National Response Framework: Community Lifelines and Incident Management | Study Guides, Projects, Research Public Health

Overview'of'the'National'Response'Framework'

Summary!of!the!National!Response!Framework!

The$National$Response$Framework$(NRF)$sets$the$strategy$and$doctrine$for$how$the$

whole$community$builds,$sustains,$and$delivers$ the$response$core$capabilities$identified$ in$

the$National$Preparedness$Goal$in$ an$integrated$ manner$with$ the$other$ mission$(p.$ 1).$The$

NRF$ is$ a$ framework$ for$ all$ types$ of$ threats$ and$ hazards,$ ranging$ from$ accidents,$

technological$ hazards,$ natural$ disasters,$ and$ human-caused$incidents$ (p.$ 3).$ The$ NRF$ is$

based$on$the$concept$of$tiered$response$with$an$understanding$that$most$incidents$start$at$

the$local$or$tribal$level,$and$as$needs$exceed$resources$and$capabilities,$additional$local,$state,$

tribal,$ territorial,$ insular$ area,$ or$ federal$ assets$ may$ be$ required$ (p.$ 48).$ Focusing$ on$

community$ lifelines$ allows$ emergency$ managers$ and$ their$ partners$ to$ account$ for$ these$

complex$ interdependencies$ and$ prioritize$ response$ operations$ to$ achieve$ high-impact,$

multi-sector$benefits$(p.$2).$First,$community$lifelines$are$interdependent$and$vulnerable$to$

cascading$failures$ (p.$ ii).$ Second,$ community$ lifeline$ stabilization$ relies$ on$businesses$and$

infrastructure$owners$and$operators$who$have$the$expertise$and$primary$responsibility$for$

managing$their$systems$in$emergencies$(p.$ii).$$

Community!Lifelines$

Figure!1.$Community$Lifelines$for$Incident$Stabilization$

Stabilizing$community$lifelines$is$the$primary$effort$during$response$to$lessen$threats$

and$ hazards$ to$ public$ health$ and$ safety,$ the$ economy,$ and$ security$ (p.$ 8).$ A$ community$

lifeline$enables$the$continuous$operation$of$critical$government$and$business$functions$and$

is$essential$to$human$health$and$safety$or$economic$security$(p.$8).$The$lifelines$are$designed$

to$enable$emergency$managers,$infrastructure$owners$and$operators,$and$other$partners$to$

analyze$ the$ root$ cause$ of$ an$ incident$ impact$ and$ then$ prioritize$ and$ deploy$ resources$ to$

effectively$ stabilize$ the$ lifeline$(p.$ 8).$ Similar$ to$ the$ ESFs,$ other$ whole$ community$

organizations$can$work$together$to$stabilize$lifelines$and$meet$disaster$needs$(p.$8).$

Core$capabilities$are$used$ to$organize,$analyze,$ and$build$the$functions$and$ services$

needed$ in$ response.$ The$ core$ capabilities$ developed$ during$ the$ preparedness$ cycle$ are$

applied$throughout$response$to$stabilize$community$lifelines$and$enable$recovery$(p.$13).$By$

engaging$ the$ whole$ community$ to$ build$ and$ deliver$ the$ response$ core$ capabilities,$ the$

Nation$ is$ better$ prepared$ to$ respond$ to$ a$ threat$ or$ hazard;$ to$ assist$ in$ restoring$ basic$

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Overview of the National Response Framework

Summary of the National Response Framework The National Response Framework (NRF) sets the strategy and doctrine for how the whole community builds, sustains, and delivers the response core capabilities identified in the National Preparedness Goal in an integrated manner with the other mission (p. 1). The NRF is a framework for all types of threats and hazards, ranging from accidents, technological hazards, natural disasters, and human-caused incidents (p. 3). The NRF is based on the concept of tiered response with an understanding that most incidents start at the local or tribal level, and as needs exceed resources and capabilities, additional local, state, tribal, territorial, insular area, or federal assets may be required (p. 48). Focusing on community lifelines allows emergency managers and their partners to account for these complex interdependencies and prioritize response operations to achieve high-impact, multi-sector benefits (p. 2). First, community lifelines are interdependent and vulnerable to cascading failures (p. ii). Second, community lifeline stabilization relies on businesses and infrastructure owners and operators who have the expertise and primary responsibility for managing their systems in emergencies (p. ii). Community Lifelines Figure 1. Community Lifelines for Incident Stabilization Stabilizing community lifelines is the primary effort during response to lessen threats and hazards to public health and safety, the economy, and security (p. 8). A community lifeline enables the continuous operation of critical government and business functions and is essential to human health and safety or economic security (p. 8). The lifelines are designed to enable emergency managers, infrastructure owners and operators, and other partners to analyze the root cause of an incident impact and then prioritize and deploy resources to effectively stabilize the lifeline (p. 8). Similar to the ESFs, other whole community organizations can work together to stabilize lifelines and meet disaster needs (p. 8). Core capabilities are used to organize, analyze, and build the functions and services needed in response. The core capabilities developed during the preparedness cycle are applied throughout response to stabilize community lifelines and enable recovery (p. 13). By engaging the whole community to build and deliver the response core capabilities, the Nation is better prepared to respond to a threat or hazard; to assist in restoring basic

