The National Response Framework (NRF) and National Response Plan (NRP) were Federal Acts created to provide nation responses towards different types of emergencies. Despite that NRP was replaced by NRF due to issues such as being complicated and bureaucratic, the two were created to offer a platform for describing specific authorities and practices for managing incidents. The creation of the National Response Framework (NRF) and National Response Plan (NRP) contributed to immense improvement to emergency response.
The basic premise of NRP was the prevention of potential threats, response to the disaster, crisis preparedness, and help in the recovery. NRP was mandated to prevent activities that may lead to the threatening of national security and engage in the intervention that could lessen an incident's impacts ( Waugh Jr. & Streib, 2006) . The prevention activities that the entity utilized include improved surveillance and security operations and apprehending potential perpetrators to national security. NRP also worked towards enhancing disaster preparedness. The unit engaged in continuous processes involving efforts to determine vulnerabilities, threats, and resources required to deal with an impending national emergency ( Chang, 2017) . NRP also offered responses related to disaster management. It provided processes and policies for coordination of federal response support dealing with direct and short-term effects of an incident. The recovery principle of NRP involved actions needed to help communities and individuals return to normality. NRP utilized recovery actions such preserve life, environment, property, and reconstitution of government operation.
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The National Response Framework provided guiding principles that enabled all response partners to provide a unified reaction to emergencies. The fundamental principles of NRF include engaged partnership, tiered response, unity of efforts, and readiness to act ( Chang, 2017) . The engaged partnership principle entailed alignment of response capabilities and goals from leaders on different disaster management levels. The tiered response is a framework stipulating that incidents should be managed at low jurisdiction levels, at the local level. Waugh Jr. & Streib (2006) argue that t he unity of effort principle fosters collaboration from participating organizations to harness support for disaster management's common objective. Readiness to act is based on the need for collective duty to respond to an emergency.
The succession of NRP by NRF took place in 2001 as a response to the terrorist attack that prompted President Bush to consolidate federal emergency plans. NRP was overly bureaucratic and complicated because it used technical language, making it hard for employees and partners to properly understand their roles ( Waugh Jr. & Streib, 2006) . However, those who formulated the principles, roles, and responsibilities in NRF used simple language to make it more transparent. NRF also improved NRP by providing step-by-step processes required to respond to an incident using the simplified operational plan. NRP was also long, making it hard for the users to comprehend all the duties and responsibilities they had to perform ( Chang, 2017) . The document contained over 400 pages of complex issues related to responding to emergencies, unlike NRF, which is only 80 pages ( Waugh Jr. & Streib, 2006) .
NRP and NRF provided guidelines used to deal with emergencies. NRP was the emergency response unit before 2001 when NRF succeeded it. NRP engaged in crisis management activities based on the premise of potential threat prevention, crisis preparedness, help in the recovery, and response to the disaster. NRF is involved in managing the crisis by fostering readiness to act, engaged partnership, and unity of efforts tiered response. NRF replaced NRP due to its complicated nature.
References
Chang, H. H. (2017). A literature review and analysis of the incident command system. International journal of emergency management , 13 (1), 50-67. https://doi.org/10.1504/IJEM.2017.081193
Waugh Jr, W. L., & Streib, G. (2006). Collaboration and leadership for effective emergency management. Public administration review , 66 , 131-140. https://doi.org/10.1111/j.1540-6210.2006.00673.x
