This is a review of the National Response Framework (NRF) Second Edition (May, 2013) developed and written by the United States (U.S.) Department of Homeland Security (DHS) and the National Incident Management System (NIMS) (December, 2008) also developed and written by the U.S. DHS. This review will analyze each document separately, covering an overview of the structure, authorities, roles, and responsibilities. After which a discussion of the U.S. Coast Guards (USCG) position within the framework. The development of a long lasting management structure to guide our Nation’s response to all types of disasters and emergencies was long overdue. The early efforts to create this framework was faced with mixed results; one common error, was …show more content…
As stated above, NIMS is a systematic approach for multiagency coordination during all types of incident response. It is also important for individuals to understand what NIMS is not. It is not a response plan or a communication plan, it is not only applicable to certain types of emergency management or incident response personnel, and it is not a static system. The system is based on the idea that utilization of a common incident management framework will provide emergency management and response personnel with a common understanding and standardized system for smooth and effective incident response (DHS, 2008). Additionally, the unified approach described in NIMS allows organizations with different jurisdictional, functional, and/or geological responsibilities, authorities, and resources to plan, coordinate, and interact effectively in order to support a common objective (DHS, 2008). No agency’s legal authorities will be neglected or compromised during the response, as well. NIMS specifically breaks down the organizational structure providing an overview of necessary roles and responsibilities. Most importantly, it described the structure and authority of the command staff. The Unified Command (UC) is designated by jurisdiction and/or by organizational authorities. Working together jointly, the UC will determine objectives, strategies, resource allocation, plans, and priorities to effectively execute …show more content…
While the NRF provides the mechanisms and structure for national-level policy for incident management (DHS, 2008). By involving the whole community to build and deliver the core response capabilities, and by having a standardize method for all incident responses, our Nation is better prepared to respond to all hazards and/or
Waugh, William L, and Gregory Streib. "Collaboration and Leadership for Effective Emergency Management." Public Administration Review, 66.6 (2006): 131-140.
I think the National Incident Management System is a model to be adapted based on the circumstances. It is a good foundation that can be built upon and tailored to each department based on their specific needs and
The National Incident Management System, NIMS was introduced in March 2004, and is the country’s comprehensive approach to incident management. It outlines how first responders from different disciplines and jurisdictions can work together. The NIMS improves the coordination and cooperation between the public and private entities in different domestic incident management activities. It also creates a framework for compatibility and interoperability through balancing standardization and flexibility. As such, NIMS comes up with a flexible framework for the federal government to work together with private entities to manage domestic incident management activities.
The leadership during Hurricane Katrina was riddled with inconsistencies, unpreparedness, and lacking in the knowledge to deal with emergency management situations from the White House, Department of Homeland Security (DHS), FEMA, the Governor’s Office in Louisiana and the City of New Orleans. This event emphasizes the importance of preparedness, response, recovery, communications, emergency plans, and political indifferences during pressing times.
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 response is coordinate with all responders. Response doctrine is comprised of five key principles: (1) engaged partnership, (2) tiered response, (3) scalable, flexible, and adaptable operational capabilities, (4) unity of effort through unified command, and (5) readiness to act. An introductory word about each follows. (Homeland Security, 2008)
Both man-made and natural disasters are often devastating, resource draining and disruptive. Having a basic plan ready for these types of disaster events is key to the success of executing and implementing, as well as assessing the aftermath. There are many different ways to create an emergency operations plan (EOP) to encompass a natural and/or man-made disaster, including following the six stage planning process, collection of information, and identification of threats and hazards. The most important aspect of the US emergency management system in preparing for, mitigating, and responding to man-made and natural disasters is the creation, implementation and assessment of a community’s EOP.
NIMS is a uniform set of processes and procedures that emergency responders at all levels of government will use to conduct response operations. NIMS helps improve cooperation and interoperability among organizations. The framework is adaptable and accessible. It encourages all hazards preparedness. NIMS enables a variety of organizations to contribute successfully in emergency management and incident response. NIMS creates uniform professional emergency management and incident response practices.
