Stakeholder Engagement Plan

Stakeholder Engagement Plan
Fiscal Year 2009 Report to Congress
July 14, 2009

Ofice qfthe Secretary

Message from the Secretary
July 14,2009

I am pleased to present the following report, "Stakeholder
Engagement Plan," which has been prepared by the Federal
Emergency Management Agency (FEMA).
The report has been compiled in response to requirements
accompanying the F Y 2009 Department of Homeland Security
Appropriations Act (P.L. 110-329).
This document also provides my certification, after
coordination with FEMA and as also required by
P.L. 110-329, that processes to incorporate stakeholder input
during grant guidance development and award distribution
processes have been:
Developed to ensure transparency and increase consultation about security needs for
all-hazards;
Formalized and made clear to stakeholders; and
Formalized to ensure future use for each Fiscal Year.
Pursuant to congressional requirements, this report is being provided to the following Members
of Congress:
The Honorable David E. Price
Chairman, House Appropriations Subcommittee on Homeland Security
The Honorable Harold Rogers
Ranking Member, House Appropriations Subcommittee on Homeland Security
The Honorable Robert Byrd
Chairman, Senate Appropriations Subcommittee on Homeland Security
The Honorable George V. Voinovich
Ranking Member, Senate Appropriations Subcommittee on Homeland Security
I would be pleased to respond to any questions you may have. Please do not hesitate to contact
me at (202) 282-8350, FEMA Administrator W. Craig Fugate at (202) 646-4500, or the
Department's Acting Chief Financial Officer, Peggy Sherry, at (202) 447-575 1.

Yours very truly,

~ a $ eNapolitano
t

Executive Summary
The Fiscal Year (FY) 2009 Department of Homeland Security Appropriations (DHS) Act (P.L.
110-329) requires that the Federal Emergency Management Agency (FEMA) certify and report
on the processes it utilizes to incorporate stakeholder input for grant guidance development and
award distribution.
To fulfill this requirement, the Grant Programs Directorate (GPD) at FEMA has developed this
report, which provides information on both existing outreach efforts and new or enhanced efforts
planned for the future. By heavily engaging our stakeholders during the program planning, grant
guidance development, and award distribution phases, FEMA believes that homeland security
benefits achieved through Federal assistance are enhanced.
The success of our programs is dependent upon engaged collaboration and “buy-in” from our
customers on the front end of the process, and we are committed to ensure widespread
participation in and access to the annual assistance programs. While GPD continues to improve
its stakeholder engagement efforts, it is also important to note that FEMA, in its grant
administering activities, must remain a prudent steward of Federal grant dollars. State, local, and
tribal “buy-in” is necessary, but this must be achieved while simultaneously directing the use of
Federal grant dollars toward investments that best address the gaps in homeland security from a
national perspective.
The Department considers this stakeholder plan a critical first step in codifying our processes and
making the grant programs as transparent as possible. We will continue to make improvements
each year as our stakeholders provide us with valuable feedback.

ii

Stakeholder Engagement Plan
Table of Contents
I.

Legislative Requirement ……………………………………………

1

II.

Introduction …………………………………………………………

2

III.

History ………………………………………………………………

3

IV.

Overall Engagement Timelines ……………………………………..

5

V.

Path Forward and Improvement Plan … ……………………………

10

VI.

Appendix A: Draft of FY 2010 Program Plan ………………………

13

VII.

Appendix B: Acronym List………………………………………….

16

iii

I.

Legislative Requirement

This document responds to the reporting requirement set forth in the FY 2009 Department of
Homeland Security Appropriations Act (P.L. 110-329), which states:
DEPARTMENTAL MANAGEMENT AND OPERATIONS
Office of the Secretary and Executive Management
For necessary expenses of the Office of the Secretary of Homeland Security, as
authorized by section 102 of the Homeland Security Act of 2002 (6 U.S.C. 112), and
executive management of the Department of Homeland Security, as authorized by law,
$123,456,000 …. Provided further, That $10,000,000 shall not be available for obligation
until the Secretary of Homeland Security, in coordination with the Administrator of the
Federal Emergency Management Agency, certifies to the Committees on Appropriations
of the Senate and the House of Representatives that processes to incorporate stakeholder
input for grant guidance development and award distribution have been: (1) developed to
ensure transparency and increased consultation about security needs for all-hazards; (2)
formalized and made clear to stakeholders; and (3) formalized to ensure future use for
each fiscal year.

