Improving FEMA Internal Processes and Human Capital

As the Federal Emergency Management Agency (FEMA) develops our 2018-2022 Strategic Plan, we need the input and diverse perspectives of the entire FEMA team, the stakeholders we serve, and the partners we work with every day. We need your help to inform our future vision, direction, strategic goals, and operational objectives.

The Agency is seeking feedback and engagement from our partners and stakeholders here. This is our first step in a new cycle of listening to employees at all levels, and stakeholders from state, local, tribal, and territorial governments, non-governmental organizations, and the private sector about how we could do things better.

Please feel free to comment on or discuss this topic between now and October 5, 2017.

Topic Area 3

  • Discuss possible ways FEMA could improve its business processes to make them more effective, efficient, and accountable for employees, partners, and survivors.
  • Discuss possible ways for FEMA to improve employee recruitment, development, training, and retention.

Improving FEMA Internal Processes and Human Capital

Submitted by (@coulterjohnson)

Validate the need for geographic restrictions on positions

Most positions advertised today unnecessarily have Geographic limitations placed on them. With technology today such as email, Lync, Video Teleconferences, and mobile phones, we have multiple ways to communicate. One of the requirements of telework is that you must be able to perform all of your duties at the alternate location. This would be a perfect way to test if there should be a geographic restriction. An excellent ...more »

Voting

45 votes
47 up votes
2 down votes
Active

Improving FEMA Internal Processes and Human Capital

Submitted by (@wanda.taliaferroyoung)

SENIOR-FLEX WORK FROM HOME CALL CENTER

FEMA would greatly benefit by implementing a 55+ workforce for positions as Senior-Flex Work From Home Call Center Specialists. The agency is already strained with 85% of its workforce deployed, and the hurricane season is not over. Many “highly skilled” senior workers spend decades developing professionalism. They show responsibility, act ethically, demonstrate strong communication, interpersonal and problem solving ...more »

Voting

24 votes
28 up votes
4 down votes
Active

Improving FEMA Internal Processes and Human Capital

Submitted by (@james.russell4)

Hiring Skilled Public Assistance Employees

My name is James H Russell. I am a retired professional engineer and have worked for FEMA since late 2006. The DAE program, at the time was hired, provided FEMA access to skilled individuals and it provided the DAEs part time employment. (win – win) My concern is that today FEMA does not have the caliber of skilled to do FEMA’s Mission. FEMA, when I was hired, was hiring people with skilled field experience and taught ...more »

Voting

15 votes
15 up votes
0 down votes
Active

Improving FEMA Internal Processes and Human Capital

Submitted by

Hiring process efficiencies

The hiring process should be analyzed from end-to-end in order to identify key pain points, gaps in process, and areas in great need of improvement. Currently, when an employee leaves it can take months to even post the position, leaving a gap in the team for an extensive period of time. This negatively impacts quality, morale, and the FEMA mission overall.

Voting

24 votes
24 up votes
0 down votes
Active

Improving FEMA Internal Processes and Human Capital

Submitted by (@michael.robles)

INCORPORATE WORKFORCE ENAGAGEMENT AS A STRATEGIC PRIORITY

For all of the admirable accomplishments the previous administrator should be commended for, creating a great agency to work for was not one of them. Ranking 284 out of 305 agencies (bottom ten percent), FEMA moral is near the bottom of the "Best Places To Work in the federal Government" rankings). It is unacceptable (and a tremendous waste of resources) when new hires are already looking to get out of Branch/Division/Agency ...more »

Voting

22 votes
22 up votes
0 down votes
Active

Improving FEMA Internal Processes and Human Capital

Submitted by (@owen.reese)

FEMA's 25/75 Rule

25%. That is the percent of FEMA PFT that work in the Regions. I believe that the numbers should be flipped and 75% of FEMA PFTs work in the Regions to empower them and change how we operate as an Agency. I’ve heard that the “Ivory Tower” of HQ is disconnected from the reality of what is going on in the field by the policies that are created that impact the Region’s. Working in both offices, I have found this to be an ...more »

Voting

21 votes
26 up votes
5 down votes
Active

Improving FEMA Internal Processes and Human Capital

Submitted by (@ken.radzieta)

Quarterly Training

In the wake of the DL 4277, and Hurricane Matthew, we experienced a surge in the need to have trained personnel to take Registrations for survivors. In order to maintain a certain level of readiness, everyone could become an RI agent, much the same way that in the Marines, everyone is a rifleman first, or in the army, everyone is a Soldier first, then they have their specialty. That being said, in order to better serve ...more »

Voting

17 votes
17 up votes
0 down votes
Active

Improving FEMA Internal Processes and Human Capital

Submitted by

Evaluations for reservists

The evaluation required from a JFO for a reservists is inadequate at best and I believe underutilized as a result. The evaluation needs to be revised from pass fail to a 1-10 scale on each item (items need revision as well) with a written explanation required for each item with special emphasis placed on the upper and lower limits to include recommendations for improvement on the lower end and recommendations for the ...more »

Voting

16 votes
18 up votes
2 down votes
Active

Improving FEMA Internal Processes and Human Capital

Submitted by (@james.russell4)

Reservist Travel to Alternate Locations

I request that FEMA reverse a travel policy change implemented made by the previous administrator. Reservists like myself, prior to the change, could take rotation travel to alternate locations rather than their Residence of Record (ROR) after implementation of the change and as mandated in the current FEMA Travel Policy Manual. Travel to alternate locations was popular amongst reservists - FEMA also benefited financially ...more »

Voting

15 votes
17 up votes
2 down votes
Active

Improving FEMA Internal Processes and Human Capital

Submitted by

FQS review and realignment

"Qualified" employees are not allowed to attend training because they are deemed qualified, many of them were qualified by previous experience and have had o formal training. I worked for FEMA for 14 years as a DAE (Reservist) and only attend 1 EMI class in all those years, I was FQS Qualified at a Group Supervisor level which means I cannot attend any training courses offered. How can we have a qualified professional ...more »

Voting

19 votes
20 up votes
1 down votes
Active

Improving FEMA Internal Processes and Human Capital

Submitted by

Managers in disasters

Require professional and civil behavior of managers, especially in disaster work. The U.S. Forest Service reportedly screens their employees prior to deployment by ensuring that they have demonstrated "calm and professionalism" over time in their training and in fire fighting.

Voting

17 votes
19 up votes
2 down votes
Active