working on its two key missions.
The burden of emergency management has grown great deal in the last few decades. We have seen an increase in natural disasters, a new threat of terrorism on our front door and an increase in manmade disasters. All of these have tested emergency management in a number of cities and towns across the nation. It is not always disasters that present problems for emergency managers. We have to look beyond our traditional view of emergency management of helping us during times of disasters and view what issues they consider may affect their emergency response. Issues that emergency management see that are moving into the critical area are issues of urbanization and hazard exposure, the rising costs of disaster recovery, and low priority of emergency management.
Hurricane Katrina exposed huge issues in the United States disaster preparedness and response programs. In 2005, the structure for homeland security was unable to manage catastrophic events like Hurricane Katrina. Unified management of national response
Having a basic understanding of community or national emergency plans can assist families in disaster. This is especially true during the response phase. The National Response Framework (NRF) is a great example of a national community reference. According to FEMA’s publication, “The National Response Framework,” from 2013, the NRF is a guide which describes the basis of national response to any form of disaster. The NRF was developed from a long line of response guidance plans. The first was the Federal Response plan which was replaced by the National Response Plan. Then in 2008, the NRF was developed to make national response guidance more efficient as well as to include practices created after Hurricane Katrina. The NRF is comprised
Risk for disasters is a part of life; emergency situations occur more frequently than many people believe. A wise person plans for the worse, and hopes for the best. After a disaster, how well a community can recover will depend largely on how well they prepared in advance. Risk management includes identifying any potential risks to a community and proactively planning to minimize the threat. Proactive organization of resources and people to respond to emergencies can mean the difference between a community’s ability to regroup and recover, and the loss of life. To better