FEMA: Contributing Ideas in support of the Risk MAP Production and Technical Services (PTS)

Contributing Ideas in support of the Risk MAP Production and Technical Services (PTS) Follow-On Acquisition

Background

  

FEMA’s Federal Insurance & Mitigation Administration (FIMA) manages the National Flood Insurance Program (NFIP), the cornerstone of the nation’s strategy for preparing communities for flood disaster.  (Learn more about flood insurance at http://www.floodsmart.gov.)  NFIP was created to reduce flood damage by identifying risks, encouraging sound floodplain management, and providing a mechanism for the public to insure their investments.  FEMA and its governmental partners provide flood hazard data and maps to support flood insurance and floodplain management activities. 

To leverage the successes of previous programs and further enhance the usability and value of flood hazard mapping, FEMA developed the Risk Mapping, Assessment and Planning (Risk MAP) program.  Risk MAP combines flood hazard mapping, risk assessment tools and Hazard Mitigation Planning into one program.  This integrated program encourages beneficial partnerships and innovative uses of flood hazard and risk assessment data in order to minimize flood loss and build more resilient communities.

While the focus of Risk MAP is on flood hazard identification, risk assessment, and mitigation, working with communities to help them increase their resilience from all natural hazards is also a goal of the program.  Reducing risk to people and property from natural hazards and reducing a community’s long-term vulnerability may present additional opportunities that the community can leverage to create a safer tomorrow.

FEMA is conducting Market Research in preparation of procuring the next Production & Technical Services (PTS) contracts and is investigating new Community Engagement and Risk Communication (CERC) options.   Specifically, FEMA is interested in ideas to improve the day-to-day design, execution and management of CERC campaigns, products and services to encourage our nation’s communities to increase awareness and take action to reduce the risk of loss of life and property from floods and natural other hazards.  In addition, FEMA is looking at ways to leverage technology to increase efficiency, cost effectiveness and usability in its products and services. 

FEMA would like to invite individuals and/or organizations to contribute to FEMA’s Market Research for the Risk MAP Production and Technical Services (PTS) Follow-On Acquisition. These instructions briefly discuss how to access the FEMA IdeaScale site located at http://fema.ideascale.com/, create an account, and participate in the Risk MAP PTS discussion. 

We’re innovating new technology & techniques to educate ourselves about what ideas, best practices and proven techniques may be available to support the Risk MAP PTS Follow-On Acquisition. To start contributing ideas in support of market research for the Risk MAP Production and Technical Services (PTS) follow-on acquisition, simply go to http://fema.ideascale.com/.

To vote to Agree or Disagree and/or contribute to the conversations, just search for the “Risk MAP PTS” campaign under the list of campaigns along the left side of the webpage. Click on the Risk MAP PTS campaign to be directed to that page. Additionally, if you can’t find the Risk MAP PTS campaign on the left-hand side column, simply search for “Risk MAP” or “PTS” and the campaign should come up. We recommend posting your contributions anonymously so as not to sway the conversation or inhibit contributions from non-FEMA contributors. See more detailed instructions on how to register and participate in the site below.

Finally, we would appreciate it if you would share this site and these instructions with individuals or organizations whose inputs you think would benefit our Market Research. Since communication with industry is encouraged to conduct market research in advance of a solicitation per FAR Park 10 Market Research “Participating in interactive, on-line communication among industry, acquisition personnel, and customers”, feel free to distribute this invitation to entities outside the government. Our contracting officer is fully aware of, and supports this approach to conducting market research. Please note that the layout of the IdeaScale site may be different if you are accessing it using a mobile device.

Thanks for your participation!

FEMA Risk MAP Program 

IdeaScale Log-in Instructions In the upper right corner of the page there are options to Register or Log in. If you are a new user to FEMA’s IdeaScale website, you must register. For returning users, your existing login will allow you to access the site. To register on the FEMA Ideascale site, just provide an email address to access to the site. Once you have entered this information, you will receive an email from FEMA to verify your account. Open the email and follow the link that says “Yes, this is my email!” We recommend you begin your efforts with viewing the brief IdeaScale familiarization video on the IdeaScale homepage: http://ideascale.com/. Please remember to choose the “anonymous” option when providing your feedback.