An additional provision of P.L. 110-329 states as follows:
PROTECTION, PREPAREDNESS, RESPONSE, AND RECOVERY
Federal Emergency Management Agency
For necessary expenses for management and administration of the Federal Emergency
Management Agency… Provided further, That $10,000,000 shall not be available for
obligation until the Secretary of Homeland Security, in coordination with the
Administrator of the Federal Emergency Management Agency, certifies and reports to the
Committees on Appropriations of the Senate and the House of Representatives that
processes to incorporate stakeholder input for grant guidance development and award
distribution have been: (1) developed to ensure transparency and increased consultation
about security needs for all-hazards; (2) formalized and made clear to stakeholders; and
(3) formalized to ensure future use for each fiscal year.

Lastly, the Explanatory Statement which accompanies P.L. 110-329 includes the following
provision:
STAKEHOLDER INVOLVEMENT
The bill withholds $10,000,000 until the Secretary of Homeland Security, in coordination
with the Administrator of FEMA, certifies and reports to the Committees that certain
conditions have been met regarding the process to incorporate stakeholder input for grant
guidance development and award distribution. Input from State Administrative
Agencies, Regional Working groups, Federal Preparedness Coordinators, the National
Advisory Council, and other stakeholder groups shall be sought for this process, in
accordance with the Senate report. A similar provision is included within the Office of
the Secretary and Executive Management.

1

II. Introduction
The GPD engages with stakeholders and grantees for all preparedness grant programs. In the
past, outreach methods include annual programmatic monitoring, attendance at state and local
DHS committee meetings/conferences/roundtable discussions/workshops, attendance at
Congressionally-sponsored local “town meetings,” and FEMA-sponsored technical assistance
offerings. FEMA’s Program Analysts are in daily contact with State Administrative Agency
(SAA) representatives, Homeland Security Advisors, local sub-grantees, and regional partners to
address grant-related issues. These types of interactions occur on a regular basis throughout the
year.
Looking towards the immediate future, FEMA, in close cooperation with other DHS Component
agencies, will continue to take the approach outlined in this document, which provides for:
•

Active and continuous outreach to the larger homeland security community on issues
related to both program guidance and overall policies and processes;

•

Clearly defined opportunities for stakeholder input on the Future Year Program Plan for
the grant process;

•

Utilization of new media and technologies (e.g., webinars, on-line training) to provide
continuous outreach and grant program education to our stakeholders that can be
accessed on an “as needed” basis; and

•

A codified process for outreach to the state and local community through the Quadrennial
Homeland Security Review (QHSR) and enhanced coordination with the DHS Assistant
Secretary for Intergovernmental Programs.

2

III. History
The Post-Katrina Emergency Management Reform Act of 2007 (P.L. 109-295) authorized the
establishment of a “one stop shop” for grants within FEMA. This included the consolidation of
three components within GPD:
•
•
•

DHS Office of Grants and Training
DHS Office of Grant Operations
FEMA’s Grants Management Branch

Since FY 2006, the preparedness grant portfolio has grown substantially. As a result, the number
of the Department’s stakeholder engagement activities has grown as well. Although the breadth
of the programs has increased in the past four years, FEMA has worked to ensure that
collaboration exists between all partners for its programs.
GPD Program Growth, FY 2002-2009

$4,244.26

$4,500.00

$4,241.89

$4,110.80

$3,879.21
$4,000.00

$3,643.82

$3,216.05

$3,500.00
$2,924.05

Millions

$3,000.00

$2,500.00

$2,000.00

$1,500.00
$904.98
$1,000.00

$500.00

$0.00
FY 2002

FY 2003

FY 2004

FY 2005

FY 2006

FY 2007

FY 2008

FY 2009

Notes:
The dollar amounts are based on awards made.
The large number within each bar represents the total number of grant programs per fiscal year.
FY 2003 and 2007 include supplemental grant funding.
FY 2008 and 2009 include anticipated AFG award amounts since awards have not been completed.
FY 2009 includes stimulus funding for TSGP, PSGP and FSCG based on appropriated amounts since
awards are not complete.
This graphic represents only the preparedness portfolio, and not the full 52 disaster and non-disaster
programs that GPD oversees.

