Thursday, October 19, 2017

DHS OIG Hotline

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Office of Inspector General


Report Corruption, Fraud, Waste, Abuse, Mismanagement or Misconduct

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What is the DHS OIG Hotline?

The Office of Inspector General (OIG) Hotline is a resource for Federal employees and the public to report allegations of employee corruption, civil rights and civil liberties abuses, program fraud and financial crimes, and miscellaneous criminal and non-criminal activity associated with waste, abuse or fraud affecting the programs and operations of the U.S. Department of Homeland Security (DHS).

What should I report?

  • Employee Corruption involving bribery, embezzlement, espionage and smuggling;
  • DHS Program Fraud / Financial Crimes involving blackmail, contract fraud, grant fraud, immigration fraud and program theft;
  • Civil rights or civil liberties abuses involving custodial deaths, denial of rights, profiling and use of force concerns;
Criminal and non-criminal misconduct within DHS involving abuse and violence, child pornography, unauthorized use of DHS Information Technology systems, suspicious activity, ethics violations, and prohibited personnel practices such as Whistleblower retaliation.

Why should I contact the OIG?

All Americans have a stake in the success and effectiveness of DHS and DHS employees are required to report alleged wrongdoing. OIG also protects reporting DHS employees from becoming victims of retaliation. For more information, please refer to our Whistleblower Resources.

What should my report include?

Give as much information as possible (i.e., names of alleged offenders, victims, witnesses, etc., and leads on any applicable data, documentation or other evidence).

How can I report an allegation?

OnlineAllegation Form (Recommended)
Call: 1-800-323-8603 toll free
TTY: 1-844-889-4357 toll free
Fax: 202-254-4297
U.S. Mail:
DHS Office of Inspector General/MAIL STOP 0305
Attn: Office of Investigations - Hotline
245 Murray Lane SW
Washington, DC 20528-0305

Membership in BEMA International - Perks. Free Education & Training. Humanitarian ID

Membership has its perks.

As part of your membership in BEMA International you have access to a vast amount of educational material for your career development, higher education requirements, and to address emergency management needs for your community from project management, planning, preparedness, response, recovery, and community engagement.

The following are just a few of the sites of interest to individuals, and organizations interested in international education and training in the areas of disaster\crisis\emergency management, and humanitarian leadership\management and assistance.  BEMA International is a member of the United Nations Global Compact (UNGC), and many other international organizations that your membership extends to.

Also, please sign-in to the Humanitarian ID ( ) website and join the BEMA International responder list.  “We’re waiting for you.”

Don't forget your BEMA International T-Shirt and other apparel.


Charles D. Sharp

Chief Executive Officer
Black Emergency Managers Association

Education, Training
1.      DisasterReady’s online learning library of more than 600 training resources is constantly expanding and covers core topics such as Humanitarianism, Program/Operations, Protection, Staff Welfare, Management and Leadership, Staff Safety & Security, and Soft Skills. is available as an open online learning portal for individuals to register on their own or for organizations looking to provide online training to employees and volunteers .

2.      Kaya.  Humanitarian Leadership Academy.
Kaya is the Academy's online learning platform. Here you will find online elearning and in-person workshops that will help you learn what you need to take you where you want to go, whether you are a professional humanitarian looking for career development, or a community member supporting the response a crisis in your own country.

DATA Collection and Sharing.
3.      Humanitarian Data Exchange. 
The Humanitarian Data Exchange (HDX) is an open platform for sharing data, launched in July 2014. The goal of HDX is to make humanitarian data easy to find and use for analysis. Our growing collection of datasets has been accessed by users in over 200 countries and territories. Watch this videoto learn more.
A team within the United Nations Office for the Coordination of Humanitarian Affairs (OCHA) manages HDX. OCHA is part of the United Nations Secretariat, responsible for bringing together humanitarian actors to ensure a coherent response to emergencies. The HDX team includes OCHA staff and a number of consultants. We are based in North America, Europe and Africa.

     Ongoing Course.   

Monitoring and Evaluation
Logframes are the foundation of a solid monitoring and evaluation plan. In this course from the International Rescue Committee (IRC), you will learn what logframes are, why they are a key element of strong program design, and how to develop effective logframes.

This course has been generously donated by IRC as part of the eLearning series from the Monitoring and Evaluation Technical Assistance Project.

From Diamonds to Despair: Crafting a New Fate for Developing Nations and Emerging Markets in the Advent and Aftermath of Hazard Events


Below is an excerpt from upcoming publication collaborative article from BEMA International.
Article will focus on regional approaches to disaster\crisis\emergency management development within the U.S., Caribbean, and Africa. 