Muslim Charity Provides Disaster Relief to Hurricane Sandy Victims

http://www.wrmea.org/wrmea-archives/542-washington-report-archives-2011-2015/march-2013/11713-muslim-american-activism-muslim-charity-provides-disaster-relief-to-hurricane-sandy-victims.html

: Home Archives Washington Report Archives (2011-2015) 2013 March Muslim-American Activism: Muslim Charity Provides Disaster Relief to Hurricane Sandy Victims

March 2013,  Muslim-American Activism

Muslim Charity Provides Disaster Relief to Hurricane Sandy Victims

Volunteers cut up fallen trees after Hurricane Sandy. (Photo Courtesy ICNA Relief)

The Islamic Circle of North America's charitable arm, ICNA Relief USA, has provided disaster response services in 21 disasters in 15 states over the last decade, including most recently during Hurricane Sandy. Charity is a central component of the Muslim faith, so when Sandy struck, 500 volunteers rushed to provide food, shelter and medical care for dozens of communities throughout New York and New Jersey.

ICNA Relief established food and basic supply distribution centers throughout the stricken states, including Somerset/Piscataway and Atlantic City in New Jersey and, in New York, Long Beach, Valley Stream and Far Rockaway on Long Island, Staten Island, and Brooklyn's Brighton Beach neighborhood. ICNA Relief volunteers gutted damaged homes, cut up fallen trees and handed out everything from diapers and heaters to hot meals and canned goods. They also set up free medical clinics in New York and New Jersey where survivors were able to receive free health check-ups and free over-the-counter medications.

Leaders from FEMA, officials from the White House's faith-based initiative, and elected officials including Mayor Langford of Atlantic City and Mayor Hameeduddin of Teaneck, NJ have applauded ICNA Relief's response to disasters and extraordinary work on the ground during times of crisis, including during Superstorm Sandy.

In addition to disaster services, ICNA Relief's 40 national chapters provide a number of charity services which are offered across the country to people of all faiths. These programs include women's shelters in seven states, food pantries in 10 states, hunger prevention programs, free family counseling services, disaster recovery and case management, and a national school supply drive that last year provided more than 20,000 backpacks filled with school supplies to needy children.

—Muna Howard

Haiti: More than half of US earthquake aid to Haiti went to US firms

Study finds Haiti aid largely went to US groups

More than half of US earthquake aid to Haiti went to US firms, organizations, study finds

By Trenton Daniel, Associated Press | Associated Press – 12 hrs ago

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  Associated Press -
  In this March 15, 2013 photo, Haiti's national flag flies outside parliament which was renovated by Chemonics International Inc., a for-profit international development company based …more 

PORT-AU-PRINCE, Haiti (AP) -- A new report on American aid to Haiti in the wake of that country's devastating earthquake finds much of the money went to U.S.-based companies and organizations.

The Center for Economic and Policy Research analyzed the $1.15 billion pledged after the January 2010 quake and found that the "vast majority" of the money it could follow went straight to U.S. companies or organizations, more than half in the Washington area alone.

Just 1 percent went directly to Haitian companies.

The report's authors said that a lack of transparency makes it hard to track all the money.

"It is possible to track who the primary recipients of USAID funds are, yet on what are these NGOs and contractors spending the money?" authors Jake Johnston and Alexander Main wrote. "What percent goes to overhead, to staff, vehicles, housing, etc.? What percent has actually been spent on the ground in Haiti?"

USAID did not respond to requests to comment on the report Friday.

The group has been a critic of U.S. foreign policy in the past, accusing the U.S. of a top-down approach to aid that does little to alleviate poverty in impoverished Haiti.

The report also finds that the biggest recipient of U.S. aid after the earthquake was Chemonics International Inc., a for-profit international development company based in Washington, D.C., that has more than 4,800 employees.

Aside from the World Bank and United Nations, Chemonics is the single largest recipient of USAID funds worldwide, having received more than $680 million in fiscal year 2012 alone. In Haiti, Chemonics has received more than the next three largest recipients since 2010, a total of $196 million, or 17 percent of the total amount.

In Haiti, Chemonics' mandate has involved setting up a temporary structure for Parliament, renovation of public plazas and repair of the country's main courthouse, as well as organizing televised debates for the 2011 presidential election.

Typically, major players such as Chemonics subcontract project work to smaller firms, some of them of them local.

USAID has awarded $27.8 million of the $1.15 billion to Haitian and Haitian-American firms since the quake, according to the agency's website.

The obstacles blocking Haitian businesses from the contracts are many. They're often not competitive because they may not be able to get the financing they need from local banks.

Smaller firms also lack the resources to prepare costly, time-consuming applications, nor do they have the big companies' track records in other parts of the world or the kinds of connections that help open the right doors.