3

Although stakeholder outreach has been a longstanding component of the grant programs,
FEMA recognizes that continuous improvements in this area are necessary for the long-term
success of grant recipients and the programs themselves. Therefore, the goals for increasing
stakeholder outreach efforts include:
•
•
•
•

A better understanding of the needs of the homeland security community relative to
Federal financial assistance;
An increase in the transparency of programs;
Further focus on minimizing overlapping requirements and streamlining processes; and
On a regular basis, identifying options for updating policies, guidance, and procedures.

In order to meet these goals, FEMA will engage the stakeholder community to identify potential
modifications to grant programs in the out-years. Such changes would include:
•
•
•
•

Changes to peer or national review panels;
Changes and/or updates for application requirements;
Suggested focus areas for the coming year’s grants; and
Consolidation of programs.

4

IV. Overall Engagement Timelines
Over the last year, GPD has worked to increase its stakeholder outreach efforts and provide
transparency in grant programs across the board. These efforts include additional after-action
conferences or phone calls held at both the headquarters and regional levels to ensure maximum
coverage, as well as increasing the transparency of the grant programs by giving all stakeholders
more visibility and input into FEMA’s program planning efforts.
In general, GPD’s schedule for each year is relatively stable, and the program phases can be
broken out as follows:
•

Quarter 1 of each Fiscal Year: Based on an October 1st appropriation, FEMA releases
the programmatic guidance for most (if not all) programs.

•

Quarter 2 of each Fiscal Year: With the release of programmatic guidance in the first
quarter, applications for most grant programs are due in the second quarter.

•

Quarter 3 of each Fiscal Year: The majority of award allocations are announced, and
grantees begin the implementation phase of their grant programs.

•

Quarter 4 of each Fiscal Year: Stakeholder outreach efforts on all programs including,
but not limited to, criteria development, funding priorities, adjustment to risk formulas,
and overall programmatic changes. In most cases, award allocations for the year have
already been finalized. Examples of outreach methodologies include:
o Formal after-action conferences;
o Conference calls with stakeholder groups by both regional and headquarters staff;
o Annual roundtable meetings with grantees at the Regional Offices;
o Annual monitoring visits with grantees;
o Headquarters and regional participation in Urban Area Working Groups, Regional
Transit Security Working Groups and Area Maritime Security Committee
meetings; and
o Attendance at various conferences sponsored by states, Urban Areas Security
Initiatives (UASI), private sector entities, and advocacy groups such as the National
Governors Association and the National Emergency Management Association.

Unlike other Federal grant programs, the constituency for FEMA’s preparedness grants is
extremely varied and diverse. Besides the traditional disciplines such as law enforcement,
emergency management, and fire service, these grants reach governmental administrators, public
works, private sector entities, and nonprofit organizations. Because of the need to reach such a
large group, FEMA employs a number of different approaches, and engages the assistance of
multiple DHS offices and Components, to reach as many communities as possible as frequently
as possible.
Although it is not expected that FEMA will reach all potential grantees, we will certainly
endeavor to reach out to as many communities as we can. In the coming Fiscal Year, FEMA

5

plans to continue its implementation of an enhanced plan for stakeholder engagement designed
to improve transparency and increase information gathering.
These efforts can be described under two main categories: Criteria Development and Technical
Assistance/Outreach.
Criteria Development:
Each year, FEMA plans a robust schedule of outreach to grantees in order to fully engage with as
many stakeholders as possible. We do not intend to limit the process to just a program by
program view. FEMA will continue to use our existing mechanisms for communication to the
field, such as information bulletins, to seek feedback from our stakeholder community.
Consistent with our future program goals, FEMA will seek to expand the number and types of
mechanisms we use to communicate with stakeholders, ensure wide dissemination of the annual
program schedule (e.g., see the appendix of this document), and increase the opportunities for
stakeholder input throughout the annual grant program cycle.
FEMA’s enhanced process will include formal opportunities for existing and potential grantees
to engage with FEMA GPD representatives, either through face-to-face meetings, Webinars, or
teleconference calls. This is in addition to other outreach opportunities that FEMA participates
in throughout the year, including grantee meetings, such as the annual UASI conference,
monitoring visits, regional visits, and association meetings.
As noted above, many of the formal outreach opportunities for stakeholders occur in the fourth
quarter of each Fiscal Year. However, FEMA will work with stakeholders to determine other
timeframes in the annual process that would benefit from stakeholder input.
Technical Assistance/Outreach:
This process is ongoing throughout the year, and is depicted in the graphic noted on the
following page as a continuous cycle.

