Abstract
This article evaluates the Federal Response Plan (FRP), the National Response Plan (NRP), and the National Response Framework (NRF) from the perspectives of interorganizational networks and complex adaptive systems. The article uses the theoretical approach of complexity theory and dynamic network analysis to assess the relationships among organizations using the NRP/NRF as the structure that shapes their functional and organizational relationships. It also examines the applicability of concepts from complexity science for emergency and crisis management, to the evolution of NRP/NRF from the earlier FRP. The article uses the network analysis method in evaluating changes from FRP to NRF. The network analysis results demonstrate increases in complexity in the disaster and crises response and recovery plans over time.
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