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Is Our Nation More Prepared Since 9/11?

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Presentation on theme: "Is Our Nation More Prepared Since 9/11?"— Presentation transcript:

1 Is Our Nation More Prepared Since 9/11?
A Way Forward on Measuring Grant Effectiveness July 10, 2018 National Homeland Security Conference

2 Agenda Overview Progress in Preparedness Grant Effectiveness
FEMA Strategic Plan The National Preparedness System Progress in Preparedness Using Data to Demonstrate Improvements National-Level Trends Grant Effectiveness Strategic Vision THIRA/SPR Methodology Case Studies and Findings Return on Investment Next Steps on Grant Effectiveness Conclusion

3 Major Incidents Impacting National Preparedness
Calls to unify and further professionalize emergency management across the Nation Recognizes the importance of working together to help people before, during, and after disasters

4 FEMA Strategic Plan (2018 – 2022)
Calls to unify and further professionalize emergency management across the Nation Recognizes the importance of working together to help people before, during, and after disasters Strategic Goal 1 Strategic Goal 2 Strategic Goal 3

5 The National Preparedness System
Provides a consistent, scalable approach to support decision making, resource allocation, and measuring progress Enables a collaborative, whole community approach to national preparedness FEMA gains insight into how jurisdictions implement NPS activities through data collection and analysis

6 Progress in Preparedness

7 Increased Whole Community Participation
THIRA/SPR Data Increased Whole Community Participation The Threat and Hazard Identification and Risk Assessment (THIRA) and Stakeholder Preparedness Review (SPR) ask stakeholders to: Identify and assess risk Estimate capability requirements From Fiscal Year (FY) : Whole Community participants in the THIRA process nationwide increased by 23 percent Whole Community participants in the SPR process nationwide increased by 50 percent 7

8 Increased Validation of SPR Capability Assessment Data
Figure 4. In 2017, NEP exercises across the country tested 31 core capabilities and addressed a variety of threats and hazards, including cybersecurity, hazardous material, and earthquakes. From FY , the percentage of SPR capability assessments: Validated by an exercise increased 14 percentage points Validated by a real-world incident increased 7 percentage points

9 Building National Incident Management System (NIMS) Teams
FEMA analyzes Homeland Security Grant Program (HSGP) funds allocated to supporting National Incident Management System (NIMS) resources to better understand the extent to which grant recipients are implementing NIMS typing In FY 2017, HSGP recipients supported 1,879 investments towards NIMS resources Jurisdictions most frequently invested HSGP funds in the following five NIMS resources: FY 2017 Top Five Supported NIMS Resources NIMS Resource Number of Jurisdictions Bomb Squad/Explosives Team 20 SWAT/Tactical Teams 18 HazMat Entry Team 12 Incident Management Team Communications Support Team (CAP) 10 9

10 Using Grant Resources to Build Capabilities
FEMA tracks the percentage of HSGP grant funds that jurisdictions use to build and sustain capabilities using: State Homeland Security Program (SHSP) Urban Area Security Initiative (UASI) Operation Stonegarden (OPSG) Grant recipients can use grant awards to build or to sustain their current level of capability to fill gaps identified through THIRA/SPR data. From FY , jurisdictions more than quadrupled the percentage of grant funds they invest in building capabilities from 4 percent to 18 percent

11 Emergency Operations Planning
Improve Plans Through Corrective Actions Percentage of Jurisdictions that Updated EOPs Based on Corrective Actions Percentage of States and Territories with an EOP aligned to CPG 101v2 FEMA measures state and territory alignment with Comprehensive Preparedness Guide 101 version 2 (CPG 101v2), including Whole Community involvement in the planning process From FY , the percentage of states with Emergency Operations Plans (EOPs) aligned to CPG101v2 increased from 47 percent to 93 percent The percentage of jurisdictions with EOPs updated based on corrective actions rose from 36 percent to 38 percent in the same time 11

12 National-Level Trends
FEMA analyzes nationwide data, including the THIRA, SPR, training and exercises, after-action reports, and preparedness grant funding to determine national trends in preparedness Planning, Operational Coordination, and Public Health, Healthcare, & Emergency Medical Services are consistently among the most proficient capabilities Low proficiency ratings for Operational Coordination have been cut in half since 2012 Cybersecurity, Housing, and Infrastructure Systems have been national areas for improvement every year since 2012 National Areas for Improvement ( )

13 Grant Effectiveness

14 Grant Effectiveness Strategic Vision
Objective 1: Implement projects that address state and national priorities Objective 2: Improve capabilities and achieve preparedness outcomes Objective 3: Manage projects in accordance with Federal standards and guidance

15 Improve Data Collection
THIRA/SPR Methodology Improve Data Collection Helps Communities by: Establishing a three-year THIRA cycle that allows for incremental progress towards achieving capability targets Ability to provide additional context to capability estimates Integrated with other preparedness efforts and producing data more useful for informing preparedness activities Helps FEMA to: Track improvements in preparedness Analyze the role of FEMA grants in closing capability gaps and improving disaster outcomes Provide community-specific support before, during, and after emergencies