6

One of FEMA’s strengths in working with stakeholders is its staff. This includes the Program
Analysts within GPD at FEMA Headquarters and the Regional Investment Officers within
FEMA Regions. For each grant program, there is an assigned Program Analyst or Investment
Officer who serves as a point of contact for each grantee for all of our preparedness programs,
acting as a source of information and a partner in helping states develop their investment
justifications, state or urban area homeland security strategies, monitoring reports, and other
reporting documents. The FEMA staff is in daily contact with the grantees on any number of
items related to the grant programs, and those conversations also yield an ability to provide
feedback on FEMA’s processes. In addition, GPD staffs a Centralized Scheduling and
Information Desk (CSID), which is a non-emergency help desk for grantees that have questions.
The CSID is available from 8 a.m. to 6 p.m., Monday through Friday.
In addition, throughout the year, stakeholders ask questions, seek clarification and provide
feedback through multiple vehicles, some of which include several active electronic mailboxes.
The following dedicated email accounts are monitored by FEMA staff on a daily basis to
communicate with stakeholders:
•
•

ASKCSID@dhs.gov
ASK-GMD@dhs.gov

7

•
•
•
•
•
•

HSGPReview@dhs.gov
BZPP@dhs.gov
PSIC@dhs.gov
portsecuritygrants@dhs.gov
ipassessments@dhs.gov
firegrants@dhs.gov

FEMA staff review and adjudicate all comments, questions, and inquiries, received through these
modes of communication. These types of interactions can affect future iterations of the grant
programs by several means. For example, responses to questions posed by grantees at times
result in formal “Frequently Asked Questions” (FAQ) documents which are circulated to wider
stakeholder audiences. These FAQs are distributed at various times and venues, including
program guidance release, award announcement, and after action conferences. Additionally,
questions may signal to FEMA leadership that clarification on a particular matter is warranted,
and as a result, information bulletins are issued to stakeholders.
FEMA GPD also works closely with FEMA’s National Preparedness Directorate to seek
feedback on homeland security programs and issues on a monthly basis from two major
constituency groups:
•

The National Homeland Security Consortium, which is a unique, one-of-a-kind group of
key state and local organizations, elected officials, the private sector, and others with
roles and responsibilities for homeland security prevention, preparedness, response, and
recovery activities. This Consortium is an outgrowth of those initial discussions
regarding the need for enhanced communication and coordination between disciplines
and levels of government. In addition to its efforts with DHS, the Consortium works in
partnership with other Federal agencies such as the Department of Health and Human
Services’ Centers for Disease Control and Prevention.

•

The Executive Committee of the Homeland Security Advisors Council within the
National Governors Association, which is a forum to bring together the 55 advisors
appointed by the governors of each state and territory to share common concerns and
develop strategies for managing homeland security threats.

In addition to this feedback process, in FY 2010 FEMA will publish an annual program plan to
grantees laying out anticipated grant actions throughout the year, and ask our stakeholders to
comment on that program plan. The draft program plan is provided in the appendix to this
report, and reflects another opportunity to our customers to understand and influence the
upcoming year’s schedule.
The outreach efforts codified in this engagement plan reach across all grant programs, and
FEMA is committed to ensuring that every opportunity to hear from stakeholders and to make
adjustments to grant guidance packages, as appropriate, is maximized.
FEMA has already had success with one of its new grant programs. In FY 2008, FEMA released
a new grant program, the Emergency Operations Center Grant Program, with extensive

8

assistance from both the National Emergency Management Association and the International
Association of Emergency Managers. This approach will be used as a model for other
stakeholder engagements.
FEMA has also developed an overarching FEMA Grants Strategy which improves internal and
external stakeholder partnerships and communication, ensures accurate, useful and timely
information and services for grantees, and streamlines processes to promote collaboration and
consistency across regions and programs.
This Grants Strategy presents a clear structure for improving strategic connections across the
FEMA grant-making Directorates. The document includes both short and long-term approaches
for overall coordination of the 52 FEMA grant programs to ensure the highest quality services to
our state and local grantees. The Strategy will guide FEMA as we focus on our systems and
information, program objectives and outcomes, and processes and procedures. In addition, it
will create the framework by which we develop the benchmarks necessary to measure program
outcomes, solidify coordination with internal and external stakeholders, and serve as the guide
for improved customer service and business processes.

