Scalable flexible and adaptable operational capabilities include the ability to quickly adjust to changing customer demands, the ability to integrate new technologies into existing systems, the ability to develop custom solutions to meet specific customer needs, the ability to rapidly respond to changes in the market, and the ability to leverage existing resources to support new initiatives. Additionally, these capabilities involve the ability to optimize processes and resources to maximize efficiency and cost savings, the ability to create an agile and responsive organizational culture, and the ability to develop innovative solutions to complex problems.

National Response Framework

Current US Civil Defense Incident Management Architecture

The U.S National Response Board (NRF) is part of National Internal Security Strategy which presents the guiding principles that enable all levels of domestic response partners to prepare for and deliver a unified national response to disasters and emergencies. Based on the existing National Incident Management System (NIMS), as well as Incident Command System (ICS), NRF coordination structures are always in place for implementation at any level and at any time for local, state and national emergency or disaster response.

NRF Authority

The NRF formally replaced the National Response Plan (NRP) on March 22, 2008, sixty days after its publication in Federal Register. Until then, the NRF served as information about the national intention of the internal security policy to replace the NRP on that date.

NRF five key principles

engaged partnership it means leaders at all levels collaborate to develop shared response goals and align capabilities. This collaboration was designed to prevent any level from being overwhelmed in times of crisis.

layered response refers to the efficient management of incidents so that incidents are handled at the lowest possible jurisdictional level and supported by additional resources only when necessary.

Scalable, flexible and adaptable operational capabilities are implemented as incidents change in size, scope and complexity, so that the response to an incident or complex of incidents adapts to meet the requirements of ICS/NIMS management by objectives. ICS/NIMS resources of various formally defined resource types are requested, assigned, and deployed as needed, then demobilized when available and incident deployment is no longer required.

unit of effort through the unified command refers to compliance with ICS/NIMS for each participating organization chain of command with an emphasis on seamless coordination across jurisdictions in support of common goals. This seamless coordination is guided by the “Plain English” communication protocol between ICS/NIMS command structures and resources assigned to coordinate response operations across multiple jurisdictions that can be joined together into an incident complex.

Readiness to Act: “It is our collective duty to provide the best possible response. From individuals, families and communities to local, tribal, state and federal governments, the national response depends on our readiness to act.”

NRF core

The NRF consists of the main document and annexes. The NRF core covers:

  • Roles and responsibilities at individual, organizational and other private sector levels, as well as at local, state and federal government levels
  • response actions
  • staff and organization
  • National Preparedness Planning and Architecture
  • NRF implementation, Resource Center and other supporting documents incorporated by reference

NRF attachments

Annexes NRF ESF

The NRF’s emergency support function attachments include the following enumerated protocols:

  • ESF #1 – Transportation
  • ESF #2 – Communications
  • ESF #3 – Public Works and Engineering
  • ESF #4 – Firefighting
  • ESF #5 – Information and Planning
  • ESF nº 6 – Mass Service, Emergency Room, Housing and Human Services
  • ESF #7 – Logistics Management and Resource Support
  • ESF #8 – Public Health and Medical Services (PHMS): The primary agency responsible for the PHMS is the Department of Health and Human Services (HHS). Authority to coordinate ESF 8 has been granted to the Assistant Secretary for Preparedness and Response (ASPR) by the Secretary of HHS. PHMS provides HHS with the ability to coordinate and lead efforts to complement local, tribal, and state resources to ensure that the needs of individuals affected by disasters, public health emergencies, or medical emergencies are met. This federal assistance can be provided through activation of the Stafford Act or the Public Health Service Act.
  • ESF #9 – Search and Rescue
  • ESF #10 – Petroleum and Hazardous Materials Response
  • ESF #11 – Agriculture and Natural Resources
  • ESF #12 – Energy
  • ESF #13 – Public Safety and Protection
  • ESF #14 – Intersectoral Business and Infrastructure
  • ESF #15 – External Affairs

NRF Support Attachments

Supporting Attachments include:

  • Critical Infrastructure and Key Resources (CIKR)
  • Financial management
  • International Coordination
  • Private Sector Coordination
  • public relations
  • Tribal Relations
  • Volunteering and Donations Management
  • Occupational Health and Safety

NRF Incident Attachments

Incident Attachments include:

  • Introduction of the Incident Attachment
  • Biological Incident
  • Catastrophic Incident
  • cyber incident
  • Food and Agriculture Incident
  • mass evacuation incident
  • Nuclear/Radiological Incident
  • Law Enforcement and Investigation of Terrorism Incidents

The Petroleum and Hazardous Materials Annex was replaced by ESF #10

Historical context

The NRF represents the American state of the art in the application of the strategic personnel planning project that has its roots in the model of General Staff of Prussia in 1870, after which the United States Army adopted this form of staff organizational structure and function. This model includes dedicated doctrinal components for an institutional emphasis on leadership training at all organizational levels, combined with ongoing historical analysis to acquire generally understood strategic lessons.

In the specific example of the NRF model for best practice strategic staffing planning under Comprehensive Emergency Management (CEM) after Presidential Directives on Homeland Security 5 and 8the NRF incorporates military field components as indicated by the president or released by defense secretary. In its parallel command structure to ICS/NIMS under national coordination, these military assets support the operations of ICS/NIMS civilian resources in a given incident scenario under management by objectives. Under Homeland Security SecretaryThe NRF Resource Center there is one living system that can be dynamically and transparently reviewed and updated, where the online Resource Center will allow for ongoing revisions as needed to reflect ongoing analysis of real-world events and the acquisition of CEM lessons learned later.

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