The report said subcontract information should be made available and called for increasing direct contracts for Haitian entities.

http://news.yahoo.com/study-finds-haiti-aid-largely-202233442.html

BEMA. Poll on Creation of NY City Emergency Management High School Curriculum

Check your LinkedIn or Facebook page to provide your response.

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  How do you feel about the NY City decision to create a high school...

  polls.linkedin.com
  

  Vote on this LinkedIn Poll to see the results divided by age, seniority, and gender. Use Polls to leverage the collective wisdom of millions of business professionals on LinkedIn.

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Reentry Program: New Report Highlights Lessons Learned by Law Enforcement Agencies

New Report Highlights Lessons Learned by Law Enforcement Agencies in Establishing a Successful Prisoner Reentry Program The Council of State Governments Justice Center (CSG Justice Center) released a new report today, Lessons Learned: Planning and Assessing a Law Enforcement Reentry Strategy. Created with support from the U.S. Department of Justice’s Office of Community Oriented Policing Services (COPS), the report highlights how four law enforcement agencies engaged in local-level reentry partnerships in order to reduce crime and increase public safety in their jurisdictions. These four “learning sites” featured in the report applied strategies outlined in the Planning and Assessing a Law Enforcement Reentry Strategy toolkit released by the CSG Justice Center and the COPS office in 2008, which focuses on ten key elements of creating a local reentry initiative. In addition to today’s release of the Lessons Learned publication, an interactive assessment tool will be launched that is a companion to the original Planning and Assessing a Law Enforcement Reentry Strategy toolkit. This online tool allows local sites to assess and plan improvements to their current reentry practices. Housed on the CSG Justice Center website, this tool will be accessible to law enforcement, corrections staff, community corrections professionals, and faith- and community-based services providers who are interested in assessing their current reentry projects and building on law enforcement and community partnerships focused on reentry strategies. “Law enforcement professionals are uniquely positioned to engage their community policing networks of service providers who can help address the needs of those individuals returning from prison or jail,” said COPS Office Acting Director Joshua Ederheimer. “We are pleased by the commitment of these law enforcement executives in the four jurisdictions represented in this report, as they have served as solid examples for the field how local law enforcement can be important partners in the community reentry strategies focused on reducing recidivism, and improving public safety.” In an effort to expand the knowledge base for law enforcement agencies interested in starting or enhancing a reentry effort, the CSG Justice Center selected four agencies to serve as “learning sites” that would implement recommendations and proposed strategies outlined in the law enforcement reentry toolkit. The four agencies that were selected and whose progress is featured in this report include: The Las Vegas (Nevada) Metropolitan Police Department, The Metropolitan (Washington, D.C.) Police Department, The Muskegon County (Michigan) Sheriff’s Department, and The White Plains (New York) Police Department. During the project, these agencies and their partners received on-site and off-site assistance in implementing selected core strategies outlined in the 2008 toolkit. The lessons learned from the technical assistance work and other information-gathering efforts provide valuable case studies for the field about common challenges and overcoming obstacles when implementing law enforcement reentry efforts. Below is a brief summary of the four jurisdictions’ challenges and their progress highlighted in the new report is below. Las Vegas (Nevada) Metropolitan Police Department (LVMPD) identified homelessness as a major issue in one of its largest police districts, and found that individuals in need of services were not being connected with existing resources available to them. In response, LVMPD staff designed and implemented a pilot reentry initiative that focuses on people booked into the county jail who have no home where they can return upon release. During the period of this project, LVMPD staff gathered and coordinated relevant stakeholders, implemented a screening process during booking at the jail, and arranged a collaborative reentry process that places program participants in housing and connects them to necessary services. “I am proud that our department worked collaboratively to address the challenge of homelessness in a compassionate way through better coordination of services with community stakeholders. This approach has resulted in connecting those individuals in need with the right people, at the right time, and with the right services,” said LVMPD Sheriff Douglas C. Gillespie. Washington D.C. Metropolitan Police Department (MPD) coordinated with officers from CSOSA (Court Services & Offender Supervision Agency) to conduct home visits to people under CSOSA supervision. Building on this effort, specific police districts extended this practice to include people recently released from the metropolitan area correctional facilities and identified as most at risk of reoffending. In one particular district, MPD staff formalized an existing relationship with a local social service provider, and leveraged this relationship to connect this high-risk population to services. Muskegon County (Michigan) Sheriff’s Department (MCSD) struggled with an overpopulated jail, much like many other communities throughout the country. A significant portion of the jail population comprises people incarcerated for their first offense. To decrease the jail population and increase public safety, MCSD staff worked on designing a reentry program for first-time offenders, which they hoped would limit the time served in the facility and connect them to community-based services upon release. White Plains (New York) Police Department (WPPD) implemented the White Plains Reentry Initiative in 2004. This program focused on people leaving the Westchester County Penitentiary (WCP), and helped them reenter the White Plains community and develop an ongoing support system in the community. The initiative coordinated with a variety of partners—including professionals from the public school district, community mental health providers, and other service providers—who attended monthly panel meetings in WCP, meeting with people scheduled to be released in the next 30 days to the City of White Plains. At these sessions, the reentry partners provided overviews of each agency’s services and a WPPD officer discussed possible repercussions for reoffending. As a learning site, WPPD focused its efforts on improving communication among stakeholders through monthly case conference meetings and the development of a web-based database of reentry participants. “I am proud that during my time as Police Commissioner, our department was able to launch this program, as it has been successful in helping individuals scheduled for release transition back into the community as well as ensuring they are able to contribute positively once they get out of prison,” said former White Plains Police Commissioner and CSG Justice Center Board Member Frank Straub. “Lessons Learned: Planning and Assessing a Law Enforcement Reentry Strategy” can be downloaded for free from the CSG Justice Center at http://reentrypolicy.org/jc_publications/lessons-learned-planning-and-assessing-a-law-enforcement-reentry-strategy. Print copies are available through the COPS Office Response Center at 1-800-421-6770.