The CPP is inherently different from traditional models developed by federal entities in several ways, the most important being that it is a “bottom-up” planning method as dictated by one of the directives of the Act of 2007. FEMA was asked to partner with State, local and tribal governments, emergency responders, the private sector, and non-governmental organizations (NGOs) in addition to other federal agencies typically involved with disaster preparedness, response and recovery efforts. Most FEMA and Department of Homeland Security (DHS) systems and methods in the past have been driven from the “top down”, such as the Incident Command System (ICS) and the National Incident Management Systems (NIMS) and have focused on the structure of command and control rather than coordinated partnerships (Ruback et al., 2010). Another significant directive of the Act of 2007 is the specific focus on preparedness for catastrophic events rather than disasters, which are more regional in scope.
The NIMS provides a consistent, flexible and adjustable national framework within which government and private entities at all levels can work together to manage domestic incidents, regardless of their cause, size, location or complexity. This flexibility applies across all phases of incident management: prevention, preparedness, response, recovery and
After the attack, the United States hastily constructed the Department of Homeland Security and downgraded FEMA, whose main duty was civil protection. This attracted criticism from some public administration experts that the U.S. government concentrated too much on terrorism…[After Hurricane Katrina] Critics… charged that too many government officials were not familiar with the “National Response Plan” which was implemented in December 2004 after 9/11 terrorist attack. Planning and training for large natural disasters were insufficient after the implementation of the plan. In short, too great a focus on counter-terrorism undermined capacities for natural disaster mitigation, response, and recovery in the post-9/11 United States (para. 7,
Local, State and Federal government have unique roles which would allow the flow of communication and resources to transition smoothly during each stage of progression. The local and state level (first responders) are the most important source as they can assess, coordinate and notify the next available resources of what is needed. State and local governments are the front runners of planning for and managing the consequences of a terrorist incident using available resources in the critical hours before Federal assistance can arrive (Managing the Emergency Consequences of Terrorist Incidents, July 2002). A Terrorist Incident Appendix (TIA) was designed to mirror an Emergency Operations Plan in relations to terrorist incidents. The TIA consists of six phases: Initiation, Concept Development, Plan Development, Plan Review Development of supporting plans, procedures and materials and Validation of plans using tabletop, functional, and full scale exercises. The TIA should be compared to those plans of existing Emergency Operation Plans (EOP) in place at the local and state level. Comparing plans before and incident allows time for comparison and revision of the various functions which will prevent disconnects to ensure coordination and
The Department of Homeland Security’s “2014 Quadrennial Homeland Security Review” reviews six strategic challenges that are believed to be at high risk within the United States. Quadrennial Homeland Security Review is required to be updated every four years as it discusses present and futures risks, threats and consequences. The six strategic challenges that were analyzed from 2014 to 2018 are terrorist threats, cyber threats, biological concerns, nuclear terrorism, transnational criminal organizations and natural hazards. Local communities, to include counties and cities, have their own specific process tailored to the threats, hazards and risk they may encounter. These local areas also prioritize the specific threats to determine the resources
To research Hurricane Katrina, I use Google search and the number of articles or journals yield about 150 references, I searched Hurricane Katrina Evacuations and the number was around 150 as well. Dean B. Ellis Library reference was 13,784. Department Homeland Security about 150. Although Google and DHS had many references such as, FEMA, Emergency Management, failures about 100+. The number used for my reference list was 10.
Sometimes one phase of the emergency management tends to overlap of adjacent phase. The concept of “phases” has been used since the 1930’s to help describe, examine, and understand disasters and to help organize the practice of emergency management. In an article titled Reconsidering the Phases of Disaster, David Neal cites different examples of different researchers using five, six, seven, and up to eight phases long before the four phases became the standard. (Neal 1997) This acknowledges that critical activities frequently cover more than one phase, and the boundaries between phases are seldom precise. Most sources also emphasize that important interrelationships exist among all the ph...
Infrastructure Protection Plan Jasmeih Green Theories of Security Management July 23, 2017 Infrastructure Protection Plan Phase 1: Memo To: Chief Information Officer From: Information Systems Security Director Date: July 23, 2017 Subject: National Infrastructure Protection Plan As an “ Information Systems Security Manager” I find that the National Infrastructure Protection Plan (NIPP) provides the binding structure to the reconciliation of the existing and future Critical Infrastructure and Key Resources (CIKR) insurance endeavors and flexibility techniques into a national program that will allow to accomplish this objective. The NIPP structure underpins the prioritization of protection and versatility activities, and speculations