16 THIRA/SPR Methodology
Highlights More intuitive approach for communities to compare their capability targets and current capabilities Helps communities to conduct more comprehensive and useful assessments Simplifies the process by introducing a set of standardized impacts and targets THIRA Process (three-year cycle) SPR Process (annual)

17 HazMat Team Accessibility
Increased Capabilities HazMat Team Accessibility NEMA found that states and local jurisdictions have made progress in developing advanced assets, such as hazardous materials (HazMat) teams A much larger proportion of the United States is accessible to an advanced HazMat response team within a four-hour drive, compared to 2001 Areas accessible to an advanced HazMat response team within a four-hour drive Source: NEMA “Homeland Security Grant Return on Investment,” July 2018

18 Increased Capabilities
Incident Management and Search and Rescue Team Accessibility Similarly, NEMA found that the proportion of the United States covered by advanced Incident Management Teams (IMTs) and structural collapse/Urban Search and Rescue (USAR) teams within a four-hour drive has increased from 2001 to 2018 Areas accessible to an advanced IMT within a four-hour drive Areas accessible to an advanced structural collapse/USAR team within a four-hour drive Source: NEMA “Homeland Security Grant Return on Investment,” July 2018

19 Grant Effectiveness Case Studies
Detailed Insight on Grant Results Highlight how preparedness grant recipients allocate funding and measure grant project outcomes Improve understanding of how states and urban areas use grant funds to build and sustain capabilities Help FEMA communicate the importance of the preparedness grants to external audiences, such as Congress and the public

20 Methodology and Findings
2016 – 2017 Case Studies Methodology and Findings Focus Area Guiding Research Question Findings Risk and Capability Assessments How are grant recipients using the results from risk and capability assessments to inform their grant allocation decisions and homeland security strategies? Used to engage stakeholders Process was burdensome relative to usefulness of results Establishing Grant Priorities How are recipients determining which grant projects to fund? Used THIRA and SPR results, subject-matter experts, and state homeland security strategies Applied population-based formulas and competitive awards to pass funding to local jurisdictions Building and Sustaining Capability How have grant funds helped recipients build and sustain capability and close capability gaps? Prioritized shareable and deployable resources Challenged aligning grant projects to core capabilities Validating Project Outcomes How are grant recipients measuring and reporting grant project outcomes? Challenged developing quantitative performance metrics that evaluate grant project outcomes Assessed project effectiveness through after-action reports and analyses

21 Case Study: District of Columbia
Notable Projects Fatality Management Plan DC developed a District-wide Fatality Management Plan, which includes agency- specific playbooks and describes the roles of all relevant agency, regional, and Federal partners Situational Awareness Dashboard The Dashboard assists with emergency alerts and enables streamlined data analysis and report generation for any incident across the National Capital Region (NCR) AlertDC AlertDC provides notifications on conditions affecting public safety, such as police activity or severe weather The Situational Awareness Dashboard integrates DC, NCR, and Federal data

22 Case Study: Montana Notable Projects
Community Animal Response Teams (CARTs) After nearby states experienced a blizzard that led to livestock losses, Montana invested grant funds to create CARTS trained on sheltering and care for animals during disasters Situation Analyst Montana (SAM) SAM is a web-based, interactive platform that enables emergency response officials and other stakeholders to access a common operating picture of incidents Incident Management Team Training Grant funds enable Montana to build and maintain a specialized team of emergency response professionals to coordinate local and regional incident response CART members supported the 2017 Rolling Cow exercise, simulating the challenge of a livestock transport accident

23 Return on Investment Study
Effects of HSGP investments are unclear Grant descriptions are broad and general Local baseline capability data are unavailable Challenging to account for other funding sources for projects Barriers to Conducting a Return on Investment and Cost Benefit Analysis for HSGP Projects Analysis was Limited by Data Gaps and Other Issues FEMA Identified Possible Options for Reducing Barriers to Analysis Improving data collection and analytics

24 Return on Investment Strategies
Strategy 1: Improve Quantitative Data Develop a data strategy to increase and improve quantitative data collection Strategy 2: Revealed Preference Model for State-Level Analysis Measure how valuable HSGP-funded preparedness projects are to emergency managers Strategy 3: Detailed Operations Model – Capability-Specific Analysis Analyze a well-defined segment of the HSGP portfolio (e.g., mass search and rescue) and use a blend of data analysis techniques to produce a project investment benefit conclusion Strategy 4: Breakeven Analysis Pilot study to demonstrate how to develop a near-term investment benefit for the prevention portfolio of HSGP

25 Next Steps on Grant Effectiveness
FEMA is continuing to work on activities that align to the FEMA Strategic Plan and NPS to further enable stakeholders to demonstrate the effective use of their preparedness grant funding. Activities include: NPAD will conduct grant effectiveness case studies focused on real world incidents in 2018 FEMA will specifically examine how jurisdictions used grants to prepare for and respond to the 2017 hurricane season NPAD will continue to improve data collection and analysis systems to help state, local, tribal, and territorial partners measure grant investment outcomes

26 Conclusion “Achieving the vision of a prepared and resilient Nation is a shared responsibility. Meaningful improvements will occur only when we work in concert with leaders from Federal, state, local, tribal, and territorial governments and non- governmental organizations and the private sector to enhance our collective readiness.” -Brock Long, FEMA Administrator FEMA Strategic Plan


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