Training: HUD. April 2013. Capacity Building – Grant Writing

Capacity Building – Grant Writing

HUDTraining Schedule for 2013 Date	Location	Address	Registration Information and Contact Persons
April 9 – 10, 2013	Houston, TX	Neighborhood Centers Inc. Ripley House 4410 Navigation Blvd. Houston, TX 77011	Click Here To Register: http://www.hud.gov/emarc/index.cfm?fuseaction=emar.addRegisterEvent&eventId=1593&update=N Contact Name: Gwendolyn Berry Phone: 713-718-3110 Email.com: gwendolyn.d.berry@hud.gov
April 24, 2013	Jamaica, NY	York College / City University of New York - CUNY 94 - 20 Guy R. Brewer Blvd Jamaica, NY 11451	Click Here To Register: http://www.hud.gov/emarc/index.cfm?fuseaction=emar.registerEvent&eventId=1649&update=N Contact Name: Gayela Bynum Phone: 202-402-6618 Email: gayela.a.bynum@hud.gov

Would you like to know about finding grants, leveraging funds, grant writing tips/do’s and don’ts, capacity building, 501c3 info, and many more exciting topics?

This exciting two day training event will include:

• Learning the key elements of how to prepare and compete for federal funding streams, how to understand the grant application process, the important factors for award, and capacity building. Attendees will also learn about other local Houston HUD programs such as Center for Faith Based and Community Partnerships, Community Planning and Development, Fair Housing and Equal Opportunity, Federal Housing Administration (FHA), Public Housing, Multifamily Housing,and other Housing related programs and how they are being utilized in the Houston area.

Everyone must be registered to attend. A certification of completion will be given those who attend both training days.

NOTE:
It's not a matter of just shipping off food supplies to assist Haiti.  This is a prevaling problem since the devastating earthquake.  Were long term risk assessments, rapid environmental, and rapid health assessments conducted to foresee problems that have affected Haiti since the earthquake (dysentery, sanitation, food supply, etc.).  This does not involve a national level planning by the Haitian government, but local\division planning for all the divisions of Haiti.
     Charles D. Sharp.  CEO.  Black Emergency Managers Association.

http://news.yahoo.com/un-haitians-arent-getting-enough-food-000739149.html

UN: Haitians aren't getting enough food

Associated Press

PORT-AU-PRINCE, Haiti (AP) — The United Nations said Tuesday that a growing number of people in Haiti are not getting enough to eat following a heavy storm season that damaged food crops.

The humanitarian department of the U.N. mission in the Caribbean nation of 10 million people said in its monthly bulletin that a spike in malnutrition has been recorded in some areas since October. At least one in five households faces a serious food deficit and acute malnutrition despite efforts to reduce hunger, the study said.

Malnutrition is worst in Haiti's far western corner in the administrative department of Grande-Anse, the U.N. said. There have also been reports of acute malnutrition in southeastern Haiti.

Widespread flooding damaged crops in the country's south when Hurricane Sandy and Tropical Storm Isaac brushed Haiti last year.

The U.N. said that more than more than 1.5 million of Haiti's people are at risk of malnutrition because of crops lost in the hurricane. As much as 90 percent of Haiti's harvest season, much of it in the south, was destroyed in Sandy's floods.