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Mitigation Framework Leadership Group (MitFLG)

The Mitigation Framework Leadership Group (MitFLG) provides a coordinating structure for mitigation across the federal government and with partners in mitigation nationally. The MitFLG operates according to the National Mitigation Framework (NMF). Its mission is to strengthen the nation’s disaster resilience by expanding mitigation awareness, coordination, and action. Mitigation is a cornerstone of a culture of preparedness against disasters.

Responsibilities

Composition

Accomplishments

Priorities

National Mitigation Investment Strategy

Brick building with roof destroyed.

In Utah, it is estimated more than 140,000 unreinforced masonry structures including homes, businesses, schools and houses of worship could be significantly impacted by seismic activity. Published by FEMA and the state of Utah, this report provides local communities with a strategy to significantly reduce the earthquake risk posed unreinforced masonry buildings. The interagency National Mitigation Investment Strategy selected this strategy report as a pilot project for a national effort to recognize Utah’s  dedication to finding a solution for this serious seismic risk and possibly replicate this in other areas of the country.

MitFLG Responsibilities

  • Promoting and facilitating the coordination of mitigation efforts across the federal government and with state, local, tribal, and territorial governments (SLTTs) and the private sector.
  • Assessing the effectiveness of mitigation core capabilities as they are deployed nationally.
  • Getting information about mitigation opportunities, programs, and benefits, into the hands of local decision-makers.
  • Coordinating policy recommendations on national-level issues.
  • Overseeing the maintenance and successful implementation of the NMF, the National Mitigation Investment Strategy, and the Mitigation Federal Interagency Operational Plan (FIOP).
  • Coordinating interagency efforts to inform the annual National Preparedness Report.

Composition of the MitFLG

The MitFLG includes representatives from the federal government and state, local, tribal, and territorial (SLTT) governments. It is chaired by FEMA in consultation with Department of Homeland Security leadership. Consistent with Presidential Policy Directive 1: Organization of the National Security Council System, the MitFLG coordinates with the relevant National Security Council Interagency Policy Committees. The current chair, by designation, is the Associate Administrator of the Federal Insurance and Mitigation Administration.

The MitFLG’s SLTT representation is nominated by federal membership on staggered two-year terms to ensure that the MitFLG is informed of state, local, tribal, and territorial issues that affect the national as a whole. Private industry coordination with the MitFLG occurs through coordinating structures, such as the Government and Sector Coordinating Councils (GCCs and SCCs), that have a mitigation-focused mission.

The MitFLG membership includes federal department and agency senior officials who can speak authoritatively on behalf of their respective government organizations.

Federal Membership

Federal membership includes, but is not limited to:

  • Department of Agriculture
  • Department of Commerce
  • Department of Defense
  • Department of Energy
  • Environmental Protection Agency
  • General Services Administration
  • Department of Health and Human Services
  • Department of Homeland Security
  • Department of Housing and Urban Development
  • Department of the Interior
  • Department of Justice
  • Small Business Administration
  • Department of Transportation
  • Department of the Treasury

Non-Federal Representation

  • Catawba County, North Carolina
  • Cow Creek Band of Umpqua Tribe of Indians
  • Daviess County, Kentucky
  • Florida Office of Insurance Regulation
  • North Carolina Department of Agriculture & Consumer Services
  • Puerto Rico Coastal Zone Management Program
  • Tennessee Department of Environment & Conservation
  • Salt Lake County, Utah
  • Virginia Department of Emergency Management
  • Wisconsin Department of Health Services

Key Accomplishments

The following list provides a sample of the endeavors and activities of the MitFLG and its members:

  • Wildland Urban Interface (WUI) Implementing Guidelines (E.O. 13728)
  • Building Code Adoption & Enforcement Strategy (established to address Hurricane Sandy Rebuilding Strategy Recommendation #25)
  • Community Resilience Indicators and National-Level Measures: A Draft Interagency Concept
  • Federal Flood Risk Management Standard (E.O. 13690)
  • Federal Seismic Risk Management Standard (E.O. 13717)
  • National Preparedness Goal – 2015 Refresh
  • National Planning Frameworks – 2015 Refresh
  • Federal Interagency Operational Plans – 2015 Refresh
  • National Preparedness Reports – Annual Input Process
  • National Mitigation Investment Strategy (GAO 15-515)

MitFLG Priorities

National Mitigation Investment Strategy (Investment Strategy)

After Hurricane Sandy, the Government Accountability Office (GAO) identified a need for a coordinated, federal government-wide investment strategy for resilience and mitigation that reduces the nation’s exposure to future losses from disasters.

The National Mitigation Investment Strategy (“Investment Strategy”) was released in August 2019. This document is a single national strategy for advancing mitigation investment to reduce risks posed by natural hazard (for example, floods, hurricanes, tornados, wildfires, earthquakes) and increasing the nation’s resilience to natural hazards.

The Investment Strategy establishes a vision to save lives and money nationwide by investing in mitigation resources and activities such as:

  • Building to disaster-resistant codes or standards (for example, infrastructure that can withstand severe storms),
  • Collecting and sharing data that identifies disaster risk (for example, flood maps),
  • Aligning funding requirements and incentives to make mitigation doable (for example, mitigation grants and loans can be combined to fund projects; and hazard insurance, such as earthquake and flood, rewards policy holders for reducing their risk),
  • Identifying weaknesses that increase disaster risk (for example, vulnerability and capability assessments), and
  • Sharing expertise and advice on how to mitigate (for example, personnel, planning knowledge, and leading practices)

MitFLG and the National Mitigation Investment Strategy

The MitFLG is responsible for guiding implementation of this strategy, which will involve the whole community. In order to support implementation, the MitFLG has created an Investment Strategy Implementation Team.

The Implementation Team serves as a catalyst to identify and promote investments in mitigation that are effective in achieving the Investment Strategy goals based on criteria established by the Implementation Team Leads. The Implementation Team uses the Investment Strategy as a guiding document, focusing its efforts on achieving the three goals and their supporting recommendations.

More than 60 individuals from 14 agencies, as well as all MitFLG SLTT members, serve on the Implementation Team. The Implementation Team is made up of four internal Working Groups that collaborate on cross-cutting opportunities, while focusing on specific aspects of Investment Strategy implementation:

  • Share Working Group
  • Measure Working Group
  • Integrate Working Group
  • Demonstrate Working Group

The Implementation Team is tasked with identifying key priorities each year that support the implementation of the Investment Strategy. The MitFLG reviews and approves these priorities, supports Implementation Team activities, and determines progress toward achieving success.

Mitigation Core Capabilities

Core capabilities are the distinct elements needed to achieve the National Preparedness Goal. The Mitigation Framework describes each of its seven core capabilities and lists critical tasks for each one. The capabilities, followed by a critical task example, are listed below.

  • Threats and Hazard Identification. Build cooperation between private and public sectors by protecting internal interests but sharing threats and hazard identification resources and benefits.
  • Risk and Disaster Resilience Assessment. Perform credible risk assessments using scientifically valid and widely used risk assessment techniques.
  • Planning. Incorporate the findings from assessment of risk and disaster resilience into the planning process.
  • Community Resilience. Recognize the interdependent nature of the economy, health and social services, housing infrastructure and natural and cultural resources within a community.
  • Public Information and Warning. Target messages to reach organizations representing children, individuals with disabilities or access and functional needs, diverse communities and people with limited English proficiency.
  • Long-Term Vulnerability Reduction. Adopt and enforce a suitable building code to ensure resilient construction.
  • Operational Coordination. Capitalize on opportunities for mitigation actions following disasters and incidents.