9

V.

Path Forward and Improvement Plan

The Department’s annual efforts associated with the specific grant timelines cannot be the only
outreach mechanism; FEMA continues to seek ways to bring its customers into the development
stages of its programs and to make them a regular and integral part of the evaluation and
assessment process.
In order to ensure that our efforts become formalized and institutionalized within the Department
and have participation by our grantees, we are developing additional opportunities. Those
efforts are described below.
FEMA/GPD’s Future Year Program Planning:
In June of 2009, FEMA sent out the FY 2009 program plan to all of the members of the CSID
listserv, which includes a number of entities, including the SAAs, UASI points of contacts, and
Emergency Management Agencies (EMAs). FEMA solicited their input on this program plan
for moving forward into the FY 2010 cycle. This program plan is a linear depiction of the
continuous engagement process noted in the graphic on page 7.
The program plan covers the following general areas:
•

Phase 1: Program Development and Eligibility Determinations. During this phase,
the program office develops guidance to communicate effectively to applicants the
program purpose, priorities and requirements related to implementation.

•

Phase 2: Application Submission and Review. Once program guidance and
application requirements are released publicly, eligible applicants can submit applications
for funding.

•

Phase 3: Allocations and Award Processing. Department leadership makes the final
determination on allocations under the competitive programs. These decisions may
involve input from both the application review process and the risk analysis.

•

Phase 4: Implementation. Grantees spend the grant award in accordance with the
allowable activities scoped in the program guidance. They submit quarterly financial
reports and semi-annual progress reports on implementation.

•

Phase 5: Evaluation. Evaluation is conducted throughout the entire grant cycle. Data
and trend analysis of grant reporting and monitoring input are completed annually.
Feedback is also obtained on development, application review and allocations from
Federal, state, local and private partners through a formal after-action process.

Although we believe that this plan is helpful in laying out the projected timeframes for grantees,
we are confident that there may be additional data that would be helpful to the grantees. We will

10

provide a feedback mechanism for our grantees to provide comments on the program plan, and
adjudicate the comments as we receive them. Finally, we will deliver the FY 2010 program plan
to our grantees prior to the start of the Federal fiscal year. Through the continuous feedback
loop, we will continue to evolve the program plan each year.
DHS’s Quadrennial Homeland Security Review (QHSR) Process:
In addition to the efforts already outlined, the Department will engage heavily with state and
local stakeholders in a more strategic approach. This will be accomplished through activities
related to the QHSR.
The Department is required to conduct the first QHSR in 2009 and to submit a report to
Congress on its findings by December 31, 2009. This is the first comprehensive review of the
Department and the broader homeland security enterprise, which extends across multiple Federal
departments and agencies as well as state, local, and tribal governments and the private sector.
FEMA senior management (Office of the Administrator) is actively participating in the QHSR,
and has already taken steps to ensure accurate representation in the process from our multiple
and diverse stakeholder groups who have an interest in homeland security and emergency
management.
The DHS Office of Policy has the lead for conducting the QHSR, and is meeting on a regular
basis with the Office of Intergovernmental Programs (IGP) to identify appropriate organizations
for the QHSR study groups to help develop study analysis, as well as nominate representatives
for the senior oversight and executive oversight committees. FEMA has played an active role in
reviewing and enhancing the role of key stakeholders in this process.
DHS will also be asking the homeland security association community to give their input on an
ongoing analysis generated by the working groups. We are working hard to define the online
collaboration tools to facilitate this dialogue as well as get the homeland security associations to
nominate representatives to the various groups. Even if members of the homeland security
community are not on one of the working groups or oversight committees, they will have a
chance to comment on products that are released by the Department, as IGP will make them
available to all.
In addition to the outreach approach outlined above, FEMA will continue to seek out
opportunities through the QHSR whereby state and local stakeholders may make meaningful
contributions for the long term. FEMA has every expectation that this stakeholder outreach plan
will continue to evolve over the next few years, as we work to codify the processes outlined
herein. The Department is particularly interested in fully developing the QHSR process so that
this may serve as a strategic platform for a number of cross-cutting initiatives.
The homeland security community is a large and diverse community, and we want to ensure that
we are truly making our communities safer through the capabilities developed in these grant
programs. We want to ensure that we are building capability and resiliency at all levels, and
advising the Administration on the best path forward for future budgeting of grant dollars, as