services, community functionality, and economic activity; and to facilitate the integration of recovery activities (p. 13). Table I. Community Lifeline Descriptions

for longer-term infrastructure restoration and economic and community recovery (p.11). Community lifelines can be used by all levels of government, the private sector, and other partners to facilitate operational coordination and drive outcome-based response (p. 10). National Incident Management System The purpose of NIMS is to provide a common approach to managing incidents (p. 11). NIMS concepts provide for standardized but flexible incident management and support practices that emphasize common principles, a consistent approach for operational structures and supporting mechanisms, and an integrated approach to resource management (p. 11). All of the components of NIMS—resource management, command and coordination, and communications and information management—support response (p. 11). Communities apply NIMS principles to integrate response plans and resources across jurisdictions, departments, the private sector, and NGOs (p. 12). Figure 2. Overview of the National Incident Management System Prevention. Response organizations coordinate with those responsible for preventing imminent acts of terrorism or an attack (e.g., a significant cyber incident causing cascading and/or physical impacts) to understand both potential and specific threats and to prepare accordingly by creating plans for general threats and crisis action plans for credible threats (p. 13).

When an incident may have been caused by an intentional act, response organizations coordinate closely with law enforcement agencies to attribute the cause and prevent additional follow-on instances (p. 14).
Response agencies coordinate with law enforcement agencies to enable themselves to prepare, train, stage, and plan for the delivery of consequence management capabilities (p. 14).

Response agencies must coordinate with the owners of properties impacted by a particular incident who have the first responsibility for prevention, protection, and response (p. 14). Protection. Protection of critical infrastructure systems and implementation of plans for the rapid restoration of commercial activities and critical infrastructure operations are crucial aspects of the protection mission area (p. 14). Many of the 16 critical infrastructure sectors within the protection mission area are also represented in the response mission area. The existing infrastructure plans and coordination mechanisms (e.g., sector-specific agencies and councils) provide strong foundations for strengthening incident response plans and capabilities (p. 14). As part of the National Infrastructure Protection Plan, public and private sector partners in each of the 16 critical infrastructure sectors and agencies at all levels of government have developed and maintain sector-specific plans that focus on the unique operating conditions and risk landscape within that sector (p. 14).
Response agencies should utilize the sector coordination constructs (e.g., sector- specific agencies or sector coordinating councils) to elicit advice and recommendations regarding systemic vulnerabilities, cross-sector interdependencies, and sector-level challenges that could hinder restoration (p. 14).
Impacts to infrastructure may result in the need for consequence management (e.g., cyberattacks) (p. 14). Mitigation. Effective mitigation efforts directly limit the impact of an emergency, disaster, or attack on community lifelines and systems, thereby reducing the required scale of response capabilities needed for an incident (p. 14). The National Mitigation Investment Strategy recommends actions for all national stakeholders involved in disaster resilience to reduce risks to and impacts on lifelines, buildings, infrastructure, ecosystems, and cultural, historic, and natural resources (p. 14). Planning, response, and regulatory organizations coordinate to reduce risks to critical infrastructure by evaluating potential threats, encouraging resiliency in infrastructure, and planning for redundancy in services (p. 14). These organizations often have information and the data about hazards and risks that can be shared with response personnel to improve response planning and execution (p. 14).
Response operations should leverage those organizations with relevant risk management equities to ascertain threats and hazards, understand vulnerabilities, and predict lifeline and survivor impacts or needs to enable more expedient response operations (p. 14).
Opportunities to lessen the risks of future hazards are an important element to building national resilience (p. 14). Recovery. As response activities are underway, recovery operations must begin (p. 14). Applying the community lifelines construct enables response officials to more effectively

Operational Coordination Successful incident management often depends on the cooperation of multiple jurisdictions, levels of government, functional agencies, NGOs and emergency responder disciplines, and the private sector, which requires effective coordination across a broad spectrum of activities and organizations (p. 15). Accordingly, the optimal disaster response follows the model of being locally executed; state, tribal, territorial, or insular area managed; and federally supported with private sector and NGO engagement throughout (p. 15). Operational coordination occurs across all of these levels and consists of actions and activities that enable decision makers to determine appropriate courses of action and provide oversight for all types of incidents, including complex homeland security operations, to achieve unity of effort and effective outcomes (p. 15). Locally Executed Response Figure 3. Example of an ICS organization with a Single Incident Commander Unified Coordination Unified coordination is the term used to describe the primary state/tribal/territorial/insular area/federal incident management activities conducted at the incident level (p. 19). The Unified Coordination Group (UCG) is composed of senior leaders representing state, tribal, territorial, insular area and federal interests and, in certain circumstances, local 20 jurisdictions, the private sector, and NGOs (p. 19 - 20).

Figure 4. Unified Coordination

Federal planning is integrated to align, link, and synchronize response actions to enable federal departments and agencies and other national-level partners to provide the right resources at the right time to support local, state, tribal, territorial, and insular area government response operations (p. 48). Integrated planning provides answers for which traditional and nontraditional partners can deliver capabilities that stabilize community lifelines and ultimately support the recovery of the community (p. 48 ). Figure 5 provides an overview of how federal deliberate planning efforts are aligned under the National Preparedness System and are mutually supportive in their development, coordination, and use. Figure 6. Alignment of Planning efforts with PPD 8 – National Preparedness

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Overview of the National Response Framework