CDS.  CEO BEMA International

From Diamonds to Despair: Crafting a New Fate for Developing Nations and Emerging Markets in the Advent and Aftermath of Hazard Events

Richard Hazel.
Charles D. Sharp, CEO Black Emergency Managers Association International
October 2017.


Political Landscape in Risk Decisions

Repetitive and increasing losses and costs of disasters cannot be wholly blamed on variability in cyclic climatic conditions, forces of nature, nor the divine wrath of any deity’s fury.  The destruction and despair facing these nations are direct consequences of risk decisions, non-decisions and deferrals made during times of plenty, by key institutions, leaders and stakeholders contemplating the question of how much time and effort should be expended towards mitigating pre-existing conditions and developing resilient communities in preparation for the coming times of need. The forces of nature have scant regard for electoral boundaries and voting blocks, but the usual suspects that adorn the political landscape often lack the intestinal fortitude to articulate, lead and craft a better fate or new normal for their populace. Comforting lies are easier pathways to landslide re-elections than hard - but truthful - conversations with their electorate.

The inconvenient truth for many small nations is that one or more years of little to no direct impact from hazard events, breeds contempt amongst elected officials for a continued budget investment in readiness, and response initiatives.

For too long there has been insufficient investment in tangible pre-disaster activities or initiatives to match continued post disaster cap in hand approaches.  Such hollow affirmations to potential donors betray a chronic pre-disaster posture demonstrating greater willingness to comingle or divert potential homeland security and emergency management funding towards more ‘significant and pressing’ fiscal concerns.  The ability of G20 countries to continually provide unprecedented levels of post disaster response assets and financial recovery assistance to developing nations will be severely tested.  Larger countries are themselves battling a multiplicity of natural and human adversaries unlike anything our hemisphere has seen in recent times.

It has been 12 years since Katrina, 7 years since Tomas and 5 years since Sandy.  If there was any lesson to be learned from these focusing events, one should have been abundantly clear to a region unable to reasonably absorb its own risks and that is far too often characterized for its seemingly complacent, easy-going approach: No more waiting for and blaming Superman – resilience is symbiotic and a shared responsibility.  In keeping with a whole community approach, individuals must be willing to accept the challenge of playing an active role in their own readiness and recovery planning.  Similarly, external agencies and elected governments must commit to crafting, implementing or revising policies in a way that better address and support improvements to the current state of readiness, response and recovery gaps.

IMF Resiliency Dividend

Institutions such as the International Monetary Fund which has a long and often negatively storied relationship with developing countries, also has a role it can play. When it comes to assessing developing county risks, the protracted ripple effect that exogenous events such as climatic forces have on the economies of developing nations, may warrant a re-examination of not just the amount of weight assigned to climatic shock variables; but also the weighting assigned to – and need for – the introduction of a counterbalancing resilience variable. Such an added variable could capture into the rating or scoring assessment any pre-disaster investments in focused risk reduction initiatives within education, industry and critical infrastructure arenas, and a factoring of the data analysis and reporting of defined, measurable outputs and outcomes of such project and programmatic activities.

There is need for targeted investment in disaster education initiatives and critical infrastructure. These areas can improve risk decision making and post-disaster recovery time objectives across market sectors, thereby driving investor confidence in the capacity and capability mechanisms within a nation to rapidly respond to such adversities. The economic variable is but one of six critical interrelated, macro-environment factors that spur productivity, business investment, stabilization and overall growth.

Countries with continued low to negative post disaster declines in operational recovery, falling investor and public confidence and exponential increases in repetitive losses over a specified period of time - despite multi-year donor investment initiatives designed to reduce such impacts - could potentially see an added increase in their resilience risk rating while those with demonstrable improvements in vulnerability areas, recovery time objectives and confidence levels could see a reduction in overall risk rating. Notwithstanding the persistent need for the IMF to advocate right-sizing of government, emancipation of industry sectors from their “death by a thousand regulations”, and significant cuts in tax burdens placed on the average individual; encouraging the preservation and advancement in pre-disaster mitigation focus areas should be part and parcel of the discussion when designing or proposing austerity measures and structural adjustment policies.

The Black Emergency Managers Association International support(s) the Sustainable Development Goals

The Black Emergency Managers Association International support(s) the Sustainable Development Goals

Team Rubicon’s Clay Hunt Fellows Program (CHFP). February 2020

True or false? Military service fully prepares us to take on the civilian careers we desire after our time in uniform. If you said ‘...

..Haiti. We will not forget.


Mission is to increase the diversity of corporate America by increasing the diversity of business school faculty. We attract African-Americans, Hispanic-Americans and Native Americans to business Ph.D. programs, and provide a network of peer support on their journey to becoming professors.