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Chapter 13
The Future of Homeland Security
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DHS has assumed a leadership role in the creation and management of a national system to ensure the security of the nation
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3. 2 Lessons from FEMA’s History
It is critical for DHS to take all of the necessary steps to ensure that the nation’s emergency management and disaster assistance capabilities, especially those at the Federal government level, are not marginalized
Terrorism, in all of its forms, must not become the singular risk driving DHS policy
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4. The Future of Emergency Management in Homeland Security
Rebuilding the nation’s EM system, especially Federal role in this system, does not conflict with DHS’s primary mission
Several steps must be taken to rebuild and enhance the nation’s EM system and return the Federal government to a leadership role in this area
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5. Reestablish FEMA as an Executive Branch Agency
“FEMA, having lost its status as an independent agency, is being buried beneath a massive bureaucracy whose main and seemingly only focus is fighting terrorism while an all-hazards mission is getting lost in the shuffle.” - James Lee Witt
Moving FEMA out of DHS and consolidating its traditional mitigation, preparedness, response and recovery programs will ensure that the all-hazards approach will be reinstated and that FEMA and partners will once again focus on dealing with all manner of disaster events including terrorist attacks
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Recreate the FRP
The FRP successfully guided the Federal government’s response to over 350 disasters
FRP was replaced first by the NRP in 2004 and most recently by the NRF in 2008
FRP developed through extensive planning and negotiations among many stakeholders, while the NRP and NRF created quickly with little outside help
NRP confused roles and marginalized FEMA authority
NRF is just a framework, not a plan
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7. Community-Based Homeland Security
Since 9/11, very little has been done to involve the American public in HS activities
Redefining Readiness - a large segment of the public is ready and willing to participate in planning efforts and to be part of a community-based effort to deal with the new homeland security threats
Project Impact – a good model
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Communications
DHS has shown little interest in communicating with the public, and when it has the results have not always been positive
Must be a commitment from DHS leadership and at all levels of government to communicate timely and accurate information to the public
Examples: Witt and Giuliani
Few citizens understand their actual risk of terrorism, and fewer can relate those risks in any comparable fashion to the risks they face in everyday life
Conflict between sharing information and protecting intelligence must also be resolved
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More effort must be invested by Federal departments and agencies to better understand the principle terrorist threats that our nation faces
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10. Partnering with the Business Sector
An effective partnership between government and business must be maintained as part of the nation’s homeland security efforts
Steps have been taken, more remains to align the full strengths of the public and private sectors in HS
National Security Strategy stressed the convergence of economic and national security policies
QHSR noted the relationship – called private sector a stakeholder in the homeland security enterprise
The DHS Private Sector Office
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The FEMA experience (1979 to the present) is a harbinger of what fate DHS may befall as it struggles in the coming decade to establish an integrated and effective national homeland security system
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The Hurricane Katrina experience should serve as a warning to DHS that a coordinated Federal response is critical during a major catastrophic event and that marginalizing the strong national emergency management system built on a partnership of Federal, State and local emergency operations in the 1990s was a terrible mistake
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13. Customer Service Focus
At the core of FEMA’s success in the 1990s
FEMA policies and programs from that period driven by the needs of disaster victims and by the needs of community residents
Since 2002, DHS and its Federal partners have been focused almost exclusively on their own needs
Policies and programs have been designed and implemented that meet the needs of these government departments and agencies and that were not informed by the needs of the public, their supposed customers
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Reestablishing FEMA as the leader of the nation’s EM system, recreating the FRP, supporting community-based homeland security efforts involving the general public, communicating timely and accurate information to the public and establishing a strong and vital partnership with the business sector could ease DHS’ growing pains and pave the way for the establishment of a comprehensive homeland security system in this country
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