Improving FEMA Internal Processes and Human Capital

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 »

Submitted by (@coulterjohnson)
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Improving FEMA Internal Processes and Human Capital

Maxi-flex work schedule

Consider maxi-flex and similar work schedules, which other federal agencies have had for 20+ years. This could enhance employee morale and offset the requirement to deploy and be on call 24-7 without compensation.

Submitted by (@mrountre)
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Mitigation Investment for the Nation

GPS for alerting, planning, and aid

FEMA’s smartphone Apps should be updated to allow for GPS location data. When a disaster strikes, FEMA could send a message through the App and directs the public, based on their location, to the closest shelter or area for local help. This new ability would aid officials in directing their efforts to save the living, injured, and hold efforts on recovering casualties. The location system would both detect and color ...more »

Submitted by (@coulterjohnson)
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Improving FEMA Internal Processes and Human Capital

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 »

Submitted by (@michael.robles)
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Improving FEMA Internal Processes and Human Capital

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.

Submitted by
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Improving FEMA Internal Processes and Human Capital

Consistency and Knowlege is the Foundation of Customer Service

Recommendation: include a mandatory 5-10 minutes of training for each branch, division and regional all-hands meeting on one subject matter area each month. Short topics may bring employees to more consistent levels of knowledge and skill and will allow the employees to represent FEMA in a more consistent way on the ground when conversing with grantees, applicants and individuals. It also has the potential to increase ...more »

Submitted by (@tisha.panter)
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Improving FEMA Internal Processes and Human Capital

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 »

Submitted by (@ken.radzieta)
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Improving FEMA Internal Processes and Human Capital

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 »

Submitted by (@owen.reese)
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Improving FEMA Internal Processes and Human Capital

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.

Submitted by (@mrountre)
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Improving FEMA Internal Processes and Human Capital

Deployment Request

There should be a number system, so you will know if you are going to be deployed soon, for Reservist. There may be one internally, but that could be a nice improvement, so Reservist will have so idea when they are going out again.

Submitted by (@jason.humphrey)
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Improving FEMA Internal Processes and Human Capital

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 »

Submitted by (@lorrams1)
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Improving FEMA Internal Processes and Human Capital

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 »

Submitted by (@james.russell4)
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