11

well as ensuring we have the right combination of programs. If we can engage with our partners
at the front end of the process, we will develop much better products for the homeland security
community as a whole.

12

VI. Appendix A: Draft FY 2010 Program Plan
October 2009
Oct 1
(estimated)

Early Oct

Oct 23

Oct 30
Late Oct

DHS appropriations enacted
Final FY 2010 risk-based eligibility decisions made by DHS leadership (UASI, TSGP, PSGP,
BZPP)
FY 2010 HSGP, SHSP Tribal, NSGP, OPSG, RCPGP, TSGP, FRSGP Amtrak, PSGP, BZPP,
IECGP, EMPG, DLSGP guidance rollout strategy finalized with Public Affairs and Legislative
Affairs
FY 2010 HSGP, SHSP Tribal, NSGP, OPSG, RCPGP, TSGP, FRSGP Amtrak, PSGP, BZPP,
IECGP, EMPG, DLSGP White House briefing on final eligibility, program guidance, and
formula allocations
FY 2010 HSGP, SHSP Tribal, NSGP, OPSG, RCPGP, TSGP, FRSGP Amtrak, PSGP, BZPP,
IECGP, EMPG, DLSGP Congressional briefing on eligibility, program guidance, and formula
allocations (5-day requirement)
FY 2010 AFG guidance reviewed by GPD

November 2009
Nov 3
Nov 6

Nov 30

FY 2010 HSGP, SHSP Tribal, NSGP, OPSG, RCPGP, TSGP, FRSGP Amtrak, PSGP, BZPP,
IECGP, EMPG, DLSGP Congressional notification of allocations (3-day requirement)
FY 2010 HSGP, SHSP Tribal, NSGP, OPSG, RCPGP, TSGP, FRSGP Amtrak, PSGP, BZPP,
IECGP, EMPG, DLSGP Guidance and Application Kit release (initiates 30/45/90 day
application periods)
Initial draft of FY 2010 SAFER program guidance due

December 2009
Mid Dec

GPD National Conference

Dec 22

FY 2010 EMPG applications due to DHS (30 days after guidance release)

Dec 30

FY 2010 SAFER guidance reviewed by GPD

January 2010
Jan 14

FY 2010 TSGP, FRSGP Amtrak, PSGP, BZPP, IECGP, DLSGP applications due to DHS (45
days after guidance release)

February 2010
Early Feb

FY 2010 PSGP Field Reviews and BZPP Federal Review
FY 2010 IECGP, DLSGP Federal and National Reviews

Mid Feb
FY 2010 TSGP, FRSGP Amtrak, Federal Reviews
Feb 15

Post FY 2010 AFG guidance/notice

13

March 2010
Mar 1

FY 2010 AFG application period begins

Early Mar

DHS Senior Leadership makes final determination on FY 2010 TSGP, FRSGP, Amtrak, PSGP,
BZPP, IECGP, DLSGP allocations
FY 2010 TSGP, FRSGP Amtrak, PSGP, BZPP, IECGP, DLSGP allocation announcement
strategy finalized with Public Affairs and Legislative Affairs

Mid Mar

FY 2010 EMPG awards processed and final awards issued

Mar 22
Mar 29

FY 2010 HSGP, SHSP Tribal, NSGP, OPSG, RCPGP applications due to DHS (90 days after
guidance release)
FY 2010 TSGP, FRSGP Amtrak, PSGP, BZPP, IECGP, DLSGP White House allocation
briefing

April 2010
Early Apr

FY 2010 NSGP, OPSG, RCPGP applications reviewed by Federal stakeholders

Apr 2

FY 2010 AFG application period ends

Apr 5
Apr 7
Apr 12
Mid Apr

FY 2010 TSGP, FRSGP Amtrak, PSGP, BZPP, IECGP, DLSGP Congressional briefing (5-day
requirement)
FY 2010 TSGP, FRSGP Amtrak, PSGP, BZPP, IECGP, DLSGP Congressional notification of
allocations (3-day requirement)
FY 2010 TSGP, FRSGP Amtrak, PSGP, BZPP, IECGP, DLSGP allocation announced (60
days after applications due)
Peer reviewers conduct independent review of FY 2010 HSGP and SHSP Tribal Investment
Justifications

May 2010
Early May

Late May

May 17

FY 2010 HSGP and SHSP Tribal peer review panels convene
DHS Senior Leadership makes final determination on FY 2010 HSGP, SHSP Tribal, NSGP,
OPSG, RCPGP allocations
FY 2010 HSGP, SHSP Tribal, NSGP, OPSG, RCPGP allocation announcement strategy
finalized with Public Affairs and Legislative Affairs
Post FY 2010 SAFER guidance

June 2010
Jun 1
Late June

FY 2010 SAFER application period begins
FY 2010 TSGP, FRSGP Amtrak, PSGP, BZPP, IECGP, DLSGP awards processed and final
awards issued

July 2010
July 2
Early July

FY 2010 SAFER application period ends
FY 2010 AFG awards and Congressional notification begins

14

July 14
July 21
July 23
July 28

FY 2010 HSGP, SHSP Tribal, NSGP, OPSG, RCPGP White House allocation briefing
FY 2010 HSGP, SHSP Tribal, NSGP, OPSG, RCPGP Congressional briefing (5 day
requirement)
FY 2010 HSGP, SHSP Tribal, NSGP, OPSG, RCPGP Congressional notification of allocations
(3-day requirement)
FY 2010 HSGP, SHSP Tribal, NSGP, OPSG, RCPGP allocations announced (90 days after
applications due)

August 2010
Early Aug

FY 2010 SAFER awards and Congressional notification begins

Aug 23

FY 2010 Post FP&S program guidance

September 2010
Sept 7

FY 2010 FP&S application period begins

Late Sept

FY 2010 HSGP, SHSP Tribal, NSGP, OPSG, RCPGP awards processed and final awards
issued

October 2010
Oct 8

FY 2010 FP&S application period ends

November 2010
Late Nov

FY 2010 SAFER awards and Congressional notification ends

December 2010
Late Dec

FY 2010 AFG awards and Congressional notification ends

15

VII. Appendix B: Acronym List
This appendix provides a comprehensive list of the acronyms used in the Stakeholder
Engagement Plan.
Acronym
AFG
BZPP
CSID
DHS
DLSGP
EMA
EMPG
FAQ
FEMA
FP&S
FRSGP
FSCG
FY
G&T
GPD
HSGP
IECGP
IGP
NEMA
NGA
NSGP
OGO
OPSG
P.L.
PSGP
PSIC
QHSR
RCPGP
SAA
SAFER
SHSP
TSGP
UASI
U.S.C.

Description
Assistance to Firefighters Grant Program
Buffer Zone Protection Program
Centralized Scheduling and Information Desk
Department of Homeland Security
Driver’s License Security Grant Program
Emergency Management Agency
Emergency Management Performance Grants
Frequently Asked Question
Federal Emergency Management Agency
Fire Prevention and Safety
Freight Rail Security Grant Program
Fire Station Construction Grants
Fiscal Year
Department of Homeland Security Office of Grants & Training
Grant Programs Directorate
Homeland Security Grant Program
Interoperable Emergency Communications Grant Program
Office of Intergovernmental Programs
National Emergency Management Association
National Governors Association
Nonprofit Security Grant Program
Department of Homeland Security Office of Grant Operations
Operation Stonegarden
Public Law
Port Security Grant Program
Public Safety Interoperable Communications
Quadrennial Homeland Security Review
Regional Catastrophic Preparedness Grant Program
State Administrative Agency
Staffing for Adequate Fire and Emergency Response
State Homeland Security Program
Transit Security Grant Program
Urban Areas Security Initiative
United States Code

16